HomeMy WebLinkAbout2013-12-17; City Council; 21468 Exhibit #2; Parks and Recreation Needs Assessment Action Plan
Parks & Recreation Department
Needs Assessment and Comprehensive Action Plan
December 2013
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Acknowledgements
City of Carlsbad Council Members
Mayor Matt Hall
Mayor Pro Tem Mark Packard
Council Member Keith Blackburn
Council Member Farrah Golshan Douglas
Council Member Lorraine Wood
City of Carlsbad Parks & Recreation Commission
Chair Diane Proulx
Jim Craig
Leonard Martyns
Roy Meenes
Matt Simons
Jodi Rudick Stein
Ron Withall
City of Carlsbad Senior Commission
Chair David Tweedy
Jack Nelson
Ray Pearson
Peggy Savary
Joan Surridge
City of Carlsbad Parks & Recreation Department Project Team
Mick Calarco
Bonnie Elliott
Chris Hazeltine
Kyle Lancaster
Sue Spickard
Project Lead Consultants
Leon Younger, President – PROS Consulting
Neelay Bhatt, Principal Consultant - PROS Consulting
Sarah Durham, Consultant – PROS Consulting
Project Sub-Consultants
Doug Grove, Principal RHA Landscape Architects-Planners, Inc.
Ron Vine, President ETC. Leisure Vision
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Table of Contents
CHAPTER ONE - EXECUTIVE SUMMARY .............................................................................. 1
1.1 PLAN GOALS AND OBJECTIVES ............................................................................................... 1
1.2 COMMUNITY INPUT ............................................................................................................... 1
1.3 SURVEY RESULTS .................................................................................................................... 2
1.4 COMMUNITY PROFILE ............................................................................................................ 5
1.5 SITE/FACILITY ASSESSMENT ................................................................................................... 6
1.6 PROGRAM ASSESSMENT ........................................................................................................ 9
1.7 FACILITY / AMENITY AND PROGRAM PRIORITY RANKINGS ................................................. 10
1.8 VISION, MISSION AND ACTION STRATEGIES ........................................................................ 13
1.9 CONCLUSION ........................................................................................................................ 18
CHAPTER TWO - COMMUNITY INPUT ............................................................................... 20
2.1 INPUT OPPORTUNITIES ........................................................................................................ 20
2.2 GENERAL FINDINGS .............................................................................................................. 21
2.3 SURVEY RESULTS .................................................................................................................. 24
CHAPTER THREE - COMMUNITY PROFILE, SWOT ANALYSIS AND BEST PRACTICES ......... 45
3.1 DEMOGRAPHIC OVERVIEW .................................................................................................. 45
3.2 CITY OF CARLSBAD POPULACE ............................................................................................. 48
3.3 TRENDS ANALYSIS ................................................................................................................ 54
3.4 STRENGTHS WEAKNESSES OPPORTUNITIES AND THREATS ANALYSIS ................................ 62
CHAPTER FOUR - INVENTORY ANALYSIS OF PARKS, FACILITIES, AND PROGRAMS .......... 64
4.1 CARLSBAD PARK SYSTEM ASSESSMENT ............................................................................... 64
4.2 RECREATION PROGRAM ASSESSMENT ................................................................................ 66
4.3 PROGRAM ASSESSMENT AND OVERVIEW ........................................................................... 67
4.4 LIFECYCLE ANALYSIS ............................................................................................................. 67
4.5 AGE SEGMENT DISTRIBUTION .............................................................................................. 70
4.6 CORE PROGRAMS ................................................................................................................. 70
4.7 SPONSORS / PARTNERS AND VOLUNTEERS ......................................................................... 71
4.8 CUSTOMER FEEDBACK ......................................................................................................... 72
4.9 MARKETING AND PROMOTIONS .......................................................................................... 73
4.10 PARK AND FACILITY LEVEL OF SERVICE STANDARDS ......................................................... 77
4.11 GEO-CODING AND SERVICE AREA MAPPING ..................................................................... 81
4.12 FACILITY / AMENITY AND PROGRAM PRIORITY RANKINGS ............................................... 96
CHAPTER FIVE - INTERNAL ASSESSMENT .......................................................................... 99
5.1 PROGRAM CLASSIFICATION DESCRIPTION ........................................................................... 99
5.2 SERVICE CATEGORIES AND LEVELS OF PUBLIC BENEFIT .................................................... 100
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CHAPTER SIX - NEEDS ASSESSMENT & COMPREHENSIVE ACTION PLAN ....................... 102
6.1 DEVELOP VISION, MISSION, & GOALS/OBJECTIVES ........................................................... 102
6.2 FUNDING AND REVENUE STRATEGIES ............................................................................... 107
6.3 FRANCHISES AND LICENSES ............................................................................................... 109
6.4 NAMING RIGHTS ................................................................................................................ 110
CHAPTER SEVEN - CONCLUSION ..................................................................................... 111
APPENDIX ........................................................................................................................ 113
CARLSBAD FACILITIES INVENTORY ........................................................................................... 113
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CHAPTER ONE - EXECUTIVE SUMMARY
1.1 PLAN GOALS AND OBJECTIVES
Based on the initial discussions and expectations of city staff, the following are the key goals and
objectives that served as guiding principles throughout the planning process.
To identify needs based on current gaps and future trends
To develop priorities based on community values of Carlsbad residents
To provide a guide for balanced program, facility and amenity offerings
To develop measurable strategies to achieve goals and recommendations
To focus on an operationally sustainable approach for Carlsbad
1.2 COMMUNITY INPUT
From Feb. 19-20, 2013, the PROS team conducted 10 interviews, seven focus groups and stakeholder
meetings, and two public forums. The feedback received is crucial in understanding the community's
opinions on parks, facility and program needs, and establishing the vision for the future.
1.2.1 STRENGTHS
Variety of affordable program offerings for all ages
Number of parks and quality maintenance of parks and facilities
Level of appreciation for staff was very high
1.2.2 OPPORTUNITIES FOR IMPROVEMENT
Engage and unite members of the community
Interpret and preserve the rich history of the City of Carlsbad
Parks and facility needs
o Revenue generating and operationally sustainable facilities
o More multipurpose, multigenerational recreational facilities
o More gym space and additional sports fields
o Outdoor adventure park
Programming for active adults and seniors, outdoor programs, educational programs, and
nontraditional programming is important
Partnerships with local schools, healthcare industry, corporations, and nonprofit organizations
should be pursued. A greater focus must be placed on aligning marketing resources with key
action items and metrics to get those individuals most likely to use the department’s services to
be aware of them
1.2.3 MOST IMPORTANT THINGS
Updated action plan that provides clear direction for the future and takes into consideration
demographic needs and is adaptable to changing trends
Develop indoor multipurpose, multigenerational community recreation spaces
Add more sports fields and gym space
Develop more places like Leo Carrillo Ranch and the community gardens
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Focus on staff training and development
1.3 SURVEY RESULTS
1.3.1 METHODOLOGY
A statistically reliable survey was designed and distributed to 1,600 households throughout the City of
Carlsbad. The survey was developed in conjunction with city staff and was administered in April-May
2013 by a combination of mail and phone. The goal to obtain 325 completed surveys was accomplished,
with 386 surveys having been completed. The results of the random sample of 386 households have a
95 percent level of confidence with a margin of error of at least +/- 5.4 percent.
1.3.2 KEY FINDINGS
Visitation to parks, facilities and sports fields is at or slightly higher than average at 86 percent
(national average 80 percent-85 percent).
o From those who have visited city parks & recreation facilities, the frequency of visitation
is high (65 percent of users have visited at least once a month).
Recreation program and activity participation is above average at 38 percent (national average
is 30 percent).
o Recreation programs and activities were rated high in program quality (88 percent rated
the overall quality of the programs/activities as either excellent or above average – only
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one percent rated them poor). These percentages reflect best practice numbers
nationwide.
Most frequently mentioned service providers for indoor and outdoor recreation and sports
activities are private clubs (36 percent), school programs/activities (30 percent), HOA facilities
(24 percent) and private youth sports leagues (22 percent).
Facilities and amenities with the highest percentage of unmet need (50 percent or more)
include: adventure facility (83 percent), BMX park (78 percent), Amphitheater (77 percent), and
teen center (74 percent).
Most important facilities to those surveyed were family picnic areas (29 percent), playground
equipment (22 percent), outdoor swimming pools (22 percent), and off leash dog parks (20
percent). It should also be noted that respondents selected youth multipurpose fields at the
highest percentage as their first choice as the most important park/facility to their household.
Programs with the highest percentage of unmet need (50 percent or more) include: dog training
(83 percent), culinary arts (83 percent), unstructured indoor play (76 percent), and outdoor
skills/adventure programs (75 percent).
The survey results indicate that aquatics (25 percent), adult fitness and wellness (24 percent),
city sponsored special events (19 percent) and culinary arts (16 percent) were the most
important programs to those that responded. It should also be noted that aquatics had the
highest percentage of respondents select it as their first choice as the most important program
to their household.
The reasons preventing the highest percentage of households from using city parks, facilities
and programs more often are: “too busy” (29 percent), “do not know what is being offered” (16
percent), and “not interested” (13 percent).
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Based on responses of “supportive” or “very supportive”, survey results indicate the most
important parks & recreation facilities the city could improve or expand on are family picnic
areas (67 percent), playground equipment (65 percent), outdoor swimming pools (63 percent),
youth multipurpose fields (63 percent), and adult multipurpose fields (59 percent).
Seventy-eight percent of households are very satisfied (21 percent), satisfied (34 percent), or
somewhat satisfied (23 percent) with the overall value they receive from city offerings. Only six
percent of households are either somewhat dissatisfied or dissatisfied. These are above average
numbers when compared with national averages.
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1.4 COMMUNITY PROFILE
The demographic analysis utilizes data obtained from San Diego Association of Governments (SANDAG)
and Environmental Systems Research Institute, Inc. (ESRI), the largest research and development
organization dedicated to Geographical Information Systems (GIS) and specializing in population
projections and market trends. All data was acquired in 2013, and reflects the actual numbers as
reported in the 2000 and 2010 Census and estimates for 2012 and 2017 as obtained by ESRI. The City of
Carlsbad geographic boundary was utilized as the demographic analysis boundary. All projections
should be utilized with the understanding that unforeseen circumstances during or after the time of the
projections could have a significant bearing on the validity of the final projections.
1.4.1 TOTAL POPULATION
The City of Carlsbad has experienced rapid growth in recent years. From 2000 to 2010, the city’s total
population experienced a sizeable increase of 34.6 percent, and is expected to continue to grow over
the next five years. Based on predictions through 2018, the city is expected to have approximately
118,241 residents living within 44,087 households.
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2000 Census 2010 Census 2012 Estimate 2017 Projection
55+
35-54
18-34
<18
City of Carlsbad: Population by Age Segments
1.4.2 AGE SEGMENT
Overall, the city's population age
segments exhibits a consistent age
distribution over time. Currently the
largest segment by population is the
35-54 with 30.6 percent and the
smallest is the 18-34 population with
18.2 percent which indicates a large
range of variation between all the age
groups. In the next five years, the
55+ segment will grow to comprise
nearly 30 percent of the total
population, making it the single
largest age segment by 2017. Based
on the 2010 census figures, the
median age was 40.5 years.
1.4.3 HOUSEHOLDS AND INCOME
Income characteristics certainly exhibit growth trends. The median household income was $65,172 in
2000 and is projected to continually increase to $102,211 by 2017. The per capita income is also
projected to increase from $34,863 in 2000 to $51,661 by 2017.
Based on the 2012 estimate, the median household income in the City of Carlsbad is $94,436, and its per
capita income is $44,732. Carlsbad’s comparative income characteristics are significantly higher than
the state and national income averages.
1.5 SITE/FACILITY ASSESSMENT
The PROS team visited 39 park & recreation sites that included the following:
Aviara Community Park
Aviara Oaks School Fields (via joint use agreement)
Buena Vista Elementary Access Path (via joint use agreement)
Buena Vista Elementary Field (via joint use agreement)
Buena Vista Lagoon Observation Area
Cadencia Park
Calavera Hills Community Park
Calavera Hills Trailhead
Cannon Park
Car Country Park
Carlsbad High School Tennis Courts (via joint use agreement)
Chase Field
El Fuerte Park (via joint use agreement)
Harding Community Center
Harold Smerdu Community Garden
Hidden Canyon Community Park
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Holiday Park
Hosp Grove Park
Hosp Grove Rotary Trailhead
Hosp Grove Wickham Way Trailhead
Jefferson Elementary Field (via joint use agreement)
La Costa Canyon Park
La Costa Heights School Fields (via joint use agreement)
Laguna Riviera Park
Leo Carrillo Ranch Historic Park
Magee House and Park
Magnolia Elementary Field (via joint use agreement)
Maxton Brown Park
Monroe Street Pool
Oak Park
Ocean Street Sculpture Park
Pine Avenue Park
Pio Pico Park
Poinsettia Community Park
Senior Center
Skate Park
Stagecoach Community Park
Valley Middle School Fields (via joint use agreement)
Zone 5 Park
During each site visit, the PROS team made observations regarding park access, the site’s visual and
aesthetic appeal as well as safety and maintenance standards.
1.5.1 STRENGTHS
Variety of park experiences throughout city park system
General park maintenance
Clean and safe parks
Abundance of amenities
High levels of use
Some parks have synthetic turf that allows for heavier use
Overall consistent city branding and signs
1.5.2 OPPORTUNITIES FOR IMPROVEMENT
Some sites lack concrete or asphalt walks and fail to meet disabled access requirements (Pio
Pico Park, Community Garden, Hosp Grove Park, Buena Vista Elementary Fields, Jefferson
Elementary Field, Oak Park, Zone 5 Park, Hosp Grove Rotary Trailhead, El Fuerte Park, and La
Costa Heights School Fields)
Many school field sites lack adequate number of trash cans, benches, drinking fountains, tables,
and parking
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1.6 PROGRAM ASSESSMENT
The PROS team worked with staff to prepare the program assessment matrix. Staff selected core
program areas which were assessed through using the PROS program matrix templates provided to the
staff. PROS’ analysis is based on data provided by staff, staff discussions, community input,
demographics, and trends nationwide.
The areas assessed include:
Youth sports
Aquatic programs
Camps
Fitness
Historical
50+
Adult sports
Triathlon
Rentals
Special events
Specialty (early childhood, music, crafts, science math, various art mediums, and teen
programming)
Swim lessons
Preschool
1.6.1 STRENGTHS
Good diversity in types of program offerings and special events
High participation numbers in most program areas
High quality program offerings throughout
Good value for money for program offerings
Successful use of volunteers for several programs
Wide variety of program promotions and customer feedback mechanisms utilized
1.6.2 OPPORTUNITIES FOR IMPROVEMENT
Program lifecycles, with limited programs in the introduction stage, show a limited innovation
pipeline for new programs
Age segments served by existing programming not aligned with community demographics (i.e.
too many programs focused on youth in comparison to aging community demographics
Limited earned income generated from existing programs and events
Program classifications currently favors a higher level of city contribution
Institute additional performance metrics and standards that include tracking customer retention
rates, marketing return on investment for individual mediums, etc.
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1.7 FACILITY/AMENITY AND PROGRAM PRIORITY RANKINGS
The purpose of the facility/amenity and program priority rankings is to provide an ordered list of
facility/amenity needs and recreation program needs for the community served by the department.
This rankings model evaluated both quantitative and qualitative data. Quantitative datum includes the
statistically reliable community survey, which asked Carlsbad residents to list unmet needs and rank
their importance. Qualitative datum includes resident feedback obtained through community input and
demographics and trends. This scoring system considers the following:
Community survey
o Unmet needs for facilities and recreation programs
o Importance ranking for facilities
Consultant evaluation
o Factor derived from the consultant’s evaluation of program and facility priority based on
survey results, demographics, trends, facility and program assessment, levels of service
and overall community input.
The weighted scores were as follows:
60 percent from the statistically reliable community survey results
40 percent from consultant evaluation using demographic and trends data, community focus
groups and public meetings, and levels of service.
The combined total of the weighted scores is the total score based on which the facility/amenity and
program priority is determined.
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1.7.1 FACILITY/AMENITY PRIORITY RANKINGS
The top five facility and amenity priorities as determined by the community were family picnic areas,
outdoor swimming pools, botanical or ornamental gardens, community gardens, and off leash dog
parks.
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1.7.2 PROGRAM PRIORITY RANKINGS
The top five program priorities as determined by the community were adult fitness and wellness
programs, culinary arts programs, aquatics programming, adult sports programs, and cultural arts
programs.
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
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1.8 VISION, MISSION AND ACTION STRATEGIES
In keeping with changing times and the City of Carlsbad’s progressive march towards being a world class
city, parks & recreation staff along with PROS Consulting thought it would be appropriate to update the
department’s vision and mission and align them with the city’s goals. The leadership staff and the
consulting team collaborated to update the vision and mission that will guide future action.
These were developed by keeping staff and community values first and foremost in mind and then
building the key goals to help ensure accountability and performance measurement.
1.8.1 VISION
To strengthen community connectivity through world class offerings and exceptional customer service.
1.8.2 MISSION STATEMENT
To promote community health and wellness while building a culture that embraces change and
continuous improvement.
1.8.3 KEY GOALS
Meet the underserved needs of the community
Build an entrepreneurial focus that supplements city contribution
Train and empower staff to deliver world class offerings and exceptional customer service
Provide opportunities that promote health and wellness and active lifestyles
Develop a departmental culture that embraces change and promotes continuous improvement
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1.8.4 BIG IDEAS
The big ideas are driven by the philosophy that programs determine facility design. In essence, the
philosophy indicates that world class agencies identify true program needs and then develop spaces to
optimally address those needs. Thus, based on the program priority rankings that consider community
values, leadership’s vision and future trends, the following are the two big ideas for facility/spaces that
Carlsbad may pursue to strengthen community connectivity and promote health and wellness.
Big Idea # 1: Multiuse, multigenerational community recreation center
These types of facilities could include a variety of multigenerational spaces covering the gamut of
programming needs from fitness and wellness, culinary arts, before and after school programs, dance,
senior programs, cultural arts and special events, etc. These types of programs also lend themselves
well to partnership models with public, private or nonprofit providers for design, development and
operation. These include a variety of amenities ranging from gyms and exercise rooms to fitness spaces
for classes (yoga, tai chi) or specialized activities such as spinning, indoor walking biking tracks, arts and
crafts classes or performing arts spaces, large rental spaces with cooking facilities to serve the rentals or
for culinary classes etc. In a nutshell, they truly offer a multigenerational and multiuse experience.
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Big Idea # 2: Outdoor Adventure Activity Park
Outdoor adventure facilities could include a variety of programming needs from fitness and wellness,
adventure and environmental education programs, youth summer camps, and special events. These
types of spaces could include options from mountain biking/dirt biking, rock or wall climbing, zip lines
and canopy tours, interpretive education opportunities, ropes courses, outdoor events space or an
amphitheater, mud or artificial obstacle courses, etc.
With a community that loves and appreciates outdoor recreation and a large corporate presence
seeking outdoor teambuilding activities, this type of facility could serve a wide variety of individual and
group outdoor recreation needs in the community while potentially becoming a regional and national
destination. This type of facility also lends itself well to partnership models with public, private or
nonprofit providers for design, development and operation.
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1.8.5 KEY ACTION ITEMS
A component of the needs assessment work scope was to identify system wide community needs and
vision. The consulting team recognizes the existence of individual future master planned facilities but
believes in best practice principles that suggest individual facilities should be analyzed via a feasibility
study for each future master planned site. For example, should the center court and pro shop be
constructed at Poinsettia Park per the master plan? The data derived from this report does not focus on
that level of specificity and the community’s articulated needs for tennis were limited to more outdoor
courts not a center court or a pro shop. Thus, a feasibility study should be conducted to determine if
the previously determined uses are still relevant and needed or to identify other more current potential
uses.
Further, park master plans call for the development of three additional approximately 20,000 sq. ft.
community centers similar to Stagecoach Park and Calavera Hills Community Park. The data derived
from the report does support and identify the need for additional indoor recreation space. However,
today’s best practices tell us that one large multigenerational recreation facility (built based on gaps
identified through equity mapping) is a more financially and operationally sustainable as well as
partnership friendly approach.
Based on these findings we recommend completion of a feasibility study on the two big ideas before
proceeding with implementing any individual master plans.
Short term action items (0-3 years)
Complete a feasibility study/business plan on the potential for programming, partnering and
operational success for an indoor, multipurpose, multigenerational community center. If
feasible, commence development within the said timeframe
Complete a feasibility study/business plan on the potential for programming, partnering and
operational success for an outdoor adventure activity park
Update master plans for future facilities to ensure amenities are consistent with the community
vision as identified in the needs assessment
Modify two existing tennis courts in well served areas to accommodate outdoor pickleball
courts as determined by the equity mapping
Design and develop the 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 to reflect new goals and vision
Complete 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 to user groups, end users, and decision makers the actual cost to operate and
maintain parks & recreation facilities
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Develop strategies to increase awareness and participation rates of program offerings
Develop a customer service manual and training program for full and part time staff
Restructure and expand identified core program areas for fitness and wellness, outdoor
adventure programs, environmental education, culinary arts and dining
Midterm action items (4-5 years)
If found feasible, commence development of an outdoor adventure activity park
Create a plan to identify an additional dog park
Tie in all future park and facility development with the trails plan to ensure greater community
connectivity within the system
Update the needs assessment for the next five years to ensure relevance and concurrency with
existing conditions and population in Carlsbad
Ongoing action items
Aligned with the General Plan, continue expanding to meet the growing/changing park, facility,
program and special event needs of the community
Continue transformation of organizational culture and pricing strategies based on updated
service classification
Establish system wide service delivery standards to create consistency in program delivery, look
and feel, as well as to focus on enhanced offerings and exceeding customer expectations
Continue to expand department wide performance metrics to track efficiency and demonstrate
progress (e.g. customer retention rates, customer satisfaction rates, percentage of earned
income generated, percentage of strategies and tactics accomplished, etc.)
Establish performance measures and track marketing efforts against those measures to ensure
resource allocation is aligned with effectiveness and department priorities
Update the program lifecycle matrix to ensure a good balance between reducing programs in
the decline stage and adding new programs in the introduction stage
Evaluate business model at Alga Norte Community Park, and consider implementing the
business model for select parks and facilities
Focus on program innovation by tracking and updating lifecycles trend data using sources such
as American Sports Data, Sporting Good Manufacturer's Association, Outdoor Recreation
Participation Trends Report, etc.
Develop an earned income strategy to capture new revenue through nontraditional means such
as sponsorship, naming rights, crowd funding, etc.
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1.9 CONCLUSION
In summary, the department has done an excellent job in providing high quality parks and recreation
offerings and meeting the community’s expectations for world class experiences. This needs
assessment and action plan outlines a community values driven approach that is realistic but ambitious.
Success will require a partnership driven approach and a willingness to continue embracing an
entrepreneurial mindset, all while keeping the community and its values in mind.
The five year plan provides staff with short term, midterm and ongoing recommendations for day to day
operational tactics as well as two signature “ideas” that usher in an even higher level of customer
experience and reinforce Carlsbad’s place as a world class city that drives connectivity and enhances
quality of life for its current and future residents.
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CHAPTER TWO - COMMUNITY INPUT
There has been extensive public input and participation as part of this Parks & Recreation Needs
Assessment and Comprehensive Action Plan process from Feb. to June 2013. PROS Consulting
conducted 20 focus groups of residents and departmental staff, interviews with key stakeholders and
community leaders and two open public meetings over a two day period. This interaction with over 200
individuals played an important part in establishing priorities for the future improvement and direction
of management and planning for the department. In addition to the leadership interviews, focus groups,
and community meetings, the public input process included a statistically reliable community needs
assessment survey of residents.
2.1 INPUT OPPORTUNITIES
The qualitative data collected included multiple leadership interviews, focus groups and community
meetings. A summary of the public input received is provided below.
Note: The findings listed below are solely the opinion of the individual attendees at these meetings and
may not reflect the overall community, staff or the consultant’s opinion.
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Stakeholder group interviews and focus groups were conducted to be representative, but not
exhaustive of interests affecting parks & recreation in the City of Carlsbad. These sessions
included:
o Administration and leadership
o Stakeholders
o Users and non-users of the parks & recreation system
o Parks, recreation, sports and trail user groups
o Business and community leaders
o Staff
An online survey was conducted using www.surveymonkey.com
The quantitative input included the following:
A community wide mail survey was conducted by Leisure Vision/ETC Institute and mailed to
1,600 Carlsbad residents. Data was gathered from users and non-users to help establish
priorities for the future development and improvements of parks & recreation facilities in the
City of Carlsbad. More than 325 surveys were completed by residents. The results of the
random sample of 386 households have a 95 percent level of confidence with a margin of error
of at least +/-5.4 percent.
2.2 GENERAL FINDINGS
2.2.1 STRENGTHS
Focus group responses indicate a high level of satisfaction among department stakeholders. Most of
those people interviewed agree that the core strength of the department lies in its programming. The
Parks & Recreation Department offers a wide variety of quality, multigenerational programs. These
programs are considered to be affordable and provide a high level of return value for the user.
Furthermore, the department communicates the program offerings effectively, with a solid marketing
mix that incorporates traditional mediums combined with newer, more technologically advanced
methods, such as online and social media.
Staff is a key departmental strength. Employees of the department are considered professional,
knowledgeable, and friendly. Staff exhibits strong customer service skills, and users of the system
perceive them as an asset to the department due to their willingness to listen and their ability to adapt
to the needs of the community. Partnerships with entities such as Housing and Neighborhood Services,
Library & Cultural Arts, and the area school districts are another strongpoint of the department.
Collaborations with various partners have allowed the department to reach out to a broader audience
and provide a more quality experience for users. Interview results depict the department as well
structured, operating on sound business principles.
Results from stakeholder interviews identify the parks and facilities as strength of the department.
Many consider the parks and facilities to be well maintained and aesthetically pleasing. The community
garden, Leo Carrillo Ranch Historic Park, and Poinsettia Park are among the most well received parks
within the system. The Leo Carrillo Ranch has been cited by many as having great events that
incorporate revenue enhancing mechanisms which could be further developed and expanded
throughout other parks and facilities within the system. There are also high hopes for the current
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construction of Alga Norte Park, and many interviewees believe the park will be a future gem of the city
park system.
2.2.2 OPPORTUNITIES
Focus group interview results suggest there are many opportunities for the department to improve the
quality of life for area residents by engaging the local communities in and around the City of Carlsbad.
The department has the unique ability to bring a variety of individuals together as a community, and
should play an important role in unifying the community through community based special events and
offerings that aim to introduce and educate residents on the various cultures that are present in the city.
The department must also play a vital role in educating the community on the cultural and natural
history of the City of Carlsbad, and take initiatives in preserving the rich history of the area for many
generations to come.
Interviewees feel there needs to be a concentrated effort on improving the existing marketing plan for
the department. Many residents are not informed about the types of park and facilities, as well as
departmental offerings. A better approach in reaching out to the users of the system will increase
awareness and produce higher levels of involvement.
Strong opportunities also exist in improving the quality and quantity of parks and facilities within the
city. Interview responses indicate a need for more youth athletic fields overall and additional gym space
and multigenerational indoor recreation space. In addition to adding new sites and further developing
existing ones, the department could better meet the demand for more athletic fields and gym space by
collaborating with schools and other organizations with recreational facilities to improve space
utilization through joint use agreements. Also, the department needs to develop a better scheduling
process for field allocations that are fair and provide equal opportunity for all users. Interviewees
suggest that there is also a need to diversify the facilities in the system and develop more multiuse,
multigenerational facilities. Existing facility designs are considered plain, and the general public would
like to see more creativity and ingenuity in future developments. Focus groups indicate opportunities in
continuing to improve existing facilities at Pine Park and Poinsettia Park. Desired amenities among
residents include dog parks, more community gardens, skate parks, disc golf, and pickleball courts.
Interview responses also point to program offerings as an area of opportunity. Current programming is
considered outdated, and many suggest an expanded curriculum with a wider variety of programs could
improve participation and overall satisfaction for user of the system. A thorough evaluation of current
programming paired with the desired needs and demographic characteristics will be crucial in
developing programming that adequately serves the local population. There is a strong need for more
programs for active adults and seniors. Interviewees also recommend more nontraditional, innovative
programming, such as outdoor recreation, adventure programming, and environmental education.
Other existing opportunities involve partnerships, revenues, and sources of funding. Many of the focus
group responses expressed a desire for the Parks & Recreation Department to develop new
partnerships, and strengthen any existing ones. Teaming up with organizations such as the YMCA and
Boys and Girls Club could alleviate the shortage of ball fields and gym space through joint use
agreements. More partnerships with the healthcare industry could be valuable in promoting a
healthier, active lifestyle for system users. The parks & recreation department is also lacking corporate
partnerships, which could be a strong source of funding through sponsorships and naming rights to
departmental programs, facilities, and parks. The department could also benefit from exploring more
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nontraditional sources of funding, such as grant writing, sponsorships, naming rights, crowd funding,
etc.
2.2.3 ONE THING
Responses from interviews reveal that the most common desired outcome is for the plan to be well
thought out and for it to set the department in the right direction moving into the future. The updated
plan must identify community needs and the changing population trends. Proper planning should
maximize resources and tackle the department’s current inability to keep up with demand for field
space. The department needs to be on the cutting edge and identify innovative practices from other
successful departments outside of the city in order to stay relevant with users of the system.
Department stakeholders also agree that the system must be financially sustainable. Through this
process, the department needs to explore new and existing partnerships to create more sources of
funding, which would limit the need for outsourcing in the future. The plan should also play an
important role in developing staff to enhance customer service throughout the department. The plan
must establish optimal staffing levels and create a more effective workforce by incorporating a
successful training program that provides strong principles and allows more potential for employees
through improved communication and cross training.
Interviewees expressed a strong need to address the amount and types of facilities in the system. This
process should identify what facilities need to be built, and how to improve existing ones. There is a
demand for more multiuse, multigenerational facilities throughout the city. Many feel that the active
adults and seniors are underserved by existing amenities and facilities, and this process should aim to
satisfy the demand. Others feel there should be more community gardens spread across the city, and
that there is an opportunity to introduce community gardens to a younger audience. Based on
interview responses, other amenities and facilities of interest include a world class aquatic facility,
pickleball courts, BMX park, disc golf, and horseshoe pits.
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2.3 SURVEY RESULTS
2.3.1 OVERVIEW OF THE METHODOLOGY
Leisure Vision conducted a parks & recreation needs assessment survey on behalf of the City of Carlsbad
that was completed in June 2013. The purpose of the survey was to help determine park & recreation
priorities for the community. The survey was designed to obtain statistically reliable results from
households throughout the City of Carlsbad. The survey was administered by a combination of mail and
phone. The survey results are meant to provide a statistically reliable look into the community’s
attitude and perceptions with respect to parks & recreation wants and needs at a specific point in time.
These attitude and perceptions extend to facility and programs, willingness to support undertaking
certain actions to grow and enhance the system and even preferred means of communication.
Leisure Vision worked extensively with city staff, as well members of the PROS Consulting project team,
in the development of the survey questionnaire. This work allowed the survey to be tailored to issues
of strategic importance to effectively plan the future system.
A seven page survey was mailed to 1600 households throughout the city. Approximately three days
after the surveys were mailed, each household that received a survey also received an automated voice
message reminder encouraging them to complete the survey. In addition, about two weeks after the
surveys were mailed Leisure Vision representatives began contacting households by phone. Those who
indicated they had not returned the survey were given the option of completing it by phone.
The goal was to obtain a total of at least 325 completed surveys. This goal was far exceeded, with a
total of 386 surveys having been completed. The level of confidence is 95 percent with a margin of error
of +/-5.4 percent. The following pages summarize major survey findings.
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2.3.2 VISITATION OF CARLSBAD PARKS, FACILITIES, OR SPORTS FIELDS
Thirty-seven percent of respondents stated that they visited parks, recreation facilities or sports fields at
least once a week over the past 12 months. Twenty-one percent of respondents stated that they visited
the parks, facilities and fields a few times this past year. Sixteen percent of respondents stated that they
visited the City of Carlsbad parks, recreation facilities and sports fields a few times per month.
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2.3.3 RATE OF QUALITY OF PROGRAMS OFFERED BY CITY OF CARLSBAD PARKS
& RECREATION DEPARTMENT
Thirty-seven percent of respondents participated in programs over the past 12 months. Of those 37
percent of respondents who participated in programs, 43 percent rated the overall quality as being
“excellent” and 45 percent rated them as being “above average”.
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2.3.4 ORGANIZATIONS USED FOR INDOOR AND OUTDOOR RECREATION AND
SPORTS ACTIVITIES
Thirty-six percent of respondents used private clubs for their indoor or outdoor recreation or sports
activities over the past 12 months. Other organizations respondents used for indoor and outdoor
recreation and sports activities include: school programs 30 percent, homeowners’ association facilities
24 percent, and private youth sports leagues 22 percent.
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2.3.5 REASONS PREVENTING THE USE OF PARKS, FACILITIES OR PROGRAMS
MORE OFTEN
Twenty-nine percent of respondents stated that they do not participate in City of Carlsbad parks,
recreation facilities or programs more often because they are too busy. Sixteen percent of respondents
do not participate because they do not know what is being offered. Thirteen percent of respondents are
simply not interested.
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2.3.6 NEED FOR PARKS & RECREATION FAILITIES IN CARLSBAD
Sixty percent of respondents indicated they have a need for family picnic areas, both covered and
uncovered. Forty-two percent of respondents have a need for botanical or ornament gardens. Other
needs include: outdoor swimming pools 42 percent, dining/retail 41 percent, off leash dog parks 40
percent and playground equipment 40 percent.
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2.3.7 HOW WELL PARKS & RECREATION FACILITIES MEET NEEDS
Seventy-six percent of respondents who have a need for playground equipment is either “fully met” 41
percent or “mostly met” 35 percent. Similar met needs include: outdoor basketball courts 75 percent,
youth multipurpose fields 74 percent and synthetic turf fields 71 percent.
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2.3.8 MOST IMPORTANT PARKS & RECREATION FACILITIES
Based on the sum of respondents’ top four choices, the most important facility to households is family
picnic areas, both covered and uncovered 29 percent. Other important facilities to households include:
playground equipment 22 percent, outdoor swimming pools 22 percent, and off leash dog parks 20
percent.
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2.3.9 NEED FOR PARKS & RECREATION PROGRAMS IN CARLSBAD
Forty-eight percent of respondents have a need for adult fitness and wellness programs. Forty-two
percent of respondents have a need for aquatics programs. Forty-one percent of respondents have a
need for city sponsored special events.
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2.3.10 HOW WELL RECREATION PROGRAMS MEET NEEDS
Sixty-one percent of respondents with a need for youth sports programs is either being “fully met” 27
percent or “mostly met” 34 percent. Similar met needs include: city sponsored special events 61
percent, youth summer camp programs 52 percent and gymnastics and tumbling programs 51 percent.
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2.3.11 MOST IMPORTANT RECREATION PROGRAMS
Based on the sum of respondents’ top four choices, the most important program that is offered by the
department is the aquatics program, 25 percent. Other important programs to respondent households
include: adult fitness and wellness programs 24 percent, and city sponsored special events 19 percent.
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2.3.12 SUPPORT FOR ACTIONS TO IMPROVE/EXPAND PARKS & RECREATION
FACILITIES
Sixty-seven percent of respondents are either “very supportive,” or “supportive,” 35 percent for the
department to improve and expand family picnic areas (covered and uncovered). Similar support from
respondents to improve and expand parks & recreation facilities include: playground equipment 65
percent, youth multipurpose fields 63 percent, and outdoor swimming pools 63 percent.
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2.3.13 MOST IMPORTANT ACTIONS TO IMPROVE/EXPAND PARKS & RECREATION
FACILITIES
Based on the sum of respondents’ top four choices, the most important action that the department
could take is with outdoor swimming pools (25 percent). Other important actions that the city could
take include: family picnic areas 24 percent, youth multipurpose fields 21 percent, playground
equipment 17 percent, and off leash dog parks 17 percent.
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2.3.14 LEVEL OF SATISFACTION WITH THE OVERALL VALUE RECEIVED FROM
CITY RECREATION FACILITIES AND PROGRAMS
Thirty-four percent of respondents were “satisfied” with the overall financial value they receive from the
department. Twenty-three percent of respondents stated that they were “somewhat satisfied” with the
overall financial value, and 21 percent of respondents stated that they were “very satisfied” with the
overall financial value they receive from the department.
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2.3.15 DEMOGRAPHICS
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CHAPTER THREE - COMMUNITY PROFILE, STRENGTHS,WEAKNESSES,
OPPORTUNITIES AND THREATS (SWOT) ANALYSIS AND BEST
PRACTICES
The demographic analysis provides an understanding of the population within the City of Carlsbad. This
analysis is reflective of the total population, and its key characteristics such as age segments, income
levels, race, and ethnicity.
It is important to note that future projections are all based on historical patterns; unforeseen
circumstances during or after the time of the projections could have a significant bearing on the
reliability of the final projections.
3.1 DEMOGRAPHIC OVERVIEW
The total population of the City of Carlsbad substantially increased approximately 34.6 percent from
78,247 in 2000 to 105,328 in 2010. The current estimated population for 2013 is 106,895 and it is
projected to grow to 118,241 in 2018.
According to the U.S. Census reports, the total number of households in the target area grew by a
staggering 31.2 percent, from 31,521 in 2000 to 41,345 in 2010. The City is estimated to have 42,082
households in 2012, and is expected to grow to 44,087 households by 2018.
The target area’s median household income ($94,436) and per capita income ($44,732) are well above
both California state and national averages.
Based on the 2010 Census, the population of the City of Carlsbad is older (40.5 years) than the median
age of the U.S. (37.2 years). Projections show that by 2017 the target area will continue to slowly age,
with the 55+ group being the only age segment experiencing a growing trend, representing nearly 30
percent of the total population.
The gender balance of the city’s residents is slightly skewed towards females (50.9 percent), which
represent 54,636 of the estimated 2012 population.
The estimated 2013 population of the service area is mostly White alone (82.12 percent). The Asian
category is estimated to represent 7.32 percent of the current population, and has the most significant
representation among minorities within the city. From 2000 to 2010, the City of Carlsbad’s racial
composition was relatively unchanged, with the White alone category decreasing from 86.55 percent to
82.79 percent, and the Asian group increasing from 4.24 percent to 7.08 percent. Future projections
show that by 2017 the city will remain limited in its diversity, and continue to be predominately White
alone (80.96 percent), with the Asian category representing 8.09 percent of the total population. People
of Hispanic ethnicity comprise a significant portion of the population, representing 13.96 percent of the
current 2012 estimate and expected to grow to 15.78 percent of the total population by 2017.
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3.1.1 METHODOLOGY
A variety of demographic data for the analysis was obtained from the San Diego Association of
Governments (SANDAG), U.S. Census Bureau, and from Environmental Systems Research Institute, Inc.
(ESRI), the largest research and development organization dedicated to Geographical Information
Systems (GIS) and specializing in population projections and market trends. All data was acquired in July
2013 and reflects actual numbers as reported in the 2000 and 2010 Censuses, and estimates for 2013
and 2018 as obtained from the City of Carlsbad were based on the Planning Department’s projections.
The geographic boundary of the City of Carlsbad was utilized as the demographic analysis boundary
shown in Figure 1.
Figure 1-City of Carlsbad Boundaries
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3.1.2 RACE AND ETHNICITY DEFINITIONS
The minimum categories for data on race and ethnicity for Federal statistics, program administrative
reporting, and civil rights compliance reporting are defined as below. The Census 2010 data on race are
not directly comparable with data from the 2000 Census and earlier censuses; caution must be used
when interpreting changes in the racial composition of the US population over time. The latest (Census
2010) definitions and nomenclature are used within this analysis.
American Indian – This includes a person having origins in any of the original peoples of North
and South America (including Central America), and who maintains tribal affiliation or
community attachment
Asian – This includes a person having origins in any of the original peoples of the Far East,
Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India,
Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam
Black – This includes a person having origins in any of the black racial groups of Africa
Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the
original peoples of Hawaii, Guam, Samoa, or other Pacific Islands
White – This includes a person having origins in any of the original peoples of Europe, the
Middle East, or North Africa
Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal
Government; this includes a person of Mexican, Puerto Rican, Cuban, South or Central
American, or other Spanish culture or origin, regardless of race
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78,247
105,328 107,251
118,241
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
2000 Census 2010 Census 2012 Estimate 2018 Projection
City of Carlsbad: Total Population
Total Population
3.2 CITY OF CARLSBAD POPULACE
3.2.1 POPULATION
The City of Carlsbad has undergone rapid growth in recent years. From 2000 to 2010, the city’s total
population experienced a sizeable increase of 34.6 percent or a growth rate of nearly 3.5 percent. This
is well above national growth averages which were just over one percent annually. Projecting ahead,
the City of Carlsbad is expected to continue to grow over the next five years. Based on predictions
through 2018, the city is expected to have approximately 118,241 residents living within 44,087
households.
Figure 2 - Total Population
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2000 Census 2010 Census 2012 Estimate 2017 Projection
55+
35-54
18-34
<18
City of Carlsbad: Population by Age Segments
3.2.2 AGE SEGMENT
Evaluating the distribution by age segments, the City of Carlsbad is somewhat balanced between youth,
young adult, family, and senior populations. In 2010, the highest segment by population is the 35-54
age group representing 31.3 percent, and the lowest is the 18-34 segment which constitutes 18 percent
of the population.
The overall composition of the population for the City of Carlsbad is projected to gradually age. The
Census results from 2000 and 2010 show decreases in the 18-34 (from 19.5 percent to 18 percent) and
35-54 (from 34.5 percent to 31.3 percent) populations, while the <18 group recognized a minimal
increase from 23.3 percent to 24.1 percent. In the 10 year period between Censuses, the largest shift
was in the 55+ segment, which jumped from 22.6 percent in 2000 to 26.6 percent in 2010. Projections
for 2017 show that each age segment, except the 55+ group, will experience small decreases in size as
compared to the population as a whole. The 55+ segment is expected to gradually grow to be the
largest age segment representing approximately 29.7 percent of the population by 2017. This is
consistent with general national trends where the 55+ age group has been growing as a result of
increased life expectancies and the baby boomer population entering that age group.
Figure 3-Population Age by Segments
City of Carlsbad
50
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2000 Census 2010 Census 2012 Estimate 2017 Projection
City of Carlsbad: Population by Race
Two or More Races
Some Other Race
Pacific Islander
Asian
American Indian
Black Alone
White Alone
3.2.3 RACE AND ETHNICITY
In analyzing race and ethnicity, the City of Carlsbad is very limited in diversity. The 2012 estimate shows
that the majority of the population falls into the White only (82.12 percent) category. The Asian group is
the minority with the most notable representation within the City of Carlsbad, comprising 7.32 percent
of current population based on 2012 estimates.
In the time between Censuses of 2000 and 2010, the City of Carlsbad recognized little diversification as
the White Only category reduced slightly from 86.55 percent to 82.79 percent, while the Asian minority
grew from 4.24 percent to 7.08 percent. The Hispanic ethnic distinction exhibits notable growth,
representing 13.96 percent of the population in 2012 and expected to grow to 15.78 percent of the total
population by 2017.
Predictions for 2017 expect the City of Carlsbad to remain predominately White alone (80.96 percent),
while the Asian (8.09 percent) and Hispanic (15.78 percent) populations will continue to slowly grow.
(Figure 4 and Figure 5.)
Figure 4-Population by Race
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11.72%13.28%15.78%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2000 2010 2017
Target Area: Hispanic/Latino Population
All Others
Hispanic /
Latino Origin
(any race)
3.2.3.1 PARTICIPATION TRENDS BY RACE/ETHNICITY
Utilizing the ethnicity study performed by American Sports Data, Inc., a national leader in sports and
fitness trends, participation rates among recreational and sporting activities were analyzed and applied
to each race/ethnic group.
The White alone population as a whole participates in a wide range of activities, including both team
and individual sports of a land and water based variety; however, the White alone populace has an
affinity for outdoor nontraditional sports.
Ethnic minority groups in the United States are strongly regionalized and urbanized, with the exception
of Native Americans, and these trends are projected to continue. Different ethnic groups have different
needs when it comes to recreational activities. Ethnic minority groups, along with Generations X and Y,
are coming in ever-greater contact with Caucasian middle-class baby-boomers with different
recreational habits and preferences. This can be a sensitive subject since many baby-boomers are the
last demographic to have graduated high school in segregated environments, and the generational gap
magnifies numerous ideals and values differences which many baby-boomers are accustomed to. This
trend is projected to increase as more baby-boomers begin to retire, and both the minority and youth
populations continue to increase.
Hispanic and Latino Americans have strong cultural and community traditions with an emphasis placed
on the extended family, many times gathering in large recreational groups where multiple activities
geared towards all age segments of the group may participate. Large group pavilions with picnicking
amenities and multipurpose fields are integral in the communal pastime shared by many Hispanics.
The Black alone population has historically been an ethnic group that participates in active team sports,
most notably football, basketball, and baseball. The African-American populace exhibits a strong sense
of neighborhood and local community through large special events and gatherings with extended family
Figure 5- Hispanic/Latino Population
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and friends, including family reunions. Outdoor and water based activities, such as, hiking, water skiing,
rafting, and mountain biking, are not much of a factor in the participatory recreational activities.
The Asian population a very different yet distinct ethnic group compared with the three main groups in
the U.S. – Caucasian, African-American, and Hispanic. The Asian population has some similarities to the
Hispanic population, but many seem to shy away from traditional team sports and outdoor and water
based activities.
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$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
2000 Census 2012 Estimate 2017 Projection
Median
Household
Income
Average
Household
Income
Per Capita
Income
City of Carlsbad: Household Income Characteristics
$-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
Median
Household
Income
Per Capita
Income
City of
Carlsbad
California
U.S.A
City of Carlsbad: Comparative Income Characteristics
3.2.4 HOUSEHOLDS AND INCOME
The City of Carlsbad’s
income characteristics
demonstrate rapid
growth trends. The
median household
income was $65,172 in
2000 and $94,436 in
2012. It is projected to
grow to $102,211 by
2017. The median
household income
represents the earnings
of all persons age 16
years or older living
together in a housing
unit. The per capita
income is also projected
to increase from $34,863 in
2000 and $44,732 in 2012 to
$51,661 by 2017 (Figure 6).
As seen in Figure 7, The City of
Carlsbad’s median household
income ($94,436) is significantly
higher than the state ($61,632) and
national ($52,762) averages. The
City’s Per Capita Income ($44,732) is
also much higher than state
($29,634) and national ($27,915)
averages. This household income
over and above the state and
national averages indicate the
presence of disposable income and
greater price elasticity.
Figure 7-Comparative Income Characteristics
Figure 6- Household Income Characteristics
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3.3 TRENDS ANALYSIS
Information released by Sports & Fitness Industry Association’s (SFIA) 2012 study of Sports, Fitness, and
Leisure Participation reveals that the most popular sport and recreational activities include, walking,
bowling, treadmill, running/jogging, free weights and bicycling. Most of these activities appeal to both
young and old alike, can be done in most environments, can be enjoyed regardless of level of skill, and
have minimal economic barriers to entry. These popular activities also have appeal because of the social
aspect. For example, although fitness activities are mainly self-directed, people enjoy walking and biking
with other individuals because it can offer a degree of camaraderie.
Fitness walking has remained the most popular activity of the past decade by a large margin.
Participation during the last year datum was available (2011), reported over 112 million Americans had
walked recreationally at least once.
From a traditional team sport standpoint, basketball ranks highest among all sports, with more than 24
million people reportedly participating in 2011. Team sports that experienced significant growth in
participation are lacrosse, rugby, ultimate Frisbee, gymnastics, ice hockey, and beach volleyball – all of
which have experienced double digit growth over the last five years. Most recently, gymnastics,
ultimate Frisbee and lacrosse were the only team sports that underwent growth from 2010 to 2011.
Ultimately, the greatest growth of participation in recreational activities has occurred in activities that
have low barriers to entry, can be undertaken within close proximity to home, and can be completed in
a limited amount of time.
The Sports & Fitness Industry Association (SFIA) Sports, Fitness & Recreational Activities Topline
Participation Report 2012 was utilized to evaluate national sport and fitness participatory trends. SFIA is
the number one source for sport and fitness research. The study is based on online interviews carried
out in January and February 2012 from more than 38,000 individuals and households.
NOTE: In 2012, the Sports & Fitness Industry Association (SFIA) came into existence after a two-year
strategic review and planning process with a refined mission statement-- “To Promote Sports and
Fitness Participation and Industry Vitality”. The SFIA was formerly known as the Sporting Goods
Manufacturers Association (SGMA).
3.3.1 NATIONAL TRENDS ANALYSIS
Basketball, a game originating in the U.S., is actually the most participated in sport among the traditional
“bat and ball” sports with more than 24 million estimated participants. This popularity can be attributed
to the ability to compete with relatively small number of participants, the limited amount of equipment
needed to participate, and the limited space requirements necessary – the last of which make basketball
the only traditional sport that can be played at the majority of American dwellings as a driveway pickup
game.
As seen in Figure 8, since 2007, lacrosse and other niche sports like rugby have seen strong growth.
Based on survey findings, lacrosse is experiencing continued growth over the last five years (41.9
percent). From 2007-2011 rugby has grown 37.8 percent overall, but it did see a decrease from 2010-
2011 of 9.2 percent. Other sports with notable growth in participation over the last five years were
ultimate Frisbee (20.6 percent), gymnastics (18.6 percent), ice hockey (15.8 percent) and beach
volleyball (14.8 percent). From 2010 to 2011, the only team sports that underwent growth were
gymnastics (9.2 percent), ultimate Frisbee (6.5 percent) and lacrosse (5.5 percent).
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National Participatory Trends;
by Activity - General Sports 2007 2008 2009 2010 2011
%
Change
'10-11
%
Change
'09-11
%
Change
'08-11
%
Change
'07-11
Baseball 16,058 15,539 14,429 14,198 13,561 -4.5% -6.0% -12.7% -15.5%
Basketball 25,961 26,108 25,131 25,156 24,790 -1.5% -1.4% -5.0% -4.5%
Cheerleading 3,279 3,192 3,070 3,134 3,049 -2.7% -0.7% -4.5% -7.0%
Football, Flag N/A 7,310 6,932 6,660 6,325 -5.0% -8.8% -13.5% N/A
Football, Tackle 7,939 7,816 7,243 6,850 6,448 -5.9% -11.0% -17.5% -18.8%
Football, Touch N/A 10,493 9,726 8,663 7,684 -11.3% -21.0% -26.8% N/A
Gymnastics 4,066 3,975 3,952 4,418 4,824 9.2% 22.1% 21.4% 18.6%
Ice Hockey 1,840 1,871 2,018 2,140 2,131 -0.4% 5.6% 13.9% 15.8%
Lacrosse 1,058 1,092 1,162 1,423 1,501 5.5% 29.2% 37.5% 41.9%
Racquetball 4,229 4,611 4,784 4,603 4,357 -5.3% -8.9% -5.5% 3.0%
Rugby 617 654 720 940 850 -9.6% 18.1% 30.0% 37.8%
Soccer (Indoor)4,237 4,487 4,825 4,920 4,631 -5.9% -4.0% 3.2% 9.3%
Soccer (Outdoor)13,708 13,996 13,957 13,883 13,667 -1.6% -2.1% -2.4% -0.3%
Softball (Fast Pitch)2,345 2,331 2,476 2,513 2,400 -4.5% -3.1% 3.0% 2.3%
Softball (Slow Pitch)9,485 9,660 9,180 8,477 7,809 -7.9% -14.9% -19.2% -17.7%
Tennis 16,940 17,749 18,546 18,719 17,772 -5.1% -4.2% 0.1% 4.9%
Track and Field 4,691 4,604 4,480 4,383 4,341 -1.0% -3.1% -5.7% -7.5%
Ultimate Frisbee 4,038 4,459 4,636 4,571 4,868 6.5% 5.0% 9.2% 20.6%
Volleyball (Court)6,986 7,588 7,737 7,315 6,662 -8.9% -13.9% -12.2% -4.6%
Volleyball (Sand/Beach) 3,878 4,025 4,324 4,752 4,451 -6.3% 2.9% 10.6% 14.8%
NOTE: Participation figures are in 000's for the US population ages 6 and over
Legend:Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
Moderate Decrease
(0% to -25%)
Large Decrease
(less than -25%)
Traditional youth “powerhouse” sports, including outdoor soccer and baseball, have both experienced
declines in participation over the study period; however, the sheer number of participants (13.7 million
and 13.6 million, respectively) demands the continued support of these sports.
The growth in youth team sports is now being driven by America’s 13 and 14 year olds, these are the
peak ages of sports participation for children. Nearly 70 percent of children (age 6-17) in the U.S. are
playing team sports and three out of four teenagers are now playing at least one team sport according
to the SGMA annual participation study on team sports — U.S. Trends in Team Sports (2011 edition).
According to the SFIA, only three team sports have had moderate increases in participation since 2010.
They are gymnastics (up 9.2 percent), ultimate Frisbee (up 6.5 percent), and lacrosse (up 5.5 percent).
Four traditionally mainstream team sports experienced single-digit declines in overall participation
across the United States: tackle football (down 5.9 percent), baseball (down 4.5 percent), outdoor
soccer (up 2.8 percent), and basketball (down 1.5 percent).
Figure 8-National Sports Participatory Trends
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56
National Participatory Trends;
by Activity 2000 2007 2008 2009 2010
%
Change
'09-10
%
Change
'08-10
%
Change
'07-10
%
Change
'00-10
Aquatic Exercise 9,303 9,757 9,267 8,662 9,231 6.6% -0.4% -5.4% -0.8%
Swimming (Fitness/Competition) 16,144 18,368 19,041 17,443 17,145 -1.7% -10.0% -6.7% 6.2%
NOTE: Participation figures are in 000's for the US population ages 6 and over
Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
Moderate Decrease
(0% to -25%)
Large Decrease
(less than -25%)Legend:
3.3.1.1 AQUATIC ACTIVITY
Swimming is unquestionably a lifetime sport. Participation rates in swimming have remained steady
over the years, although as with most recreational activities, participatory rates have dipped slightly.
However, recreational swimming is the absolute leader in multigenerational appeal with nearly 17
million estimated participants per year (Figure 9).
Aquatic exercise has paved the way for a low impact form of physical activity, allowing similar gains and
benefits to land based exercise, including aerobic fitness, resistance training, flexibility, and better
balance. Doctors have begun recommending aquatic exercise for injury rehabilitation, mature patients,
and patients with bone or joint problems due to the significant reduction of stress placed on weight-
bearing joints, bones, muscles, and also the affect that the pressure of the water assists in reducing
swelling of injuries.
Figure 9- Aquatic Participatory Trends
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58
National Participatory Trends;
by Activity - General Fitness 2007 2008 2009 2010 2011
%
Change
'10-11
%
Change
'09-11
%
Change
'08-11
%
Change
'07-11
Aerobics (High Impact)11,287 11,780 12,771 14,567 15,755 8.2% 23.4% 33.7% 39.6%
Aerobics (Low Impact)22,397 23,283 24,927 26,431 25,950 -1.8% 4.1% 11.5% 15.9%
Aerobics (Step)8,528 9,423 10,551 11,034 10,273 -6.9% -2.6% 9.0% 20.5%
Elliptical Motion Trainer 23,586 24,435 25,903 27,319 29,734 8.8% 14.8% 21.7% 26.1%
Fitness Walking 108,740 110,204 110,882 112,082 112,715 0.6% 1.7% 2.3% 3.7%
Free Weights (Barbells)25,499 25,821 26,595 27,194 27,056 -0.5% 1.7% 4.8% 6.1%
Free Weights (Dumbells)32,371 33,381 35,068 36,566 36,470 -0.3% 4.0% 9.3% 12.66%
Free Weights (Hand Weights) 43,821 43,409 44,466 45,928 46,944 2.2% 5.6% 8.1% 7.13%
Pilates Training 9,192 9,039 8,770 8,404 8,507 1.2% -3.0% -5.9% -7.5%
Running/Jogging 41,064 41,097 42,511 46,650 50,061 7.3% 17.8% 21.8% 21.9%
Stair Climbing, Machine 13,521 13,863 13,653 13,269 13,409 1.1% -1.8% -3.3% -0.83%
Stationary Cycling (Group)6,314 6,504 6,762 7,854 8,738 11.3% 29.2% 34.3% 38.4%
Stationary Cycling (Recumbent) 10,818 11,104 11,299 11,459 11,933 4.1% 5.6% 7.5% 10.3%
Stationary Cycling (Upright) 24,531 24,918 24,916 24,578 24,409 -0.7% -2.0% -2.0% -0.5%
Tai Chi N/A 3,424 3,315 3,193 2,975 -6.8% -10.3% -13.1% N/A
Treadmill 50,073 49,722 50,395 52,275 53,260 1.9% 5.7% 7.1% 6.4%
Weight/Resistant Machines 39,290 38,844 39,075 39,185 39,548 0.9% 1.2% 1.8% 0.66%
Yoga N/A 17,758 18,934 20,998 22,107 5.3% 16.8% 24.5% N/A
NOTE: Participation figures are in 000's for the US population ages 6 and over
Legend:Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
Moderate Decrease
(0% to -25%)
Large Decrease
(less than -25%)
3.3.1.2 NATIONAL TRENDS IN GENERAL FITNESS
National participatory trends in general fitness have experienced strong growth in recent years. Many
of these activities have become popular due to an increased interest among people to improve their
health by engaging in an active lifestyle. These activities have very few barriers to entry, which provides
a variety of activities that are relatively inexpensive to participate in and can be performed by nearly
anyone with no time restrictions. The most popular fitness activity by far is fitness walking, which had
over 112 million participants in 2011. Other leading fitness activities based on number of participants
include treadmill (over 53 million participants), running/jogging (over 50 million participants), and hand
free weights (nearly 47 million participants). From 2007-2011, the activities that are growing most
rapidly are high impact aerobics (increased by 39.6 percent), group stationary cycling (increased 38.4
percent), and the elliptical motion trainer (increased 26.1 percent). Yoga, running/jogging, step
aerobics, and low impact aerobics have also seen significant growth in recent years (Figure 10).
Figure 10 - General Fitness National Participatory Trend
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National Participatory Trends;
by Activity - General Recreation 2007 2008 2009 2010 2011
%
Change
'10-11
%
Change
'09-11
%
Change
'08-11
%
Change
'07-11
Adventure Racing 698 809 1,005 1,214 1,202 -0.99% 19.60% 48.58% 72.21%
Archery 5,950 6,180 6,368 6,323 6,471 2.34% 1.62% 4.71% 8.76%
Bicycling (Mountain)6,892 7,242 7,367 7,152 6,989 -2.28% -5.13% -3.49% 1.41%
Bicycling (Road)38,940 38,527 39,127 39,730 39,834 0.26% 1.81% 3.39% 2.30%
Bicycling-BMX 1,887 1,896 1,858 2,090 1,958 -6.32% 5.38% 3.27% 3.76%
Canoeing 9,797 9,866 9,997 10,306 10,170 -1.32% 1.73% 3.08% 3.81%
Climbing (Sport/Indoor/Boulder)4,514 4,642 4,541 4,542 4,445 -2.14% -2.11% -4.24% -1.53%
Climbing (Traditional/Ice/Mountaineering) 2,062 2,175 2,062 2,017 1,904 -5.60% -7.66% -12.46% -7.66%
Fishing (Fly)5,756 5,849 5,755 5,523 5,581 1.05% -3.02% -4.58% -3.04%
Fishing (Freshwater)43,859 42,095 40,646 39,911 38,864 -2.62% -4.38% -7.68% -11.39%
Fishing (Saltwater)14,437 14,121 13,054 12,056 11,896 -1.33% -8.87% -15.76% -17.60%
Golf 29,528 28,571 27,103 26,122 25,682 -1.68% -5.24% -10.11% -13.02%
Hiking (Day) 29,965 31,238 32,542 32,534 33,494 2.95% 2.93% 7.22% 11.78%
Horseback Riding 12,098 11,457 10,286 9,782 9,335 -4.57% -9.25% -18.52% -22.84%
Kayaking (Recreational)5,070 5,655 6,226 6,339 7,347 15.90% 18.01% 29.92% 44.91%
Kayaking (White Water)1,207 1,225 1,306 1,606 1,694 5.48% 29.71% 38.29% 40.35%
Roller Skating, In-Line 10,814 10,211 8,942 8,128 7,451 -8.33% -16.67% -27.03% -31.10%
Sailing 3,786 4,006 4,284 4,106 3,797 -7.53% -11.37% -5.22% 0.29%
Skateboarding 8,429 8,118 7,580 7,080 6,318 -10.76% -16.65% -22.17% -25.04%
Trail Running 4,216 4,537 4,845 4,985 5,373 7.78% 10.90% 18.43% 27.44%
Wakeboarding 3,521 3,532 3,561 3,611 3,517 -2.60% -1.24% -0.42% -0.11%
Water Skiing 5,918 5,756 5,228 4,849 4,626 -4.60% -11.51% -19.63% -21.83%
NOTE: Participation figures are in 000's for the US population ages 6 and over
Legend:Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
Moderate Decrease
(0% to -25%)
Large Decrease
(less than -25%)
3.3.1.3 NATIONAL TRENDS IN GENERAL RECREATION
Results from the SFIA’s Topline Participation Report demonstrate increased popularity among Americans
in numerous general recreation activities. Much like the general fitness activities, these activities
encourage an active lifestyle, can be performed individually or with a group, and are not limited by time
restraints. The most popular activities in the general recreation category include road bicycling (nearly
40 million participants), freshwater fishing (nearly 39 million participants), day hiking (over 33 million
participants), and golf (over 25 million participants). From 2007-2011, general recreation activities that
have seen the most rapid growth are adventure racing (increased by 72.21 percent), recreational
kayaking (increased by 44.91 percent), white water kayaking (increased by 40.35 percent), and trail
running (increased by 27.44 percent). In-line roller skating and skateboarding have seen a substantial
drop in participation, decreasing by 31.1 percent and 25.04 percent respectively from 2007-2011 (Figure
11).
Figure 11- General Recreation National Participatory Trends
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Participatory Trends; by Activity -
General Sports City of Carlsbad (MPI)
Participated in Baseball 98
Participated in Basketball 98
Participated in Football 86
Participated in Golf 126
Participated in Soccer 126
Participated in Softball 106
Participated in Tennis 147
Participated in Volleyball 98
Participatory Trends; by Activity -
Fitness City of Carlsbad (MPI)
Participated in Aerobics 133
Jogging/ Running 147
Participated in Martial Arts 107
Participated in Pilates 139
Participated in Swimming 130
Participated in Walking for Exercise 127
Participated in Weight Lifting 141
Participated in Yoga 162
3.3.2 LOCAL SPORT AND MARKET POTENTIAL
The following charts show sport and leisure market potential data from ESRI. A Market Potential Index
(MPI) measures the probable demand for a product or service in the City of Carlsbad. The MPI shows
the likelihood that an adult resident of the target area will participate in certain activities when
compared to the U.S. National average. The National average is 100 therefore numbers below 100
would represent a lower than average participation rate and numbers above 100 would represent
higher than average participation rate. The city is compared to the national average in four (4)
categories – general sports by activity, fitness by activity, outdoor activity, and money spent on
miscellaneous recreation. The City of Carlsbad shows high market potential index numbers for all
categories.
As seen in the tables below, the following sport and leisure trends are most prevalent for residents
within the City of Carlsbad. Cells highlighted in yellow indicate the top three scoring activities based on
the purchasing preferences of residents.
3.3.2.1 GENERAL SPORTS MARKET POTENTIAL
3.3.2.2 FITNESS MARKET POTENTIAL
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Participatory Trends; by Activity -
Outdoor Activity City of Carlsbad (MPI)
Participated in Archery 62
Participated in Backpacking/Hiking 144
Participated in Bicycling (mountain)135
Participated in Bicycling (road)134
Participated in Boating (power)104
Participated in Canoeing/Kayaking 130
Participated in Fishing (fresh water)74
Participated in Fishing (salt water)107
Participated in Horseback Riding 105
Participatory Trends; by Activity - Money Spent on
Miscellaneous Recreation City of Carlsbad (MPI)
Spent on High End Sports/Recreation Equipment <$250 97
Spent on High End Sports/Recreation Equipment >$250 123
Attend sports event: baseball game 129
Attend sports event: basketball game (college)109
Attend sports event: basketball game (pro)120
Attend sports event: football game (college)105
Attend sports event: football-Monday night game (pro)97
Attend sports event: football-weekend game (pro)117
Attend sports event: golf tournament 113
Attend sports event: ice hockey game 117
Attend sports event: soccer game 111
Attend sports event: tennis match 117
Visited a theme park in last 12 months 118
Visited Disney World (FL)/12 mo: Magic Kingdom 111
Visited any Sea World in last 12 months 117
Visited any Six Flags in last 12 months 112
Went to zoo in last 12 months 117
3.3.2.3 OUTDOOR ACTIVITY MARKET POTENTIAL
3.3.2.4 MONEY SPENT ON MISCELLANEOUS RECREATION
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Helpful Harmful
to achieving the objective to achieving the objective
Strengths (Internal - You can control)Weaknesses (Internal - You can control)
Adequate level of resources - financial, facilities, etc. Department doesn't tell our story well
Political will and community desire to support parks & recreation Department lacks a brand identity
Qualified / passionate / dedicated staff Are all things to everyone - broad focus
Financially stable organization Changing and competing priorities
Customer service Organizational uncertainty at the city level / recent changes in department
leadership
High quality and well maintained parks and facilities Inconsistent interpretations of partnerships and user fee outcomes
Good customer retention in many areas (aquatics / teens / dance /
seniors /sports)
Community Center design not as inviting and don’t feel a sense of community
(lobbies)
Wide variety of offerings (programs and facilities)Staff morale due to the uncertainty of contracting / outsourcing
Specialized facilities Staff cross-training / limited leadership training opportunities
Communications, marketing, graphics support is available Do not leverage technology adequately
IT support is available Tracking metrics - accountability could be improved
T.R.U.S.T / volunteer programs Internal communication and understanding
Focus on planning initiatives Organizational policies often slow things down
All around value Inconsistent implementation of departmental policies and procedures (e.g. fee
refunds)
Supporter for providing healthy lifestyles
Opportunity (External - You may not be able to control)Threats (You may not be able to control)
Political and policy based support for creative thinking and innovation External service providers
Outreach to diverse population segments Proliferation of gaming / in-house entertainment (Xbox, PlayStation, Wii, etc.)
Increase workforce diversity Changing leadership dynamics
Location and abundance of natural resources / year-round programming Continually changing preferences and trends for public recreation
Programming and facility trends - (e.g. BMX, skateparks, community
gardens, arena soccer, pickleball etc.)Fluctuations in the economic environment limiting available resources
Many parks / facilities still being built - incorporate new ideas Impact of negative perception of government
Diversity of interests and needs High community expectations could become unsustainable
More partnerships (e.g. school districts / neighborhood communities /
libraries/ cultural arts, etc.)Environmental concerns - climate, drought
Unused non prime time capacity in facilities Loss of institutional knowledge through staff turnover / attrition
Alternative funding sources (e.g. Foundation, volunteer groups /
sponsorships / individual donations)
Advocacy groups (Parks & Recreation Commission / Senior Commission,
and Beach Preservation Committee)
Corporate presence - untapped resource for funding / sponsorships
Technology - mobile apps / online registration / reservations could be
improved
Increasing population
Health and wellness e.g. childhood obesity issuesExternal Origin Internal Origin3.4 STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS ANALYSIS
This analysis evaluates the strengths, weaknesses, opportunities, and threats (SWOT) involved with the
department. This analysis conducted with department staff identifies the internal and external factors
that are favorable and unfavorable to achieve department objectives. The following SWOT matrix
presents the findings of the analysis that is meant to be a one page state-of-the-department overview
and a strategic guiding tool for areas to focus on for growth and opportunities for improvement, both
internally and externally.
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64
CHAPTER FOUR - INVENTORY ANALYSIS OF PARKS, FACILITIES, AND
PROGRAMS
4.1 CARLSBAD PARK SYSTEM ASSESSMENT
In general, all of the parks are very well used. The level of maintenance was good, especially considering
how heavily the parks are used. Alga Norte Park is currently under construction and is scheduled to
open in late December 2013.
The park design varies from park to park, but the sites generally are in very good condition and have a
substantial amount of amenities. The majority of the parks have concrete walkways that appear to
satisfy disabled access requirements. Walkways are an essential part of developed parks because they
provide routes that all visitors can use for walking or to reach specific amenities. Moreover, they are the
principal means by which visitors who are physically disabled can access the park’s features and enjoy
the benefits that other non-disabled visitors can. There are some sites that do not have concrete or
asphalt walks and thus do not appear to meet these requirements. If improvements are made to these
sites, ADA access routes should be established as part of the design improvements.
These sites include city parks Pio Pico Park, Community Garden, Hosp Grove Park, Oak Park, Zone 5 Park,
Hosp Grove Rotary Trailhead, El Fuerte Park and Carlsbad Unified School District sites La Costa Heights
School Fields, Buena Vista Elementary Fields and Jefferson Elementary Field. It should be noted that the
District facilities are not city properties.
All of the park sites appear to have an adequate amount of trash cans, benches, drinking fountains and
tables for the types of use anticipated at the site. The school field sites have the least amount and in
most cases none of these types of amenities (trash cans, benches, drinking fountains, and tables) as
shown in the park inventory matrix.
The sports fields all appeared to be in good to average condition with typical worn areas based on the
level of play. Some of the sports fields feature synthetic turf installed to allow for heavier use.
About half of the sites have onsite parking and the amount of spaces seems to be adequate for the site
uses. The other sites have street parking. It should be noted that the school fields have limited onsite
parking.
The sites with onsite parking include:
Magee House and Park
Holiday Park
Carlsbad Senior Center
Community Garden
Monroe Street Pool
Ocean Street Sculpture Park
Pine Avenue Park, Hosp Grove Park
Magnolia Elementary Field
Hosp Grove Wickham Way Trailhead
Hosp Grove Rotary & Hosp Way Trailhead
Lagoon Observation Area
Calavera Hills Trailhead
Calavera Hills Community Park
Hidden Canyon Community Park
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Carlsbad Skate Park
Aviara Community Park
Poinsettia Community Park
Alga Norte Park
Stagecoach Community Park
Leo Carrillo Ranch Historic Park
La Costa Canyon Park
The sites with no onsite parking include:
Maxton Brown Park
Chase Field
Laguna Riviera Park
Car Country Park
Pio Pico Park
Harding Community Center
Carlsbad High School Tennis Courts
Buena Vista Elementary Access Path
Buena Vista Elementary Field
Jefferson Elementary Field
Oak Park
Cannon Park
Zone 5 Park (dirt parking lot)
Valley Middle School Fields
Aviara Oaks School Fields
El Fuerte Park
La Costa Heights School Fields
Cadencia Park
Regulatory and informational signs at the parks are adequate with all sites having a sign identifying the
park name and onsite signs provide the necessary information for the park users.
Irrigation appears to be in good condition for the all of the park sites. Some minor brown areas were
noted, but nothing substantial.
Individual pictures of Carlsbad’s facilities inventory can be found in the appendix.
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4.2 RECREATION PROGRAM ASSESSMENT
PROS Consulting conducted an assessment of the Carlsbad Parks & Recreation Department’s program
offerings and other special events. The aim of the assessment is to identify core program areas, gaps
and overlaps in services as well as system wide issues such as customer feedback, performance
measures and marketing that is vital to the success of the department’s program growth.
The consulting team based their findings on information derived from:
Discussions with staff members
Program assessment forms
Community wide statistically reliable survey
Community input from focus groups and public workshops
Website review
Parks & recreation staff selected the core programs / facilities to be evaluated and entered the data into
the program assessment matrix provided by PROS.
The following are the areas chosen for evaluation based on staff and consultant team input:
Youth sports
Aquatic programs
Camps
Fitness
Historical
50+
Adult sports
Triathlon
Rentals
Special events
Specialty (early childhood, music, crafts, science math, various art mediums, and teen
programming)
Swim lessons
Preschool
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4.3 PROGRAM ASSESSMENT AND OVERVIEW
Overall summary of findings from the program assessment process include:
4.3.1 STRENGTHS
Good diversity in types of program offerings and special events
High participation numbers in most program areas
High quality program offerings throughout
Good value for money for program offerings
Successful use of volunteers for several programs
Wide variety of program promotions and customer feedback mechanisms utilized
4.3.2 OPPORTUNITIES FOR IMPROVEMENT
Program lifecycles, with limited programs in the introduction stage, show a limited innovation
pipeline for new programs
Age segments served by existing programming not aligned with community demographics (i.e.
too many programs focused on youth in comparison to aging community demographics
Limited earned income generated from existing programs and events
Program classifications currently favors a higher level of city contribution
Institute additional performance metrics and standards that include tracking customer retention
rates, marketing return on investment for individual mediums etc.
4.4 LIFECYCLE ANALYSIS
The program assessment included a lifecycle analysis completed by staff members. The listing of
programs is included in the chart on the following page. This assessment was not based on quantitative
data, but based on staff’s knowledge of their program areas. These lifecycles can, and often do, change
from year to year or over time depending on how the programs fare.
The following list shows the percentage distribution of the various lifecycle categories of the
department’s recreation programs:
Introduction stage (new program; modest participation) = five percent
Take off stage (rapid participation growth) = 13 percent
Growth stage (moderate, but consistent participation growth) = 34 percent
Mature stage (slow participation growth) = 36 percent
Saturation stage (minimal to no participation growth; extreme competition) = 10 percent
Decline stage (declining participation) = three percent
These percentages were obtained by comparing the number of programs listed in each individual stage
with the total number of programs listed in the program worksheets. The PROS team recognizes that
while there is no statistically sound method for obtaining the percentage breakout of all programs by
lifecycle stages, the overall pattern and trends are apparent in the program lifecycle table.
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68
The lifecycles depict a largely encouraging trend with some areas of opportunity. Fifty-two percent of all
programs are in the introduction to growth stage while only three percent of all programs are in the
decline stage, which is very encouraging as it shows room for the programs to grow and also
demonstrates that programs offered are largely aligned with community needs.
4.4.1 RECOMMENDATIONS
The PROS team recommends that parks & recreation staff track program lifecycles on an annual basis to
ensure there are a decreasing number of programs in the mature to decline stage while ensuring an
increased number of programs in the introduction stage. It is recommended that programs from
mature to decline should be 40 percent or less of the total program mix.
It is recommended that the recreation team implement an annual program lifecycle audit to identify
programs that are stagnating or slowing down. The assessment may identify whether those programs
should continue in their current state or be repositioned in order to further drive participation. A
performance metric can be established to have at least 10 percent of programs annually in the
introduction stage and less than 10 percent of all programs in the saturated to decline stages.
The city could also conduct a regional program and partnership innovation summit with neighboring
agencies such as Encinitas, San Marcos, etc. The objective would be to identify new and upcoming
program trends, avoid program duplication and partner together in order to maximize available space.
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Introduction Take-Off Growth Mature Saturated Decline
Adventure Sport Camps Extreme Sport Camps Traditional Camps Performing Arts Camps Masters Triathlon
Fitness Room Cooking Camps Enrichment Adventure
Camps
Science & Exploration
Camps Lane rentals (programmed) Teen Scene
Music Drop in activities Art Camps PeeWee Camps Science
Cooking Jr. Guard Prep Kidz Camps CIT Math
Summer Youth Explorer Camps Free Dance Classes for
Seniors Parent/Infant
Basketball League Youth & Adult Beg Dance Education Parent/Tot
Friday Night Hoops Youth & Adult Int Dance Volunteer projects Pre-School Aquatics
Field Rentals Youth & Adult Adv Dance Preservation Learn To Swim
Picnic Rentals Martial Arts Movie Nights
Open Space Rentals Aerobics Home meal program
Yoga Adult 50+ enrichment
Self guided tours Congregate lunch program
Guided tours Transportation program
Archives (artifact and
memorabilia collection)Social gatherings
Interpretation Mens Soccer League
Docent program Adult Softball League
Junior Lifeguarding Mens Baskeball League
Lane rentals
(unprorammed)Sport Tournaments
Employment and pre-
employment 'Safety
Training
Wellness Expo
Fall Youth Basketball Pee Wee Soccer
League Indoor Meeting Room
Rentals
Gymnasium Rentals Weddings and events
Wild West Fest EGGstravaganza
Crafts Snores & S'mores
Art Family Movie Night
LITE Holiday at the Rancho
TIA Early Childhood
Parent Toddler
Preschool
New program; modest
participation
Rapid participation
growth
Moderate, but
consistent
participation growth
Slow participation
growth
Minimal to no
participation growth;
extreme competition
Declining participation
Source: Client (This was developed prior to Alga Norte opening in 2013)
Stage in Program Lifecycle
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4.5 AGE SEGMENT DISTRIBUTION
In addition to the lifecycle analysis, staff also assessed age segment distribution of programs.
Despite the demographics heavily skewed towards an aging population, the balance of age segment
distribution is still skewed towards the youth. Based on the program list provided by the staff, 50
percent of all programming is geared towards ages 18 and below even though that age segment
comprises a much smaller percentage (23 percent) of Carlsbad’s current population. It is typical nation-
wide for agencies to focus heavily on youth and families while often under serving active adults, seniors
and the middle-aged.
The department does have a number of programs including a Senior Center for the 55+ population as
well but as the population ages it would be appropriate for the staff to view the age segment
distributions on an annual basis to ensure continued rebalancing among underserved categories.
Also, if possible, given the differences in how the active adults (55+) participate in recreation programs,
the trend is moving toward having at least two different segments of older adults. The department
could evaluate further splitting program offerings into 55–74 and 75+ program segments.
4.6 CORE PROGRAMS
The PROS team believes that the department should continue evaluating its core programs and ensure
alignment with the values of the community and future trends. This assists in creating a sense of focus
around specific program areas of greatest importance to the community. It does not mean that non-
core programs are not important – it simply allows the city and the staff to establish priorities.
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Programs are categorized as core programs if they meet a majority of the following categories:
The program has been provided for a long period of
time (more than 4-5 years)
Offered 3-4 sessions per year
Wide demographic appeal
Includes five percent or more of recreation budget
gross expense
Includes a tiered level of skill development
Requires full time staff to manage the program
Has strong social value
High level of customer interface exists
High partnering capability
Facilities are designed to support the program
4.7 SPONSORS, PARTNERS AND VOLUNTEERS
4.7.1 SPONSORS AND PARTNERS
There is a growing focus on developing earned income streams through
citywide sponsor and partner support. In order to truly sell the potential
benefits of partnering with the department, there is a need to develop a
customized sponsorship brochure and a proposal for tiered sponsorship levels
keeping in mind the large corporate presence in the Carlsbad area as well.
By detailing the event calendar, participation metrics and user demographics, the department will
provide potential sponsors an opportunity to identify how well the park system participants align with
the sponsor’s target market and choose the right fit for them. These metrics will also help the
department evaluate its return on investment (ROI) for sponsorships and partnerships for various
events. Additional recommendations include publishing these metrics on the website and to promote
them aggressively.
Sponsor Recognition - Recognizing all existing or past sponsors for their support would strengthen
working relationships with sponsors. The brochure’s imagining could provide illustrations of promotions
that may have occurred or could be done to demonstrate sponsorship positioning. The images should
also focus on conveying an emotional appeal to potential sponsors.
Tiered Sponsorship Levels - It is essential to create tiered levels of sponsorship in order to allow all
potential sponsors the ability to choose the level of support they wish to exhibit.
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Methods Currently Used
Pre-program evaluation No
Post-program evaluation Yes
User Surveys Yes
Lost Customer Surveys No
Focus Groups Yes (needs assessment)
Statistically Valid Survey Yes (needs assessment)
Website Yes
Online survey (eg. Surveymonkey.com, Wufoo)Yes
In-park or on-site surveys ("caught in the act")Yes
Crowdsourcing Peak Democracy, Chaordix, Mind Mixer etc.)No
Package Offerings - It has been seen that the
greater the opportunities to package the offerings,
the more the likelihood of selling sponsorship.
Providing sample packaging options that tie in
some signature special events (Holiday at the
Rancho, EGGstravanganza Spring Festival) with
some of the smaller events (Dinner and a Movie)
would ensure that the staff up sells events that
may not be sold otherwise, while the partners
receive more value for their investment.
4.8 CUSTOMER FEEDBACK
Outstanding customer service is at the root of the success of any organization. A true community
service organization prides itself on identifying its customers’ preferences and acting accordingly to help
fulfill their needs. In order to do this, an ongoing and department wide feedback mechanism is of vital
importance and the city’s willingness to undertake an extensive customer service training initiative for
its staff is a big step in the right direction.
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4.9 MARKETING AND PROMOTIONS
This section reviews the
department’s marketing
and promotions as
gleaned from the
program worksheets and
discussions with staff as
well as the survey
responses. As can be
seen in the survey
response, respondents
chose “I don’t know what
is being offered” as the
second biggest reason
preventing them from
using parks, recreation
facilities or programs
more often. While PROS
has been impressed with
the variety and quality of
the marketing and
communications initiatives undertaken by the city, the survey responses indicate that target audience
marketing and promotions is an area of improvement and one that can have a positive impact on
increasing participation and revenue for the department.
As stated in the program assessment worksheets provided by staff, most programs are promoted via
multiple channels including the community services guide (print and online), website, flyers, brochures,
direct mail, email blasts, special events, social media, news releases, cross promotions with other
organizations etc. The staff also states that these channels are very effective and recommends
continuing with all of them.
Marketing Return on Investment
Given the limited marketing dollars and staff time available, the department should continue to
undertake a marketing return on investment (ROI) assessment to evaluate the effectiveness of the
multiple marketing mediums used. A greater emphasis needs to be placed on developing department
goals and metrics against which marketing initiatives can be measured.
Technology/Website
PROS and city staff recommend enhancing use of technology via the city website, developing a smart
phone enabled site, an application and using short message service (SMS) marketing as other avenues to
promote outreach.
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Some specific recommendations include:
Provide opportunities for donations or crowd funding through the website
o See www.hhpz.org for Donate Now
o www.kickstarter.org / www.indiegogo.com / www.razoo.com for
Crowd funding options including printing program guides or
developing marketing material
Maximize the website’s revenue generating capabilities
o Add a retail link for users to purchase merchandise online.
o Evaluate using Google AdSense to allow for placements of relevant ads on the website
(more information on Google AdSense is provided later in this report).
Add a Google Translate functionality on the site to allow the diverse user base translate pages
into a language of choice
Develop a mobile version of the website and also develop a smart-phone application listing
facilities and parks based on global positioning system (GPS) locations, programs, rentals, online
registration links, contact info, hours of operations, etc.
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Social Media
The city currently does a good job utilizing a wide variety of social media including Facebook, Twitter,
YouTube, Flickr and Pinterest.
Some other suggestions to evaluate would be:
Google+, is the closest competitor to Facebook in terms of overall user adaption, brand awareness and
scale of complementary services available to make it a viable social network.
Instagram, is a photo sharing website that is becoming increasingly popular
especially with the younger audience. It’s acquisition by Facebook also
ensures effective integration with the larger social network that one possesses
and could be a viable social network for Carlsbad to venture into. Additionally,
current usage trends show that Instagram is becoming the ‘new Facebook’ for
teens and youth who tend to gravitate to new media and technology.
Lastly, the following is a list of potential sources and online mediums that the
city’s offerings are presently on or could be used for the future. It is understood that this is not an all-
inclusive list and that city and department staff should continue to keep up with trends and technologies
as they emerge.
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Type URL Description and Use for PRNS
App http://www.arlingtontx.gov/app/
http://www.thealaskaapp.com/
Develop a smartphone and tablet app
highlighting City offerings such as the
one developed by Arlington or Alaska.
Wikipedia www.wikipedia.com Among Top 10 most visited websites in
the world. List all parks, facilities,
events and monitor links on it
constantly
Online
Reviews
www.yelp.com List all parks, facilities, events on it.
Seek, monitor and respond to reviews
such as the one above for Leo Carrillo
Ranch Historic Park
www.tripadvisor.com Highlight local attractions and things
to do in Carlsbad; monitor and
respond to reviews
Video www.vine.com 7 second video clips for rentals/events
etc.
www.youtube.com Large videos, dedicated YouTube
channel highlighting events, facilities,
parks etc.
Deals www.groupon.com
www.livingsocial.com
www.savelocal.com
Deals and promotions to access
various Carlsbad offerings
Pay-per-
click ads
adwords.google.com Pay-per-click ads based on select key
words for targeted outreach locally
and regionally or by language through
Google
https://www.facebook.com/advertisi
ng
Pay-per-click ads based on select key
words, interests, groups, affiliations
for targeted outreach locally and
regionally or by language through
Facebook
Check-Ins www.foursquare.com Foursquare Check-in letting people
know they are at a Carlsbad
facility/park
https://www.facebook.com/about/lo
cation
Facebook Places letting people know
they are at a Carlsbad facility/park
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4.10 PARK AND FACILITY LEVEL OF SERVICE STANDARDS
Level of service standards are guidelines that define service areas based on population that support
investment decisions related to parks, facilities and amenities. Level of service standards can and will
change over time as the program lifecycles change and demographics of a community change.
PROS evaluated park facility standards using a combination of resources. These resources included:
recreation activity participation rates reported by the Sporting Goods Manufacturers Association as it
applies to activities that occur in the United States and the Carlsbad area, community and stakeholder
input, findings from the prioritized needs assessment report and general observations. This information
allowed standards to be customized to the City of Carlsbad (Figure 12).
These standards should be viewed as a guide to be coupled with conventional wisdom and judgment
related to the particular situation and needs of the community. By applying these facility standards to
the Carlsbad residents, gaps and surpluses in park and facility/amenity types are revealed. These
recommendations are mindful of upcoming park and facility amenities (such as Alga Norte Park opening
in Dec. 2013) and are aligned with the city’s Growth Management Plan to ensure alignment with future
population growth as well as anticipated build out in the next few years.
Overall, the department does have some areas of deficit in levels of service as compared with
recommended standards and the growing population. The action plan items recommended in this plan
would, if implemented, go a long way in addressing most, if not all, the unmet needs of the community
in the years to come.
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PARKS:
Park Type
City of
Carlsbad
Park Inventory
Meet Standard/
Need Exists
Meet Standard/
Need Exists
Developed Park Land 292.00 2.73 acres per 1,000 Acre(s)Acre(s)
Undeveloped Park Land 152.00 1.42 acres per 1,000 Acre(s)Acre(s)
Total Park Acres 444.00 4.15 acres per 1,000 3.00 acres per 1,000 Meets Standard - Acre(s)Meets Standard - Acre(s)
OUTDOOR AMENITIES:
Playgrounds 32 1.00 site per 3,361 1.00 site per 3,000 Need Exists 4 Sites(s)Need Exists 5 Sites(s)
Dog Parks 1 1.00 site per 106,895 1.00 site per 40,000 Need Exists 2 Sites(s)Need Exists 1 Sites(s)
Multi-purpose Diamond Fields (Youth)9 1.00 field per 11,877 1.00 field per 7,500 Need Exists 5 Field(s) Meets Standard - Field(s)
Multi-purpose Diamond Fields (Adult)15 1.00 field per 7,174 1.00 field per 6,000 Need Exists 3 Field(s) Meets Standard 0 Field(s)
Multi-purpose Rectangular Fields (Youth)24 1.00 field per 4,399 1.00 field per 5,000 Meets Standard - Field(s) Meets Standard - Field(s)
Multi-purpose Rectangular Fields (Adult))12 1.00 field per 9,176 1.00 field per 6,000 Need Exists 6 Field(s)Need Exists 8 Field(s)
Basketball Courts (Half and Full)39 1.00 court per 2,755 1.00 court per 4,000 Meets Standard - Court(s) Meets Standard - Court(s)
Tennis Courts 44 1.00 court per 2,429 1.00 court per 2,500 Meets Standard - Court(s)Need Exists 3 Court(s)
Skate Park 3 1.00 site per 35,632 1.00 site per 50,000 Meets Standard - Site(s) Meets Standard - Site(s)
Outdoor Pools 1 1.00 site per 106,895 1.00 site per 50,000 Need Exists 1 Site(s) Meets Standard - Site(s)
Indoor Facilities (Square Feet)95,192.00 0.89 SF per person 1.50 SF per person Need Exists 65,151 Square Feet Need Exists 82,170 Square Feet
106,895
118,241
Notes:
Developed park land includes special use areas and community parks
There are no recommended service levels for undeveloped park land
Undeveloped park land includes Alga Norte Community Park, Veterans, Robertson Ranch, Zone 5, and Cannon Lake
Facilities (square feet) include Calavera Hills Community Center, Stagecoach Community Center, Harding Community Center, Senior Center, Magee House, and Leo Carrillo Ranch Historic Park
2013 Estimated Population
2018 Estimated Population
2013 Inventory - Developed Facilities 2013 Facility Standards 2018 Facility Standards
Current Service Level based
upon population
Recommended Service Levels;
Revised for Local Service Area
Additional Facilities/
Amenities Needed
Additional Facilities/
Amenities Needed
Figure 12 - Park and Facility Level of Service Standards
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4.11 GEO-CODING AND SERVICE AREA MAPPING
Service area maps (equity maps) and standards assist staff and key leadership in assessing where
services are offered, how equitable the service distribution and delivery is across the City of Carlsbad
service area and how effective the service is as it compares to the demographic densities.
In addition, looking at guidelines with reference to population enables the city to assess gaps in services,
where there are gaps or overlaps with respect to a specific facility or amenity. This allows the city and
the department to make appropriate capital improvement/development decisions based upon need for
a system as a whole and the consequences that may have on a specific area.
The service area maps that were developed for each of the following major assets:
Basketball courts
Community parks
Special Use areas
Playgrounds
Skate parks
Dog parks
Indoor facilities
Outdoor pools
Tennis courts
Diamond fields - adult
Diamond fields - youth
Rectangular fields - adult
Rectangular fields - youth
The source for the population used for standard development is the 2013 estimated population and
projected 2018 population as reported by Environmental Systems Research Institute, Inc. (ESRI) as well
as the City of Carlsbad’s estimates based on the Growth Management Plan (GMP). Estimated
population for 2013 is 106,895; 2018 population is projected at 118,241.
The shaded areas in the equity maps indicate the service level (e.g. the population being served by that
park type/amenity) as outlined in the facility/amenity levels of service matrix. Thus, the central point
inside the ring indicates the location of the facility or amenity while the ring extends out to how far that
amenity serves the population based on the number of amenities at that location, the levels of service
standards established and the density of population in that place.
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4.11.1 COMMUNITY PARKS
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4.11.2 SPECIAL USE AREAS
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4.11.3 INDOOR FACILITIES
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4.11.4 OUTDOOR POOLS
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4.11.5 DIAMOND FIELDS YOUTH
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4.11.6 DIAMOND FIELDS ADULT
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4.11.7 RECTANGULAR FIELDS YOUTH
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4.11.8 RECTANGULAR FIELDS ADULT
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4.11.9 BASKETBALL COURTS
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4.11.10 TENNIS COURTS
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4.11.11 SKATE PARKS
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4.11.12 PLAYGROUNDS
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4.11.13 DOG PARKS
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4.12 FACILITY/AMENITY AND PROGRAM PRIORITY RANKINGS
The purpose of the facility/amenity and program priority rankings is to provide a prioritized list of
facility/amenity needs and recreation program needs for the community served by the department.
This rankings model evaluated both quantitative and qualitative data. Quantitative datum includes the
statistically reliable community survey, which asked residents to list unmet needs and rank their
importance. Qualitative datum includes resident feedback obtained from community input and
demographics and trends.
A weighted scoring system was used to determine the priorities for parks & recreation
facilities/amenities and recreation programs. For instance as noted below, a weighted value of three for
the unmet desires means that out of a total of 100 percent, unmet needs make up 30 percent of the
total score. Similarly, importance ranking also makes up 30 percent, while consultant evaluation makes
up 40 percent of the total score, thus totaling 100 percent.
This scoring system considers the following:
Statistically reliable community survey
o Unmet needs for facilities and recreation programs – this is used as a factor from the
total number of households mentioning whether they have a need for a facility/program
and the extent to which their need for facilities and recreation programs has been met.
Survey participants were asked to identify this for 25 different facilities/amenities and
23 recreation programs.
o Importance ranking for facilities – this is used as a factor from the importance allocated
to a facility or program by the community. Each respondent was asked to identify the
top four most important facilities and recreation programs.
Consultant evaluation
o Factor derived from the consultant’s evaluation of program and facility priority based on
survey results, demographics, trends and overall community input.
The weighted scores were as follows:
60 percent from the statistically reliable community survey results.
40 percent from consultant evaluation using demographic and trends data, community focus
groups and public meetings, and levels of service.
These weighted scores were then summed to provide an overall score and priority ranking for the
system as a whole. The results of the priority ranking were tabulated into three categories: high priority
(top third), medium priority (middle third) and low priority (bottom third).
The combined total of the weighted scores for community unmet needs, community importance, and
consultant evaluation is the total score based on which the facility/amenity and program priority is
determined.
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As seen below, family picnics areas – covered and uncovered, outdoor swimming pools, botanical or
ornamental gardens, community gardens and amphitheater are the top five highest facility/amenity
priorities in Carlsbad.
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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
As seen below, adult fitness and wellness programs, culinary arts (cooking, baking, etc.), adult sports
programs, cultural arts programs and city sponsored community special events are the top five highest
program priorities in Carlsbad.
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Essential Important Value-Added
Volunteers Aquatics - Lane rentals (programmed)Pee Wee Soccer
T.R.U.S.T Program Rec. Swim Junior Guard Prep
LITE - Teen Program Learn to Swim Levels 5 & 6 Junior Guard
Guided Historic walking tours Employment and pre-employment Safety Training Advanced Youth and Adult Dance
Self guided exploration Science & Exploration Camps Martial Arts - Intermediate and Advanced
Historic Education / Interpretation Adult Sports (Basketball, Soccer, Softball) Program Dinner and a Movie
Site Preservation Rentals: Non-profit users (with resident discount)Social gatherings
Special Events Rentals: Other (with resident discount)Triathlon
Aquatics - All Pre-School Aquatics levels Yoga Rentals: Other
Aquatics - Learn to Swim Levels 1 through 4 Aerobics Rentals: Non-profit
Aquatics - Parent/Tot Traditional Sport Camps Teen Scene
Senior - Home meal program Summer and Fall Youth Basketball Snores & S'mores
Senior - Congregate lunch program Kidz Camps Cooking
Senior - Transportation program Explorer Camps Teens in Action (Schools)
Senior - Adult 50+ enrichment Cooking Camps Extreme Sport Camps
Wellness Weekend (Wellness Special Event)Parent/Infant Adventure Sport Camps
Youth - Intro Health and wellness Martial Arts Beginning Enrichment Adventure Camps
Drop in activities Youth and Adult Beginning Dance Adult Sports (Softball) Tournaments
Counselors in Training Parent Toddler
Fitness Room Senior 50+Preschool
Introductory Music
Introductory Art
PeeWee Camps
Art Camps
Friday Night Hoops
Aquatics - Masters Swim Program
Aquatics - Beginning Diving
Performing Art Camps
Intermediate Youth and Adult Dance
Leo Carrillo - Movie Nights (film festival)
Enrichment - Science
Enrichment - Math
Craft
Part of the Mission / Serves majority of
the Community / Highest Level of
contribution offered
Important to the community / Serves the
broad community / Some level of
contribution offered
Enhanced Community Offering / Serves
niche groups / Limited to no contribution
MUST OFFER THIS SHOULD OFFER THIS WOULD BE NICE TO OFFER THIS
CHAPTER FIVE - INTERNAL ASSESSMENT
5.1 PROGRAM CLASSIFICATION DESCRIPTION
The service classification matrix below was developed by PROS Consulting in conjunction with
department staff through an iterative work session process. It will serve as a guide for department staff
to follow when classifying programs and for how that program needs to be managed with regard to cost
recovery. By establishing clarification of what constitutes a “core essential public service,” “important
public program”, and “value added program” will provide department and its stakeholders a better
understanding of why and how to manage each program area as it applies to public value and private
value. Additionally, the effectiveness of the criteria linked to performance management expectations
relies on the true cost of programs (direct and indirect cost) being identified.
Where a program falls within this matrix can help to determine the most appropriate cost recovery rate
that should be pursued and measured. This includes being able to determine what level of public
benefit and private benefit exists as they apply to each program area.
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5.2 SERVICE CATEGORIES AND LEVELS OF PUBLIC BENEFIT
5.2.1 CORE ESSENTIAL PROGRAM
The cost for providing mission aligned services is solely or largely supported by general fund and tax
contribution from the city. The level of benefit is the same to all users. These types of programs fall in
the category of: We must offer this
Core Essential Program examples:
o Open public access to use a park, playground, trail or non-reservable picnic area or park
space
5.2.2 IMPORTANT PROGRAM (SHOULD OFFER THIS)
Services identified as important and help support the organization’s mission. The user receives a higher
level of benefit than the general taxpayer but there is also a broader taxpayer benefit because the
service provides a more livable community. Pricing for these services could include partial overhead
pricing. Partial overhead pricing recovers all direct operating costs and/or a portion of fixed indirect
costs. The portion of fixed costs not recovered by price represents the tax contribution.
These types of programs fall in the category of: We Should offer this
Important Program Examples:
o Senior computer classes, L.I.T.E. (Leadership in Training & Education) after school
program, etc.
5.2.3 VALUE ADDED PROGRAM (WOULD BE NICE TO OFFER THIS)
This includes services that only individual users or visitors benefit from. Pricing of private services
should, at a minimum, recover all direct costs associated with the service.
These types of programs fall in the category of: It would be nice to offer this
Value Added Program examples:
o Wedding rental at Leo Carrillo Ranch, Oriental Sumi-e painting classes, etc.
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CHAPTER SIX - NEEDS ASSESSMENT & COMPREHENSIVE ACTION
PLAN
6.1 DEVELOP VISION, MISSION, & GOALS/OBJECTIVES
In keeping with changing times and the City of Carlsbad’s progressive march towards being a world class
city, parks & recreation staff, along with PROS Consulting, thought it would be appropriate to update the
department’s vision and mission to be aligned with the city’s goals. The leadership staff and the
consulting team collaborated to update the vision and mission that will guide future action.
These were developed by keeping the community values first and foremost in mind and then building
the key goals to help ensure accountability and performance measurement.
6.1.1 VISION
To strengthen community connectivity through world class offerings and exceptional customer service.
6.1.2 MISSION STATEMENT
To promote community health and wellness while building a culture that embraces change and
continuous improvement.
6.1.3 KEY GOALS
Meet the underserved needs of the community
Build an entrepreneurial focus that supplements city contribution
Train and empower staff to deliver world class offerings and exceptional customer service
Provide opportunities that promote health and wellness and active lifestyles
Develop a departmental culture that embraces change and promotes continuous improvement
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6.1.4 BIG IDEAS
The big ideas are driven by the philosophy that programs determine facility design. In essence, the
philosophy indicates that world class agencies identify true program needs and then develop spaces to
optimally address those needs. Thus, based on the program priority rankings that consider community
values, leadership’s vision and future trends, the following are the two big ideas for facility/spaces that
Carlsbad may pursue to strengthen community connectivity and promote health and wellness.
Big Idea # 1: Multiuse, Multigenerational Community Recreation Center
These types of facilities could include a variety of multigenerational spaces covering the gamut of
programming needs from fitness and wellness, culinary arts, before and after school programs, dance,
senior programs, cultural arts and special events etc. These types of programs also lend themselves well
to partnership models with public, private or nonprofit providers for design, development, and
operation. These include a variety of amenities ranging from gyms and exercise rooms to fitness spaces
for classes (yoga, tai chi) or specialized activities such as spinning, indoor walking biking tracks, arts and
crafts classes or performing arts spaces, large rental spaces with cooking facilities to serve the rentals or
for culinary classes etc. In a nutshell, they truly offer a multigenerational and multiuse experience.
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Big Idea # 2: Outdoor Adventure Activity Park
Outdoor adventure facilities could include a variety of programming needs from fitness and wellness,
adventure and environmental education programs, youth summer camps, and special events. These
types of spaces could include options from mountain biking/dirt biking, rock or wall climbing, zip lines
and canopy tours, interpretive education opportunities, ropes courses, outdoor events space or an
amphitheater, mud or artificial obstacle courses, etc.
With a community that loves and appreciates outdoor recreation and a large corporate presence
seeking outdoor teambuilding activities, this type of facility could serve a wide variety of individual and
group outdoor recreation needs in the community while potentially becoming a regional and national
destination. This type of facility also lends itself well to partnership models with public, private or
nonprofit providers for design, development and operation.
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6.1.5 KEY ACTION ITEMS
A component of the needs assessment work scope was to identify system wide community needs and
vision. The consulting team recognizes the existence of individual future master planned facilities but
believes in best practice principles that suggest individual facilities should be analyzed via a feasibility
study for each future master planned site. For example, should the center court and pro shop be
constructed at Poinsettia Park per the master plan? The data derived from this report does not focus on
that level of specificity and the community’s articulated needs for tennis were limited to more outdoor
courts not a center court or a pro shop. Thus, a feasibility study should be conducted to determine if
the previously determined uses are still relevant and needed, or to identify other more current potential
uses.
Further, park master plans call for the development of three additional approximately 20,000 sq. ft.
community centers similar to Stagecoach Park and Calavera Hills Community Park. The data derived
from the report does support/identify the need for additional indoor recreation space. However, today’s
best practices tell us that one large multigenerational recreation facility (built based on gaps identified
through equity mapping) is a more financially and operationally sustainable as well as partnership
friendly approach.
Based on these findings we recommend completion of a feasibility study on the two big ideas before
proceeding with implementing any individual Master Plans.
Short term action items (0-3 years)
Complete a feasibility study/business plan on the potential for programming, partnering and
operational success for an indoor, multipurpose, multigenerational community center. If
feasible, commence development within the said timeframe
Complete a feasibility study/business plan on the potential for programming, partnering and
operational success for an outdoor adventure activity park
Update master plans for future facilities to ensure amenities are consistent with the community
vision as identified in the needs assessment
Modify two existing tennis courts in well served areas to accommodate outdoor pickleball
courts as determined by the equity mapping
Design and develop the 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 to reflect new goals and vision
Complete 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 to user groups, end users, and decision makers the actual cost to operate and
maintain parks & recreation facilities
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Develop strategies to increase awareness and participation rates of program offerings
Develop a customer service manual and training program for full and part time staff
Restructure and expand identified core program areas for fitness and wellness, outdoor
adventure programs, environmental education, culinary arts and dining
Midterm action items (4-5 years)
If found feasible, commence development of an outdoor adventure activity park
Create a plan to identify an additional dog park
Tie in all future park and facility development with the trails plan to ensure greater community
connectivity within the system
Update the needs assessment for the next five years to ensure relevance and concurrency with
existing conditions and population in Carlsbad
Ongoing action items
Aligned with the General Plan, continue expanding to meet the growing/changing park, facility,
program and special event needs of the community
Continue transformation of organizational culture and pricing strategies based on updated
service classification
Establish system wide service delivery standards to create consistency in program delivery, look
and feel, as well as to focus on enhanced offerings and exceeding customer expectations
Continue to expand department wide performance metrics to track efficiency and demonstrate
progress (e.g. customer retention rates, customer satisfaction rates, percentage of earned
income generated, percentage of strategies and tactics accomplished, etc.)
Establish performance measures and track marketing efforts against those measures to ensure
resource allocation is aligned with effectiveness and department priorities
Update the program lifecycle matrix to ensure a good balance between reducing programs in
the decline stage and adding new programs in the introduction stage. Evaluate business model
at Alga Norte Community Park, and consider implementing the business model for select parks
and facilities
Focus on program innovation by tracking and updating lifecycles trend data using sources such
as American Sports Data, Sporting Good Manufacturer's Association, Outdoor Recreation
Participation Trends Report, etc.
Develop an earned income strategy to capture new revenue through nontraditional means such
as sponsorship, naming rights, crowd funding, etc.
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6.2 FUNDING AND REVENUE STRATEGIES
The purpose of developing funding and revenue strategies is to help staff prepare for the plan’s
implementation by identifying viable funding opportunities, including fees, charges, and partnerships,
and to pursue and share examples from other agencies that may have been in a similar place.
In order to continue to build and maintain a great park system, the following are some of the funding
sources that are available and used by many other public agencies throughout the United States.
New, sustainable funding sources are essential to implementing the needs assessment and action plan.
The city has been good stewards of public dollars and has managed well with the revenues generated
from taxes and user fees to support the system. The key for future growth is to diversify funding
sources which will help support the development and sustenance of the initiatives recommended in this
plan.
The sources listed below have been selected in conjunction with staff based on their viability and the
desire to pursue them further. These are meant to serve as recommendations and guidelines and do
not commit the city or the staff to pursue them.
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6.2.1 EXTERNAL FUNDING
The following examples provide external funding opportunities to consider for the future. Each of these
sources can be evaluated in more detail to determine the level of funding they would yield if pursued
aggressively.
6.2.1.1 CORPORATE SPONSORSHIPS
This revenue funding source allows corporations to invest in the development or enhancement of new
or existing facilities in park systems. Sponsorships are also highly used for programs and events. Given
the presence of a large corporate community, Carlsbad is primed to explore this source even further. As
of Dec. 2013, the city is already in the process of developing a citywide sponsorship policy which can
then be customized to the Parks & Recreation Department as well.
Additionally, with the development of Alga Norte Community Park and the potential for building
signature destination facilities as recommended in this plan, the timing of this sponsorship is ideal.
There are a number of agencies in California and nationwide that have done an excellent job in securing
corporate sponsorships and assigning dedicated staff resources to it – Charleston County Parks and
Recreation (http://www.ccprc.com/index.aspx?NID=5) as well as establishing frameworks for sustained
sponsorship opportunities by providing packaged choices of offerings - City of Santa Barbara
(http://www.santabarbaraca.gov/gov/depts/parksrec/recreation/sponsor_opportunities.asp).
6.2.1.2 PARTNERSHIPS
Partnerships are joint development funding sources or operational funding sources between two
separate agencies, such as two government entities, a nonprofit and a public agency, or a private
business and a public agency. Two or more partners could jointly develop revenue producing park and
recreation facilities and share risk, operational costs, responsibilities and asset management, based on
the strengths and weaknesses of each partner. This could be an avenue for existing facilities in and
around the Carlsbad area, or for facilities potentially developed in the future e.g. the multipurpose,
multigenerational community recreation center.
A relevant example includes the Muskingum Recreation Center being developed in Zanesville, Ohio
which is a partnership between the Muskingum County Community Foundation (MCCF), the
Muskingum Family Y (MFY), Genesis HealthCare System and Ohio University Zanesville (OUZ)
(http://www.muskingumrecreationcenter.org/).
6.2.1.3 VOLUNTEERS
Volunteerism is an indirect revenue source that would help the department offset its operational cost as
well as build greater advocacy for the system. The city provides online volunteer identification
opportunities and it does have a committed group of volunteers who assist on a number of areas
including trail maintenance, special events, sports coaches, Leo Carrillo Ranch Historic Park among
others. Another source to consider would be utilizing www.volunteermatch.org that allows agencies to
list their volunteer offerings and for interested individuals to be matched to that source.
Besides maintenance and program offerings, there are potential opportunities to utilize volunteers as a
part of a knowledge workforce as well. The City of San José Parks, Recreation and Neighborhood
Services has leveraged a very unique volunteer relationship by utilizing graduates from The Harvard
Business School to identify potential sponsorship value of its inventory and craft a compelling message
for potential sponsors – all on a pro-bono basis (http://www.hbsanc.org/cp_home.html?aid=1142).
There could certainly be potential opportunities of this sort with any of the educational institutions
including Mira Costa College, Palomar Community College, or University of California San Diego.
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6.2.2 USER FEES
6.2.2.1 FEES/CHARGES
The department must continue to position its fees and charges to be market driven and based on the
classifications for core essential, important and value added as determined in the plan. Starting with
Alga Norte, there is an opportunity to establish a self-sustaining model driven by user fees and cost
recovery goals for signature parks and recreation facilities, both current and planned.
6.2.2.2 TICKET SALES/ADMISSIONS
This revenue source is based on accessing facilities for self-directed activities such as pools, ice skating
rinks, ballparks and entertainment facilities. For signature facilities that are not membership revenue
driven, such as an outdoor adventure park, ticket sales for base admission and fees for certain select
add on activities could be utilized.
6.2.2.3 PERMITS (SPECIAL USE PERMITS)
These special permits allow individuals to use specific park property for financial gain. The city receives
either a set amount of money or a percentage of the gross service that is being provided. This is a fairly
established practice nationwide and in California. The City of Malibu has issued special use permits to
rent a picturesque park (Malibu Bluffs Park) to the National Football League for a promotional event.
6.2.2.4 RESERVATIONS
This revenue source comes from the right to reserve specific public property for a set amount of time.
The reservation rates are usually set and apply to group picnic shelters, meeting rooms for weddings,
reunions and outings or other types of facilities for special activities. Leo Carrillo Ranch Historic Park is a
prime example of one that generates rental revenues from wedding and event reservations. For all
permits and reservations, it would be beneficial to maximize the use of differential pricing strategies
commonly employed by airlines, hotels and even public golf courses — vary prices based on
weekday/weekend, prime time/non-prime time, holidays versus non-holidays, etc.
6.3 FRANCHISES AND LICENSES
6.3.1 CONCESSION MANAGEMENT
Concession management is from retail sales or rentals of soft goods, hard goods, or consumable items.
The department could either contract for the service or receive a set amount of the gross percentage or
the full revenue dollars that incorporates a profit after expenses. There are many examples of this
nationwide, be it for a single agency such as Chicago Park District (http://www.parkconcessions.com/) or
for multi-park vendors such as Xanterra (http://www.xanterra.com) which specializes in operating
hotels, restaurants and stores in several state parks and national parks within the United States. The
key to success with private concession managers is to build in facility repair and maintenance
responsibilities as a part of the concessionaire’s overall role in managing the facility.
6.3.2 PRIVATE MANAGEMENT
Contract with a private business to provide and operate desirable recreational activities financed,
constructed and operated by the private sector, with additional compensation paid to the agency. This
is similar in some ways to how the concession management process is undertaken except here the
private provider, e.g. a developer, is often also responsible for facility construction along with long term
operations and maintenance support.
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6.4 NAMING RIGHTS
Many cities and counties have turned to selling the naming rights for new constructions of facilities or
parks as a way to pay for the development and, occasionally, costs associated with the project. A great
example of this was in Lewisville, Texas where the city signed a 10 year naming rights deal with a local
Toyota dealership for their signature community park which opened in 2009 and includes multiple
sports fields, a dog park, skate park, walking and jogging trails, three lakes for irrigation etc.
(http://www.cityoflewisville.com/index.aspx?page=538). This could potentially be a model that may
have relevance for Alga Norte Community Park which has a similar set of broad and exciting amenity
types that serve a wide audience.
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CHAPTER SEVEN - CONCLUSION
In summary, the City of Carlsbad Parks and Recreation Department has done an excellent job in
providing high quality parks and recreation offerings and meeting the community’s expectations for
world class experiences. This needs assessment and action plan outlines a community values driven
approach that is realistic but ambitious. It will require a partnership driven approach and a willingness
to continue embracing an entrepreneurial mindset, all while keeping the community and its values in
mind.
The five year plan provides staff with short term, midterm and ongoing recommendations for day-to-day
operational tactics as well as two signature “ideas” that usher in an even higher level of customer
experience and reinforce Carlsbad’s place as a world class city that drives connectivity and enhances
quality of life for its current and future residents.
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APPENDIX
CARLSBAD FACILITIES INVENTORY
MAXTON BROWN PARK
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MAGEE HOUSE AND PARK
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HOLIDAY PARK
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CHASE FIELD
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LAGUNA RIVIERA PARK
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CAR COUNTRY PARK
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PIO PICO PARK
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SENIOR CENTER
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SENIOR CENTER FACILITY FLOOR PLAN
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HARDING COMMUNITY CENTER
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HARDING COMMUNITY CENTER FLOOR PLAN
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HAROLD SMERDU COMMUNITY GARDEN
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MONROE STREET POOL
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OCEAN STREET SCULPTURE PARK
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CARLSBAD HIGH SCHOOL TENNIS COURTS
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PINE AVENUE PARK
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HOSP GROVE PARK
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BUENA VISTA ELEMENTARY ACCESS PATH
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BUENA VISTA ELEMENTARY FIELD
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JEFFERSON ELEMENTARY FIELD
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MAGNOLIA ELEMENTARY FIELD
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OAK PARK
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CANNON PARK
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ZONE 5 PARK
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VALLEY MIDDLE SCHOOL FIELDS
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HOSP GROVE WICKHAM WAY TRAILHEAD
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HOSP GROVE ROTARY TRAILHEAD
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LAGOON OBSERVATION AREA
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CALAVERA HILLS TRAILHEAD
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CALAVERA HILLS COMMUNITY PARK
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CALAVERA HILLS COMMUNITY PARK COMMUNITY CENTER FLOOR PLAN
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HIDDEN CANYON COMMUNITY PARK
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SKATE PARK
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AVIARA OAKS SCHOOL FIELDS
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AVIARA COMMUNITY PARK
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POINSETTIA COMMUNITY PARK
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EL FUERTE PARK
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LA COSTA HEIGHTS SCHOOL FIELDS
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CADENCIA PARK
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STAGECOACH COMMUNITY PARK
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STAGECOACH PARK COMMUNITY CENTER FLOOR PLAN
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LEO CARRILLO RANCH HISTORIC PARK
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LA COSTA CANYON PARK