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Home My WebLink About2015-03-24; City Council; 21908 Part 2; Report Commission Accreditation Parks & Recreation Certification, Accept Modifications to Action Plan Parks & Recreation Department Master Plan March 2015 Parks & Recreation Department Master Plan Parks & Recreation Department Master Plan | FINAL Report i Acknowledgements City of Carlsbad Council Members Mayor Matt Hall Mayor Pro Tem Keith Blackburn Council Member Mark Packard Council Member Lorraine Wood Council Member Michael Schumacher City of Carlsbad Parks & Recreation Commission Chair Matt Simons Jason Hansen Leonard Martyns Roy Meenes Diane Proulx Jodi Rudick Stein Ron Withall City of Carlsbad Senior Commission Chair David Tweedy Kevin Min Jack Nelson Ray Pearson Sheri Sachs 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 City of Carlsbad ii 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 STRATEGIC ACTION PLAN ..................................................................................................... 13 1.9 NEXT STEPS........................................................................................................................... 22 1.10 CONCLUSION ...................................................................................................................... 23 CHAPTER TWO - COMMUNITY INPUT ............................................................................... 25 2.1 INPUT OPPORTUNITIES ........................................................................................................ 25 2.2 GENERAL FINDINGS .............................................................................................................. 26 2.3 SURVEY RESULTS .................................................................................................................. 29 CHAPTER THREE - COMMUNITY PROFILE ......................................................................... 50 3.1 DEMOGRAPHIC OVERVIEW .................................................................................................. 50 3.2 CITY OF CARLSBAD POPULACE ............................................................................................. 53 CHAPTER FOUR - INVENTORY ANALYSIS OF PARKS, FACILITIES, AND PROGRAMS .......... 59 4.1 CARLSBAD PARK SYSTEM ASSESSMENT ............................................................................... 59 4.2 RECREATION PROGRAM ASSESSMENT ................................................................................ 61 4.3 PROGRAM ASSESSMENT AND OVERVIEW ........................................................................... 62 4.4 LIFECYCLE ANALYSIS ............................................................................................................. 62 4.5 AGE SEGMENT DISTRIBUTION .............................................................................................. 65 4.6 CORE PROGRAMS ................................................................................................................. 65 4.7 PROGRAM PRIORITY RANKINGS ........................................................................................... 66 4.8 SPONSORS, PARTNERS AND VOLUNTEERS .......................................................................... 68 4.9 CUSTOMER FEEDBACK ......................................................................................................... 69 4.10 MARKETING AND PROMOTIONS ........................................................................................ 69 4.11 TRENDS ANALYSIS .............................................................................................................. 73 4.12 PARK AND FACILITY LEVEL OF SERVICE STANDARDS ......................................................... 82 4.13 GEO-CODING AND SERVICE AREA MAPPING ..................................................................... 86 4.14 FACILITY/AMENITY AND PROGRAM PRIORITY RANKINGS ............................................... 101 CHAPTER FIVE - INTERNAL ASSESSMENT ........................................................................ 104 5.1 PROGRAM CLASSIFICATION DESCRIPTION ......................................................................... 104 5.2 SERVICE CATEGORIES AND LEVELS OF PUBLIC BENEFIT .................................................... 105 CHAPTER SIX - STRATEGIC ACTION PLAN ........................................................................ 107 6.1 DEVELOP VISION, MISSION, & GOALS/OBJECTIVES ........................................................... 107 6.2 FUNDING AND REVENUE STRATEGIES ............................................................................... 116 6.3 FRANCHISES AND LICENSES ............................................................................................... 119 Parks & Recreation Department Master Plan | FINAL Report iii 6.4 NAMING RIGHTS ................................................................................................................ 119 CHAPTER SEVEN - CONCLUSION ..................................................................................... 120 APPENDIX ........................................................................................................................ 122 CARLSBAD FACILITIES INVENTORY ........................................................................................... 122 STRATEGIC ACTION MATRIX – SHORT TERM, MID TERM AND ONGOING .............................. 165 Parks & Recreation Department Master Plan | FINAL Report 1 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 City of Carlsbad 2  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 Parks & Recreation Department Master Plan | FINAL Report 3 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). City of Carlsbad 4  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. Parks & Recreation Department Master Plan | FINAL Report 5 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. City of Carlsbad 6 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 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 Parks & Recreation Department Master Plan | FINAL Report 7  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 City of Carlsbad 8 Parks & Recreation Department Master Plan | FINAL Report 9 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. City of Carlsbad 10 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. Parks & Recreation Department Master Plan | FINAL Report 11 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. City of Carlsbad 12 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 Parks & Recreation Department Master Plan | FINAL Report 13 1.8 STRATEGIC ACTION PLAN 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 PROS 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. City of Carlsbad 14 1.8.3 ORGANIZATIONAL VALUES The City of Carlsbad has established core organizational values that are embraced by every department. The strategies and tactics recommended to guide the plan’s implementation are driven by these organizational values and future planning initiatives will all ensure alignment with these values as well. These organizational values are: Values What It Entails Character We conduct ourselves with integrity, openness, courage and professionalism, driven by a calling to serve others. Innovation We are thoughtful, resourceful and creative in our quest for continuous improvement, always looking for better, faster ways to get things done. Stewardship We responsibly manage the public resources Stewardship entrusted to us. Excellence We hold ourselves to the highest standards because our community deserves the best. Empowerment We help people achieve their personal best by creating an environment where they feel trusted, valued and inspired. Communication We communicate openly and directly. Promoting engagement and collaboration makes our organization better and our community stronger. 1.8.4 KEY GOALS The key goals established by the Department are:  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 Parks & Recreation Department Master Plan | FINAL Report 15 1.8.5 SWOT ANALYSIS The PROS team in conjunction with the City staff conducted a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis to identify the internal and external factors that are favorable and unfavorable to achieve department objectives. This analysis leads to heightened levels of awareness about the market that an agency operates in and is the cornerstone of any successful Strategic Plan. The SWOT's primary objective is to help the Department develop a full awareness of all the factors, positive and negative, that may affect strategic planning and decision-making. Best practices indicate conducting a SWOT analysis annually at minimum and as frequently as quarterly, if needed. The following SWOT matrix is meant to be a one page state-of-the-department overview and a strategic guiding tool for the agency. 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 Inconsistent interpretations of partnerships and user fee outcomes High quality and well maintained parks and facilities Community center design not as inviting and don’t feel a sense of community (lobbies) Customer Service Succession planning Good customer retention in many areas (aquatics / teens / dance / seniors /sports) Inconsistent implementation of departmental policies and procedures (e.g. fee refunds) Wide variety of offerings (programs and facilities)Tracking metrics - accountability could be improved Specialized facilities Internal communication and understanding Communications, marketing, graphics support is available Staff cross-training / limited leadership training opportunities IT support is available T.R.U.S.T / volunteer programs Focus on planning initiatives All around value 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 Continually changing preferences and trends for public recreation Location and abundance of natural resources / year-round programming Fluctuations in the economic environment limiting available resources Programming and facility trends - (e.g. bike park, community gardens, pickleball etc.)Impact of negative perception of government Many parks / facilities still being built - incorporate new ideas High community expectations could become unsustainable Diversity of interests and needs Environmental concerns - climate, drought More public - partnerships (e.g. school districts / neighborhood communities / libraries/ cultural arts, etc.)Loss of institutional knowledge through staff turnover / attrition Unused non primetime capacity in facilities Alternative funding sources (e.g. Foundation, volunteer groups / sponsorships / individual donations) Advocacy groups (Parks & Recreation Commission / Senior Commission, and Beach Preservation Committee) Technology - mobile apps / online registration / reservations could be improved Increasing population Health and wellness e.g. childhood obesity issues, aging populationExternal Origin Internal Origin City of Carlsbad 16 1.8.6 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. Parks & Recreation Department Master Plan | FINAL Report 17 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. City of Carlsbad 18 1.8.7 KEY ACTION ITEMS A component of the needs assessment work scope was to identify system wide community needs and vision. The PROS 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. The following strategic action matrix is developed with a short-term, midterm and an ongoing timeframe in mind. Each of these include: 1. The key goals from this report they address 2. The citywide organizational value(s) they align with 3. An estimated capital cost outlay to implement it 4. The lead division responsible for implementing that goal 5. Update on the current status of that action item 6. Key performance metrics to ensure accountability The detailed strategic action matrix with the goals, values, capital cost outlay, division responsibility, current status update and key performance metrics is provided in section six. 1.8.7.1 SHORT TERM ACTION ITEMS (0-3 YEARS)  Action Item: 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 o Performance Metrics - Feasibility study and business plan presented to Council; If found feasible, undertake next steps for design/development o Status Update - In progress - 2015 completion  Action Item: Complete a feasibility study/business plan on the potential for programming, partnering and operational success for an outdoor adventure activity park o Performance Metrics - Feasibility study and business plan presented to Council Parks & Recreation Department Master Plan | FINAL Report 19 o Status Update - 2016 completion  Action Item: Update master plans for future facilities to ensure amenities are consistent with the community vision as identified in the needs assessment o Performance Metrics - Council approval by Dec. 2014 o Status Update - completed in 2014  Action Item: Modify two existing tennis courts in well served areas to accommodate outdoor pickleball courts as determined by the equity mapping o Performance Metrics - Identify location and present concept plan for Council consideration o Status Update - Council direction in Dec. 2014 to investigate dedicated location for pickleball courts - in progress  Action Item: Design and develop the entryway to Calavera Hills Community Park o Performance Metrics - Complete construction drawings and present to Council for funding consideration o Status Update - Design in progress - 2015 development completion  Action Item: Complete the development of one additional community garden at Calavera Hills Community Park o Performance Metrics - Opened community garden in 2014 o Status Update - Completed 2014  Action Item: Establish a department specific sponsorship policy to reflect new goals and vision o Performance Metrics - Establish policy and obtain Council approval o Status Update - Completed as part of 2014 Council Policy adoption  Action Item: Complete cost of service model to assign percentage of contribution and cost recovery goals for all program areas o Performance Metrics - Update department wide model by 2016 o Status Update - In progress at Alga Norte Community Park  Action Item: Train staff on cost of service, revenue generation and pricing based on the updated service classifications and expected level of contribution o Performance Metrics – Train department wide staff by 2016 o Status Update - In progress at Alga Norte Community Park  Action Item: Communicate to user groups, end users, and decision makers the actual cost to operate and maintain parks & recreation facilities o Performance Metrics – Communicate costs to all entities by 2016 City of Carlsbad 20 o Status Update - In progress at Alga Norte Community Park: 2016 completion department wide  Action Item: Develop strategies to increase awareness and participation rates of program offerings o Performance Metrics – Annual review of strategies o Status Update - Commenced 2014: ongoing  Action Item: Develop a customer service manual and training program for full and part time staff o Performance Metrics – Annual review of manual and ongoing staff training o Status Update - Commenced 2014: ongoing  Action Item: Restructure and expand identified core program areas for fitness and wellness, outdoor adventure programs, environmental education, culinary arts and dining o Performance Metrics – Annual review and changes, as appropriate o Status Update - Commenced 2014: ongoing 1.8.7.2 MIDTERM ACTION ITEMS (4-5 YEARS)  Action Item: If found feasible, commence development of an outdoor adventure activity park o Performance Metrics – If found feasible, undertake next steps for design / development o Status Update – To be determined after feasibility study  Action Item: Create a plan to identify an additional dog park o Performance Metrics – Identify location for an additional dog park by 2017 o Status Update - Completed as part of Council approved Poinsettia Community Park master plan update in 2014  Action Item: Tie in all future park and facility development with the trails plan to ensure greater community connectivity within the system o Performance Metrics – Complete Trails Master Plan Update by December 2017 o Status Update – Trails master plan out for stakeholder review - March 2015  Action Item: Update the needs assessment for the next five years to ensure relevance and concurrency with existing conditions and population in Carlsbad o Performance Metrics – Complete needs Assessment / master plan update by Dec. 2018 o Status Update - 2018 completion Parks & Recreation Department Master Plan | FINAL Report 21 1.8.7.3 ONGOING ACTION ITEMS  Action Item: Aligned with the General Plan, continue expanding to meet the growing/changing park, facility, program and special event needs of the community o Performance Metrics - Ongoing evaluation and expansion, as appropriate o Status Update - General Plan Update 2015 completion; park, facility, program and special event expansion ongoing  Action Item: Continue transformation of organizational culture and pricing strategies based on updated service classification o Performance Metrics - Annual evaluation of service classification matrix and update, as appropriate o Status Update - Ongoing  Action Item: 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 o Performance Metrics - Ongoing evaluation of service delivery standards and update, as appropriate o Status Update - Ongoing  Action Item: 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.) o Performance Metrics - Ongoing evaluation of performance metrics and update, as appropriate o Status Update - Developed additional performance measurements consistent with the City wide team; ongoing  Action Item: Establish performance measures and track marketing efforts against those measures to ensure resource allocation is aligned with effectiveness and department priorities o Performance Metrics - Ongoing evaluation of marketing performance measures and update, as appropriate o Status Update – Ongoing  Action Item: 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 o Performance Metrics - Annual lifecycle matrix review and update, as appropriate o Status Update - Ongoing City of Carlsbad 22  Action Item: Evaluate business model at Alga Norte Community Park, and consider implementing the business model for select parks and facilities o Performance Metrics - Ongoing evaluation of Alga Norte business model and update, as appropriate o Status Update - Ongoing  Action Item: 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. o Performance Metrics - Annual review of program trends and modify offerings, as appropriate o Status Update - California State University (San Marcos) enrichment program analysis project completed 2014; ongoing  Action Item: Develop an earned income strategy to capture new revenue through nontraditional means such as sponsorship, naming rights, crowd funding, etc. o Performance Metrics - Ongoing evaluation of existing and potential opportunities and implement strategies, as appropriate o Status Update – Ongoing 1.9 NEXT STEPS The key to the successful implementation of the tasks in the Strategic Action Matrix lies in ongoing monitoring, evaluation and updates. It is important that the department conduct annual updates to the implementation plan to ensure they are on track to achieve the performance metrics outlined in the matrix. Additionally, sharing updates on progress internally and externally will ensure continued focus within the internal stakeholders and sustained buy-in from the external stakeholders to ensure the plan’s long term success. Parks & Recreation Department Master Plan | FINAL Report 23 1.10 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. City of Carlsbad 24 Parks & Recreation Department Master Plan | FINAL Report 25 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. City of Carlsbad 26  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 construction of Alga Norte Park, and many interviewees believe the park will be a future gem of the city park system. Parks & Recreation Department Master Plan | FINAL Report 27 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 nontraditional sources of funding, such as grant writing, sponsorships, naming rights, crowd funding, etc. City of Carlsbad 28 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. Parks & Recreation Department Master Plan | FINAL Report 29 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. City of Carlsbad 30 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. Parks & Recreation Department Master Plan | FINAL Report 31 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”. City of Carlsbad 32 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. Parks & Recreation Department Master Plan | FINAL Report 33 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. City of Carlsbad 34 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. Parks & Recreation Department Master Plan | FINAL Report 35 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. City of Carlsbad 36 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. Parks & Recreation Department Master Plan | FINAL Report 37 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. City of Carlsbad 38 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. Parks & Recreation Department Master Plan | FINAL Report 39 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. City of Carlsbad 40 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. Parks & Recreation Department Master Plan | FINAL Report 41 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. City of Carlsbad 42 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. Parks & Recreation Department Master Plan | FINAL Report 43 2.3.15 DEMOGRAPHICS City of Carlsbad 44 Parks & Recreation Department Master Plan | FINAL Report 45 City of Carlsbad 46 Parks & Recreation Department Master Plan | FINAL Report 47 City of Carlsbad 48 Parks & Recreation Department Master Plan | FINAL Report 49 City of Carlsbad 50 CHAPTER THREE - COMMUNITY PROFILE 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. Parks & Recreation Department Master Plan | FINAL Report 51 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 City of Carlsbad 52 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 Parks & Recreation Department Master Plan | FINAL Report 53 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 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 City of Carlsbad 54 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 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 Parks & Recreation Department Master Plan | FINAL Report 55 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 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 City of Carlsbad 56 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 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) Parks & Recreation Department Master Plan | FINAL Report 57 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. City of Carlsbad 58 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 $- $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 Parks & Recreation Department Master Plan | FINAL Report 59 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 City of Carlsbad 60  Hidden Canyon Community Park  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. Parks & Recreation Department Master Plan | FINAL Report 61 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 PROS 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 PROS 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 City of Carlsbad 62 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. Parks & Recreation Department Master Plan | FINAL Report 63 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. City of Carlsbad 64 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 Parks & Recreation Department Master Plan | FINAL Report 65 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. City of Carlsbad 66 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 PROGRAM PRIORITY RANKINGS The purpose of the program priority rankings is to provide a prioritized list of 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 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– this is used as a factor from the total number of households mentioning whether they have a need for a program and the extent to which their need for recreation programs has been met. Survey participants were asked to identify this for 23 recreation programs. o Importance ranking– this is used as a factor from the importance allocated to a program by the community. Each respondent was asked to identify the top four most important recreation programs.  Consultant evaluation o Factor derived from the consultant’s evaluation of program 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. Parks & Recreation Department Master Plan | FINAL Report 67  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. 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. 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 City of Carlsbad 68 4.8 SPONSORS, PARTNERS AND VOLUNTEERS 4.8.1 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. 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. Parks & Recreation Department Master Plan | FINAL Report 69 4.9 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. 4.10 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. 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 City of Carlsbad 70 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. 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. Parks & Recreation Department Master Plan | FINAL Report 71 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. City of Carlsbad 72 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 Parks & Recreation Department Master Plan | FINAL Report 73 4.11 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). 4.11.1 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). City of Carlsbad 74 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). 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%) Figure 8-National Sports Participatory Trends Parks & Recreation Department Master Plan | FINAL Report 75 4.11.1.1 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. 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: Figure 9- Aquatic Participatory Trends City of Carlsbad 76 Parks & Recreation Department Master Plan | FINAL Report 77 4.11.1.2 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). 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%) Figure 10 - General Fitness National Participatory Trend City of Carlsbad 78 4.11.1.3 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). 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%) Figure 11- General Recreation National Participatory Trends Parks & Recreation Department Master Plan | FINAL Report 79 4.11.2 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. 4.11.2.1 GENERAL SPORTS MARKET POTENTIAL 4.11.2.2 FITNESS MARKET POTENTIAL 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 City of Carlsbad 80 4.11.2.3 OUTDOOR ACTIVITY MARKET POTENTIAL 4.11.2.4 MONEY SPENT ON MISCELLANEOUS RECREATION 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 Parks & Recreation Department Master Plan | FINAL Report 81 City of Carlsbad 82 4.12 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. Parks & Recreation Department Master Plan | FINAL Report 83 City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 84 Figure 12 - Park and Facility Level of Service Standards 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 Parks & Recreation Department Master Plan | FINAL Report 85 Page intentionally left blank. Parks & Recreation Department Master Plan | FINAL Report 86 4.13 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. Parks & Recreation Department Master Plan | FINAL Report 87 4.13.1 COMMUNITY PARKS City of Carlsbad 88 4.13.2 SPECIAL USE AREAS Parks & Recreation Department Master Plan | FINAL Report 89 4.13.3 INDOOR FACILITIES City of Carlsbad 90 4.13.4 OUTDOOR POOLS Parks & Recreation Department Master Plan | FINAL Report 91 4.13.5 DIAMOND FIELDS YOUTH City of Carlsbad 92 4.13.6 DIAMOND FIELDS ADULT Parks & Recreation Department Master Plan | FINAL Report 93 4.13.7 RECTANGULAR FIELDS YOUTH City of Carlsbad 94 4.13.8 RECTANGULAR FIELDS ADULT Parks & Recreation Department Master Plan | FINAL Report 95 4.13.9 BASKETBALL COURTS City of Carlsbad 96 4.13.10 TENNIS COURTS Parks & Recreation Department Master Plan | FINAL Report 97 4.13.11 SKATE PARKS City of Carlsbad 98 4.13.12 PLAYGROUNDS Parks & Recreation Department Master Plan | FINAL Report 99 4.13.13 DOG PARKS City of Carlsbad 100 Parks & Recreation Department Master Plan | FINAL Report 101 4.14 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. City of Carlsbad 102 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. Parks & Recreation Department Master Plan | FINAL Report 103 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. 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 City of Carlsbad 104 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. 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 Parks & Recreation Department Master Plan | FINAL Report 105 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. City of Carlsbad 106 Parks & Recreation Department Master Plan | FINAL Report 107 CHAPTER SIX - STRATEGIC 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 PROS 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 ORGANIZATIONAL VALUES The City of Carlsbad has established core organizational values that are embraced by every department. The strategies and tactics recommended to guide the plan’s implementation are driven by these organizational values and future planning initiatives will all ensure alignment with these values as well. These organizational values are: Values What It Entails Character We conduct ourselves with integrity, openness, courage and professionalism, driven by a calling to serve others. Innovation We are thoughtful, resourceful and creative in our quest for continuous improvement, always looking for better, faster ways to get things done. Stewardship We responsibly manage the public resources Stewardship entrusted to us. Excellence We hold ourselves to the highest standards because our community deserves the best. Empowerment We help people achieve their personal best by creating an environment where they feel trusted, valued and inspired. Communication We communicate openly and directly. Promoting engagement and collaboration makes our organization better and our community stronger. 6.1.4 KEY GOALS The key goals established by the Department are:  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 City of Carlsbad 108  Provide opportunities that promote health and wellness and active lifestyles  Develop a departmental culture that embraces change and promotes continuous improvement 6.1.5 SWOT ANALYSIS The PROS team in conjunction with the City staff conducted a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis to identify the internal and external factors that are favorable and unfavorable to achieve department objectives. This analysis leads to heightened levels of awareness about the market that an agency operates in and is the cornerstone of any successful Strategic Plan. The SWOT's primary objective is to help the Department develop a full awareness of all the factors, positive and negative, that may affect strategic planning and decision-making. Best practices indicate conducting a SWOT analysis annually at minimum and as frequently as quarterly, if needed. The following SWOT matrix is meant to be a one page state-of-the-department overview and a strategic guiding tool for the agency. 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 Inconsistent interpretations of partnerships and user fee outcomes High quality and well maintained parks and facilities Community center design not as inviting and don’t feel a sense of community (lobbies) Customer Service Succession planning Good customer retention in many areas (aquatics / teens / dance / seniors /sports) Inconsistent implementation of departmental policies and procedures (e.g. fee refunds) Wide variety of offerings (programs and facilities)Tracking metrics - accountability could be improved Specialized facilities Internal communication and understanding Communications, marketing, graphics support is available Staff cross-training / limited leadership training opportunities IT support is available T.R.U.S.T / volunteer programs Focus on planning initiatives All around value 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 Continually changing preferences and trends for public recreation Location and abundance of natural resources / year-round programming Fluctuations in the economic environment limiting available resources Programming and facility trends - (e.g. bike park, community gardens, pickleball etc.)Impact of negative perception of government Many parks / facilities still being built - incorporate new ideas High community expectations could become unsustainable Diversity of interests and needs Environmental concerns - climate, drought More public - partnerships (e.g. school districts / neighborhood communities / libraries/ cultural arts, etc.)Loss of institutional knowledge through staff turnover / attrition Unused non primetime capacity in facilities Alternative funding sources (e.g. Foundation, volunteer groups / sponsorships / individual donations) Advocacy groups (Parks & Recreation Commission / Senior Commission, and Beach Preservation Committee) Technology - mobile apps / online registration / reservations could be improved Increasing population Health and wellness e.g. childhood obesity issues, aging populationExternal Origin Internal Origin Parks & Recreation Department Master Plan | FINAL Report 109 6.1.6 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. City of Carlsbad 110 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. Parks & Recreation Department Master Plan | FINAL Report 111 6.1.7 KEY ACTION ITEMS A component of the needs assessment work scope was to identify system wide community needs and vision. The PROS 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. The following Strategic Action Matrix is developed with a Short-term, Mid-term and an On-going timeframe in mind. Each of these include: 1. The department goal(s) they address 2. The citywide organizational value(s) they align with 3. An estimated capital cost outlay to implement it 4. The lead division responsible for implementing that goal 5. Update on the current status of that action item 6. Key performance metrics to ensure accountability The detailed strategic action matrix with the goals, values, capital cost outlay, division responsibility, current status update and key performance metrics is provided in the Appendix. 6.1.7.1 SHORT TERM ACTION ITEMS (0-3 YEARS)  Action Item: 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 o Performance Metrics - Feasibility study and business plan presented to Council; If found feasible, undertake next steps for design / development o Status Update - In progress - 2015 completion  Action Item: Complete a feasibility study/business plan on the potential for programming, partnering and operational success for an outdoor adventure activity park o Performance Metrics - Feasibility study and business plan presented to Council City of Carlsbad 112 o Status Update - 2016 completion  Action Item: Update master plans for future facilities to ensure amenities are consistent with the community vision as identified in the needs assessment o Performance Metrics - Council approval by Dec. 2014 o Status Update - Completed in 2014  Action Item: Modify two existing tennis courts in well served areas to accommodate outdoor pickleball courts as determined by the equity mapping o Performance Metrics - Identify location and present Concept Plan for Council consideration o Status Update - Council Direction in December 2014 to investigate dedicated location for pickleball courts - in progress  Action Item: Design and develop the entryway to Calavera Hills Community Park o Performance Metrics - Complete construction drawings and present to Council for funding consideration o Status Update - Design in progress - 2015 development completion  Action Item: Complete the development of one additional community garden at Calavera Hills Community Park o Performance Metrics - Opened community garden in 2014 o Status Update - Completed 2014  Action Item: Establish a department specific sponsorship policy to reflect new goals and vision o Performance Metrics - Establish policy and obtain Council approval o Status Update - Completed as part of 2014 Council Policy adoption  Action Item: Complete cost of service model to assign percentage of contribution and cost recovery goals for all program areas o Performance Metrics - Update department wide model by 2016 o Status Update - In progress at Alga Norte Community Park  Action Item: Train staff on cost of service, revenue generation and pricing based on the updated service classifications and expected level of contribution o Performance Metrics – Train department wide staff by 2016 o Status Update - In progress at Alga Norte Community Park  Action Item: Communicate to user groups, end users, and decision makers the actual cost to operate and maintain parks & recreation facilities o Performance Metrics – Communicate costs to all entities by 2016 Parks & Recreation Department Master Plan | FINAL Report 113 o Status Update - In progress at Alga Norte Community Park: 2016 completion department wide  Action Item: Develop strategies to increase awareness and participation rates of program offerings o Performance Metrics – Annual review of strategies o Status Update - Commenced 2014: ongoing  Action Item: Develop a customer service manual and training program for full and part time staff o Performance Metrics – Annual review of manual and ongoing staff training o Status Update - Commenced 2014: ongoing  Action Item: Restructure and expand identified core program areas for fitness and wellness, outdoor adventure programs, environmental education, culinary arts and dining o Performance Metrics – Annual review and changes, as appropriate o Status Update - Commenced 2014: ongoing 6.1.7.2 MIDTERM ACTION ITEMS (4-5 YEARS)  Action Item: If found feasible, commence development of an outdoor adventure activity park o Performance Metrics – If found feasible, undertake next steps for design / development o Status Update – To be determined after feasibility study  Action Item: Create a plan to identify an additional dog park o Performance Metrics – Identify location for an additional dog park by 2017 o Status Update - Completed as part of Council approved Poinsettia Community Park master plan update in 2014  Action Item: Tie in all future park and facility development with the trails plan to ensure greater community connectivity within the system o Performance Metrics – Complete trails master plan update by December 2017 o Status Update - Trails master plan out for stakeholder review - March 2015  Action Item: Update the needs assessment for the next five years to ensure relevance and concurrency with existing conditions and population in Carlsbad o Performance Metrics – Complete needs assessment / strategic master plan update by December 2018 o Status Update - 2018 completion City of Carlsbad 114 6.1.7.3 ONGOING ACTION ITEMS  Action Item: Aligned with the General Plan, continue expanding to meet the growing/changing park, facility, program and special event needs of the community o Performance Metrics - Ongoing evaluation and expansion, as appropriate o Status Update - General Plan update 2015 completion; park, facility, program and special event expansion ongoing  Action Item: Continue transformation of organizational culture and pricing strategies based on updated service classification o Performance Metrics - Annual evaluation of service classification matrix and update, as appropriate o Status Update - Ongoing  Action Item: 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 o Performance Metrics - Ongoing evaluation of service delivery standards and update, as appropriate o Status Update - Ongoing  Action Item: 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.) o Performance Metrics - Ongoing evaluation of performance metrics and update, as appropriate o Status Update - Developed additional performance measurements consistent with the citywide team; ongoing  Action Item: Establish performance measures and track marketing efforts against those measures to ensure resource allocation is aligned with effectiveness and department priorities o Performance Metrics - Ongoing evaluation of marketing performance measures and update, as appropriate o Status Update – Ongoing  Action Item: 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 o Performance Metrics - Annual lifecycle matrix review and update, as appropriate o Status Update - Ongoing  Action Item: Evaluate business model at Alga Norte Community Park, and consider implementing the business model for select parks and facilities Parks & Recreation Department Master Plan | FINAL Report 115 o Performance Metrics - Ongoing evaluation of Alga Norte business model and update, as appropriate o Status Update - Ongoing  Action Item: 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. o Performance Metrics - Annual review of program trends and modify offerings, as appropriate o Status Update - California State University (San Marcos) Enrichment Program Analysis Project Completed 2014; ongoing  Action Item: Develop an earned income strategy to capture new revenue through nontraditional means such as sponsorship, naming rights, crowd funding, etc. o Performance Metrics - Ongoing evaluation of existing and potential opportunities and implement strategies, as appropriate o Status Update – Ongoing City of Carlsbad 116 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. Parks & Recreation Department Master Plan | FINAL Report 117 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. City of Carlsbad 118 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. Parks & Recreation Department Master Plan | FINAL Report 119 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. 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. City of Carlsbad 120 CHAPTER SEVEN - CONCLUSION In summary, the City of Carlsbad Parks & 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. Parks & Recreation Department Master Plan | FINAL Report 121 City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 122 APPENDIX CARLSBAD FACILITIES INVENTORY MAXTON BROWN PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 123 MAGEE HOUSE AND PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 124 HOLIDAY PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 125 CHASE FIELD City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 126 LAGUNA RIVIERA PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 127 CAR COUNTRY PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 128 PIO PICO PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 129 SENIOR CENTER City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 130 SENIOR CENTER FACILITY FLOOR PLAN City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 131 HARDING COMMUNITY CENTER City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 132 HARDING COMMUNITY CENTER FLOOR PLAN City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 133 HAROLD SMERDU COMMUNITY GARDEN City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 134 MONROE STREET POOL City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 135 OCEAN STREET SCULPTURE PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 136 CARLSBAD HIGH SCHOOL TENNIS COURTS City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 137 PINE AVENUE PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 138 HOSP GROVE PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 139 BUENA VISTA ELEMENTARY ACCESS PATH City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 140 BUENA VISTA ELEMENTARY FIELD City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 141 JEFFERSON ELEMENTARY FIELD City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 142 MAGNOLIA ELEMENTARY FIELD City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 143 OAK PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 144 CANNON PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 145 ZONE 5 PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 146 VALLEY MIDDLE SCHOOL FIELDS City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 147 HOSP GROVE WICKHAM WAY TRAILHEAD City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 148 HOSP GROVE ROTARY TRAILHEAD City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 149 LAGOON OBSERVATION AREA City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 150 CALAVERA HILLS TRAILHEAD City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 151 CALAVERA HILLS COMMUNITY PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 152 CALAVERA HILLS COMMUNITY PARK COMMUNITY CENTER FLOOR PLAN City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 153 HIDDEN CANYON COMMUNITY PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 154 SKATE PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 155 AVIARA OAKS SCHOOL FIELDS City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 156 AVIARA COMMUNITY PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 157 POINSETTIA COMMUNITY PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 158 EL FUERTE PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 159 LA COSTA HEIGHTS SCHOOL FIELDS City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 160 CADENCIA PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 161 STAGECOACH COMMUNITY PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 162 STAGECOACH PARK COMMUNITY CENTER FLOOR PLAN City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 163 LEO CARRILLO RANCH HISTORIC PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 164 LA COSTA CANYON PARK City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 165 STRATEGIC ACTION MATRIX – SHORT TERM, MID TERM AND ONGOING City of Carlsbad Parks & Recreation Department Master Plan | FINAL Report 166 Strategies Key Goals Estimated Capital Cost Outlay Lead Division Organizational Values Status Update Performance Metrics If found feasible, commence development of an outdoor adventure activity park 1, 2, 3, 4, 5 TBD P & R Admin Innovation, Excellence, Empowerment, Communication TBD If found feasible,undertake next steps for design / development Create a plan to identify an additional dog park 1,4 $0 P & R Admin Innovation, Stewardship, Excellence Completed as part of Council approved Poinsettia Community Park Master Plan Update in 2014 Identify location for an additional dogpark by 2017 Tie in all future park and facility development with the trails plan to ensure greater community connectivity within the system 1, 4, 5 $65,000 Parks Stewardship, Excellence, Communication In Progress - 2015 Completion Complete Trails Master Plan Update by December 2017 Update the needs assessment for the next five years to ensure relevance and concurrency with existing conditions and population in Carlsbad 1,2,3,4,5 $100,000 P & R Admin Innovation, Excellence, Communication 2018 Completion Complete Needs Assessment /Strategic Master Plan Update by December 2018 165,000$ Mid-Term: 4 - 5 years Strategies Key Goals Estimated Capital Cost Outlay Lead Division Organizational Values Status Update Performance Metrics Aligned with the General Plan,continue expanding to meet the growing/changing park,facility, program and special event needs of the community 1, 4,5 TBD P & R Admin Innovation, Stewardship, Excellence, Empowerment, Communication General Plan Update 2015 Completion; Park, Facility, Program and Special Event expansion ongoing Ongoing evaluation and expansion, as appropriate Continue transformation of organizational culture and pricing strategies based on updated service classification 2,3,5,$0 P & R Admin Innovation, Stewardship, Excellence, Empowerment Ongoing Annual evaluation of service classification matrix and update, as appropriate 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 1,2,3,5 $0 Recreation Innovation, Excellence, Empowerment Ongoing Ongoing evaluation of service delivery standards and update, as appropriate 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.)1,2,3,5 $0 P & R Admin Innovation, Excellence, Empowerment, Communication Developed additional Performance Measurements consistent with the City wide team; ongoing Ongoing evaluation of performance metrics and update, as appropriate Establish performance measures and track marketing efforts against those measures to ensure resource allocation is aligned with effectiveness and department priorities 1,2,3,5 $0 City Admin Innovation, Excellence, Empowerment, Communication Ongoing Ongoing evaluation of marketing performance measures and update, as appropriate 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 2,3,5 $0 Recreation Innovation, Excellence, Empowerment, Communication Ongoing Annual lifecycle matrix review and update, as appropriate Evaluate business model at Alga Norte Community Park,and consider implementing the business model for select parks and facilities 2,3,5 TBD P & R Admin Innovation, Excellence, Empowerment, Stewardship Ongoing Ongoing evaluation of Alga Norte business model and update, as appropriate 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. 1,4,5 $5,000 P & R Admin Innovation, Excellence, Empowerment California State University (San Marcos) Enrichment Program Analysis Project Completed 2014; Ongoing Annual review of program trends and modify offerings, as appropriate Develop an earned income strategy to capture new revenue through nontraditional means such as sponsorship, naming rights, crowd funding, etc.2,3,5 TBD P & R Admin Innovation, Excellence, Empowerment Ongoing Ongoing evaluation of existing and potential opportunities and implement strategies, as appropriate TOTAL Ongoing 5,000$ On-Going