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HomeMy WebLinkAbout2011-03-21; Parks & Recreation Commission; 0311-4; ALGA NORTE COMMUNITY PARKPARKS & RECREATION COMMISSION - AGENDA BILL AB#0311-4 MTG. DATE: 03/21/2011 STAFF: COATES ALGA NORTE COMMUNITY PARK - MARKET, FINANCIAL AND OPERATIONAL ASSESSMENT EXECUTIVE SUMMARY INFO ACTION RECOMMENDED ACTION: Receive a presentation from the Parks and Recreation staff. ITEM EXPLANATION: John Coates, Assistant City Manager, will report on the recently completed Alga Norte Community Park - Market, Financial and Operational Assessment Executive Summary. The presentation will address the purpose of the study, methodology for the evaluation, and the analysis, key findings, and recommendations for the design and management of the Aquatics Center and ball fields. EXHIBITS: 1. Market, Financial, and Operational Assessment for Alga Norte Community Park 2011 - Executive Summary. Market, Financial, and Operational Assessment for Alga Norte Community Park 2011 EXECUTIVE SUMMARY Prepared for % CITY OF CARLSBAD Parks & Recreation Counsilman-Hunsaker Contact: Kevin Post 20725 S. Western Ave, Suite 134 Torrance, CA 90501 In association with: Pacific Group Contact: Thomas A. Feeney 1045 Cadillac Way, Suite 209 Burlingame, CA 94010 Purpose In this new economy, the City of Carlsbad is focused on finding creative ways to deliver great value to taxpayers while meeting the community's high standards. A fresh review of the city's approach to projects such as Alga Norte Community Park may reveal new solutions that will save taxpayer money while better complementing existing services in the community. With these goals in mind, the City of Carlsbad Parks & Recreation Department retained Counsilman-Hunsaker in association with the Pacific Group as the consulting team to assess the proposed aquatic center and ball fields at Alga Norte Community Park. The firm of Counsilman-Hunsaker specializes in recreation planning with an emphasis on aquatics. The Pacific Group are economists with a focus on project feasibility analysis, public- private finance, and public recreation economics. The proposed aquatics center and ball fields are the two major components of the park that will have the greatest operating impact to the city, as well as offer the most opportunity for implementation of more cost- efficient operating models. The consultants focused their assessment on these two areas. The assessment includes: • Review of the current master plan and proposed amenities; • Identification of the primary market area and user demographics for the proposed aquatic center and ball fields; • Recommendations on any design modifications, or park program and operating improvements, that would best serve the community while reducing future city subsidy levels; • Financial projections and estimates based on existing and proposed plans. Current Plan The current plan includes the following park amenities: Planned Park Features • Three lighted softball/baseball fields • Batting cages and small concession stand at the ball fields • Picnic areas with barbecues • Playground with 100% universally- accessible play equipment • Outdoor basketball courts • Skate park • Dog park Planned Aquatic Center Features • 56-meter competition pool (all deep water with bulkhead) • Viewing bleachers • 25 yard by 25 meter, 12-lane instructional pool • Small warm water therapy pool • Small sprayground play area • Heated main locker room/restrooms • Team restroom/shower area • Meeting rooms • Small fitness room • Concessions area • Phase 2: Wet play structure, lazy river, waterslides X Current Alga Norte Community Park Master Plan SKATEPARK OPEN TURF AREA •^BASKETBALL^— BALLFIELD COMPLEXCONCESSIONS/ RESTROOM BUILDING MAINTENANCE BUILDING Methodology In performing this assessment, the consultants took the following steps: • Determined potential user groups by examining the demographics of the market area; • Investigated area aquatic and ball field providers to understand the amenities, programs, and fees of those facilities; • Interviewed key stakeholders in the community to discuss current and future needs; • Interviewed potential partners (public/public, public/not for profit, and public/private) that would be interested in participating in the capital or ongoing operations of the aquatics center or ball fields. • Identified current national operating trends in aquatic centers and ball fields. Analysis - Aquatics Center Context and Assumptions • Emphasis on minimizing city subsidies while providing features that will serve the greatest number of Carlsbad residents. • In order to serve the diverse needs of the greatest number of residents, consider strategies that would enable different simultaneous uses of the 50 meter pool by various users. • Sufficient funds are available to construct the plan as proposed, or for any alterations to the plan in which construction costs would be equal to, or less than, the existing plan. Market Analysis - Key Findings • Participation in swimming by Carlsbad residents exceeds the national average, demonstrating that Carlsbad residents value swimming as an activity. Carlsbad has fewer public pools compared to cities nationwide of comparable size. General public pool research from various cities of similar size across the nation shows approximately two public pools serving about 38,000 residents per pool. Carlsbad has one municipal pool for 106,804 residents, revealing that Carlsbad is underserved compared to the national average. • High demand for swim classes and lessons at the Monroe Street Pool regularly yields long participant waiting lists, causing potential customers to turn to other providers. • Wellness and fitness aquatic programs are a particularly good match for Carlsbad's demographics. Carlsbad has more residents aged 35 to 54, and an average household income that is 77% higher than the national average. Middle aged and older patrons with more discretionary income enjoy wellness and fitness programs more than competitive and recreational aquatics. • A potentially significant demand comes from regional organized swimming clubs and competitive events. USA Swimming, a national swimming organization focused on clubs and competitive swimming for all ages, has 29 clubs with 3,000 swimmers in the San Diego-Imperial Valley area. Local competitive clubs regularly contact the Monroe Street Pool for rentals that the facility is unable to accommodate due to scheduling conflicts. • The trend in recent aquatic facilities is for multi-generational facilities that include recreation and competitive bodies of water while providing lessons, fitness lap lanes, competitive needs, and leisure amenities at one site. • There are no 50 meter pools in coastal north county available for public use. The closest 50 meter pools are in La Jolla. • There are no "bundled" aquatics centers with competitive and recreation components aside from The Wave Waterpark in Vista. The Wave's recreation component is closed except for summer and has very limited use of the competitive pool during fall, winter, and spring seasons. Legoland is a destination attraction with a significantly higher admission price, fun features and a tot pool but no competitive pool. Recommendations 1. Propose re-designing the aquatic center to maximize opportunities for different user groups in each of the pools. This would include getting more shallow water area in the competition pool and adding a recreation pool that accommodates lesson and therapy programming. This modified aquatic center would include more shallow water in a 50-meter pool (rather than a 56-meter pool) to be utilized for instruction, thus eliminating the need for an instruction pool. The warm water recreation pool could be used for therapy, thus eliminating the need for a therapy pool. a. The Recommended Plan would result in a significant reduction in operating subsidy. Based on 5 year attendance, revenue and expense projections, the modified plan would reduce the city's operating subsidy by approximately $150,000 annually. The savings is realized through design efficiencies, and increased attendance resulting from a design geared toward multi-generational users with diverse needs and interests. b. The Recommended Plan would complement what is currently being offered in the city. With the addition of the water park at Legoland, a large destination facility is not needed at Alga Norte Community Park. A scaled down community-style recreation pool will offer a more affordable experience for residents than existing facilities in the area, and be an excellent complement to those facilities. c. As a general rule of thumb, traditional (rectangular, flat-water) pools require an operating subsidy while modern free-form pools generally break even or provide a positive cash flow. Reducing the amount of traditional water surface will decrease the operating subsidy required. While a 50 meter pool is not operationally self-sustaining, having a 50 meter pool allows for a greater training capacity for the community. A 50 meter pool will allow for multiple groups to practice and play at the same time. 2. Centralize aquatic facilities by moving all operations from Monroe Street Pool to Alga Norte Community Park to increase operating efficiencies, and examine opportunities for re-purposing Monroe Street Pool. The needs in the area can be met with the pools planned for Alga Norte Community Park; however, if the 50 meter pool is replaced with a short course pool, re-purposing Monroe Street Pool would no longer be recommended. 3. Explore various partnership opportunities. Many cities are looking at ways to reduce the cost of offering recreational activities. One method of doing this is partnering with other organizations to share the burden of cost and increase efficiencies. Public/Private, Public/Public, and Public/Not for Profit partnerships are all viable. a. The Public/Private partnership typically uses a private operator to manage a facility. The private operator is able to increase operating efficiencies and charge a higher fee by increasing the experience. b. A Public/Public partnership may be with a local school. Since both of these entities are tax supported, the facility remains a publicly funded facility, but sharing spaces and uses may help reduce the cost when compared to the two groups operating independently. c. A Public/Not for Profit partnership would be somewhere in the middle. For example, many communities are looking to YMCA's to operate their facilities. Ongoing discussions initiated by a local YMCA in North County revealed a willingness to explore opportunities to partner that would meet both the community's needs, and the city's goal of fiscally responsible operations. Analysis-Ball Fields Context and Assumptions • Emphasize minimizing city subsidies by exploring revenues to the city from private operation of the ball fields; • Promote regional adult Softball leagues and tournaments combined with an expanded food and beverage concessions as the essential ingredient to maximizing revenues; • Locate all or the majority of adult Softball leagues at Alga Norte Community Park to open up more time for youth leagues at other fields; • The private operator analysis is based on prototypical operations of existing facilities currently under operation located throughout the nation; • Final program details and financial results will be dependent upon proposals and negotiations with private operators. The city can tailor contracts to their needs. Financial results may vary, depending on the structure of the contract. • The city is not committed to executing an agreement by requesting proposals from private operators. • The current plan would need to be re-designed to accommodate the needs of a private operator. • Sufficient funds are assumed to be available for construction of additional improvements needed to attract private operators. Market Analysis - Key Findings The consultant evaluated the market potential for a private concessionaire to operate a sports complex focusing on adult softball leagues at Alga Norte Community Park, as compared to the current plan for city operation that combines youth and adult play. • The analysis is based on national statistics on softball participation rates, the projected population in the market area and the experience of other privately operated sports complexes. • These facilities have significant amenities (restaurant, batting cages, etc) and extensive regional marketing that produce higher participation rates than the national population average for typical city run leagues. • Projections are based on the 18-44 age group, even though older age groups will participate. • There are no privately operated regional sports complexes within a 15 mile radius of Carlsbad. The only privately operated facilities are in Poway and Santee which would not offer significant competition to a complex in Carlsbad. • Because most privately operated regional softball complexes include arena soccer, an analysis for arena soccer, similar to the analysis for softball, was conducted. This analysis indicated that the potential number of league players and teams that could be attracted to the park would support one soccer arena with relatively conservative capture rates. • The market potential for a private operator to attract adult Softball and soccer leagues and tournaments is based on the projected participation in the Carlsbad market for softball and arena soccer, and the experience of other privately operated sports complexes. • By the fifth year of operation by a private operator, the complex would be estimated to attract in annual participation: o Teams: 704 softball, 160 arena soccer o Tournaments: 40 softball, 4 arena soccer o Attendance: 186,000 Recommendations 1. The operation of the ball fields by a private operator will have a significantly better fiscal impact than operation by the city if design changes are made to the current plan. 2. The Recommended Plan identifies several design changes to the current plan that would be necessary to attract a private operator. a. Expanded food and beverage facility to accommodate food, beer and wine sales; b. Increase the distance to the fences on the softball fields to 300-325 feet; c. Add an arena soccer field; d. Build a gated fence around the complex to allow for charging admission; e. Synthetic turf at all three ball fields. 3. There will be some added capital costs from implementing the proposed modified plan in order to attract a private operator. The city should obtain preliminary cost estimates for these added costs before proceeding. 4. If all adult softball league play is moved to Alga Norte Community Park, this would free up existing fields currently used for adult softball for youth sports. 5. A private operator is likely to be able to pay rent to the city in the range of $148,000 per year as well assuming the maintenance responsibility for this portion of the park. When compared to the projected net annual operating income for the city to operate the sports fields of -$463,000, this represents a cost difference of $611,000 on the positive side to the City. 6. The amount of projected rent from the sports complex is likely to be able to cover much of the maintenance costs for all of the other components of the "dry side" (non-aquatics) of the park. 7. The consultants recommend that the City of Carlsbad proceed with a detailed investigation of the potential to attract a private operator for the softball complex. a. This process should involve soliciting interest and proposals from potential operators. Note that there are a limited number of companies with experience with operating these types of facilities. b. If the city uses a formal Request for Proposal (RFP) process, the city will not be committed to proceed by the RFP. This will depend on the results of the solicitation and negotiation process. If the rent arrangements offered do not meet with the satisfaction of the city, the process can be terminated. 8. The areas outside of the sports complex should be maintained using a private maintenance contractor (rather than city staff) if this lowers the operating costs for these areas. Conclusion The results of the market, financial and operational assessment for the aquatic center and ball fields conclude that while the current design of Alga Norte Community Park will serve the needs of many Carlsbad residents, a re-design of both areas would result in a significant reduction in operating subsidy, maximize operating efficiencies, reach a broader cross-section of users, and better complement existing programs and facilities in the area. The assessment identified and evaluated three alternatives that are referred to as "Phase 1", "Approved Master Plan", and "Recommended Plan": a. Phase 1 Aquatics refers to the existing approved plan, including all the master plan elements less the recreation component of the aquatics center (slides, lazy river, play equipment). Assumes the city will operate all areas of Alga Norte Community Park. b. Approved Master Plan refers to the existing approved master plan, including the recreation component of the aquatics center. Assumes the city will operate all areas of Alga Norte Community Park. c. Recommended Plan refers to the consultant's recommendation that includes design revisions and privatization of the ball field operation, and a revised aquatic recreation design that assumes city operation of the aquatics complex. The Recommended Plan includes: i. Revised 50-meter pool (rather than 56-meter pool) with more shallow water for lessons (rather than an all-deep pool) ii. Elimination of instructional pool iii. Elimination of therapy pool iv. Minimal flowing water area v. Expanded food and beverage facility to accommodate food, beer and wine sales near ball fields vi. Increased distance to the fences on the ball fields to 300-325 feet vii. Addition of an arena soccer field viii. A gated fence around the complex to allow for charging admission ix. Synthetic turf at all three ball fields Financial Projections and Estimates Aquatic Center Revenue Expenses Net Operating Income Phase 1 $755,000 $1,282,000 Approved Master Plan $1,373,000 $1,903,000 ($530,000) Recommended Plan $1,015,000 $1,393,000 ($378,000) Ball fields Revenue Expenses Net Operating Income $42,000 $505,000 ($463,000) $42,000 $505,000 ($463,000) $148,000 - $148,000 Remainder of Park Revenue Expenses Net Operating Income $18,000 $287,000 ($269,000) $18,000 $287,000 ($269,000) $18,000 $217,600 ($199,600) Total Revenue Total Expenditures Total Net Operating Income $815,000 $2,074,000 ($1,259,000) $1,433,000 $2,695,000 ($1,262,000) $1,181,000 $1,610,600 ($429,600) Recommended Plan SKATEPARK Recommended Plan Aquatic Center Enlargement EXPANDED FOOD AND | BEVERAGE CONCESSIONS SUMMARY REPORTS FROM PREVIOUS COMMISSION/COMMITTEE MEETINGS CITY OF CARLSBAD Memorandum February 10, 2011 To: Mayor Hall City Council From: Steven Jantz, Associate Engineer Via: Adriana Alvarez, Senior Office Specialist Re: Summary of February 8, 2011 Beach Preservation Meeting Approval of Minutes • Minutes for meeting of January 11,2011 were unanimously approved. 2011 Beach Fest Event • The Committee received a brief update on the planning activities for the 2011 Beach Fest event scheduled for June 4, 2011. Staff member Jantz indicated: • The Carlsbad Village Athletic Club (CVAC) is taking a leadership role in coordinating the event. CVAC is contacting local businesses and corporations asking to provide financial sponsorship support. • City Parks' staff will distribute the event flyer through E-blast and include in upcoming park programs catalogs. • Shuttle services are also being discussed. SHORELINE PRESERVATION WORKING GROUP: • Staff member Jantz provided a brief summary of the February 3rd Sandag Shoreline Preservation Working Group meeting. Topics included: • Update on Army Corps of Engineers project along the San Diego county coast. • Update on the EIR/EIS review of the Regional Beach Sand Project II • Continue funding for the Regional Shoreline Monitoring Program Member Discussion • Beach Brochure update - The Committee is considering updating the Carlsbad Beaches brochure and changing some of the wording to reflect a more balanced style of information. Public Comment • No public comment. Next Meeting • Tuesday, March 8, 2011 SJ:aa cc: City Manager Assistant City Manager Deputy City Manager Department Directors Staff Liaisons Parks & Recreation 799 Pine Ave., Suite 200 I Carlsbad, CA 92008 I 760-434-2826 760-434-5088 fax I www.carlsbadca.gov V CITY OF CARLSBAD Memorandum March 15, 2011 To: Mayor Hall City Council From: Steven Jantz, Associate Engineer Via: Adriana Alvarez, Senior Office Specialist Re: Summary of March 8,2011 Beach Preservation Committee Meeting Approval of Minutes • Minutes for meeting of February 8, 2011 were held over to the April 12, 2011 meeting. SANDAG Regional Beach Sand Project II: • Staff member Jantz provided a status update on the Sandag Regional Beach Sand Project II (RBSPII). City staff is currently compiling comments to the draft EIR/EIS. 2011 Beach Fest Event • Committee members O'Hara and Barger provided a brief update on the planning efforts for the Carlsbad Beach Fest event scheduled for June 4th. The Carlsbad Village Athletic Club (CVAC) is leading the coordination of the event and is currently trying to reach more companies to participate. Committee member O'Hara is coordinating with Carlsbad Magazine who will be doing a story about the event for the May/June Issue. Member Discussion • Army Corps of Engineers Lydar coastal mapping - Item will be discussed on the next scheduled BPC meeting. • State Parks Report - No State Parks update. • Date and time of regularly scheduled meetings - Held over until the next meeting. Public Comment • There was no public comment. Next Meeting • Tuesday, April 12, 2011 SJ:aa cc: City Manager Assistant City Manager Deputy City Manager Department Directors Staff Liaisons Parks & Recreation 799 Pine Ave., Suite 200 I Carlsbad, CA 92008 I 760-434-2826 I 760-434-5088 fax I www.carlsbadca.gov A CITY OF ^ CARLSBAD www.carlsbadca.gov Memorandum March 15, 2011 To: Mayor Hall Mayor Pro Tern Kulchin Council Members Blackburn, Douglas, and Packard From: Suzanne Smithson, Deputy Library Director Re: Summary of March 14, 2011 Historic Preservation Commission Meeting There were no action items other than approval of the minutes. 1. The Commission received an update on the status of the corrections to the Heritage Tree Report, Phase II. 2. The Commission was brought up to date on the compilation of the historical site inventory by the Records Division. 3. Early examples of the on-line historic site walking tour were reviewed by the Commissioners. 4. The Commissioner received information on the latest developments related to changes in the ordinance. 5. The Commission was advised of the new date for the third grade art contest awards at Council (May 24th). SNSxs c: City Manager Assistant City Manager Deputy City Manager Department Directors Boards & Commissions Liaisons Library & Cultural Arts 1775 Dove Lane Carlsbad, CA 92011 I 760-602-2049 I 760-602-7942 fax A CITY OF ^CARLSBAD www.carlsbadca.gov Memorandum February 24, 2011 To: Mayor Hall Mayor Pro Tem Kulchin Council Members Blackburn, Douglas and Packard From: , \ 0Heather Pizzuto, Library & Cultural Arts Director V" Re: Summary of February 23, 2011 Library Board of Trustees Meeting The only action item was approval of the minutes of the January 19, 2011 meeting. 1. The Board received information on the budget guidelines for the Library's FY2011-12 budget. 2. The Board discussed the impacts of the proposed State budget cuts. 3. The Board reviewed the list of potential strategic initiatives under consideration by the Library for FY2011-12. HP:cs c: City Manager Assistant City Manager Deputy City Manager Department Directors Boards & Commissions Liaisons Library 1775 Dove Lane I Carlsbad, CA 92011 760-602-2049 I 760-602-7942 fax > CITY OF CARLSBAD Memorandum February 3, 2011 To: Mayor Hall and Council Members From: Planning Director Re: Summary of Planning Commission Meeting of February 2,2011 APPROVAL OF MINUTES: By a 4-0-3 vote (Commissioners Black and Siekmarm abstained; Commissioner Schumacher absent), the Planning Commission approved the minutes of the Planning Commission meeting of January 5, 2011. 1- POP 00-02(CySP 1441U/RP 10-26/CDP 10-17/HDP 10-05/SUP 10-02/H1V1P 10-03 - AGUA HEDtONDA SEWER LIFT STATION. FORCE MAIN AND GRAVITY SEWER REPLACEMENT- Bv a 6-0 vote, the Planning Commission adopted a Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program; recommended approval of a Precise Development Plan Amendment, Specific Plan Amendment, Redevelopment Permit, Hillside Development Permit, and Habitat Management Plan Permit; and approved a Coastal Development Permit and Special Use Permit (Floodplain) for a new 3,960-foot long force main (sewer line) and an 8,420-foot long gravity sewer line, a 50 mgd capacity SLS, associated utility relocations (natural gas transmission and electrical overhead relocations) and a pipe-support bridge spanning 140-feet across the Agua Hedionda Lagoon channel. DON NEU City Manager Assistant City Manager Deputy City Manager Department Heads Gail Lynn/Mark Steyaert Peter Gordon, Mgr. Arts Office Commission Staff Liaisons Community & Economic Development 1635 Faraday Ave. ] Carlsbad, CA 92008 I 760-602-2710 I 760-602-8560 fax CITY OF ^CARLSBAD Memorandum March 3, 2011 To: Mayor Hall and Council Members From: Planning Director Re: Summary of Planning Commission Meeting of March 2, 2011 APPROVAL OF MINUTES: By a 6-0-1 vote (Schumacher abstained), the Planning Commission approved the minutes of the Planning Commission meeting of February 2, 2011. 1. CUP 98-18x2 - LA POSADA DE GUADALUPE DE CARLSBAD EXTENSION - By a 7-0 vote, the Planning Commission approved a retroactive ten (10) year extension of CUP 98-18x1 to allow the continued operation of an emergency homeless shelter located at 2480 Impala Drive. 2. CUP 10-13 - REAL FIT 4 LIFE FITNESS GYM - By a 7-0 vote, the Planning Commission continued to March 16, 2011 a request for a Conditional Use Permit to allow the Real Fit 4 Life Fitness Gym to operate in a vacant 5,693 square foot suite located within an existing office/industrial building (Building L) on property located at 6118 & 6120 Innovation Way. DON NEU City Manager Assistant City Manager Deputy City Manager Department Heads Gail Lynn/Mark Steyaert Peter Gordon, Mgr. Arts Office Commission Staff Liaisons Community & Economic Development 1635 Faraday Ave. | Carlsbad, CA 92008 I 760-602-2710 I 760-602-8560 fax January 18, 2011 TO: MAYOR HALL MAYOR PRO TEM KULCHIN CITY COUNCIL MEMBERS, PACKARD, BLACKBURN, GOLSHAN DOUGLAS FROM: RECREATION AREA MANAGER SUMMARY REPORT OF JANAURY 6, 2011 SENIOR COMMISSION MEETING CONSENT CALENDAR The consent calendar was unanimously approved. 1. AB# 0111-1 SUMMARY REPORT- (ACTION) Accepted, approved and filed the Summary Report of the December 2, 2010 Senior Commission Meeting. DEPARTMENTAL REPORTS 2. AB# 0111-2 ELECTION OF VICE CHAIR-PERSON - (ACTION) Joan Suridge was elected to the position of Vice Chairperson. Joan will fill the position vacated by Anna Hopkins who resigned in November 2010. 3- AB# 0111-3 SENIOR CENTER REPORT- (ACTION) Accepted and approved a verbal and written report on Senior Center donations, programs and operations. 4- NUTRITION REPORT- (INFORMATION) Jack Risley provided an update on the Nutrition Program. Congregate attendance is improving to an average of 93 per day with 21 serving days in December. Home Meals averaged 31 meals per day with 31 serving days. ANNOUNCEMENTS •• Commissioner Mike O'Connell has resigned his post as Senior Commissioner due to meeting days conflicting with his work schedule. Gail Lynn c: City Manager Assistant City Manager Recreation Services Manager Deputy City Manager Commission Staff Liaisons Department Heads North San Diego County Community Services Commission Summit May 21, 2011 Agenda 8:30-9:00 Check-in at Community Center, 3 Civic Center Drive, San Marcos, CA 92069 Refreshments, Introductions and Group Selection 9:00-9:30 Tour the Community Center and Civic Center Park. Subjects: Budgets, User Fees, Marketing, Affordability, Leasing facilities. 9:30-10:15 Drive to Hollandia Park via future SM Park, Buelow Park, Rail Trail, Gym. Subjects: Partnerships, RDA/grants, Intercity Trails, Safety, Skateparks. 10:15-11:00 Drive to Double Peak Park via CSUSM and Ridgeline Trailhead Subjects: Joint Use Facilities, Trails/Open Space, Vol. Rangers/Groups. 11:00-11:45 Drive to San Elijo Park Subjects: Dog Parks, Sports Fields, PFF/Dev. Fees, Maint. Costs, CFD's. 11:45-12:30 Drive to Sunset Park via Bradley Park Subjects: Unique activities: Interactive Playgrounds, Nature Ctr., Disc golf, Arena Soccer, Spraypads, Com. Gardens, Climbing Walls, Rocks and Ropes. Fundraising, program affordability, marketing, internet, Facebook/Twitter, etc. 12:30-1:00 Optional Lunch at Sunset Park (Brown Bag or Subway sandwiches, $5) SUMMARY OF COMMISSION WORKSHOP GROUP NOTES FEBRUARY 27, 2010 PROGRAMING GROUP Topics Generating Revenues How many of your organizations have Non Resident fees? Carlsbad - yes Oceanside - yes San Marcos - yes Vista - ? Escondido - No What other fees or ways has your organization tried to generate revenues? • !/2 cent sales tax in Vista dedicated to specific projects. • Suggestions of parcel taxes • Public/private partnerships • Commercial leases, sponsorship and advertising in parks • 501 C 3's and foundations • Focused fee increases and moving toward higher levels of cost recovery • Collaborations - partnership with CDGB to offer some programs to targeted areas. (example - Escondido CDGB funded swim lessons) Social Networking for Advertising of Programs • Use of Facebook, Twitter, My Space, etc. pros and cons of this type of media. Some cities have concerns about information posted on site. Skate Parks • Supervised vs. non supervised Carlsbad - no Escondido - yes Vista - no park currently San Marcos - no Oceanside - noOceanside - no Proximity to tot lots a consideration - Oceanside had lot of complaints due to the skate parks proximity to a tot lot. Parents from tot lot expressed concern about lanoiiaop! f>trlanguage etc VOLUNTEER GROUP Major Focus How to recruit/identify volunteers • City paid Volunteer Coordinator • Must have the right person as the volunteer contact (positive, knows the volunteer opportunities, etc.) • May need to educate people on the value of "giving back". The older generation is potentially more in tune with "service" to our country and the community. Younger generations grew up in more of a "me" society, so they may have to be taught the value and the benefits of giving back. • Don't be afraid to ASK. If people don't know help is needed, they won't offer. • Identify the needs and let it be known. • Make the volunteer positions meaningful. • Advertise the need for volunteers through schools, churches. • Teach volunteerism - have a class • Require community service of our youth - if they have a good experience, they may become volunteers for life. • The City of Carlsbad has a "Citizen's Academy" where citizens learn about the various departments in the City, their operations, and where their volunteer needs are. • Consider using "incentives". For example, if someone volunteers X number of hours they get a 1 day free pass to the Wave Water Park, or a free lunch at some restaurant in town willing to support these efforts. • Consider a city wide Community Service Day to promote city pride and helping others. Weekend of Service. Cities have to be willing to knock down some of the barriers to volunteerism - such as concern for liability. They have to be willing to let go and allow non employees to take on responsibility where appropriate (i.e. City of Vista Park Rangers). Staff who desire volunteer assistance have to be willing to train the person and then delegate the tasks. SUMMARY: Clearly identify the need for the volunteer and then identify the volunteer to meet the need. PARTNERSHIP GROUP • Military/Government/Public Agencies More coordination with the military would be beneficial. Not doing as much as we could. - There are a number of Public Agencies that could partner where programs/services overlap. • Joint use with schools - Field and building use could be shared, especially gyms, cafeterias, libraries, and playing fields. - Joint Use Agreements are needed to solidify these uses. • Businesses/Concessionaires Private Developers Sponsorships and donations for events and programs in addition to facility use. • Colleges Joint events and programs, facility use. Joint Use Agreements are needed to solidify these uses. • Non-Profits Non-profit agencies often run similar programs (YMCA, Boys and Girls Club, etc.). No need to compete with these agencies. Partnering can facilitate the program being offered w/out city funds. • Sports Associations - Youth Sports can take place of city recreation programs if space is allocated for their use. Volunteers run programs vs. paid staff for huge savings while still offering quality programs. • Collaboration between Cities for Special Events - Cities might be able to do some regional coordination and sharing of facilities, events, and programs. • Private Developers (Agreement) - Some park & trail development through exactions and development agreements/PFF/CFDs. • Home Owners Associations - Many parks, trails, pools, and recreation facilities are provided and maintained by HO As. • Churches - Community projects, clean-ups, painting, plus child care and teen programs. • Citizens - Put volunteers to work. Volunteer Sheriff, Rangers, program aids, special events, park clean-ups. • Scouting Troops - Eagle Scout projects, community clean-ups, merit badges can provide community service. • Service Organization/Clubs Service clubs can run special events and programs. Also do service projects for maintenance. • Partnership Vs. Sponsorship - You can have both in one. Getting recognition for a partnership is a form of a sponsorship. RESOURCES GROUP • Water shortage info -do artificial fields -plant drought resistant plants -use reclamation water when possible -use well water when feasible -catch basins • Tell your public officials what you need, they come across important people who have $$ to give • Private/Public Partnerships (G. Weir construction company donating asphalt to fill potholes in Escondido) • Fields - school district & city joint use • Scheduling - how to use • Giving groups "ownership" they might help with costs if they have a "home field" • Trades -one city traded a school property for a park property to have better access. • Involve volunteer groups -church groups -sports teams -disc golf clubs -bike clubs -trail clubs -H.S. volunteers, Interact (youth Rotary Club) -Key Clubs -Honor Clubs -Rotary/Kiwanis/Soroptomists/LionsClub • Revenue ideas - Quality of Life tax,, - Public safety tax - Increase fees - Cost recovery programs - Grants - Naming Rights - one gentlemen donated $$ for Senior Center Fitness Room, it was named after him... - Develop a Foundation - to act as a fundraising arm (similar to a "Friends Of Parks & Recreation" group) - Community involvement— example Escondido's FUN RUN to raise $ for parks - Dog Park folks - in one city they united & raised $$ for a shade structure that was needed at the park. - Dog Park in Oceanside was built by the City, now maintained by the Humane Society • Staff Cutbacks - volunteer rangers give them appropriate professional apparel, they can educate folks. • Recognize volunteers by doing "human interest" stories in the local paper • Facebook, update city websites, texting, do parks & rec. videos - promotions PSA's • Create North County Parks & Recreation website so all park openings, special events could be posted. <•*•r Facilities Group The number one issue facing Recreation and Park facilities is sustainability. How do we maintain recreational facilities in a safe and useable condition during difficult financial times? 1. user fees—charge a per person fee for rentals, classes, sports leagues, ticket fees 2. sponsorships—corporate 3. cell tower revenue—designate rental income from cell towers located in parks for major park repairs or renovations The Facilities workgroup discussed three types of facilities. 1. Tennis Courts: Play time—Carlsbad restricts play to 90 minutes - No Restrictions—Escondido, Oceanside, San Marcos Night time Play—free in all cities - Reserved Courts—courts reserved for league play—private instruction (percentage of revenue to city) 2. Dog Parks: - Tough sell is neighborhood acceptance—best to look for site near undeveloped areas, industrial areas, or land adjacent to animal shelters. - Maintenance of dog parks is a concern. Turf is high maintenance—mulch being more common. Best if specific areas of a park are designated for large or small dogs. - Fee based would be difficult. Look for sponsorships from advocate groups or companies such as Petco. 3. Skate Parks: Neighborhood acceptance is again an issue. Need to get as much information on project to public from onset of planning process. - Compliance with safety gear is also an issue. Supervision generates compliance, but also deters use. Escondido is supervised; Oceanside and San Marcos are not supervised. Vista was supervised until park was demolished. - Escondido skate park is fee based, secured with tall fence and has high degree of usage. - Suggestion for outside partnerships with skateboard companies for sponsorship. - Design of park crucial. If city wishes to appeal to the younger skaters, the design should only include basic elements. This will not be attractive to hard core, older skaters who often bring with them the negative image that is often attached to skate parks.