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HomeMy WebLinkAbout2001-12-11; City Council; 16467; Community Services Strategic PlansE o> 8 4 . . p 2 d ii z CITY OF CARLSBAD -- AGENDA BILL AB#% - TITLE : ACCEPTANCE OF COMMUNITY MTG. la-i\ -o\ SERVICES MAJOR SERVICE AREA STRATEGIC DEPT. P/w t&r. 63.C PLANS CITY ATTY & CITY MGR. RECOMMENDED ACTION : City Council adopt Resolution No. dool-3bbaccepting the Strategic Plans as presented. ITEM EXPLANATION : Over the last two years, Community Services (Cultural Arts, Library, Recreation Dept.) has been developing strategic plans to drive and direct the programs, activities, staffing and facility needs to serve the Carlsbad Community for the next three to five years. These plans define the mission, vision and strategic goals for Cultural Arts, the Library and the Recreation Department. A great deal of public input was solicited and received from focus groups, audits, workshops, and discussions with staff and other stakeholders, as well as the city-wide survey and other surveys distributed through a variety of methods. The strategic plans were developed with assistance from outside consultants and the Social and Behavioral Research Institute at Cal State San Marcos. COMMISSION RECOMMENDATION: The Arts Commission, Library Board, Parks & Recreation Commission, and the Senior Commission have all had an opportunity to review the appropriate plan and unanimously recommend that City Council accept the plans as presented. FISCAL IMPACT: None EXHIBITS: 1. Resolution No.aa\ - 3d6 2. Cultural Arts Strategic Plan 3. Library Strategic Plan 4. Recreation Strategic Plan 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 I RESOLUTION NO. 2o01-366 I A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ACCEPTING COMMUNITY SERVICES STRATEGIC PLANS WHEREAS, CULTURAL ARTS, THE LIBRARY, AND THE RECREATION DEPARTMENT have each developed strategic plans; WHEREAS, the City Council wishes to accept these strategic plans as guiding principals for Cultural Arts, the Library and the Recreation Department; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the above recitations are true and correct. 2. The City Council hereby accepts the Community Services Strategic Plans. PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of Carlsbad on the 11th day of DECEMBER, 2001 , by the following vote: AYES: Council Members Lewis, Kulchin, Finnila, Nygaard, Hall NOES: None ABSENT: None . . ,. ? b&L@ - / ,11. LE ?:,1.,’ /;/- i : , d .’ ’ c; /y,& : ,I , , 9 ATTEST: E M. WOOD, City Clerk EXHIBIT 2 STRATEGIC CULTURAL PLAN CARLSBAD ARTS OFFICE The Arts Element of the General Plan recognizes that an aesthetic environment is an essential characteristic of a community which values its quality of life and wishes to be seen by its citizens, neighbors and visitors as an attractive and desirable place, addressing the needs of the human spirit. Factors which are important to the achievement of an aesthetic environment for the City of Carlsbad include the ready availability with in the City of visual and performing arts and esteem for aesthetics in all of the city’s landforms, landscaping and architecture. Arts Element, City of Carlsbad General Plan, September 6,1994. ii INTRODUCTION In the fall of 2000 the Carlsbad Arts Office embarked on a planning process to update the 1996-2001 Five Year Arts Office Strategic Plan and the 1991 Cornrnunity Cultural Plan in order to create a new vision for arts and cultural development in the City of Carlsbad. In February 2001 ArtsMarket, a national consulting firm, was contracted to assist the Arts Office. Guided by the Arts Commissioners and staff, an assessment and analysis about the community’s needs included: three days of on-site interviews conducted on February 7, April 5 and April 6 with over 100 individuals; a review of prior Arts Office assessment work conducted by other consulting firms; analysis of 377 arts patron survey results conducted by The Social and Behavioral Research Institute at California State University, San Marcos; a review of existing city plans and a full day of task force meetings on May 9 involving the Arts Office commissioners, staff members and citizens representing artists, the arts and cultural sectors, business, education, neighborhood, human services, public safety, economic development and tourism and city government to review assessment findings and hone plan priorities. The Carlsbad Arts Office currently exists as one of four offices in the City’s Community Services Major Service Area (MSA) along with libraries, recreation and senior services. This updated and revised plan to be presented to City Council for approval by fall, 2001, builds on the momentum of goals and objectives from previous planning efforts. More importantly, the plan includes baseline measures and recommends projected measurable outcomes through 2007. GUIDING PREMISES The following premises have guided the development of the Arts Office Cultural Plan: 1. As home to 78,247 residents, Carlsbad merits an arts scene that is vibrant, accessible and welcoming to every citizen and visitor. 2. 3. 4. 5. 6. 7. 8. Carlsbad’s artists, its cultural traditions, its arts and cultural resources and its historic village are assets that significantly contribute to the community’s quality of life and image.1 This plan recognizes and builds upon the Arts Office’s and other existing arts and cultural offerings and will strengthen existing resources before creating new ones. The market for the arts in Southern California is becoming increasingly competitive and, therefore, in order to attract, keep and expand the base of participation, cultural offerings must sustain high quality, be well-promoted and strategically marketed. In addition to art for art’s sake, Carlsbad’s arts and cultural resources have the potential to help address important non-arts sector agendas from public safety and neighborhood development to economic development and the preservation of natural resources. Partnership building between the arts and cultural sector and other community sectors could provide momentum to successfully advance other important City goals such as education, the preservation of open space, accommodating the needs of families and public safety. Carlsbad’s arts and cultural development can greatly benefit from increased information sharing, communication and coordination between the Arts Office and other city departments, especially those offices in the Community Services Department (libraries, recreation and senior services). The implementation of this cultural plan must be incremental. Plan success will be built on Arts Office history, reputation, community partnerships, relationships with other city departments and the Arts Office’s proven track record to guide and support cultural development. 1 Library services received the highest ranking (96.0%) in the January 16,200l Version: City of Carlsbad, 2000, conducted by The Social and Behavioral Research Institute at California State University, San Marcos. 2 EXECUTIVE SUMMARY This cultural plan is action oriented. Forged and shaped over a six-month period from November 2000 through May 2001, it recognizes the voices of Carlsbad’s citizens across all sectors. This plan accomplishes the following: + It recognizes, acknowledges and builds on the Arts Office track record of providing high quality arts and cultural programs and services. + It identifies growing community needs and proposes strategic goals and actions for the Arts Office and Arts Commissioners to address them. + It addresses factors that have impeded or contributed to the development of arts and culture in Carlsbad. + It determines tasks that require attention now and over the next five years. + It sharpens the direction for arts and cultural development and it maximizes both the City of Carlsbad’s and private sector resources to support that direction. Themes that emerged in the assessment process (fully described in the Summary of Findings Recommendations for Strategic Cultural Planning2) are as follows: 1. 2. 3. 4. 5. Carlsbad’s image and sense of place. Using the city’s cultural resources to help build community. Cultural development as an essential element in economic development and tourism. Arts in education and lifelong learning. Arts Office structure, services and funding. 2 Cultural Needs Assessment Overview: Summary of Findings for Strategic Cultural Planning, May 2001, served as the basis for a full day of facilitated Task Force meetings on May 9,200l at National Association of Music Merchants (NAMM) Headquarters in Carlsbad to determine plan priorities. 3 CARLSBAD’S CULTURAL IMAGE AND SENSE OF PLACE Incorporated in 1952, Carlsbad is a community with a median household income of $54,634 ranking it sixth among San Diego’s 20 jurisdictions.3 Eighty-six percent of the community is white. No other single race accounts for more than five percent of the population and, in terms of ethnicity, Carlsbad is 11.7 percent Hispanic and 88.3 percent Non-Hispanic. 4 Census data shows that Carlsbad’s median age is 38.2 years. The most significant population growth is projected among Carlsbad’s youth. Generation Y’ers (those 21 and under) show a projected 26 percent growth rate.5 Key issues raised about Carlsbad’s image and sense of place included the following: MANAGING GROWTH Many expressed hope that Carlsbad will continue to positively manage growth. Beyond the natural beauty of Carlsbad’s ocean side proximity and warm climate, what can the cultural community do to help sustain quality of life for all citizens? What role can the cultural sector play to help Carlsbad keep its charm and quaintness? One business leader said, “I moved my company here from Los Angeles because I believed this was a city that urbanized without sacrificing quality of life.” Preserving the overall sense of community spirit and cohesiveness through future growth was frequently mentioned. A downtown merchant said, “As this city approaches build out, I hope we don’t become another urban mistake like so many of our neighboring California cities where development becomes more important than preserving a quality environment for the people who live there.” In addition to strong sentiments about keeping the Village walkable, others expressed the hope that the cultural plan would identify strategies ensuring cultural amenities remain a priority in the Barrio, Carrillo Ranch and 3 City of Carlsbad Community Profile, 1998. 4 U.S. Bureau of the Census, 1990-2000 and City of Carlsbad Community Profile 1990 vs. 2000 Census Changes in Ethnicity and Race. 5 City of Carlsbad Community Profile, 1998, Population Projections by Cohort Group. 4 in Carlsbad neighborhoods. THE NEED FOR A SHARED IDENTITY The assessment process revealed a perceived growing dichotomy between residents and businesses located north and south of Palomar Road. “Many residents living in the southern part of the city do not identify themselves with Carlsbad. Residents say they’re from La Costa, and some businesses whose names are known to markets around the world don’t have Carlsbad in their names.” There was unanimity in the image task force session on May 9 that city marketing efforts should find proactive ways to address the identity issue. Task force participants also asked that the plan recommend ways the community of artists and arts organizations could contribute more substantively to an overall effort of improving the visual environment of the City. “Carlsbad has the potential to develop an aesthetic image on par with Santa Barbara,” said one businessperson, “provided we all work together.” A REQUEST FOR CITY GOVERNMENT TO BECOME MORE INCLUSIVE Interviews revealed a high level of confidence in City government to manage growth. However, the assessment revealed a perception among business leaders that there is a disconnect between the City and citizens willing to offer assistance. One businessperson said, “This city has the heart for managing future development, but I wish there were more opportunities for private sector involvement. More could be accomplished if we were able to combine resources.” The plan calls for the creation of a more broadly representative Public/ Private Cultural Development Committee to work with the Arts Commission and Arts Office. Its purpose would be to extend the Arts Office’s reach across the community involving leadership from other sectors in cultural plan implementation. 5 THE NEED TO ADVANCE THE PUBLIC ART PROGRAM Public art provides the opportunity to build community with visual icons and the opportunity to discuss the role of art in the community. One sentiment repeatedly heard in the assessment process was the community’s need to move beyond the 1992 public art controversy of Split Pavilion. A citizen commented “The community has used the bars as a convenient excuse not to give the arts the attention they deserve and so we’re missing the chance to create a cultural mark - an identity here - and that’s unfortunate”. The plan recommends building on the past experiences with a stronger working relationship between the City’s Design Review Board and the Arts Office (Arts Commissioners and Public/Private Cultural Development Committee) to develop voluntary guidelines for community-wide design. USING CULTURAL RESOURCES TO HELP BUILD COMMUNlTY The Arts Office and Arts Commissioners currently serve in both formal and informal advisory roles with many other non-profit organizations and other city departments enabling collaboration in program and service delivery. With Carlsbad’s increased growth - and with it, increased demands for services - this assessment process calls for the Arts Office to take on a greater citywide stewardship and leadership role. Additionally, the assessment process revealed scores of ideas as to how the arts could be used to successfully achieve shared cross sector quality of life goals.6 THE ARTS AS A BRIDGE TO LINK CULTURES More than half the individuals interviewed believe festivals and participation in arts activities are effective ways to bring together people and increase citizen understanding and appreciation for different cultures. From the San Dieguito Performing Arts 6 Arts Office staff currently staffs or participates on the Community Cablevision Foundation, Sister City Committee, School/Community Arts Education Advisory Committee, and other community-based endeavors. 6 programs and Arts Office jazz concerts to festivals in the Barrio and the Recreation Department and Arts Office’s summer camps, a prominent assessment finding was broad appreciation of the value of the arts to bring people together. “Carlsbad’s cultural resources are precious community attributes not measurable in monetary terms and I hope they are not diminished with growth,” said one business leader. The plan calls for improved marketing, communication and networking among Carlsbad’s cultural providers to increase arts awareness and access citywide. It also calls for greater collaboration with San Diego arts organizations bringing their programs and services north of I-5 to Carlsbad. PRESERVING CULTURAL LEGACY Noteworthy among a number of citizens in the assessment process was the level of pride in Carlsbad’s Hispanic cultural legacy and early settlement that many hoped this plan would preserve. Descendants of Latin0 families who settled in Carlsbad more than a century ago are today an integral part of the city‘s persona. One neighborhood leader said, “There is an entire population of citizens in the Barrio whose ancestors settled these parts a long time ago and future growth and development should not forget them.7” While many pointed to the positive Anglo/Hispanic crossover, the need to remain sensitive to and “in front of it” was also expressed. A Hispanic business leader said, “Those who were born in Carlsbad want to stay here and there is a fear among poorer Spanish families that in future years this community will no longer be affordable.” While there is an understanding about the cultural plan’s limitations to address inevitable growth challenges, the plan’s call for preservation of cultural legacy will keep an awareness of traditions visible and hopefully engender appreciation of their value among all residents and visitors. 7 Secrets of the Spring, a book about Carlsbad’s history was suggested by one interviewee as required reading for all civic leaders responsible for future growth and development. 7 THE ROLE OF THE ARTS IN NEIGHBORHOODS The consultant frequently heard about needs exceeding resources in the neighborhoods. Boys and Girls Club leaders spoke about unmet demands for programming that the arts community could help fill. The City’s recreation staff members told the consultant that the waiting list for their summer camp programs far exceeded the available slots and that perhaps the Arts Office and Recreation Department might explore collaborations to expand offerings. Human service providers, educators and public safety officials interviewed view the arts as a positive influence and outlet for Carlsbad’s youth. Though Carlsbad’s median household income ranks it sixth among San Diego’s 20 jurisdictions, the City’s northwest quadrant is home to many underprivileged families.8 Interview comments revealed information about the extent of needs: “Many kids lack essential adult influence,” said one human service organization director. This problem is exacerbated by new Spanish speaking migration. “Many parents lack tools to help their children,” the organizer continued, “and their pride makes them reluctant to ask.” Another youth services provider said, “Raising their children in two cultures is a challenge for many Hispanic families, and though lots of resources and lots of efforts have been expended, we are continually challenged to provide effective assistance.” The plan will build upon the existing network and collaborations between cultural and community service providers to increase opportunities for Carlsbad’s youth. INCREASING ARTS ACCESS AND ARTS OFFERINGS Public performance space and artists studio space recommendations sited in the 1991 cultural plan - and again in The Social and Behavioral Research Institute at California State University, San Marcos 2000 study - continue to be valid needs?. A Cultural Plan for Carlsbad presented in June 1990 by the Wolf Organization called for the * City of Carlsbad Community Profile, 1998. 9 In The Social and Behavioral Research Institute at California State University, San Marcos 2000 study, the need for entertainment venues was ranked highest at 66.3 percent, page 46. 8 construction of a cultural center, the renovation of the Carlsbad Theatre and closer collaboration with the Parks and Recreation and Planning Departments to incorporate cultural components into planned and prospective facilities development. To date, these recommendations have not been acted upon. Access was a second critical issue raised in ArtsMarket’s assessment interviews and in The Social and Behavioral Research Institute at California State University, San Marcos study. As Carlsbad has grown, so has the city’s appetite for a broader palate of cultural offerings.10 Traffic on I-5 is a deterrent to attending San Diego events. Residents want events closer to home. The Arts Office has already initiated collaborations with San Diego arts organizations to bring their programs to Carlsbad but more needs to be done.11 Adaptive reuse or expansion of existing facilities is recommended in the plan. One Hispanic community leader urged the cultural plan to promote parks as venues to bring the arts to the people. When an arts provider explained that some parks were ill suited for performances because sound quality for the audience was poor, the Hispanic leader replied, “Better to have less than perfect programming in the neighborhoods than no programming at all.” That leader continued, “For many families arts close to home are the only opportunities they will ever have.” The plan recommends increased use of city parks and existing neighborhood venues as a way to bring more cultural activity to residents. Having world-class arts programming available 20 miles south of Carlsbad in the City of San Diego begs the question for more collaboration. It is unrealistic to believe that Carlsbad should - or could - cultivate new organizations. With San Diego organizations in quest of market expansion, expanded services to Carlsbad should be maximized. lo Ibid. the importance of arts and cultural programs was ranked fifth of 15 city programs and families in average importance, pages 17-18. l1 Efforts are currently underway with the San Diego Opera and Mostly Mozart. 9 CULTURE AS AN ESSENTIAL ELEMENT IN ECONOMIC DEVELOPMENT AND TOURISM Increased collaboration between the tourism, economic development and arts and cultural sectors was reiterated throughout the assessment. Efforts to improve the quality of offerings in Carlsbad’s Village could benefit by including artists, crafts persons and arts programming in new development. Business representatives spoke to existing fees on commercial development and the strategic use of those funds for parks, public space and amenities. The plan recommends that the Public/Private Cultural Development Committee, Arts Commissioners and Arts Office work more closely with Economic Development, the City and developers to maximize these and other opportunities to finance initiatives to improve the built environment and increase arts access to all citizens. The plan recommends increased information sharing about cultural offerings among the providers of visitor amenities. Website linkages and marketing collaboration with the Convention and Visitors Bureau, the Flower Fields, the Downtown Business Association, Economic Development and cultural providers was recommended. When the City next updates its Village Area Information Guide, information about cultural websites and offerings should be more prominently listed. The Arts Commission, the Public/Private Cultural Development Committee and Arts Office will be encouraged to pursue strategies wherein the marketing agendas of local industry are linked with cultural providers creating a critical mass of synergy to boost Carlsbad as an outstanding place to live, work, retire and visit. 10 j .-f ARTS IN EDUCATION AND LIFELONG LEARNING Arts patrons surveyed in The Social and Behavioral Research Institute study strongly agreed that children’s exposure to the arts was important.12 The Arts Office has a long and impressive track record in arts in education and has been awarded numerous California Arts Council grants to support its programs. This plan builds on that track record with the goal to increase both the depth and breadth of arts experiences for all Carlsbad students. This plan recommends the expansion of the Arts Office’s arts in education assessment project urging three-year updates to measure progress. It also recommends creation of a Web site that will serve as a “Yellow Pages” for arts in education offerings. The plan will implement strategies enabling the cultural sector to reach more under served populations. It will also advocate partnership building with area colleges to share resources and build stronger, more successful, programs for youth. CARLSBAD ARTS OFFICE’S NAME, STRUCTURE AND SERVICES Carlsbad’s Arts Office’s track record for providing high quality programs and services over the past two decades is known locally, regionally and nationally. California Arts Council Director Barry Hessennius told ArtsMarket, “Under Connie Beardsley’s exemplary leadership, Carlsbad continues to serve as a model for cultural development in municipalities across our state.” This fact was validated in assessment interviews and in research findings from The Social and Behavioral Research Institute at California State University.i3 l2 When asked to state the level of agreement or disagreement to certain posted statements about the arts and the community of Car&bad, 82.9 percent strongly agreed that it is important for children to attend arts events. l3 The preliminary findings of The Social and Behavioral Research Institute at California State University, San Marcos Arts Office Survey rated staff professionalism at 98.6 percent, staff knowledge of exhibition and program at 93 percent and staff friendliness at 98 percent. Approximately the same number of 11 Given both the growth experienced and growth projected, ArtsMarket recommends an expanded Arts Office role. Over the years, the Arts Office has served more as a cultural producer and provider of an extensive roster of events and programs. At this juncture in time, current community needs demand even more. To accommodate the growing need for greater coordination in the arts sector and increased offerings, the Arts Office needs to determine what existing programs and services must be sustained, which ones might be devolved to other organizations, and how the Arts Office could be repositioned enabling it to better coordinate, support and promote Carlsbad’s overall cultural development. The following Arts Office recommendations are, therefore, proposed: + Immediately rename the Arts office to become the Cultural Arts Office. + Assess existing Arts Office staff complement and expertise to determine which skills and knowledge are important to future service delivery and make necessary additions. + Building on the existing structure of Carlsbad Arts Associates, expand and strengthen its membership and purpose: Immediately rename the group as the Public/Private Cultural Development Committee and amend committee representation to include leaders from the arts, civic, business and economic development community with City government to pursue partnership initiatives recommended in this plan. The Public/Private Cultural Development Committee’s purpose is to galvanize community support for the arts by bringing new thinking and resources to the table that can guide and strengthen arts and cultural development growth in Carlsbad. respondents reported good or excellent marks for quality of exhibition. Programs were rated at 98.9 percent and quality of visual and performing artists at 98.5 percent. 12 + Create new protocols between the Arts Office, its Commissioners, The Community Service departments and offices of City Government and other city departments to ensure that all City of Carlsbad’s culturally related resources, programs and services are well coordinated, promoted and share the same standards of excellence. 13 (I . . . . . . : r;l z $ 3 d c l. ! J i i i f J I ? i 1 : i I ! 1 5 l. I i ! i f . . ! 1 l. 1 z a 5 ; ; E : n : J j J : 3 3 . ! J . . ! I 5 0 31 E E : : I , II I I. i I I ; 1 i I I L I I ? i [ J i i II: E t v c L II i z i a , I a E a = 2 ! i a z C ii L t: z L i a ii ii c ! : T: 2 i i i I i I ; f i ) ! ! 1 J J ; :, i i i i , i J 5 J i i z > ; z ,- ? : t ,- : : i I: I . . 1 I * 1 1 I t ‘i I i , I i I .* 1 I I 4 I , CARLSBAB CITY LIBRARY STRATEGIC PLAN JUNE 2001- 2006 Beverky Simmons and Associates Library Management Consultants 833 Arbor Avenue Ventura, CA 93003 Phone 805658.8983 Emd Simmons 4 1 S@aol.com EXHIBIT 3 CARLSBAD CITY LIBRARY STRATEGIC PLAN, 2001-2006 INTRODUCTION Carlsbad City Library has a substantial history of planning. In the past, the Library’s strategic plans have guided the development of the new facility, creation of the Library Foundation, a variety of community partnerships and new technologies for library patrons. At the beginning of the 21S* century, this new strategic plan builds on the accomplishments of the past. The plan has been created with library user and community involvement. Library users contributed ideas and suggestions by completing a survey; over 1,300 surveys were returned and analyzed by the Social and Behavioral Research Institute at California State University San Mamas. Consultants then conducted a series of public and staff focus groups designed to further develop the ideas obtained from the survey. During two all-day planning sessions, the Library Division Heads along with representatives from the Library Board, Library Foundation and Friends of the Library sifted through the results of the community participation and developed this plan with its customer-centered vision, mission, core values, and strategic goals. The plan presented here is grounded by a solid history of accomplishment, but inspired by the vision of the community that created this library. The plan is intended to guide library development over the next five years. Carlsbad City Library Strategic Plan 2001-2006 1 “) VISION The vision of the Carlsbad City Library is to create a dynamic learning environment accessible to all comnnmity members. LIBRARY MISSION ‘The Library stives to provide all members of the community with convenient access to a variety of high quality services, programs and materials that support the quest for knowledge and the enjoyment of reading. VALUES STATEMENT Every Library staff member is committed to the essential values identified in the City’s Values Statement: Integrity Trust Competence Accountability Teamwork Quality Empowerment Every Library staff member is committed to demonstrating the following additional values in their daily tasks: Respect for others Cooperation Courtesy Creativity Carlsbad City Library Strategic Plan 2001-2006 2 ,d _ ) STRATEGIC GOALS 1. Services The services provided by the Carlsbad City Library will reflect expressed community needs and interests, and will be accessible to all. Objectives A. Develop a plan of service for library programs. B. Coordinate the Library’s programs and services with other City services to avoid confusion and duplication of services. C. Evaluate the Library’s programs and services through a regular series of surveys and measurements and make appropriate changes. D. Define the scope of each Library’s collection and its relation to the other collections throughout the system. 2. Community Role The Carlsbad City Library will be recognized as a major cultural and informational - resource for the community. Objectives A. Evaluate the Library’s public communications and make improvements as needed. B. Develop outreach programs and collaborative efforts to encourage library use. C. Define and communicate a clear identity for the Library and all its facilities and services. 3. Technology The .Carlsbad City Library will provide and use technologies and equipment suited to community needs and consistent with the Library’s goals. Objectives A. Provide an active program of public training in the use of a variety of technology and information resources. B. Consider the varying ways community members use technology and their different levels of comfort when making technology acquisitions. C. Encourage staff to explore and evaluate new technologies; at the same time, maintain a program to train staff in basic competency areas. D. Evaluate new integrated library systems and replace the Library’s current system. E. Provide Internet access to all of the Library’s collections, data bases and online resources, so that community members can obtain information at any time from a location convenient to them. Carlsbad City Library Strategic Plan 2001-2006 3 4. Resources The Carlsbad City Library staff will seek ways to maximize all resources to the benefit of the Library and the community it serves. Objectives A. Clarify the appropriate uses of Friends and Foundation funds in relation to the City’s funding base. B. Investigate and pursue grants and other funding opportunities. C. Analyze all tasks performed by staff and volunteers to determine that they support the Library’s goals. D. Take advantage of cost savings opportunities offered by Tierra de1 Sol, Serra, the Library of California and other library cooperative ventures. E. Evaluate Library resource needs in relation to Library goals and priorities as part of the annual budget process. 5. Staff Development . Carlsbad City Library staff will have opportunities for growth and training so they can develop creative approaches to provision of services, materials, information and programs. Objectives A. Provide an active program of staff development, training and cross- training. B. Provide staff with adequate equipment, collections, and resources to serve the community. C. Develop a forum and process to acknowledge staff accomplishments and reward excellence. D. Foster and facilitate an effective staff communication program. E. Develop policy guidelines to assist staff in decision-making and responsibility for such decisions. Carlsbad City Library Strategic Plan 2001-2006 4 LIBRARY STRATEGIC PLAN TEAM 2001-2006 CLIFF LANGE GEOFF ARMOUR CONNIE BEARDSLEY MOLLY COOK MARIE GARVEY KAREN GLEASON HUSS DANA HARTSHORN CHRIS HOLT LYNDA JONES CHAR KENNEDY STEPHEN “HAP” L’HEURETmJX MARY MELIDEO LAURIE PAGE CHRIS PICKAVET HEATHER PIZZUTO JOHN -QUARTARONE BILL RICHMOND LIZETH SIMONSON SUSAN SIMPSON SUZANNE SMITHSON PENNY THOMPSON MARY VAN ORSDOL ARTHUR WOOD LIBRARY DIRECTIOR ASST. LIBRARY DIRECTOR ARTS OFFICE CIRCULATION DIVISION HEAD, COLE REFERENCE DIVISION HEAD, COLE LIBRARY BOARD OF TRUSTEES LIBRARY ADMINISTRATION PRINcIPALLIBRARI~, GEORGINA COLE LIBRARY ADULT LEARNING DMSION HEAD REFERENCE SERVICES DIVISION HEAD CARLSBAD LIBRARY FOUNDATION FRIENDS OF THE LIBRARY LIBRARY BOARD OF TRUSTEES TECHNICAL SERVICES DMSION HEAD PRINcIPALLIBRARIAN, CARLSBAD CITY LIBRARY-DOVE LANE CHILDREN’S DIVISION HEAD, DOVE LANE MEDIA SERVICES DIVISION HEAD CENTRO DIVISION HEAD COLLECTION DEVELOPMENT AND ACCQUISITIONS DMSION HEAD CHILDREN’S DIVISION HEAD, COLE CIRCULATION DIVISION HEAD, DOVE LANE GENEALOGY DMSION HEAD FRIENDS OF THE LIBRARY Carlsbad City Library Strategic Plan 2001-2006 EXHIBIT 4 City of Carlsbad l Recreation Department I I ma (ommunltv ttfrough people,jparltsand programs Open Space Strong Fam .ilies arning Lifelong Le l Safe Places to Gather 3 c Strategic Plan 2001 - 2004 I n serving the Carlsbad community, it is extremely important to provide Recreation Programs and Facilities that will enhance the quality of life. In the fall of 1999, the Recreation staff began asking questions such as: “Are our existing programs relevant and important to the Community?” “What is our vision?,” and, “What do we stand for?” We, as a department, understand that we play an important and dynamic role in improving the quality of life for our citizens and that we are an essential building block in our community, therefore it is vital that we find a way to let others know this as well. Initially these questions appeared to be easy to answer. However, the more we talked about them, the clearer it became that we did not have clear, precise answers. At that point the Recreation Department Team unanimously agreed that we would commit to design a working plan to identify our vision, determine what types of programs were important to our residents, the Parks and Recreation Commission, and the City Council. Thus began our journey into devel- opment of our Strategic Plan. Our Strategic Plan began with two years of research, surveys, workshops and public outreach meetings that finally allowed us to identify the target issues that are important to our citizens. During this research and planning process, our citizens clearly identified the concerns that were of utmost importance to them, that were either being threatened, or were in need of requiring greater focus. These target issues are: l Provide safe places to gather. l Provide life long learning opportunities. l Provide open space l Provide programs that,strengthen families and build a strong community. The success of our plan will be largely based on constant, on-going communication between our Department and the citizens of our community that we serve. We realize that “Communication” is one of the key elements in keeping our Strategic Plan alive aud on track. Therefore, as a final component of our Plan, we have prepared for an on-going assessment and evaluation on how our Strategic Plan is addressing these issues, in measurable terms. We are committed to staying focused on these very important issues. Although some of these issues may change in time, we would anticipate that priorities of a different nature might emerge as well. It is our commitment to our citizens to remain in touch and focused on the needs and wants of the Carlsbad community. The Recreation Department Strategic Plan that you are about to read will tell the story of our vision, the key issues of importance to our citizens and where our department will focus its ener- gies and resources for the next three years. KEN PRICE Tableof Contents EXECUTIVE SUMMARY ................. .3 THE STRATEGIC PLAN Community Vision ................... .5 Department Vision ................... .5 Department Mission Statement ........ .5 Core Values ......................... .6 Operating Principles ................. .7 Target Issues ........................ .7 Strategic Directions .................. .7 Target Markets ...................... .8 Evaluative Criteria ................... .8 Performance Measures ............... .8 Staffing/Gap Analysis ................ .9 Strategic Directions & Goals .......... -13 Key Success Factors ................. .15 APPENDICES ......................... .17 Carlsbad Recreation Services Department EXECUTIVE SUMMARY In August, 1999, the Carlsbad Recreation Services staff determined that it was important to take action to shape the Department’s future to more effectively and efficiently meet the recreation and leisure needs of those who live, work and play in Carlsbad. A Recreation Leadership Team was established and, working in concert with all members of the Parks and Recreation Department, the Commission as well as City Council, the strategic planning process was launched. The process included the identification of community needs, which consequently established target issues that the plan would address. The plan was completed in December 2000. It is a 3-year Strategic Plan, designed to strategically position the Department and its services in order that it may respond to issues and needs identified by the community. It is important to note that this process was closely aligned with the City’s overall strategic plan that was in 1996. TARGET ISSUES Target issues were determined in the early stage of the planning process upon which this plan was built. Target issues can be defined as community attributes or characteristics that are highly regarded by resi- dents and should be emphasized in the identification, design and delivery of services. The target issues of this strategic plan include: l Open Space l Lifelong Learning l Strong Community l Safe Places to Gather ORGANIZATIONAL VALUES, VISION, AND MISSION The Strategic Plan is supported by organizational values, which guide us towards our vision and mis- sion. These elements become the framework for development of the plan. VALUES Quality of life Sense of community Equal access to all Organizational vitality Strong families Excellence in service delivery Efficient and effective VISION The Carlsbad Recreation Department is recognized within the community for its excellence and leader- ship in facilitating the provision of high quality recreation and leisure services and facilities. Staff is proud to work in an environment that is open and nurturing, encouraging individual and professional growth. Our values empower employees to be innovative in creating solutions that generate robust out- comes, responding to the needs of our residents. We are known for doing so efficiently, effectively and in ways that expand the capacity of the community to collectively address important Carlsbad issues. MISSION The Carlsbad Recreation Department is committed to building strong community through a broad range of high quality recreation and park services including lifelong learning, safe places to gather, and access to trails, parks and open space for all who live, work, and recreate in Carlsbad. Carlsbad Recreation Services Department STRATEGIC DIRECTIONS The Plan is organized around six strategic directions that emerged from the target issues. The target issues were based on a community scan as well as other important data obtained through the planning phase of this process. These strategic directions are the cornerstones of this plan and will support the vision of the City-Wide Strategic Plan as well as the Department. Meet the changing and emerging leisure and quality of life needs for Carlsbad residents and visitors Provide or facilitate the delivery of high quality leisure programs and services throughout the communi- ty in an efficient and effective manner. Provide community access to trails, parks and open spaces Create opportunities for lifelong learning among residents and staff. Create opportunities for social interaction and sense of community. Position the department to reflect its role and value related to quality of life in the Carlsbad community. We have identified the needs of the Carlsbad community, taken into account our strengths, weaknesses, opportunities and barriers. We carefully reviewed trends and our changing demographics. From this we evaluated our current programs and will realign all of our activities through this plan to meet the needs of the Carlsbad community. Our commitment towards achieving excellence will be strengthened. With the support of talented, enthusiastic and competent staff coupled with appropriate resources, we are con- fident that our \rision for the future will become a reality - a preferred future where parks, recreation and leisure services will support the sense of community through people, parks and programs of Carlsbad, California. Carlsbad Recreation Services Department THE STRATEGIC PLAN COMMUNITY VISION TIlc Co~~~munity Visiorz is cohere residents walrf Carlsbad to be in the future or where it should be based on zolzat is important to flze residents qf Curlsbad. In review of the community information derived from the strategic planning process, residents identified characteristics or attributes as to what defines Carlsbad as a unique, special place to live, work and play. These attributes in association with Carlsbad’s history and location form the basis of this community \Tision. Programs, services and facilities will be developed, maintained and delivered with this vision in mind. The vision will support and strengthen the special characteristics of Carlsbad, which draws peo- ple to this beachside community. Carlsbad is a soutlzern Califorzzia comnzuzzity surrounded by zzafural beauty of briglzt sunny beaches, high coastal hills, zzatural estuaries azzd lagoons. Residezzts slzare in tlze vitality of Carlsbad by participating in civic lzfe. Because qf this, Carlsbad enjoys a strong sezzse of commuzzity where a diversity of people experience cultural harmony, eizvi~o?znzelztal awareness azzd sense of belonging. Special emphasis is givezz to hunzatz development to promote lzealthy afzd resilient individuals that beconze the buildilzg blocks of Izealfhy families, z?eighborhoods azzd conzmuzzities. Because of these @arts, the community qf Callsbad is strengthetled in several ways izzcludilzg its economic vitality and quality qf life as a place xIlzere people warzt fo live, work azzd play. DEPARTMENT VISION Tlze Deparfment Visiozz is where iue intend to be in tlzc~fufu1.e to best meet the needs o.f the residents in support of tlze Coizzr~zuzzity‘s Vision. The Carlsbad Recreation Department is recognized within the community for its excellence and leader- ship in facilitating the provision of high qualitv recreation and leisure services and facilities. Staff is proud to work in an environment that is open &id nurturing, encouraging individual and professional growth. Our values empower employees to be innovative in creating solutions that generate robust out- comes, responding to the needs of our residents. We are known for doing so efficiently, effectively and in ways that expand the capacity of the community to collectively address important Carlsbad issues. CARLSBAD RECREATION DEPARTMENT MISSION STATEMENT This statement represents OUJ’ role, or purpose, by which we intend to serve the Cal-lsbad residents. If describes ildZflf we do, who rue sewe, and what makes us unique. The Carlsbad Recreation Department is committed to building strong community through a broad range of high quality recreation and park services including lifelong learning, safe places to gather, and access to trails, parks, and open space for all who litre, work, and recreate in Carlsbad. Carlsbad Recreation Services Department OUR CORE VALUES Our core values I-epresenf OUT set of beliefs and qualifies zue most value in the delivery of recreation, parks and cor~~munify services. QUALITY OF LIFE We recognize the role that parks, recreation and leisure services play in supporting and enhanc ing the attributes that define the quality of life which Carlsbad residents expect and deserve in the pursuit of health and happiness in their community. SENSE OF COMMUNITY We respect the diversity of the people we serve as well as ourselves. We believe in ensuring that our programs, services and facilities support a sense of belonging and connect all to a caring, supportive, and inclusive community. EQUAL ACCESS TO ALL We are committed to providing a broad range of recreational opportunities that support healthy, balanced lives. In doing so, we believe the design and delivery of services and facilities should focus upon accessibility, including facility characteristics, location, time, fees and associated equipment needed for those that might be physically, mentally, or financially challenged. STRONG COMMUNITY We believe in supporting a strong sense of community amongst all Carlsbad residents. In doing so we will specialize in the design of accessible, affordable, safe and enriching recreational services and facilities that enhance the health, safety and well being for all members of our community family. We understand resilient individuals are the foundation that comprises the community of Carlsbad. Each individual’s health, wellness and vitality will translate into the make-up of each neighborhood, which in turn will form a foundation for the Carlsbad community. EXCELLENCE IN SERVICE We are committed to the highest quality of services that are relevant to the needs of Carlsbad res idents. We understand that in order to do so, the organization must always be searching out opportunities to provide knowledge and skills for our employees and partners. The acquired skills and knowledge of staff will be critical to the quality of service provided. In addition, skills and knowledge will generate greater effectiveness and efficiency of services and programs which support the community’s expressed needs and the realization of our mission and vision. EFFICIENTAND EFFECTIVE We are committed to being the most efficient and effective Recreation Department possible, stim ul’ating and facilitating collaboration towards expanding the capacity of community resources as well as our own in the delivery of services and facilities. We believe that in doing so we enhance strong community by stressing local empowerment. We will strive to become the standard setter, facilitator, educator and planner for the community’s recreational system. ORGANIZATIONAL VITALIN We believe the Carlsbad Recreation Department is a dynamic organization and as such, change is inevitable and necessary for its continuing growth, renewal and survival. At the same time, we see it as our duty to constantly attend to the basic building blocks of its foundation-its staff, its resources, its knowledge base, its history, and its philosophy-to provide the security and ability to ensure community in the midst of change. carlsbad Recreation Services Department Strateqic Plan OPERATING PRINCIPLES ~jr~~5(- nw t/le stnlldards Of 0211’ orgnuiwfion fllllf guide’ 0111. day-fo-da!/ operntio~l5 qf doing busillcs5 nrld makirrg ‘ff~i;.~iOll5. T/ffA’ O~UW7fiJl~ /U’iMi/dCs Wi// )@O 0211. ilWkir1~ Jd?fi@ll5hi~K’ lutegrit!, Accountability Honest! Responsibility Loyalt! EnI-ironmental Stewardship Respect TARGET ISSUES Issurs fllnf hnvf ~JCPH decmcd by fhc conr~r~u~rif~i to lw imporfarlf, aifh wgnrd to fhe pwwllf nnd~fzrfuw chnracteri~- tics fllnf .ihpc dud mppoi.1 flze pnlity of liff lrniquc to Cni~lsbad. Target issues were identified through the strategic plaming process as the most important attributes making Carlsbad a desirable community. Several community attributes were identified by residents in this process as being important. Four target issues were selected as being those attributes that are being threatened or needing greater focus. With limited resources and with the goal of obtaining maximum, these four were selected as being most important based on the conununity information. On-going assessment and evaluation on how the plan is addressing these issues, in measurable terms, will be important to the overall success of the Department’s Strategic Plan as well as the future success of the Department and its services. 1. Open space ’ Strong coinmuiiit~ L. 3. Lifelong learning 4. Safe places to gather STRATEGIC DIRECTIONS L OJly ror~$f ~olrls of. flzt, l)qwrf mcnt f115urin,3 the wcnvtiounl arid lrisurr ~~ccds qf al/ Car~l.slmd wsidrj? ts OR’ ~rrrt . These strategic directions become the cornerstones for the Department’s annual, monthly and dail) actions. \Ve understand that the real value of these strategic directions is the translation of them into our goal setting, budgeting, hiring, evaluations, program development and service delivery. These strategic directions will steer us towards the vision set forth in this plan and will guide us in all that we do. Meet the changing and emerging leisure and quality of life needs for Carlsbad residents and visitors Pro\ride or facilitate the deliverv of high quality Leisure programs and services throughout the communitv in an efficient and effective manner. Promote community access to trail, parks, and open spaces. Create opportunities for lifelong learning among residents and staff Create opportunities for social interaction and sense of community. Position the department to reflect its role and Ivalue related to quality of life in the Carlsbad coininuiiit!: Carlsbad Recreation Services Department TARGET MARKETS Target markefs are specific populafions upon which specific programs and services are provided based on needs inherent to that population group. The following are our target markets, which we recognize, are different user groups with different needs, wants and desires. We understand that in the design and delivery of programs, services and facilities specific considerations will be made to address those needs. Infants & Toddlers/ 3months to 3 years Youth/3 - 5 years Youth/K - 6th grade Youth/Middle School Youth/High School Single Parent Families Families Seniors Single Adults Visitors General Public EVALUATIVE CRITERIA Standards by which programs and services are determined relative to how well they address the needs of the com- munity in accordance with the Strategic Plan. Specific standards, listed below, were adopted to determine whether an activity should be included in the Department’s services. These standards assist in identifying the relevancy of that activity to the Strategic Plan. l How well the activity supports’the City’s goal and objectives l The degree to which the target issues are met l How well the activity will respond to emerging trends and community demographics . Reflects the values of the Department l The costs and benefits of the service provided l Supports the plan’s strategic directions PERFORMANCE MEASURES Performance measures will be ufilized as a management tool to monitor the progress toward the identified goals and to measure the success in taking specified actions with the Strategic Plan. To continually improve our programs and identify whether or not the Strategic Plan has successfully been implemented, measurement in four areas that drive our services will be engaged. These measures will become our community scorecard, which will serve many purposes such as increased accountability and providing quick responses to emerging problems or issues. Measures of this community scorecard will not focus on one area such as outputs but rather they will be broader, ensuring each aspect in the delivery of a service is of the highest quality possible for our residents. They include: Program and services outcomes (effectiveness) Costs, participation numbers, etc. (efficiency) Level of customer service satisfaction (the quality and the manner in which an activity was delivered) Level of skills and knowledge of staff to determine, develop, manage and operate the department’s services. q Carlsbad Recreation Services Department STAFFING / GAP ANALYSIS The purpose of this study is to identify opportunities for the Recreation Department to integrate the Strategic Plan into the on-going operations of the Department. As a part of this process, a gap analysis was conducted to deter- mine what gaps may exist between the vision of the Department’s Strategic Plan, and the current state of affairs in the delivery of parks, recreation, and conununity services to the citizens of Carlsbad. Recommendations to close the gap between the current organizational structure and the vision have been identified. It is critical to close these gaps in an effort to strengthen the ability of the organization to engage the Strategic Plan. This will require thoughtful planning by key departmental staff. The recommendations for the closing of organizational, staffing or program gaps have been planned in systematic approaches and will be considered a part of the execution of the Strategic Plal~. The process that created the baseline of the information included a review of the organizational structure, and the inputs required in delivering services. This information assisted to identify what existing resources are in place, and where major portions of these resources were being focused. Additional information included a review of where resources and services best aligned themselves to the Strategic Plan. Careful consideration was given to review those areas that may need additional support, based on the Plan’s strategic directions, as well as areas that may need to be considered a service/program that is no longer aligned with the Plan. The recommended positions for the next three years have been prioritized and are listed below. It should be noted that Pine and Alga Norte Parks have not gone through the Master Plan process. Therefore, an accurate identification of the types of facilities, amenities and staffing requirements for each of these sites, has not yet been identified. SUMMARY OF RECOMMENDED POSITIONS ZOOI TO zoos PRIORITY 1: (FY 2001/2002) Recreation Services Manager Management Analyst PRIORITY 3: (FY 2003/2004) Assistant Recreation Director Recreation Area Manager Office Specialist PRIORITY 2: (FY 2002/2003) Office Specialist (2) Recreation Area Manager Graphics Specialist PRIORITY 4: (FY 2004/2005) Recreation Specialist (3) PRIORITY 1 - FY 2001-02 Recreation Services Manager The Recreation Department is embarking on the most ambitious Capital Improvement Program in its history. An unprecedented number of park projects are to be constructed in the next five years in order to satisfy both growth management requirements and citizen desires. These projects include Zone 19, Carrillo Ranch, Larwin, Alga Norte, Pine, Poinsettia Park Phase II and Zone 5 Park. Since 1998 the responsibilities of the Recreation Director position has grown significantly. Currently the Director is responsible for supervising the Park Development Program as well as five additional functions that include Administration, Aquatics, Programming, Seniors, and Facility Operations. Currently there are nine staff members who report directly to the Director. This number is extraordinarily high, thus limiting the ability to provide the proper supervision to each of these areas. Carlsbad Recreation Services Department It is recommended that the direct supervision of all Recreation Programming, Seniors, Aquatics, and facility opera- tion functions be supervised by a Recreation Services Manager. By establishing this position it would reduce the number of staff directly reporting to the Director from a 1:9 ratio to 1:5 ratio. Additionally, this would allow for cen- tralization of like functions, which in turn would allow the department to become more efficient and effective in providing these services to the community. And finally, it would maximize the management of personnel and all departmental operations. Management Analyst During the past three years the Recreation Programming and Facility Operations functions have documented an increase in participation. With this increased participation, the department has been faced with new challenges and opportunities, many which have required vast amounts of staff time devoted to programming and providing top quality services. During the year 2000-2001, in excess of 3,300 applications were processed for the use of our community centers, parks, and athletic fields; and, during this same time period, over one million patrons either participated in one of our various programs, or utilized our facilities. With the volume of patrons that we serve, and the responsibilities this requires, it does not allow program and operational staff the luxury of time to accomplish the additional, and necessary tasks that are essential in running an efficient and effective business. Some of these tasks would include: performing research and statistical analysis on administrative, fiscal, personnel and operational problems; conduct- ing surveys, monitoring revenue and fees; assisting in budget preparation; and being able to keep pace with the on- going training and technology needs of the Department. As a part of the Recreation reorganization process, the Department performed a review of the Administrative func- tions of Recreation; it became clear that these tasks are not currently being addressed as needed. The addition of a Management Analyst would provide the necessary resource to address these extremely important functions. It is also recommended that the Analyst would oversee the Departments graphics, brochure, web page information, and Information Technology responsibilities. PRIORITY ? - FY 2002-03 Office Specialist (2) An important element for the Aquatics and Senior operations is to provide information, as well as register the public for programs and facility use. Currently, part time staff and volunteers enrol1 participants via phone, mail, as well as direct face-to-face contact, for classes, special events, swim lessons, daily recreation and lap swimming. With the use of volunteers and part time staff being one of the Department’s largest assets in providing services, there are limita- tions and restrictions to their services when dealing with the handling of money and the accounting of revenue. Each year the Department receives in excess of $1 million dollars, and on any given day there can be as many as 4 - 9 part time staff or volunteers handling the program and facility fees. The addition of a full time Office Specialist at each one of these facilities will provide the consistent on-going accountability of the revenue that is being collected on a daily basis. Recreation Area Manager Since its inception, and particularly since the 1989 opening of the Senior Center on Pine Avenue, the Senior program has grown enormously both in participation, as well as the number of programs now offered. However, no addi- tional full-time staff has been hired to support the larger facility or the myriad of programs, services and activities. With the Baby Boomers retiring and the senior population growing, there will be an ever-increasing demand to pro- vide the face-to-face interaction for the growing number of participants. Carlsbad Recreation Services Department The addition of a Recreation Area Manager for the Senior Services Division is critical in supervising the operations of the Pine Avenue Center, the senior outlet center at Zone 19 Park, volunteer recruitment, scheduling and training, excursions, facility rentals and grant applications (meals and transportation). Graphics Specialist With communications being a high priority, both external as well as internal, one of the most important functions in the Recreation Department is the Graphics Division. This Division is responsible for the design of all promotional products for the Department. Examples of this would include: program and services flyers, brochures, T-shirts, posters, internal documents, and our Community Services Guide which is sent out 3 times per year to every resident in Carlsbad. During the past two years, the number of work orders has increased by 23%. Currently, graphics is staffed by two part time employees who handle in excess of 170 work orders each year. With this high volume of work, the graph- ics staff is unable to keep up with the demand. As a result, this has lead to other program and division staff mem- bers doing their own graphics. The outcome has now become a quality of product issue. In an effort to maximize quality control, it is recommended to eliminate one of the part time positions (1000 hours per year) and add a full time Graphics Specialist that would provide consistent expertise in handling the graphic needs for the entire Department. PRIORITY 3 - FY 2003-04 Assistant Recreation Director Expectations for top quality service in Carlsbad has been, and will continue to be high. Population is continuing to increase, particularly in the South end of Carlsbad. Much of this increase is due to families with children. This, in conjunction with continued growth in seniors, aquatics, and the on-going park development demands will require additional management staff to supervise the day-to-day operations for the Recreation Department. Carrillo Ranch, Zone 19 and Larwin Park will be in full operation in the near future, with Pine and possibly the Alga Norte Park site also open to the community. With this increase in growth, there will be many new challenges and opportunities that the Recreation Department and the City will have to address in providing services. The demand for more facilities, as well as continual requests for improvements in programming and the number of programs offered, staff development and manage- ment, new technological and budget requirements will necessitate the appointment of an Assistant Director position. This position will manage the growing operational needs of a top quality, customer service driven department. Recreation Area Manager and Office Specialist The opening of Zone 19 Park in the Southwest Quadrant of the City will require the need for additional staff to oper- ate the facility This facility will be open 7 days a week and will cater to the community requests for places to gather for family events (weddings, reunions, etc.), and the expressed corporate need for meeting space. The Recreation Area Manager will supervise the day-to-day operations for facility scheduling, recreation and senior programming, and oversee the community use of this 24-acre Park. This facility will also require a full time Office Specialist who will be responsible for enrolling participants, collecting and accounting for program revenue, and providing ongoing information and referrals to the patrons. Carlsbad Recreation Services Department Strateqic Plan PRIORITY 4 - FY 2004-05 Recreation Specialists (3) Preschool Coordinator Ballfield Maintenance Coordinator Volunteer Coordinator Preschool Coordinator One of the key target issues of the Department’s Strategic Plan is to strengthen families. The parent participation Preschool Program addresses that issue by offering Carlsbad parents the opportunity to be an integral part of their children’s earliest school experiences. Classes are planned to meet the challenging needs of children from 12 months through 5 years. While enjoying a variety of experimental learning activities inside and out, parents learn effective guidance techniques and use them to assist in their child’s class. The addition of a Preschool Coordinator position will provide consistent, fulltime supervision for the preschoolers, and the 250 parents who attend this program. The Coordinator would also supervise 8 - 10 instructors who are experienced educators, with Bachelors Degrees or above, in various fields and concentrated studies in early child- hood education, child development or special education. Ballfield Maintenance The Ballfield Maintenance Program is a high priority for the City. Each week five to six thousand youth and adult sports participants utilize the 17 Baseball/Softball fields in Carlsbad. The Recreation Department is responsible for the care and upkeep of these fields in order to ensure quality fields as well as make certain that the City’s liability is held to a minimum. Currently, 5 part time staff drag, aerate, fill in holes, and line the fields on a daily basis. Due to the high number of fields, the turnover of part time staff, and the narrow window of time each day to maintain the fields (7:00 am - 390 pm), it is recommended that a full time Recreation Specialist be added to support and super- vise this program. Volunteer Coordinator Each year the Department relies on approximately 2000 community volunteers to help support the programs that are offered to the community. These activities include the Senior Lunch Program, which is held daily, Triathlon, Easter Egg Hunts, Youth and Teen Basketball, Dance recitals and the Community Trails Maintenance Program. Many of these programs could not be offered unless it was for the help of volunteers. In FY 2000-01 over 14,000 hours of service were donated by these conscientious, generous individuals. It is estimat- ed that by 200405 the number of volunteer hours will double. Volunteers provide a tremendous cost savings to the City, however, it requires a considerable amount of effort on the existing staff to supervise, train and retain a volun- teer. With this being the case, it is recommended to establish a volunteer program in which one person would be responsible for all aspects of enlisting, training, honoring, and maintaining the use of volunteers. This position would reduce/eliminate the duplication of efforts from nine other program areas who utilize the use of volunteers. Carlsbad Recreation Services Department STRATEGIC DIRECTIONS & GOALS Sfmfegic Direcfiorzs nnd their goals or acfiom fhnf hove been set for the Deparfnzent md its various divisiom to work fownrds in support of the vision and mission. Strategic Direction # 1 Meet the changing and emerging leisure and quality of life needs for Carlsbad residents and visitors. Goal la: On-going assessment and evaluation to ensure services are relative to the issues and needs of Carlsbad residents. Goal lb: On-going evaluation will be implemented to ensure existing and future facilities and activities meet the standards determined by the strategic planning process. Goal lc: Staff will include as a part of their on-going training and development of knowledge, trends identification and analysis with the intent to determine emerging issues important to the health and well being of residents and the viability of the community. Strategic Direction #2 Provide or facilitate the delivery of high quality leisure programs and services throughout the community in an efficient and effective manner. Goal 2a: Training staff as well as those partners collaborating in the provision of services, will be included as part of the annual work plans to ensure high levels of competency and skills in the assessment, design, implementation and evaluation of services. Goal 2b: Special training and development of skills in outcome measurement will be a high priority for Department staff. Goal 2c: Staff will apply the balanced scorecard approach in all aspects of the organization. Goal 2d: There will be on-going assessment and evaluation of the role the Department should play in providing services. When possible and appropriate, community collaboratives will be developed and brokering of services and pro- grams will be engaged. Goal 2e: Access to services and programs throughout the community will be evaluated and determined based on regional need and best use of resources. Strategic Direction #3 Provide community access to trails, parks and open space. Goal 3a: Staff will participate, when appropriate, in local as well as regional planning of trails, parks and open spaces, including the design of guidelines and policies. Staff will work in ensuring a comprehensive and consistent frame- work within which design/or improvements of trails, parks and open spaces are completed in developed and unde- veloped areas. Carlsbad Recreation Services Department Goal 3b: Staff will identify best practices in the development, administration, funding and management of trails, parks, and open space programs. Goal 3c: Staff will promote the provision of a regional network of trails and routes that are, as much as possible, accessible to open spaces for a variety of users, including, but not limited to, pedestrians, bicyclists, equestrians, and the physi- cally as well as the mentally challenged. Goal 3d: Establish design guidelines and policies with the intent to put in place a comprehensive and consistent framework within which design and/or improvements of trails, parks and open spaces are completed in developed and unde- veloped areas. Strategic Direction #4 Create opportunities for lifelong learning among residents and staff. Goal 4a: Activity work plans will be developed with intended outcomes that are associated with lifelong learning for Carlsbad residents. Goal 4b: Training will be provided to ensure staff and partners are knowledgeable of the process necessary to generate out- comes relative to the target issue of life long learning. Strategic Direction #5 Create opportunities for social interaction and sense of community. Goal 5a: Social interaction by participants and/or users will be considered an important component in the design and devel- opment of programs, services and facilities. Goal 5b: Programs and services supporting sense of community will be identified. Those activities will be strengthened as needed to support outcomes in order that participants do report experiencing a strong sense of community because of their participation in that program. Goal 5c: The Department will seek out opportunities where it can serve as leader and/or facilitator in bringing community together to create solutions of collaboration, which address the recreation, leisure, and community service needs of Carlsbad residents. Strategic Direction #6 Position the Department to reflect its role and value related to quality of life in the Carlsbad community. Goal 6a: A comprehensive marketing plan will be developed, implemented and maintained to provide consistency in the development of communication systems and materials to the residents, stakeholders and visitors of Carlsbad. Goal 6b: Training will be provided to staff that are involved with the marketing of the Department’s vision. The training will ensure the highest level of competency and ability amongst staff to effectively communicate to residents and visitors the services provided by the Department. Plan will also be crafted to support and articulate the role these services play in promoting and sustaining the important attributes of Carlsbad. Carlsbad Recreation Services Department KEY SUCCESS FACTORS Key Success Factors are measurable elements ittdicafing the Department’s Strategic Planning efforts al-e working towards enhancing and supporting the vision. Residents report high level of satisfaction with the services and facilities provided and that these activities support what is important to the leisure and recreational pursuits they desire. Participants consistently report high levels of satisfaction in the manner in which staff provide servic- es and maintain facilities in which the services are provided. The outcomes of activities are robust and link consistently to the target issues identified by residents. Staff report increased sense of accomplishment and acquisition of skills to meet the recreational and leisure needs of the community. Department demonstrates increased community partnerships which expand the capacity of the com- munity to address the leisure and community service needs of residents. Residents report high levels of satisfaction in their access to parks and open spaces. A City and regional wide interconnecting network of trails has been established that includes design, funding, operational standards, policies and procedures. Participants report increased skills that will be important to the health and wellness of their lives. Participants report increased sense of belonging and community after experiencing an activity or using a facility provided by the Department and City. Stakeholders report an increased understanding as to the role parks and recreation services play in support of the community’s target issues.