Beaumont City Council
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3.4.2 VISITATION/PARTICIPATION
HAVE YOU VISITED/PARTICIPATED...

SurveyM4nkey
EtC STIT '-
Visited parks and/or
recreation facilities in the
past 12 months
81%
96%
Participated in programs in
the past 12 months
43%
61%

HOW OFTEN HAVE YOU VISITED CITY OF BEAUMONT PARKS AND/OR RECREATION FACILITIES DURING THE PAST 12 MONTHS?
c Survey Monkey
EtC
5+ times a week
9%
13%
2-4 times a week
25%
35%
Once a week
16%
18%
1-3 times a month
27%
23%
Less than once a month
24%
12%

HOW MANY PROGRAMS OR EVENTS OFFERED BY THE CITY OF BEAUMONT

HAVE YOU OR MEMBERS OF YOUR HOUSEHOLD PARTICIPATED IN DURING THE PAST 12 MONTHS?
SurveyMonkey
EtC
1 program/event
21%
39%
2-3 programs/events
58%
39%
4-6 programs/events
17%
15%
7+ programs/events
5%
7%
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Both the ETC Statistically Valid Survey and the SurveyMonkey Online Community Survey show strong engagement with Beaumont's parks and recreation system, though participation levels and frequency of use vary between the two.

According to the ETC Survey, 81% of respondents reported visiting a park or recreation facility in the past 12 months, compared to 96% in the SurveyMonkey survey. Program participation shows a similar trend, with 43% of ETC respondents saying they participated in at least one program or event, compared to 61% from SurveyMonkey. This suggests that while visitation is broadly consistent, those responding to the online survey are more likely to be active program participants.

Visitation frequency further illustrates these differences. In the SurveyMonkey survey, 48% of respondents reported visiting parks multiple times per week (13% visiting 5+ times and 35% visiting 2-4 times), compared to 34% in the ETC Survey. The ETC Survey, however, reported a higher share of occasional users, with 27% visiting 1-3 times per month and 24% visiting less than once per month, compared to 23% and 12% respectively in the online survey.

When it comes to program engagement, ETC respondents were more likely to have participated in 2-3 programs or events (58%) versus 39% in the SurveyMonkey survey. In contrast, SurveyMonkey respondents had a higher percentage of 1 -time participants at 39%, compared to 21% in the ETC survey. Participation in 4-6 and 7+ programs was relatively consistent between both groups.

Overall, both surveys confirm strong community use of parks and facilities. The ETC Survey captures a wider range of users across varying levels of engagement, while the SurveyMonkey survey reflects a more frequent and program -active segment of the community. These insights provide valuable context for enhancing access, programming, and outreach efforts moving forward.

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3.4.3 PHYSICAL CONDITION/QUALI

HOW WOULD YOU RATE THE PHYSICAL CONDITION OF ALL CITY OF BEAUMONT AND/OR RECREATION FACILITIES YOU HAVE VISITED? C\ Etc
d"sSurveyMonkey
Excellent
9%
9%
Good
51%
48%
Fair
34%
37%
Poor
6%
6%

HOW WOULD YOU RATE THE OVERALL QUALITY OF CITY OF BEAUMONT

PROGRAMS OR EVENTS IN WHICH YOUR HOUSEHOLD HAS PARTICIPATED IN?
Etc
d" SurveyMonkey
Excellent
20%
14%
Good
54%
59%
Fair
24%
24%
Poor
2%
3%
Both the ETC Statistically Valid Survey and the SurveyMonkey Online Survey show similar perceptions of Beaumont's parks and recreation system. 9% of respondents in both surveys rated facility conditions as excellent, while 51% (ETC) and 48% (SurveyMonkey) rated them as good. Around one-third rated conditions as fair, and 6% in both surveys rated them as poor, suggesting general satisfaction with some room for improvement.

Program quality also received mostly positive marks. 20% (ETC) and 14% (SurveyMonkey) rated programs as excellent, while over half in both surveys rated them as good. Fair ratings were consistent at 24%, and poor responses remained low.

These results highlight overall satisfaction with Beaumont's offerings while pointing to opportunities to enhance both facilities and programming.

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REASONS THAT PREVENT YOU OR MEMBERS OF YOUR HOUSEHOLDS FROM

VISITING CITY OF BEAUMONT PARKS, AND/OR RECREATION FACILITIES MORE OFTEN. (TOP FIVE RESPONSES)
----\\ EtC
s p,ar ,, n' y
Lack of amenities we want to use (41%)
Lack of shade (67%)
Lack of shade (40%)
Lack of amenities we want to use (54%)
Lack of restrooms (36%)
Lack of restrooms (50%)
Parks/facilities are not well maintained (15%)
Parks/facilities are not well maintained (23%)
Not aware of parks' or facilities' locations
(15%)
Park safety (14%)

REASONS THAT PREVENT YOU OR MEMBERS OF YOUR HOUSEHOLD FROM PARTICIPATING IN CITY OF BEAUMONT PROGRAMS MORE OFTEN. (TOP

FIVE RESPONSES)
----\\ Etc
el, Survey rvion key
I don't know what is offered (55%)
I don't know what is offered (52%)
Program times are not convenient (18%)
Program times are not convenient (31%)
Program not offered (17%)
Program not offered (25%)
Too busy/not interested (17%)
Fees are too high (22%)
Lack of quality programs (15%
Lack of quality programs (18%)
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Both the ETC Statistically Valid Survey and the SurveyMonkey online survey identify similar barriers that limit community use of Beaumont's parks and recreation facilities. The top issues reported in both surveys include lack of amenities, lack of shade, and lack of restrooms. In the ETC survey, 41% cited the absence of desired amenities and 40% cited lack of shade, while the SurveyMonkey survey placed even greater emphasis on these issues at 54% and 67%, respectively. Restroom access was also a common concern, mentioned by 36% (ETC) and 50% (SurveyMonkey). Additional concerns included maintenance and safety, though to a lesser degree.

Barriers to program participation followed a similar pattern. The most frequently reported issue in both surveys was not knowing what is offered -55% in the ETC survey and 52% in the SurveyMonkey survey. Other common barriers included inconvenient program times, programs not being offered, and lack of quality programs. The SurveyMonkey survey also highlighted high fees (22%) as a more prominent concern.

Together, these findings point to consistent areas for improvement, particularly in communication, amenities, and accessibility, to boost participation and enhance overall user experience.

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3.4.5 FUNDING PRIORITIES
IF YOU HAD $100, HOW WOULD YOU ALLOCATE THE FUNDS AMONG THESE PARKS AND RECREATION CATEGORIES?
EtCNSTT!T=
4612 SurveyMonkey
Improvements/maintenance of existing
parks, pools, recreation facilities ($32.08)
Improvements/maintenance of existing
parks, pools, and recreation facilities ($33.91)
Acquisition of new park land & open space
($15.40)
Build a new community center ($15.09)
Expand program offerings ($13.48)
Acquisition of new park land and open space
($14.34)
Build a new community center ($10.89)
Expand program offerings ($13.30)
Improve existing indoor recreation facilities
($10.78)
Construction of new sports fields (softball,
soccer, baseball, etc.) ($10.44)
Construction of new sports fields (softball,
soccer, baseball, etc.) ($9.78)
Improve existing indoor recreation facilities
($8.82)
When asked how they would allocate $100 across various parks and recreation categories, both the ETC Statistically Valid Survey and the SurveyMonkey Online Survey respondents prioritized maintaining and improving existing facilities above all else. ETC respondents allocated $32.08 to this category, while SurveyMonkey participants allocated an even higher $33.91, signaling strong support for reinvesting in the City's current assets.

Following that, priorities diverge slightly. In the ETC Survey, the second -highest allocation went to the acquisition of new park land and open space ($15.40), followed by expanding program offerings ($13.48). SurveyMonkey respondents, on the other hand, allocated $15.09 to building a new community center, with acquiring new park land ($14.34) and expanding program offerings ($13.30) close behind.

Both surveys show moderate support for construction of new sports fields (ETC: $9.78; SurveyMonkey: $10.44) and improving existing indoor recreation facilities (ETC: $10.78; SurveyMonkey: $8.82), indicating interest in a well-rounded approach to facility improvements.

Overall, while there are some variations in secondary priorities, both surveys clearly favor preserving and enhancing what already exists before investing heavily in new construction. This suggests that future investment strategies should prioritize repairs, upgrades, and programming expansion while still planning for thoughtful, phased growth.

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3.4.6 SUMiviM-ki- y
The following summary highlights key findings from each section of the survey comparison between the ETC Statistically Valid Survey and the SurveyMonkey Online Community Survey:

DEMOGRAPHICS
• The ETC Survey closely aligns with Beaumont's demographic profile, especially in gender and ethnicity.
• SurveyMonkey responses skew toward female and newer residents, with less diversity in long-term representation.

VISITATION AND PARTICIPATION
• Both surveys show high park usage, though SurveyMonkey respondents report higher frequency and more recent participation in programs.
• ETC respondents showed more diversity in usage patterns and greater participation in multiple programs/events.

PHYSICAL CONDITION AND PROGRAM QUALITY
• Most respondents rated the condition of facilities and the quality of programs as good or excellent in both surveys.
• ETC and SurveyMonkey ratings were nearly identical, though the ETC survey included slightly higher satisfaction with program quality.

BARRIERS
• Both surveys identified similar barriers: lack of shade, restrooms, and desired amenities. • Awareness of offerings and inconvenient program times were top reasons for low program participation.
• SurveyMonkey participants were more likely to cite high fees and safety concerns.

FUNDING PRIORITIES
• Maintaining and improving existing parks and facilities was the top funding priority in both surveys.
• Secondary priorities varied: ETC respondents emphasized land acquisition and program expansion, while SurveyMonkey respondents prioritized a new community center. • Both surveys showed moderate support for sports fields and indoor recreation improvements.

This side -by -side analysis highlights areas of consensus and divergence, providing a fuller picture of community needs and guiding informed investment in Beaumont's parks and recreation system.

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CHAPTER FOUR RESOURCE ANALYSIS

4.1 RECREATION PROGRAM ASSESSMENT

4.1.1 INTRODUCTION
The Recreation Program Assessment for the City of Beaumont ("City") Community Services Department "(Department") is a key component of the Community Services Master Plan ("Plan").

This assessment provides a comprehensive evaluation of the Department's current program offerings, their effectiveness in meeting community needs, and their alignment with Beaumont's vision for recreation and community enrichment. By examining participation trends, community feedback, current industry best practices, as well as potential trends and "next" practices, the assessment identifies program strengths, uncovers opportunities for improvement, and guides future planning efforts.

The resulting recommendations aim to enhance the quality, accessibility, and diversity of recreation programs, ensuring they remain inclusive, community -driven, and sustainable. This process reflects the City's dedication to fostering an active, engaged, and connected community through exceptional recreation and community services.

4.1.2 COMMUNITY PROFILE
Since 2020, Beaumont's population has grown at 1.16% annually, surpassing state and national rates, with projections of 1.83% growth through 2037. The city's average household size (3.15) reflects its family -oriented nature, with 26% of residents under 17 and a growing population aged 55 and older.

Beaumont's diverse community includes 42.1% identifying as Hispanic/Latino and significant representation from other racial and ethnic groups. The city's median household income of $90,958 exceeds state and national levels, though its per capita income ($36,243) is lower. With

17.4% of residents foreign -born and 32.6% speaking a language other than English at home, Beaumont embodies cultural richness. Poverty (8.8%), uninsured residents (7.5%), and those with disabilities (7.0%) remain below state and national averages.

Park access and environmental equity present growth opportunities, with only 51% of residents within a 10 -minute walk to a park, below the 55% national average. Tree canopy coverage varies, with lower scores in neighborhoods with more residents of color.

To support its multi -generational and culturally rich population, Beaumont's recreation programs should emphasize accessibility, inclusivity, and cultural relevance. Addressing park access and environmental disparities, alongside varied and affordable recreation offerings, will foster a more vibrant, connected community.

More information regarding the community profile can be found in Section 1.3.

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4.1.3 RECREATION AND LEISURE TREND
The Market Potential Index (MPI) is a measure used to assess the likelihood of participation in specific activities within a community compared to the national average, which is set at 100. An MPI above 100 indicates a higher -than -average interest in an activity, while a score below 100 suggests lower interest.

In Beaumont, MPI analysis reveals strong participation potential for team sports like golf (127), tennis (113), and soccer (111), all exceeding national averages. Volleyball (106) and basketball (102) also perform well, while softball (85) falls below average.

Fitness and wellness trends show Zumba leading with an MPI of 118, followed by weight lifting, swimming, and walking for exercise, each at 110. Jogging/running (103) and aerobics (102) demonstrate above -average interest, while yoga (98) and Pilates (97) align closely with national trends.

Outdoor recreation highlights strong engagement in mountain biking (117) and rock climbing (114), with lower interest in activities like freshwater fishing (84), horseback riding (86), and canoeing/kayaking (81).

Leisure and cultural activities demonstrate a vibrant community interest, with high MPIs for book clubs (119), live theater (118), and theme parks (113). Visits to art galleries (107) and participation in adult education courses (110) also exceed national averages. However, activities such as visiting indoor water parks (89) and flying drones (94) show below -average participation.

This analysis offers valuable insights for the Department, helping to align program offerings with community preferences. It highlights opportunities to expand popular activities like team sports, fitness classes, and cultural programs while addressing gaps in underrepresented outdoor and leisure pursuits.

More information regarding recreation and leisure trends can be found Section 2.4.

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The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on programs and (2) how many residents have unmet needs for the programs.

Based the Priority Investment Rating (PIR), maximum of 200, the following programs were rated as high priorities for investment:
• Adult fitness & wellness programs (PIR=198)
• Community & cultural special events (PIR=179)
• 50+ activities (PIR= 169)
• Swim lessons (PIR= 161)
• Community gardening (PIR=156)
• Exercise classes (PIR= 150)
• Water fitness programs/lap swimming (PIR= 142)
The chart below shows the Priority Investment Rating for each of the 32 programs assessed in the survey.

Top Priorities for Investment for Programs/Activities Based on Priority Investment Rating
Adult fitness & wellness programs
Community & cultural special events
50+ activities
Swim lessons
Community gardening
Exercise classes
Water fitness programs/lap swimming
Outdoor environmental education/nature camps & programs Trips & tours
After school programs for youth of all ages
Child enrichment programs
Adult visual/performing arts/crafts programs
Adult sports leagues
Programs for at -risk youth/crime prevention
STEM classes
Counseling & mental health programs
Cultural enrichment programs
Youth sports programs & camps
Teen/tween programs
Pickleball lessons & leagues
Early childhood education/preschool programs
Golf lessons
Leadership/mentoring/character building
Programs for people with special needs
Youth seasonal programs & camps
Recreation/competitive swim team
Cheer/gymnastics/tumbling programs
Robotics
Youth fitness & wellness classes
Youth visual/performing arts/crafts programs
Tennis lessons & leagues
eGaming/eSports
50 100
150
200
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A Core Program Area is a crucial category of services and activities offered by an organization, essential to its mission and community service. These areas, varying based on the organization's goals and community needs, are the foundation of its offerings and reputation.

Characteristics of Core Program Areas include:
• Community -Relevance: Tailored to community needs and feedback. • Consistency: Regular and reliable in the organization's schedule. • Diversity of Offerings: Caters to various ages, abilities, and interests. • Flexibility: Adaptable to changing needs and trends.
• High Quality: Represents the organization's best in content and experience. • Mission Alignment: Supports the organization's goals and values. • Outcome -Driven: Measurable objectives and impacts.
• Regular Evaluation: Continuously assessed for relevance and effectiveness. • Resource Prioritization: Essential for resource allocation. • Stakeholder Engagement: Involves community members in planning and evaluation.

Based on an iterative process, Beaumont staff identified the following four core program areas:

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Senior
Services
Sports &
Leagues
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AGE SEGMENT ANALYSIS
The age segment analysis highlights how the recreation programs cater to different age groups.

The chart reveals that most core program areas, including Classes, Special Events, and Sports & Leagues, are designed to serve participants of all ages, emphasizing community -wide inclusivity and engagement.

AGES SERVED
Core Program Area
Preschool (5
and Under)
Elementary
(6-12)
Teens
(13-17)
Adult
(18+)
Senior
(55+)
All Ages
Programs
Classes
X
Senior Services
X
X
Special Events
X
Sports & Leagues
X
Senior Services is the only core program area with age -specific offerings, focusing on adults (18+) and seniors (55+), providing tailored programs to meet the unique needs and interests of these age groups. This targeted approach ensures that these demographics have opportunities for meaningful engagement while maintaining a broad range of programs accessible to the entire community.

By combining age -specific programs with all -ages offerings, Beaumont's recreation programs reflect a commitment to inclusivity and meeting the wide-ranging needs of its residents, fostering a sense of connection and enrichment for all.

PRICING STRATEGIES

PRICING

STRATEGIES
Core Program Area
to
ar
as
Q
Family /
Household Status
Residency
Weekday /
Weekend
Prime / Non -
Prime Time
Group Discounts
By Location
By Competition
(Market Rate)
By Cost Recovery
Goals
By Customer's
Ability to Pay
Classes
X
X
X
Senior Services
X
X
X
X
Special Events
X
X
Sports Sr Leagues
X
X
The department applies targeted pricing strategies across its core program areas to balance equity, access, and financial sustainability. Classes are priced based on market rates, cost recovery goals, and participants' ability to pay. Senior Services consider residency, market comparisons, cost recovery, and affordability to ensure programs remain accessible for older adults.

Special Events follow a simple model focused on cost recovery and competitive pricing. Sports & Leagues are priced based on location and market rates. These approaches reflect the department's commitment to fair, transparent, and responsible pricing.

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PROGRAM SERVICES CLASSIFICATION
The program services classification system ensures Beaumont's recreational offerings balance inclusivity, accessibility, and financial sustainability while aligning with the department's mission.

Programs are categorized into three classifications: Community Benefit, Community -Individual Blend, and Individual Benefit, reflecting varying levels of public or private benefit.

CLASSIFICATION

COMMUNITY BENEFIT

COMMUNITY -INDIVIDUAL
BLEND

INDIVIDUAL BENEFIT
Characteristics
Broad appeal, fundamental to
communitywell-being,
promotes inclusion, accessible
to all, typically publicly funded
Appeals to both general
community and individual
interests, offers specialized
services but with a broad
audience in mind, may require
membership or nominal fees
Tailored to personal growth
and individual interests, niche
markets, typically fee -based,
and may be more exclusive
Examples
Community Playgrounds and
Park, Public Libraries, Free
Community Events, Free or low
cost swim lessons
Sports Leaugues, Most
Workshops and Classes, Most
Afterschool Programs
Rentals, Personal Training, Trip
Programs, Special Interest
Camps
National Average
31%
32%
37%
Program Distribution
44%
44%
13%
• Community Benefit programs prioritize broad accessibility and the well-being of the community. Typically funded through public resources, these programs include offerings such as special events, the Health Fair, and open Basketball and Volleyball sessions. In Beaumont, Community Benefit programs represent 44% of all offerings —significantly higher than the national average of 31% —demonstrating a strong commitment to providing foundational and inclusive services.
• Community -Individual Blend programs serve both broad community interests and specific individual preferences, typically requiring nominal fees or memberships.

Examples from the department include Senior Services, Dance Classes, and Sports Clinics/Academies. In Beaumont, these programs account for 44% of the offerings, aligning with the national average and highlighting a balanced approach to addressing diverse community needs.
• Individual Benefit programs focus on personal interests and are typically fee -based.

Examples include specialty classes (such as Writers Critique, Human Dharma, and Tot Time), specialty camps (like Theatre Camp and Lego Camp), and the Volleyball League. In Beaumont, these programs make up 13% of offerings, significantly below the national average of 37%. This emphasizes the city's commitment to prioritizing community - oriented programming over exclusive, niche activities.

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COST EC VE Y
To maintain fiscal sustainability and community accessibility, Beaumont's recreation programs are categorized into four cost recovery classifications: Fully Subsidized, Somewhat Subsidized, Self -Sufficient, and Revenue Generating. These categories guide budgeting and pricing strategies, ensuring a balance between public benefit and financial responsibility.

Classification

FULLY SUBSIDIZED

SOMEWHAT SUBSIDIZED

SELF-SUFFICIENT

REVENUE GENERATING
Definition
A program where all costs are
covered by external funds, typically
from the organizing body's general
budget or grants. Participants do not
bear any direct cost. Such programs
are considered vital for the
community, ensuring maximum
accessibility and participation.

While a portion of the program's
expenses is covered by external
funds or the organizing body's
general budget, participants are
required to pay a fee. This fee,
however, does not cover the total
cost of offering the program. Such
programs often balance between
community benefits and individual
benefits.

These programs are designed to
break even. The fees charged to
participants cover the entire cost of
offering the program, including
facilities, equipment, staff salaries,
and any other associated costs. No
profit is made, but there is no
financial loss either.

Programs that are not only self -
sufficient but also generate additional
revenue over and above their
operational costs. The surplus can be
reinvested into other programs or
areas of the organizing body. These
programs often cater to niche
markets or offer premium services.

Examples
Free community swimming sessions,
public parks maintenance, basic
safety training sessions, and
complimentary community events.

Group swimming lessons at
community pools, art and music
workshops at community centers,
youth sports leagues, and community
gardening programs.

Specialized workshops (like advanced
photography), memberships to
specific fitness classes, or
recreational leagues with higher
operational costs.

Exclusive retreats, private swim
coaching, rental of premium facilities
for private events, or specialized
courses with expert trainers.

National Average
34%
22%
16%
27%
Program
Distribution
68%
32%
O%
0%
• Fully Subsidized programs make up 68% of department offerings, significantly exceeding the national average of 34%. These programs, fully funded by external sources or the city's general budget, provide free access to vital services such as public parks maintenance, safety training sessions, and community swimming events, ensuring maximum accessibility and community benefit.
• Somewhat Subsidized programs account for 32% of department offerings, slightly above the national average of 22%. These programs share costs between external funding and participant fees, enabling balanced access to activities like group swimming lessons, youth sports leagues, and community workshops.
• Self -Sufficient programs, which are designed to fully recover costs through participant fees without generating profit, currently represent 0% of department offerings, falling below the national average of 16%. Programs in this category, such as specialized workshops or fitness memberships, are absent, indicating potential growth opportunities. • Revenue Generating programs, which go beyond cost recovery to generate surplus funds, also constitute 0% of Beaumont's portfolio, compared to the national average of 27%. Typical examples, such as premium coaching services, or specialized courses are not currently offered.

Beaumont's strong emphasis on fully and somewhat subsidized programs reflects a commitment to broad accessibility and community well-being. However, introducing self-sufficient and revenue -generating programs could diversify funding models and better align with national benchmarks, enhancing the department's financial sustainability and service offerings.

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PROGRAM LIFECYCLE
The Program Lifecycle Analysis provides insight into how Beaumont manages its recreation offerings by evaluating their distribution across different lifecycle stages. This analysis helps ensure a balance between innovation, stability, and adaptability in program management.

LIFECYCLE

DEFINITION
ACTUAL

PROGRAM

DISTRIBUTION

NATIONAL

AVERAGE

DISTRIBUTION
Launch
New Programs within last year
20%
46!
rr'.;:

Rising
Programs that show participant growth
26%
Stable
Programs that show sustained participation to
minimal growth. Expectation is to offer because it
fills.
31%
31%
85;
Maxed
Programs where participation level is status quo to
declining, due to extreme competition or limited
resources impeding growth
0%
Dec9ne
Declining participation. Programs in this stage
should be reevaluated for potential updates,
changes, or reinvention to make it relevant again.
11%
zvfQ
8%
Cancelled
Programs cancelled due to due to prolonged lack of
interest, resource constraints, or the introduction
of a newer, more relevant program.
12%
• Launch and Rising Programs: Programs in the Launch (20%) and Rising (26%) stages account for 46% of Beaumont's offerings, exceeding the national average of 35%. This highlights a strong focus on innovation and introducing new programs to meet community needs and encourage participation growth.
• Stable and Maxed Programs: Stable programs, which maintain consistent participation, make up 31% of offerings, aligning with the national average. No programs are currently categorized as Maxed, indicating that Beaumont avoids stagnation and prioritizes maintaining growth and relevance in its programming.
• Declining and Cancelled Programs: Declining programs represent 11% of offerings, above the national average of 8%, while Cancelled programs account for 12%. This suggests an opportunity for Beaumont to reassess underperforming programs and redirect resources toward newer or growing initiatives.

Beaumont's lifecycle distribution reflects a strong emphasis on fostering new and rising programs while maintaining stable offerings. However, opportunities exist to refine declining and cancelled programs, ensuring resources are allocated to initiatives that align with community interests and evolving trends. This balanced approach supports the department's goal of offering relevant, dynamic, and multigenerational recreational opportunities.

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PROGRAM DIRECTION
The Program Direction Analysis categorizes recreation offerings in Beaumont into four classifications based on the level of guidance and partnerships involved: Self -Directed, Staff - Directed, Facilitated, and Cooperative. This framework helps align programming with community needs and operational capacities.

Classification
Self -Directed
Staff -Directed
Facilitated
Cooperative
Definition
self -directed
recreation
opportunities for
individuals and
groups to
participate without
leadership, under
only general
supervision
recreation
opportunities
where participant
involvement is
directed by a
leader, including
skills instruction
classes
facilitate
assistance to
individuals and
groups of
individuals that
provide or want to
provide recreation
programs and
leisure services
independently
from the agency
cooperative
agreements with
public,
commercial, and
nonprofit entities
to provide
programming
National Average
26%
49%
S%
19%
Program Distribution
28%
57%
9%
5%
• Self -Directed programs, where participants engage independently with general supervision, represent 28% of Beaumont's offerings, slightly above the national average of 26%. This reflects a solid emphasis on opportunities for independent recreation. • Staff -Directed programs, which involve leadership or instruction, make up 57% of offerings, significantly exceeding the national average of 49%. This indicates a strong focus on guided activities and skill -building opportunities. • Facilitated programs, where the agency supports external providers in delivering services, account for 9%, above the national average of 5%. This suggests Beaumont is moderately investing in partnerships to expand program delivery.
• Cooperative programs, created through partnerships with public, private, or nonprofit entities, make up 6% of offerings, falling below the national average of 19%. This highlights an opportunity to strengthen partnerships to diversify recreation offerings further.

Beaumont's program distribution reflects a strong emphasis on staff -directed and self -directed activities, with growing investment in facilitated services. However, expanding cooperative programs could enhance collaboration with external partners, broadening the scope and variety of recreation opportunities available to the community.

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PROGRAM PROFICIENCY
The program proficiency analysis evaluates how recreation offerings cater to various skill levels and learning goals. Programs are classified into four categories: Beginner, designed for newcomers or those with limited experience; Intermediate, for participants refining or enhancing existing skills; Advanced, offering high-level challenges for experienced individuals; and All Abilities, inclusive programs designed for participants of all proficiency levels.

Classification
Definition
Programs
designed for
individuals who
are new to the
activity or have
limited
experience.

Programs for
those who have
some experience
and knowledge in
the activity but are
looking to improve
or refine their
skills.

Programs tailored
for individuals who
have extensive
experience and
are looking for
high-level training
or challenges.

Programs
designed to be
inclusive and cater
to participants of
all proficiency
levels.

National Average
6%
9%
2%
83%
Program Distribution
0%
o%
096
700%
In Beaumont, 100% of programs are categorized as All Abilities, surpassing the national average of 83%. This demonstrates a clear commitment to inclusivity and providing opportunities accessible to everyone, regardless of skill level. However, there are currently no programs specifically designated for Beginner, Intermediate, or Advanced skill levels, compared to national averages of 6%, 9%, and 2%, respectively.

This distribution highlights Beaumont's strong focus on inclusivity while revealing potential opportunities to introduce more skill -specific programs that cater to participants seeking targeted beginner, intermediate, or advanced -level experiences.

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4.1.6 CURRENT MARKETING & COMMUNICMI IL Ni.

The Department employs a variety of marketing and communication strategies to connect with the community and promote its recreation programs. Current methods include:
• Digital and Print Media: Program guides (print and online), a mobile -friendly website, apps, flyers, brochures, direct mail, and email blasts. • Community Outreach: Public Service Announcements (PSAs), print and online newsletters, and in -facility signage.
• Social Media Platforms: Active engagement on Facebook and Instagram • On -Site Engagement: QR codes providing quick access to program information.

However, several marketing channels remain untapped, including radio, TV, on -hold phone messages, , video content including Shorts, Reels or YouTube videos, blogs/vlogs, webinars, and podcasts. These represent potential opportunities for the Department to expand its reach and enhance community engagement through interactive and engaging communication methods.

CITY WEBSITE
The Parks & Recreation section of Beaumont's website provides clear navigation and essential information about parks, programs, and facilities, including the Albert A. Chatigny Sr. Community Recreation Center. The site highlights diverse offerings, such as fitness classes and special events, with a mobile -friendly design and visually engaging photos.

Please revise below paragraph to read:

The City of Beaumont Parks and Recreation Department's registration portal, accessible directly through the City's official website, serves as a comprehensive hub for all recreation -related activities and resources. Through this user-friendly platform, residents and visitors can explore a full catalog of programs, view real-time facility calendars, and conveniently register for a variety of classes, events, and leagues. In addition, the site features interactive links to all city parks, up- to-date local weather conditions, and access to essential department forms and documents.

Overall, the website is functional and informative but has opportunities to improve convenience, interactivity, and engagement to better serve Beaumont's community.

The full website can be viewed here: htt
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SOCIAL MEDIA OVERVIEW
The Department maintains dedicated accounts on Facebook and Instagram. Therefore, the following analysis focuses on the Department's Facebook engagement. The data was collected in January 2025 and reflects activity from the previous 12 months.

Note: The Department launched its TikTok account in April 2025. Because the account is still new, there is not enough data to be included in the analysis.

FACEBOOK

4.4K Followers
Average 0.38 posts per day
Strengths:
• Engagement through Community Events: Posts about community events like 2024 Christmas Lights & Holiday Sights Decorating Contest Winners, Dia de los Muertos, holiday celebrations, and craft clubs consistently garner high engagement. Events that cater to specific audiences (e.g., seniors, children, families) demonstrate the department's ability to connect with diverse demographics.
• Focus on Inclusivity: Posts reflect a wide variety of programs, from youth volleyball leagues to senior crafts, illustrating the department's commitment to serving all age groups and interests.
• Timely and Informative Content: Posts are often timely, providing reminders about upcoming events or updates about programs. This helps maintain relevance and encourages participation.
• Visual and Descriptive Content: Posts frequently include visuals and detailed descriptions, making them appealing and informative. This is especially true for event promotions and recaps.
• Emphasis on Local Pride and Cultural Diversity: Events celebrating cultural heritage (e.g., Christmas holiday photo contests, Hispanic Heritage Month, Dia de los Muertos) and local achievements (e.g., Memorial Plaza groundbreaking) resonate strongly with the community.

Weaknesses:
• Limited Video Content: While many posts are visually engaging, the department does not utilize video content as much as it could. Videos showcasing events, testimonials, or program highlights could further boost engagement.
• Underuse of Call -to -Actions (CTAs): Although some posts include registration links, others lack strong CTAs, potentially missing opportunities to convert interest into participation.
• Inconsistent Interaction: While some posts receive significant engagement (likes, comments, shares), others fall flat, suggesting room for improvement in creating consistently engaging content.
• Overdependence on Static Formats: Posts rely heavily on photos and text, with limited experimentation with interactive formats like polls, live streams, or carousel posts to boost engagement.

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• Missed Opportunities for Storytelling: While many posts recap events, there is limited storytelling or highlighting of personal experiences that could create a deeper emotional connection with the audience.

Opportunities for Improvement:
• Expand Video Usage: Incorporate more video content, such as event previews, program demonstrations, or community member testimonials, to enhance engagement and reach. • Increase Interactivity: Use polls, quizzes, or contests to encourage audience participation and make posts more engaging.
• Highlight Individual Stories: Share personal stories or testimonials from participants to humanize the department's offerings and create emotional connections. • Improve Calls to Action (CTAs): Add more direct and enticing CTAs, such as "Register now!" or "Sign up today!" to drive program participation and event attendance. • Leverage Analytics: Analyze post -performance to identify the types of content that resonate most with the audience and replicate successful formats and topics.

Key Insights:
• Posts promoting unique events and community -focused programs perform the best. • There is a strong alignment between the department's offerings and community interests, but opportunities exist to deepen engagement through storytelling, videos, and interactive content.
• Improving CTAs and experimenting with content formats can increase program participation and broaden reach.
• By building on these strengths and addressing gaps, the department can maximize its social media impact and strengthen its connection with the community.

INSTAGRAM
1,269 Followers
Average 0.24 posts per day
Strengths:
• Community Engagement and Multigenerational Appeal: Posts highlighting intergenerational activities, such as Trick -or -Treat Marches and senior programs, resonate well with audiences. Events like the Senior Craft Corner and preschool programs show a strong effort to connect with residents across age groups. • Celebration of Local Events: Posts promoting cultural and seasonal events like Dia de los Muertos, Blizzard Bash, and the Veterans Day Parade receive high engagement. These events showcase the department's commitment to celebrating local heritage and fostering community spirit.
• Diverse Content Themes: The posts cover a range of topics, including recreation program promotions, event announcements, facility updates, and volunteer opportunities, creating a well-rounded narrative.
• Visual and Seasonal Relevance: The use of vibrant visuals, event -specific hashtags, and seasonal themes (e.g., Halloween, Christmas) enhances relatability and engagement, particularly during festive periods.

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• Call to Action and Accessibility: Posts often include clear calls to action, such as registration links or reminders, which encourage audience participation. Regular updates help maintain relevance and engagement.

Weaknesses:
• Limited Use of Interactive Features: Despite high engagement on posts, there is minimal use of Instagram's interactive features like polls, question stickers, and reels. These tools could further drive engagement and foster two-way communication with the community. • Inconsistent Engagement Across Posts: While certain posts generate high engagement, others (e.g., smaller announcements or program reminders) receive significantly lower interaction. This suggests some content types may need rethinking to better connect with the audience.
• Underutilization of Video Content: Posts are heavily reliant on static images and text.

Videos or short reels showcasing event highlights, testimonials, or behind -the -scenes content could diversify the content mix and attract more attention. • Generic Captions for Some Posts: While many captions are engaging and descriptive, some lack the storytelling element that could further connect with the audience. Personal anecdotes or participant spotlights could add more depth. • Lack of Emphasis on Unique Hashtags: Posts often use basic hashtags. Creating branded or event -specific hashtags could help increase reach and build a cohesive online identity.

Opportunities for Improvement:
• Leverage Instagram Reels and Stories: Incorporate short video content to highlight events, programs, or testimonials. Reels and Stories are effective for quick updates and behind -the -scenes insights.
• Boost Engagement through Interactive Features: Use Instagram polls, quizzes, and Q&A stickers to engage the audience and gather feedback about programs or events. • Promote User -Generated Content (UGC): Encourage residents to share their experiences at events or programs using a branded hashtag. Featuring UGC on the department's account could foster community involvement.
• Highlight Personal Stories: Sharing participant stories or staff highlights could create a deeper emotional connection with followers and enhance engagement. • Optimize Posts with More Strategic Hashtags: Use a mix of trending and niche hashtags related to the city, recreation, and specific events to increase post visibility.

Key Insights:
• Posts focused on events and seasonal activities receive the highest engagement, reflecting a strong community interest in gathering opportunities. • There is a clear opportunity to diversify content through videos, storytelling, and interactive features.
• While the department's Instagram presence effectively promotes programs and events, strategic use of new tools and more personalized content could further boost audience engagement and broaden reach.

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4.1.7 KE �INDIN
Demographic and Community Profile Alignment:
• Beaumont's rapidly growing and diverse population highlights the need for inclusive and accessible recreation offerings. Programs should cater to the city's family -oriented nature and address the needs of its multicultural and multigenerational residents. • Opportunities exist to improve park access (currently at 51% versus the national average of 55%) and address environmental equity disparities.

Recreation and Leisure Trends:
• High Market Potential Index (MPI) scores for team sports (e.g., soccer, tennis) and fitness activities (e.g., Zumba, weight lifting) indicate strong community interest. Outdoor activities like mountain biking and rock climbing also show above -average engagement potential.

Community Programming Priorities:
• High -priority investments include adult fitness and wellness programs, community cultural events, 50+ activities, swim lessons, and exercise classes. These reflect strong community demand for health, wellness, and cultural enrichment initiatives.

Core Program Area Analysis:
• Beaumont's recreation programs emphasize inclusivity, with most offerings designed for all age groups. Senior Services is the only age -specific category, addressing the unique needs of adults 18+ and seniors 55+.
• Tailored pricing strategies ensure a balance between accessibility and financial sustainability, with a focus on market rates and cost recovery.

Program Classification and Cost Recovery:
• A strong emphasis on community -oriented programs (44% classified as Community Benefit) reflects a commitment to inclusivity. However, the low percentage of Individual Benefit programs (13%) suggests an opportunity to expand fee -based, specialized offerings.
• The high proportion of fully subsidized programs (68%) aligns with broad accessibility goals but highlights potential to diversify funding with self-sufficient or revenue - generating initiatives.

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Lifecycle and Direction of Programs:
• Beaumont excels in launching and growing new programs, with 46% of offerings in the Launch and Rising stages, surpassing the national average of 35%. • Opportunities exist to refine declining programs (11%) and better utilize partnerships (6% Cooperative programs versus 19% nationally) to diversify offerings.

Program Proficiency:
• Beaumont's focus on All Abilities programs (100% of offerings) underscores its commitment to inclusivity. However, there is an opportunity to introduce beginner, intermediate, and advanced skill -level programs to cater to participants seeking targeted skill development.

Marketing and Communication:
• Effective use of digital and print media, social media, and community outreach helps connect with the public. However, untapped channels like YouTube, increased short form video content, blogs, podcasts, and interactive tools represent opportunities to broaden engagement.
• Improvements to the website, including interactive features like online registration and event calendars, could enhance user experience and accessibility.

Social Media Analysis:
• Posts promoting cultural and seasonal events (e.g., Dia de los Muertos, Blizzard Bash) and intergenerational activities receive high engagement, reflecting strong community interest.
• Opportunities exist to expand video content, storytelling, and interactive features on platforms like Facebook, Instagram and Threads to further engage audiences and promote programs.

The Recreation Program Assessment identifies Beaumont's strengths in inclusivity, community focus, and innovative program development. Key opportunities include expanding fee -based and skill -specific offerings, improving park access and partnerships, and leveraging untapped marketing channels. These strategies will ensure recreation programs continue to meet evolving community needs while enhancing financial sustainability and engagement.

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4.2 PARK AND FACILITY EVALUATIONS
The evaluation of park assets within the City of Beaumont is a cornerstone of our strategic planning and maintenance scheduling efforts. Each park and its amenities are carefully assessed through thorough field observations by our dedicated staff, resulting in a comprehensive grading based on current conditions. This systematic process ensures that we understand the performance of individual assets, rather than evaluating the park system as a whole.

Our evaluation process uses a qualitative grading scale, complemented by numerical scores, to reflect both the quantity and quality of recreational opportunities available. This approach facilitates transparent prioritization for repairs, upgrades, and future enhancements. Each park is rated consistently and comparatively against similar facilities across the system. -+.L.1 ►VETHODOLOGY
As part of the City of Beaumont's park system
assessment, each asset is evaluated using a
standardized grading system. These evaluations
are based on in-depth field observations
conducted by qualified staff, focusing on the
condition and functionality of individual amenities.

Rather than assessing parks as a whole, each
amenity is reviewed on its own merits. When an
amenity or facility is found to be in noticeably
poorer condition compared to similar features in
other parks, it is clearly noted. Numerical scores are assigned to summarize both the quantity and overall quality of recreational opportunities available at each location.

THE FOLLOWING SCORING SYSTEM WAS USED

4.2.2 GREAT (SCORE: 4-5)
Site amenities are in excellent condition, displaying high levels of functionality and appearance with little to no visible maintenance concerns. These amenities are well -maintained, up to date, and fully operational. Users can expect a safe, clean, and enjoyable experience, and only routine preventative maintenance is required at this level.

4.2.3 GOOD (SCORE: 3)
Site amenities are in good condition and remain fully functional but may show signs of minor wear and tear. Maintenance issues, if present, are typically superficial and the result of normal aging or heavy usage. While amenities are still safe and attractive, some may benefit from minor repairs or cosmetic improvements to maintain long-term quality.

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4.2.4 i ;=a
Site amenities are in fair condition, indicating ongoing maintenance issues and a noticeable decline in appearance or functionality. The wear and tear observed is often due to age and high usage, and while amenities remain usable, they may detract from the overall experience. More frequent maintenance and moderate repairs are needed to prevent further deterioration.

PC flD ( C()RF' 0-1)
Site amenities are in poor condition and clearly exhibit significant maintenance problems. These issues may compromise safety or usability, potentially requiring the closure of the amenity for repairs or replacement. Immediate action is needed to address structural concerns, functional deficiencies, or serious aesthetic deterioration. Amenities in this category are a priority for repair or replacement in future improvement plans.

As part of the comprehensive evaluation of the City of Beaumont's park system, all parks were assessed using a standardized set of criteria to ensure consistent, objective, and meaningful evaluations. This assessment helps identify strengths, areas for improvement, and opportunities for future investments. Each park was reviewed based on its accessibility, physical condition, user safety, and ongoing maintenance needs to support the long-term success and enjoyment of Beaumont's public spaces. Each category was given a numerical score between 0-5, with 5 being best.

Access and Connectivity
This category evaluates how easily and safely park users can reach and navigate through each park.

It considers the availability and condition of adjacent trails or trailheads, street crossings, sidewalks, and internal park pathways. Additionally, it assesses the effectiveness of wayfinding signage, connectivity to surrounding neighborhoods, and compliance with accessibility standards to ensure all visitors, including those with mobility challenges, can comfortably access and enjoy park amenities.

Condition and Functionality
This assessment focuses on the physical state and usability of individual park amenities, such as playground equipment, sports facilities, seating areas, and restrooms. It also evaluates the health and coverage of the tree canopy and other vegetation, the condition of paved surfaces like walkways and courts, and the quality of lighting and site furnishings. Parks that score well in this category have well -maintained, attractive, and fully functional amenities that meet community needs.

Safety and Comfort
This category addresses how safe and comfortable visitors feel while using the park. It considers factors such as visibility and clear sightlines, adequate lighting for evening use, and the presence of active park users that promote a welcoming environment. The evaluation also looks for signs of misuse or vandalism, ease of navigation within the park, proximity to busy roadways, potential physical hazards (e.g., damaged surfaces or unsafe structures), and the management of natural features like slopes and water bodies to minimize safety risks.

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Maintenance
Maintenance evaluates the ongoing care required to keep the park attractive, functional, and safe.

This includes reviewing the presence of litter, graffiti, worn or damaged amenities, and landscaping issues such as overgrown vegetation or unhealthy trees. A strong maintenance program ensures that parks remain welcoming, enjoyable, and in good condition, supporting their continued use and long-term sustainability.

It is important to note that the consultant team conducted in -person site assessments of Beaumont's parks over the summer of 2023. This assessment establishes a baseline understanding and a "snapshot" in time of the system's existing conditions, facilities, and amenities. This assessment does not account for additions and improvements to the system that were not completed in the 2023 fiscal year or other improvements to the system that have occurred since the site assessments were conducted.

Each summary includes key information on existing amenities and features available at each site.

To visually support this information, an aerial site plan is included for each park, clearly identifying the location of all existing amenities. Additionally, all data has been compiled and stored in a comprehensive Geographic Information System (GIS) database, which has been provided to the City. This valuable resource supports ongoing planning, project management, and informed decision -making as the City continues to develop and enhance its parks and recreational facilities.

Summaries and maps for all parks like the ones below can be found in APPENDIX E along with an assessment for the Albert A. Chatigny Community Center.

Stetson Park
Monte Verde Drive
Community Park
Suburban
10 acres

SITE AMENITIES
2 Barbeque
12 Bench
1 Drinking Fountain
2 Dag Waste Station
1 Playground (2-5)
13 Trash Receptacle
2 Table
•
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PARKS & FACILITIES ASSESSED

PARK/ FACILITY
ACRES
3 Rings Ranch Park

6.5 De Forge Park
15 Fallen Heroes Park

11.7 Michelson Park
7 Mountain View Park
5 Nicklaus Park & Paw Park
15 Noble Creek Park (not maintained by city)
45 Palmer Park

3.5 Rangel Park

1.5 Shadow Creek Park

3.5 Sports Park

22.5 Star Carlton Park

2.25 Stetson Park
10 Stewart Park
8 Sunny Hills Park

0.5 Trevino Park

5.5 Veterans Park

0.1 Wildflower Park

3.5 Albert A. Chatigny Senior Community Center
Total Acres
166.05
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LOCATION MAP
-. Veterans Park
L?.NllSUA FL
PLNVERS, I\"C.

Rangel Park
Shadow Creek Park
City of Beaumont Hounds y
0 0.38 0.75 1.5
Miles

2.25 3

6EAA1MOUMT
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FINDINGS
Poor 0-1, Fair 2, Good 3, Great 4-5
BEAUMONT PARK ASSESSMFtNT SCOR
PARK
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OVERALL

ASSESSMENT
SCORE
3 Rings Ranch Park

2.90 3.75

2.60 4.00

3.31 De Forge Park

2.60 3.90

3.40 4.25

3.54 Fallen Heroes Park

2.90 4.30

3.40 4.25

3.71 Michelson Park

2.30 4.70

4.00 4.75

3.94 Mountain View Park

2.20 3.44

4.20 3.75

3.40 Nicklaus Park & Paw Park

2.30 4.13

3.40 4.00

3.46 Noble Creek Park (not maintained by city)

1.80 3.70

3.40 3.50

3.10 Palmer Park

2.00 3.33

3.20 4.00

3.13 Rangel Park

2.40 4.00

3.00 4.25

3.41 Shadow Creek Park

1.70 3.88

3.60 3.75

3.23 Sports Park

1.70 3.10

3.40 3.50

2.93 Star Carlton Park

1.70 3.67

3.60 4.00

3.24 Stetson Park

1.70 3.56

2.80 4.00

3.01 Stewart Park

1.10 2.70

2.60 2.50

2.23 Sunny Hills Park

2.20 2.75

1.80 3.25

2.50 Trevino Park

2.10 3.56

3.20 4.25

3.28 Veterans Park

0.90 3.00

2.00 2.75

2.16 Wildflower Park

2.10 3.44

3.60 4.00

3.29 I
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4.2.6 GENERAL OBSERVATIONS

1. Access & Connectivity Evaluation
• Access from adjacent areas is available but could be improved with clearer entry points and direct connections.
• Pedestrian circulation includes some safe crossings, but additional measures would improve overall accessibility and safety.
• Traffic management strategies are implemented in certain areas but remain inconsistent throughout the site.
• Pathways and circulation routes are generally functional but lack clear wayfinding and logical connections between key areas.

2. Topography & Site Conditions Evaluation
• The site utilizes its natural or built elevation changes to some extent, but opportunities exist for enhanced spatial organization and visual appeal. • Low-lying areas function adequately but experience occasional drainage or water retention issues that affect usability.
• Infrastructure related to environmental controls (e.g., water management) is present but occupies space that could otherwise support additional functions. • Elevated areas offer potential for improved views or focal points but remain underdeveloped or unused.

3. Parking & Circulation Evaluation
• Parking or vehicle access is provided but may not adequately meet user demand or convenience expectations.
• Paved surfaces and circulation areas show signs of aging and would benefit from maintenance to improve appearance and functionality.
• Pathways for pedestrian movement are generally accessible but include areas affected by uneven surfaces or obstructions.
• Connections to surrounding areas exist but lack clear visual cues or signage to support easy navigation.

4. Facilities & Maintenance Evaluation
• Active use areas and equipment are functional but show signs of wear and could benefit from surface repairs and upgrades.
• Designated spaces for specific uses meet basic requirements but would benefit from improved safety measures or separation from high -traffic zones. • Lighting systems are present in key locations but do not provide adequate coverage for the entire area, resulting in poorly lit sections.

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• General maintenance is performed but is inconsistent, with some facilities and furnishings showing visible signs of deterioration.
• Furniture and fixtures are available but often appear worn, faded, or damaged, reducing comfort and visual quality.

5. Amenities & Structures Evaluation
• Waste management solutions are available but rely on temporary or mobile solutions rather than integrated, permanent fixtures.
• Seating and gathering areas are provided but often lack adequate weather protection or comfort enhancements.
• Landscape or decorative areas are present but underdeveloped, with limited living plant material or aesthetic value.
• Open or flexible -use spaces exist but lack thoughtful design to support a variety of uses and activities.

6. General Observations & Enhancements Evaluation
• Signage and informational displays are limited or inconsistent, reducing the effectiveness of wayfinding and area identity.
• The space lacks a cohesive identity or thematic character, resulting in a fragmented and utilitarian experience.
• Safety considerations are addressed in some high -use areas but are lacking in more remote or less visible locations.
• Amenities and services cover basic needs but do not fully support a diverse range of activities or user groups.
•
FuII Facility & Park Evaluations can be found in APPENDIX G.

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4.3 INVENTORY, ASSESSMENT, AND LEVELS OF

SERVICE
Level of Service (LOS) standards provide a framework for evaluating the availability and distribution of parks, facilities, and amenities across the City of Beaumont. By calculating this inventory in relation to the City's current population, we can better understand how well the community is being served today —and where future improvements may be needed.

These standards help guide planning decisions around the development, enhancement, and equitable access to parks and recreation facilities. They are informed by a combination of sources, including National Recreation and Park Association (NRPA) guidelines, 2023 national participation trends from the Sports and Fitness Industry Association (SFIA), feedback from the community and stakeholders, findings from the statistically valid survey, and input from City staff.

Level of Service analysis also considers the contributions of other service providers in the region to present a complete picture of available resources. While these standards are not one -size -fits - all, they provide valuable direction for identifying gaps or surpluses in the system and shaping future investments that reflect Beaumont's growth, demographics, and evolving recreational needs.

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PARKS & COMMUNITY SERVICES MASTER PLAN

4.3.1 LEVEL OF SERVICr
As shown in the recommended Level of Service analysis below, the City of Beaumont faces a need for additional total park acreage to meet current and projected population demands. While some amenities meet established standards, gaps remain in several key areas — including Neighborhood and Community Parks, trails, tennis and pickleball courts, splash pads, picnic shelters, and indoor fitness and recreation space. These needs highlight important opportunities for targeted investment to ensure equitable access and high -quality experiences for all Beaumont residents.
2024
Inventory - Developed
Facilities
2024
Standards
2034
Standards
Park Type
City of
Beaumont
Other
Service Total
Provider ', Inventory
Current Service Level based
upon population
Recommended Service
Levels;
Revised for Local Service
Area
Meet Standard/
Need Exists
Additional Facilities/
Amenities Needed
Inventory
Total
2024-2034
2034
Calculation:

TO BE
HIDDEN
Meet Standard/
Need Exists
Additional Facilities/
Amenities Needed
Neighborhood Parks 38.25
Community Parks 82.20
Mini Parks 0.60
Regional Park
Total Park Acres 121.05
- v 38.25
- 82.20

0.60 45 00 45.00

45.00 I 166.05

0.68 acres per

1.45 acres per

0.01 acres per

0.79 acres per

2.93 acres per
1,000
1,000
1,000
1,O00
1,000

0.75acres per 1,000

2.00 acres per 1,000

0.05 acres per 1,000

0.50 acres per 1,000

3.30 acres per 1,000
Need Exists
Need Exists
Need Exists
Meets Standard
Need Exists
4 Acre(s)
31 I Acre(s)
2 I Acre(s)
- ) Acre(s)
21 I Acre s)

-
(11)
Need Exists
Need Exists
Need Exists
Meets Standard
Need Exists
11 50
3 -
52 Acre(s)
Acre(s)
Acre(s)
Acre(s)
Acre s)
(50)
(3)
12 (52
T' ILS:

Trails paved and unpaved) 10.97

1.02 11.99

0.21 f mile per
1,000 0.30 mile per 1,000 Need Exists
5 Mile(s Nicklaus Park/Palmer Park/Edison Easements 2.75 5 Need Exists
5 Mile s
OUTDOOR AMENI'w,
Basketball Courts 15.5
Tennis Courts -
Pickleball Courts 2
- . 16
1 1
2 f 4

1.00 court per

1.00 court per

1.00 court per

1.00 field per

1.00 field per

1.00 ''', site per
3,653
56,616
14,154
3,713
8,388
2,359

1.00 court per 5,000
1 00 court per 12.000

1.00 court per 12,000

1.00 field per 10,000

1.00 field per 8,000

1.00 site per 3,500
Meets Standard
Need Exists
Need Exists
- I Court(s)
4,1 Court(s)
1 11 Court(s)
Palmer Park
-
Nicklaus Park

1.0 _

6.0 3
Meets Standard
Need Exists
Meets Standard
-
5 -
Cour s)
Court(s)
Court(s)
(5)
4 Ball Fields (Diamond) 825
.

Multi -purpose Fields (soccer/rectangular) 6.75
7 15.25
- j 6.75
Meets Standard
Need Exists
Meets Standard
_ I Fields)
Nicklaus Park —
_ 1.0

9.64 Meets Standard
Meets Standard
-
Field s)

0.337, Field(
! Site(s)
-
-
Field(s
Site(s)
Nicklaus Park
Palmer Park

2.0 2.0

0.49 Playgrounds 23
1 24
Meets Standard
7 Picnic Shelters 5
- 5

1.00' site per
11,323

1.00 site per 10,000
Need Exists
1 I Site(s)
Nicklaus ParklPalmer Park/Stewart Park

5.0 3.39
Meets Standard
-
Site(s)
Gazebos 3
- f 3

1.00 '', site per
18,872

1.00 site per 10,000
Need Exists
3 i Site(s)
Need Exists
4 Site(s)
(3.61)
Outdoor Swimming Pools
-

1.00 site per
0 1.00°' site per 50,000
Need Exists
1 , Site(s)
(1.32)
Need Exists
1 Site(s)
Skate Parks 1
1 1.00 site per
56,616

1.00 site per 70,000
Meets Standard
- i Site(s)
Nicklaus Park is getting a pump track

0.06 Meets Standard
-
Site(s)
Splash Pads -
- -

1.00 site per
0 1.00 site per 30,000
Need Exists
2 I Site(s)
Stewart Park

1.0 (1.20)
Need Exists
1 Site(s)
Dog Parks 1
1 ', 2

1.00 site per
28,308

1.00 site per 40,000
Meets Standard
Site(s)
Palmer Park

1.0 1.35
Meets Standard
-
Site(s)
INDOOR.

Indoor Aquatic Space
-

1.00 SF per
person

0.25 SF per person
Need Exists
14,154 Square Feet
(16,525)
Need Exists 16,525
Square Feet
Indoor Fitness I Recreation Space 24,857
1 500 26,357

0.47 SF per
person

1.00; SF per j person
Need Exists
30,259 f Square Feet
-
-
(39,744)
Need Exists 39,744
Square Feet
2024 Estimated Population
56,616
2034 Estimated Population
66,101
I
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PARKS & COMMUNITY SERVICES MASTER PLAN

4.4 EQUITY MAPPING
Service area maps and standards allow the City of Beaumont to assess how parks and recreation amenities are distributed across the community and whether they align with population density and neighborhood needs. These maps are based on recommended levels of service for each park and amenity type and help identify areas that may be underserved or oversupplied.

By comparing geographic access to population -based standards, the City can pinpoint gaps in service and make informed decisions about future investments. This ensures that capital improvement efforts not only address system -wide needs but also promote equitable access to parks and facilities for all residents. The different service area rings highlight the reach of various providers, reflecting the broader network of resources available to the Beaumont community. 88

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OMM'U '' II T, .. PAPK'S
I
LAN I] S UAPL
1 It C. I I I TI: C'I' S

PI, AN CERS,
City of Beaumont, California
Parks with Overall Assessment Scores
Community Parks Recommended Level: 2 Acres /1,000 People

BEAUMONT
2 art,, All G'.'11
IL out
J - Nlorongo Golf
Nicklaus Park Club
&Paw Park '
Eden Hot
Springs h 9 ;1nl
Eden
60 y Go
ub
4th St

3.4 3.3
Stewafl Par
e. mont
2th SL

3.5 Local Road City of Beaumont, City of Beaumont,
•
Major Road • Score 2 - 2.4 (Fair) Score 3.5 - 3.9 (Good) ' Highway Q City of Beaumont, Other Service
•
Score 2.5 - 2.9 (Fair) Provider
City of Beaumont, o % i
© Score 3 3.4 (Good) v Miles
City Boundary
74 St
th St Eath St
st St

3.9 PD Blvd
De Forge Pa

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I
L?_N l] S UAPL
A it C. it ! I' t, C'r
PT,ANCER3, 1\"C.
2 NE G ill
-DPARKS
City of Beaumont, California
Parks with Overall Assessment Scores
Neighborhood Parks
iParaer Pa
Michelson
Park
Eden Hot
Springs Mount
Eden
'2 Local Road
Major Road
Highway v
tjl City Boundary
Trevino Pai
Shadow
Cr',eh Pa
City of Beaumont,
Score 2 - 2.4 (Fair)
City of Beaumont,
Score 2.5 - 2.9 (Fair)
City of Beaumont,
Score 3 - 3.4 (Good)
Recommended Level: 0.75 Acres / 1,000 People
Oak Valli%G I
3 Ring
Rand P
2379 ft
2853 ft
E 12th 5
Beaumont
Rangel Par
City of Beaumont,
Score 3.5 - 3.9 (Good)
Other Service
Provider
s Miles
90

MkIIIo
Pan
E 8th S.

E Eth St t ;,
Pottero
Star,CarRon
rP
Highly
Spring.

Country Club
Mountain
wew Pei r.

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4., %iD ° I PARKS
LAN I] S UAPL
1 It C. II I ' I ' I: C'I' S
PT,AN CERS, 1\"C.

Mini Parks

BEAUMONT
o
City of Beaumont, California
Garden Air Golf
CaursP
Morongo Golf
Club
-rhea Hot
Springs 140r
Eder
Local Road
Major Road
Highway O
City Boundary
•
o
Parks with Overall Assessment Scores
Recommended Level: 0.05 Acres / 1,000 People
a,;s!s Pd
Ch rl
City of Beaumont,
Score 2 - 2.4 (Fair)
City of Beaumont,
Score 2.5 - 2.9 (Fair)
City of Beaumont,
Score 3 - 3.4 (Good)
•
•
orchc� cl St Cherry Valley
side
1791
Oak Valley Golf
Club
vetefans Park
E
a
E 13th St
E 12th 5t
ft 79
2S52
City of Beaumont,
Score 3.5 - 3.9 (Good)
Other Service
Provider
1 Milos
Highla
Spring,,
Country Club
E 8th St
E 6th St E 6th St
E 1st St
Potrero Blvd
91

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4.4.4 REGIONAL PARK
I
LAN I] S UAPL
1 It C. II ! ' I ' I': C. T 5'
PT, AN CERS, T\"C.

City of Beaumont, California
Parks with Overall Assessment Scores
Regional Park Recommended Level: 0.5 Acres /1,000 People

BEAUMONT
Morongo Golf
Club
Ede of
Sprin
Local Road
Major Road
Highway
in City Boundary
•
o
o
�60
City of Beaumont,
Score 2 - 2.4 (Fair)
City of Beaumont,
Score 2.5 - 2.9 (Fair)
City of Beaumont,
Score 3 - 3.4 (Good)
•
•
Oak Valley
Club
Oak Valley Pkwy
io
W 4th S€
79,
E 13th St
E 12th 51.

E
Beaumont E 8th St
E fah St E 6th St
79 City of Beaumont,
Score 3.5 - 3.9 (Good)
Other Service
Provider
o
C 1st St
Potrero Blvd
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4.4.5 DOG PARKS
I
LAN I] N UAPL
1 It C. II ! 'I ' L. C'I'S'
PI, AN CERS, I\"C.

Dog Parks

BEAUMONT
Nlckiaca Park
& Paw Park
City of Beaumont, California
Palmer Park
(Future Expansion)
Marongo Golf
Club
Eden
y Local Road Park Site and Service Area
Major Road c City of Beaumont
Highway Cis Future
T-17 City Boundary cop Other Service
Provider
Recommended Level: 1 Site / 40,000 People
Noble
Greek Par
'853 ft
93

E iSth St
Cr. 12rh St
Beaumont
Miles
Highla!
'bring
itry Club
r Rrh Sr
E Enth St e E,th '_;
1st St
Potrero Blvd
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S KATE PAP K
I
LAND 5 U A P L
It C. II I 1'L.C I'5
PT, tN CERS, UPS
City of Beaumont, California
Skate Parks

BEAUMONT
od U1"
,arden Air <Solf
coots
rongo Golf
Club
Eden Hot
Springs Mount
Eden
Local Road Park Site and Service Area
' Major Road City of Beaumont
Highway Cis Future
�] City Boundary Other Service
®Other
Recommended Level: 1 Site / 70,000 People
Oak Valley Golf
Club
1,10
4th St
of‘,„:„,
94

E 13th St
Beaumont
E 8th St
E 6th St E 6th Si
E 1st St
Potrero Blvd

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I II ��'h ���i ��0i <>
L A_N ISt A_PL
A It C. ] L. S
PT. ANN:F.RS,
City of Beaumont, California
Ball Fields (Diamond)

BEAUMONT
Nicklaus Park & Paw
Park (FuturelExpansion)
_ ue L
tlewnod Dr
Garden Air Go
Course
Palmer Pa
Trevino Park
Local Road Park Site and Service Area
Major Road O City of Beaumont
Highway 0 Future
1-7 City Boundary �� Other Service
— Provider
Recommended Level:1 Field /10,000 People
Sports Park
(Future Expansion)
95

1 Miles
De Forge Pa,
o

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4:8 MlUL,TL-PUIPPOSE E; DS

LANDSCAPL
n It C. II 1 ' 1' I': CT
I' 5'
PI,wN CER5,
City of Beaumont, California
Multi -Purpose Fields (Soccer/Rect.)

BEAUMONT
NickVaus Park S Paw
Park (Future Expansion)
Morongo Golf
Club
Oak Valle
Eden Hot
Springs Mount
Eden
Local Road Park Site and Service Area
Major Road CV City of Beaumont
Highway Cit." Future
City Boundary Other Service
® Provider
Recommended Level: l Field / 8,000 People
Sports Park
(Future Expansion)
Oak Valle) Golf
Club!,
2819 /I
96

E I3th St
Beaumont
I
•
•
E 5th St E 6th
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4.4.9 BASKETBALL COURTS
L?_NBSC PL
A It C. II 1 ' 1 ' l: C;
P I.ANCF.R i, I\"C.

City of Beaumont, California
W Basketball Courts Recommended Level:1 Court / 5,000 People

BEAUMONT
Palmer Park
(Future Expansion)
Nicklaus Park
& Paw Park
Nicklaus Park & Paw
Park (Future Expansion)
Garden Air Golf
COUrSir2
Palmer Pa
& cI1c Ison
Park
Trevino Park
Local Road Park Site and Service Area
Major Road O City of Beaumont
Highway O Future
City Boundary Other Service
Provider
Fallen
Heroes Park
Oak alley 'lf
lub
ang uliPark
V 4th St
97

tewart Par
Highlac
Spring..

Country Cub
B&aL OL E&rh St
Grh St
De Forge Par
1st S t
Blvd
5kar,Cartton1 '�'traf'i�
JPark t

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4.4.10 PICKLEBALL COURTS
I
LAN I] S UAPL
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PI,AN CERS, I\"C.

City of Beaumont, California
Pickleball Courts Recommended Level:1 Court / 12,000 People l
BEAUM0NT
Nicklaus Park 8' 4w
Par, (Future Expansion)
Morongo Golf
Dub
Oak
Local Road Park Site and Service Area
ti Major Road O City of Beaumont
Highway O Future
cD City Boundary Other Service
® Provider
_rchsrn ;� Cherry Valley
Oak Valley
Club
179
{
AlbertA. Chatigny
Sr. Community Center
I Hi
SI„
Country Club
Beaumont r a Si
6th St1 E 6th St
rr
/
/ E 1st St
/
Potrero Blvd
/
Miles
98

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1.4.13 TENNIS COURTS
I

L A N D S U A P L
1 It C. II I ' 1 ' L. C 0
PI, tN CERS, 1\"C.

Tennis Courts
BEAUM0NT
City of Beaumont, California
._.?� ,l,1 F.II C; )lf
C purse
or'
Morongo Golf
Club
Eden Hot
Springs Mount
Eden
Bay Ott
Oak Valley Pkwy
Local Road Park Site and Service Area
Major Road I City of Beaumont
ti Highway CA: Future
f City Boundary %Other Service
Provider
Recommended Level: 1 Court /12,000 People
ksid_
orchard st Cherry Valley
Oak Valley
Club
Noble
Greek Perk
v
C
Beau
4th St
2819 ft
2853 ft
79 C
a
E 13th St
E 12th St
C
`° He
c_
Cou
E 8th St
E Gth St E 6th St
E 1st St
Polrero Blvd
Miles
99

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: s GAZEBOS
I
LAN I] S UAPL
P C. II I 'I' l: C'I' S
P1,AN CERS, 1\"C.

City of Beaumont, California
Gazebos

BEAUMONT
-den
springs
nue L
tl@wood Gi
Garden Air Golf
Course
Morongo Golf
Club
ril l, r
Ede„
war,ds 17.d
shades
Creek Park
Oak Valley
'� Local Road Park Site and Service Area
Major Road CID City of Beaumont
Highway C 6 Future
City Boundary Other Service
® Provider
Recommended Level: 1 Site /10,000 People
Orchard Sr Cherry Valley
Oak Valley Golf
Club
4,h St
2853 ft
E
Beaumon
Miles
E
h St
St
Highiai
Spring
Country Club
E ath S
E 6th St E 6th St
E 1st St
r Cwrtt©n Potrero Blvd
�
Park
1 �A1
100

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PICNIC SHELTERS
I
L?_N 0 n t'?_Y L
It C. II ! I' L. C
P E,2NCERS, TPC.

City of Beaumont, California
Picnic Shelters
Palmer Park
r - (Future Expansion)
Nicklaus Park & Paw
Park (Future Expansion) �
den Hot
Springs Mount
Eden
Recommended Level: 1 Site /10,000 People
\
\
\
•
Rog,
•
\ m •
•
\ •
\ •
\ t
•
•
•
l
■
Local Road Park Site and Service Area
Major Road O City of Beaumont
Highway o Future
City Boundary ex)Other Service
Provider
Oak Vall
CI
W Idfower
Park
2853 ft
101

Stewart Park
(Future Expansion)
tJ
Bealsmont
De Forge Pa
H!
COL!
C,
\.5
Mountain
View Par.
4rSt St
�Poaero Blvd
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4,''e .'.A PIL.AYG%i VU°jCam'S
I
LAN I] N UAPL
II C. II I I' L. (it 'a S'
PT. INCFR S. IN"(
NiakiauS Park
& Paw Park
City of Beaumont, California
Ganlen Air Golf
Course
Palmer Park
ttFulure Ezpanson)
Trevino Park
Paint
Shadow
Creek Far
Local Road Park Site and Service Area
Major Road C City of Beaumont
Highway T0 Future
City Boundary or) Other Service
Provider
Recommended Level:1 Site / 3,500 People
.2,E /r
Fellen
eroes P
Noble
C fGek Pak
2819 ft
.2853ft
102

Sunny
Hills Park
[1e Forge Perk C 1 S
Country Club
Mountain
view Park
MEAT PRAC110E PAR[N[RS
ra earner
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4.4.18 SPLASH PADS
City of Beaumont, California
I
L?_N J) S UAPL
It C. rl ! I' b: C'A'S
PI.tNCERS, IN"C.

Splash Pads

BEAUMONT
Springs
rF
Marongo Golf
Club
Mount
Eden
0 c
iNe
Oak Valley Pkwy
60 Local Road Park Site and Service Area
Major Road e' City of Beaumont
Highway O Future
City Boundary ca)Other Service
Provider
Recommended Level: 1 Site / 30,000 People
/
Oak Valle olf
Clu
d
t
/
cn •
791
E
13th St
jI Stewart Park 1 2711 S L
l(Futu -Expansion)
10 Beaumont
W 4th St
•
•
2819 Jt
2853 ft
•
•
•
'a\
E Sth St
E 6th St E 6th St
79 E1st St /
Potrero Wed
I /
1 Miles
103

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4.4.20 OUTDOOR SWIMMING POOLS
City of Beaumont, California
I
L A N B S l' A Y L
A It C. II 3 ' I '
Outdoor Swimming Pools

BEAUMONT
OF I
Garden Air Golf
rq
r„
Morongo Golf
Club
Oak Valley Pkwy
Local Road Park Site and Service Area
Major Road O City of Beaumont
Highway O Future
City Boundary ca.) Other Service
Provider
Recommended Level:1 Site/50,000 People
,.-129/5 ft
a., d Cherry Valley
Oak Valley Golf
Club
oO
Z
a
C
E 13th St
E 12th St
V
Beaumont
1 Mats

104
Hi
S.

Cou
E 8th St
Ehrh St E6th St
E lot St
Potrero Bled

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4.4.21 TRAILS (PAVED AND UNPAVED)
I

LANDCUAYL
1 It C. II I ' I ' I': C'I' C'
PI, tN CERS, 1\"C.

City of Beaumont, California
Parks with Overall Assessment Scores
Trails (Paved and Unpaved) Recommended Level: 0.3 Mile/1,000 People

BEAUMONT
.,arclen /"lr
Cllr SC'
'OW
1 n Hut
Springs ,Wounr,
Eden
';-\\_/,_}Local Road •
Major Road
Highway O
City Boundary
O
Cl'
eay
Oak V
City of Beaumont,
Score 2 - 2.4 (Fair)
City of Beaumont,
Score 2.5 - 2.9 (Fair)
City of Beaumont,
Score 3 - 3.4 (Good)
`oos Rd
•
•
323r:ft
ch_ rd St Cherry Valley
City of Beaumont,
Score 3.5 - 3.9 (Good)
Other Service
Provider
U
Miles
105

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4.5 RECOMMENDED PARK IMPROVEMENTS PLAN

BEAUMONT

RECOMMENDED
PARK

IMPROVEMENTS
PLAN
The Parks and Community Services
Recommended Park Improvements Plan (PRIP) for
Beaumont serves as a strategic framework for
prioritizing, funding, and delivering critical
infrastructure and facility projects that enhance
the city's livability, sustainability, and long-term
growth. This plan focuses on targeted investments
in parks, recreational amenities, community
centers, and public spaces to meet the evolving
needs of Beaumont's diverse and growing
population.

A key component of the PRIP is the alignment of
available financial resources to support these
improvement projects. Beaumont utilizes a variety
of existing funding sources to make these initiatives possible, including:

General Fund, DIF-CPARK, DIF-REC, DIF-RPARK, PROP 68, CFD (STD), CFD-255, CFD-510, and various Grant opportunities.

Through the strategic use of these resources, the City ensures responsible fiscal management while advancing projects that promote environmental stewardship, community wellness, and economic vitality. As Beaumont continues to thrive, this Recommended Improvements Plan provides a clear and actionable roadmap for creating vibrant public spaces and strengthening community infrastructure —today and for future generations.

To provide greater clarity and transparency, the PRIP is organized into three distinct categories:

4. Projects that are planned and have secured funding

5. Projects that are planned but not yet funded

6. Projects that have been completed in the last several years This structure allows stakeholders to easily understand the current status of each initiative, track progress over time, and anticipate future development efforts as the plan evolves.

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As outlined in the table below, the City has several planned and funded projects underway, reflecting its continued investment in quality of life. These include Stewart Park Phase Two, the Sports Park Improvement Project, a Citywide parks infrastructure improvement project, the CRC overflow parking lot expansion, Palmer Dog Park Renovation, and Nicklaus Park Improvements.

These projects are designed to expand recreational offerings, address infrastructure needs, and accommodate Beaumont's growing population

TOTAL PROJECTS

PLANNED
FUNDED
$14,945,935
Project Costs
$8,344,284 GF
$711,365 DIF-CPARK
$441,286 DIF-REC
$3,849,000 DIF-RPARK
$0 PROP 68
$0 CFD (STD)
$300,000 CFD-255
$1,300,000 CFD-510
$0 Grant
$0 UND
General Fund

DIF-CPARK

DIF-REC

DIF-RPARK
PROP 68

CFD (STD)
CFD-255
CFD-510
Grant
Undetermined
PARKS

PLANNED
FUNDED
$14,721,535

FACILITIES

PLANNED
FUNDED
$224,400
TRAILS

PLANNED
FUNDED
$0
Looking forward, the City has identified a range of future park projects aimed at long-term planning and continued community enhancement. These include restroom facilities at 3 Rings Ranch, Mountain View, and Shadow Creek Parks; a splash pad at DeForge Park; improvements to Fallen Heroes, Nicklaus (Phase Two), Palmer (Phase Two), and Rangel Parks; shade structures and new playgrounds at Stetson, Trevino, and Wildflower Parks; the CRC Feasibility Study; and the development of future walking trails. These planned initiatives will further Beaumont's goal of creating safe, inclusive, and modern recreational spaces for residents of all ages.

TOTAL PROJECTS

PLANNED
FUTURE
$20,820,062
Project Costs
$2,650,000 GF
$0 DIF-CPARK
$0 DIF-REC
$0 DIF-RPARK
$0 PROP 68
$0 CFD (STD)
$0 CFD-255
$0 CFD-510
$3,700,000 Grant
$14,270,062 UND
General Fund

DIF-CPARK

DIF-REC

DIF-RPARK
PROP 68

CFD (STD)
CFD-255
CFD-510
Grant
Undetermined
PARKS

PLANNED
FUTURE
$20,220,062

FACILITIES

PLANNED
FUTURE
$0
TRAILS

PLANNED
FUTURE
$600,000
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I I Ic IUIIUwing CnarL prOVIUCS a COmprenenSlVC, NdI n uy I.JdI n UI cdrU JVVI I UI esLlmdLCU Reflecting on recent years, the City of Beaumont has successfully completed several park improvement projects that have enhanced recreational amenities and community access across the city. These completed projects include upgrades and enhancements at 3 Rings Ranch Park, DeForge Park, Mountain View Park, Shadow Creek Park, Star Carlton, and commencement of Phase One of the Stewart Park Improvement Project. Each project contributed to beautifying public spaces, improving accessibility, and supporting increased community use.

TOTAL PROJECTS

COMPLETED
$15,044,308
Project Costs
$6,805,000 GF
$3,606,853 DIF-CPARK
$0 DIF-REC
$0 DIF-RPARK
$192,743 PROP 68
$3,821,549 CFD (STD)
$168,163 CFD-255
$450,000 CFD-510
$0 Grant
$0 UND
General Fund

DIF-CPARK

DIF-REC

DIF-RPARK
PROP 68

CFD (STD)
CFD-255
CFD-510
Grant
Undetermined
PARKS

COMPLETED
$14,989,308

FACILITIES

COMPLETED
$55,000
TRAILS

COMPLETED
$0
rrit

ING NSRANC
... N0 C
improvement costs along with the projected phases for implementation. This visual summary I

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offers a clear look at how capital improvement efforts are distributed across Beaumont's park system and when each project is anticipated to be completed.

It is important to note that this chart represents a point -in -time snapshot based on current priorities, available funding, and project planning as of the publication of this report. As new projects are introduced, priorities shift, and funding sources evolve, the timeline and cost estimates will be updated accordingly.

This dynamic planning tool is designed to support transparency, guide resource allocation, and ensure that Beaumont continues to respond effectively to the community's recreational needs.

Beaumont Parks & Community Services Master
Site by Site Summary
Plan
May22,2025
4:58 PM
Parks
Acres
121.05
Completed
$14,989,308
Planned
Funded
$14,721,535
Planned
Future
$20,220,062
P1
1-2 yrs (24-26)
$25,933,937
P2
3-5 yrs (27-32)
$6,507,660
P3
6-10 yrs
$2,500,000
TOTAL
Completed + Future
$49,930,905
3 Rings Ranch Park

6.50 $192,743
$0
$500,000
$0
$0
$500,000
$692,743
De Forge Park

15.00 $204,854
$0
$1,000,000
$0
So
S1,000,000
$1,204,854
Fallen Heroes Park

11.70 $0
$0
$300,000
$0
$300,000
$0
$300,000
Mickelson Park

7.00 $0
$0
$0
$0
$0
$0
$0
Mountain View Park

5.00 $397,540
$0
$500,000
$0
$0
$500,000
$897,540
Nicklaus Park & Paw Park

15.00 $0
$2,849,000
$8,695,994
$6,487,334
$5,057,660
$0
$11,544,994
Palmer Park

3.50 $0
$1,000,000
$4,274,068
$5,074,068
$200,000
$0
$5,274,068
Rangel Park

1.50 $0
$0
$200,000
$0
$200,000
$0
$200,000
Shadow Creek Park

3.50 $450,000
$0
$500,000
SO
$0
$500,000
$950,000
Sports Park

22.50 $0
$7,472,535
$0
$7,472,535
$0
$0
$7,472,535
Star Carlton Park

2.25 $100,118
$0
$0
$0
$0
$0
$100,118
Stetson Park

10.00 $0
$0
$350,000
$0
$350,000
$0
$350,000
Stewart Park

8.00 $13,576,008
$3,100,000
$3,100,000
$6,200,000
$0
$0
$19,776,008
Sunny Hills Park

0.50 $68,045
$0
$0
$0
$0
$0
$68,045
Trevino Park

5.50 $0
$0
$400,000
$0
$400,000
$0
$400,000
Veterans Park

0.10 $0
$0
$0
$0
$0
$0
$0
Wildflower Park

3.50 $0
$0
$250,000
$250,000
$0
$0
$250,000
General Parks
$0
$300,000
$150,000
$450,000
$0
$0
$450,000
Facilities
Square Footage
2 ,857_
Completed
555.
tanned
Funded
24,400
Planned
Future
$0
P1
1-2 yrs (24-26)
$224,_400
P2
3-5 yrs (27-32)
$0
P3
6-10 yrs
$0
TOTAL
$879,400
Community Recreation Center
24,857
$55,000
$224,400
$0
$224,400
$0
$0
$279,400
Mlles

6.00 Completed
$0
tanned
Future
$600,000
II
1-2 yrs (24-26)
$0
P2
3-5 yrs (27-32)
$600,000
P3
6-10 yrs
$0
TOTAL
$600,000
Portero Walking Path

0.65 $0
$0
$0
$0
$0
$0
$0
Noble Creek Trail

0.50 $0
$0
$0
$0
$0
$0
$0
Highland Springs Channel

0.75 $0
$0
$0
$0
$0
$0
$0
Cherry Channel

1.40 $0
$0
$0
$0
$0
$0
$0
Marshal Creek Trail

0.95 $0
$0
$0
$0
$0
$0
$0
Sundance Bowl Trail

0.55 $0
$0
$0
$0
$0
$0
$0
Palm Islands Trail

1.20 $0
$0
$0
$0
$0
$0
$0
Future- Nicklaus Park
$0
$0
$200,000
$0
$200,000
$0
$200,000
Future- Palmer Park
$0
$0
$200,000
$0
$200,000
$0
$200,000
Future - Edison Easements
$0
$0
$200,000
$0
$200,000
$0
$200,000
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4.6 REVENUE & FUNDING STRATEGIES

4.6.1 INTRODUCTION
The City of Beaumont's ("City") Community Services Department ("Department") plays an essential role in fostering community well-being by providing parks, recreational programs, and public spaces that support a high quality of life. As Beaumont continues to grow and evolve, it is critical that the Department maintains a strong and sustainable financial strategy to support both operations and long-term capital needs. This report outlines the revenue and funding strategies the City currently employs and offers recommendations for additional options based on feasibility, risk, and alignment with Beaumont's community priorities.

4.6.2 :V11fY CcY'v I NLV LNUL AND w-Ur°ii)iNu i RATEGIES

CORPORATE SPONSORSHIPS
Beaumont has successfully leveraged corporate sponsorships to support its parks and recreation events. These partnerships are primarily implemented through the City's Event Sponsorship Program, which provides visibility opportunities for local businesses while helping to offset the cost of programming. With high feasibility and low risk, corporate sponsorships remain a core part of the Department's external funding strategy.

PUBLIC PARTNERSHIPS
The Department has embraced public -private partnerships as a reliable funding model, especially through contract classes. Instructors provide programming in partnership with the City and share a portion of the revenue. These partnerships reduce City staffing costs while expanding program offerings and aligning resources with community interests.

VOLUNTEERISM
Beaumont continues to benefit from strong community engagement through volunteerism.

Events such as Community Days rely on volunteers to support logistics, programming, and setup, reducing operational costs while strengthening community pride and ownership. With low risk and high feasibility, volunteer support is both a financial and social asset to the Department.

DEVELOPMENT IMPACT FEES
A major source of capital revenue comes from the City's use of dedication and development - related fees. Beaumont utilizes several impact fee categories —including DIF-REC, DIF-RPARK, DIF-CPARK, and DIF-Facilities—to support park acquisition, improvements, and facility development. These fees help ensure that park infrastructure keeps pace with residential and commercial growth.

RECREATION FEES AND CHARGES
The City applies user fees for programs and services that directly benefit participants. Fees collected from recreation class registrations are a significant part of the operating budget and help maintain a market -based approach to programming. These fees are consistently applied and reviewed to ensure competitiveness with regional standards.

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FACILITY RENTALS AND PERMITS
Revenue from the reservation of community parks and facilities is a steady and growing source of operational funding. In addition, the City has expanded its use of special use permits, including for-profit rentals and events like Market Night. These activities allow the City to activate public spaces while generating revenue from commercial or private use.

ADVERTISING AND CONCESSION MANAGEMENT
Advertising sales —such as those placed in seasonal activity guides or on -site signage—are used effectively to generate ongoing operational revenue. The City also manages concessions and contracts with private vendors to provide services like mobile beer gardens at key events. These initiatives have high feasibility and low risk, making them easy to sustain and scale.

GRANT FUNDING
Beaumont has demonstrated success in securing competitive grant funding for capital and environmental projects. Notable achievements include the Land & Water Conservation Fund grant for Stewart Park Phase 2, the CUF-A grant for the 2022-2023 Tree Planting project, and Community Development Block Grant (CDBG) funding for improvements at Rangel Park.

Additionally, Proposition 68 funding supported the development of 3 Rings Park. These grants enhance the City's ability to invest in community amenities without drawing from general funds.

COMMUNITY FACILITIES DISTRICTS (CFDS)
Property tax revenue collected through Community Facilities Districts provides a critical base of operational funding. CFDs are used to support park maintenance and operations in newly developed areas, ensuring that service levels remain high as the City grows. This predictable revenue stream has been fundamental in maintaining Beaumont's park system.

EASEMENT AGREEMENTS
Beaumont has entered into lease agreements that allow utility companies to operate on public property for a fee. For example, the City receives revenue through an easement agreement with Verizon for a cell tower at the Community Recreation Center (CRC). These agreements offer passive revenue with little risk or ongoing maintenance requirements. 4,6.3 OPPORTUNITIES FOR EXPANSIOI`
While Beaumont has successfully implemented a broad and diverse array of funding strategies, there are several underutilized or untapped sources worth exploring further. Crowdfunding, while a relatively new and less proven method, could be effective for small, community -driven capital projects. Although feasibility is low and risk is moderate, this strategy can build grassroots support and visibility for specific park improvements or programs. Similarly, Beaumont could explore building relationships with foundations, friends' groups, and private donors. While these options currently have low to medium feasibility, with focused staff support, they could become valuable supplemental funding sources for specific projects or initiatives.

Naming rights and leasebacks also offer significant potential, particularly for future capital projects. These strategies have medium to high feasibility depending on project scale and public interest, and while they involve some level of risk, the long-term financial return and branding opportunities are notable. For example, selling naming rights for a new facility or renovated park could provide a substantial one-time infusion of funds.

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Additional grants such as those offered through the Recreational Trail Program, Partnership Enhancement Monetary Grant, and NRPA's grant programs present further opportunities for operational and capital funding. These grants often have medium feasibility and risk, but they align well with Beaumont's current environmental and programming goals and could be pursued with targeted grant -writing support.

In the area of tax support, the City may consider examining the feasibility of implementing a transient occupancy tax (TOT) or expanding the use of special improvement districts for targeted park improvements in growth areas. These strategies offer relatively low risk and have proven successful in other California communities with high development activity.

Lastly, greenway utilities —which involve leasing underground development rights within trail corridors —could be explored as part of any future greenway or trail expansion. While feasibility is selective and implementation requires legal and logistical considerations, it offers a creative approach to generating revenue from infrastructure assets.

4.6.4 CONCILUSI,
The City of Beaumont's Community Services Department has demonstrated strong fiscal leadership by implementing a robust set of revenue and funding strategies to support its parks and recreation system. Through a mix of corporate partnerships, user fees, development impact fees, grants, and tax support, the Department has laid a solid foundation for sustainable operations and capital growth. Looking ahead, there is an opportunity to diversify further by incorporating emerging strategies such as naming rights, targeted fundraising, and grant expansion. By proactively aligning its funding approach with community priorities, growth trends, and innovative partnerships, Beaumont can continue delivering exceptional recreational services while ensuring financial sustainability for the future.

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CHAPTER FIVE VISIONING AND KEY

RECOMMENDATIONS
As a part of developing the Parks & Community Services Master Plan, the Department staff was engaged in an iterative visioning process to review the Values, Vision and Mission and develop key themes, priorities and implementation. This resulted in affirming the core values and updating the Mission and Vision statements along with developing key themes that will guide the prioritization and implementation of this plan.

5.1 MISSION
The updated mission statement for the Department is
To Elevate Community

5.2 VISION STATEMENT
The updated vision statement for the Department is
Recreation
with HEART.

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5.3 VALUES
The Department staff affirmed their continued emphasis on embodying the values of Teamwork, Innovation, Inclusion and Service Excellence in their day-to-day operations and how they plan for the future.
\fl/�

INNOVATION

SERVICE

EXCELLENCE
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5.4 BIG MOVES

FEASIBILITY STUDY FOR NEW COMMUNITY CENTER
• Conduct a comprehensive assessment to identify community needs and the desired amenities, programs, and services for the new center.
• Evaluate potential locations based on accessibility, surrounding demographics, and land availability.
• Develop cost estimates and explore funding strategies to support construction and long- term operations.
• Incorporate sustainable design considerations to create an energy -efficient and environmentally responsible facility.

DEVELOP PLAN FOR ACQUIRING NEW PARK LAND
• Review park access gap analysis to determine priority areas for new park space. • Identify and pursue partnerships with public agencies and private landowners for strategic land acquisitions.
• Prioritize properties that support community wellness, improve park access, and preserve valuable open space.
• Establish a clear funding strategy using grants, developer fees, and public financing options.

DEVELOP 5 MILES OF SCE EASEMENT TRAILS
• Coordinate with Southern California Edison to secure approvals and agreements for trail development.
• Design trails that support walking, biking, and other non -motorized uses while enhancing community connectivity.
• Incorporate user-friendly amenities such as lighting, seating, wayfinding signage, and landscaping.
• Ensure the trails provide safe and enjoyable recreational opportunities for residents of all ages.

SUSTAINABILITY AND MODERNIZATION OF PARKS AND FACILITIES • Upgrade parks and facilities with new amenities, energy -efficient lighting, modern irrigation systems, and renewable energy sources.
• Use durable, low -maintenance materials to extend the lifespan of park amenities and reduce upkeep costs.
• Improve accessibility throughout all facilities to ensure compliance with ADA standards and promote inclusivity.
• Incorporate native landscaping and water -conserving design practices to support environmental sustainability.

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ENHANCED PROGRAM INCLUSIVITY AND COMMUNITY ENGAGEMENT
• Design culturally relevant programs that celebrate Eastvale's diversity and meet the needs of all residents.
• Expand outreach efforts through multilingual communication channels and targeted community engagement.
• Facilitate advisory committees and host public forums to ensure resident voices shape future programs and services.
• Provide accessible and inclusive programs and events that welcome participants of all ages, backgrounds, and abilities.

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CHAPTER SIX CONCLUSION
The Beaumont Parks & Community Services Master Plan is a bold, community -rooted roadmap for the future of parks, recreation, and community services in one of California's fastest -growing cities. Built on a foundation of inclusive engagement, data -informed planning, and forward - thinking strategy, this Plan reflects the collective aspirations of residents, staff, and stakeholders who care deeply about Beaumont's quality of life.

Central to this planning process was a collaborative visioning effort —an opportunity for City staff to realign around shared values, reaffirm their purpose, and chart a new course for the future.

The result was a revitalized mission: To Elevate Community, and a vision that puts people at the center: Parks with Purpose. Recreation with Heart. Community at the Core. These statements are more than words —they represent a promise to build a system that is welcoming, inclusive, and responsive to the needs of every resident.

The visioning process also led to the creation of the Plan's five Big Moves, which collectively address the most pressing needs and greatest opportunities for growth:
• Expand and improve recreation facilities
• Increase staffing and workforce development
• Enhance community engagement and events
• Improve infrastructure and maintenance
• Secure sustainable funding and investment
These priorities are not hypothetical —they are grounded in the voices of more than 600 residents who participated in interviews, forums, and surveys throughout the planning process.

Across all methods of engagement, the message was clear: Beaumont is ready for its next chapter. Residents want more access to high -quality parks and facilities, more diverse programs for all ages, and a system that reflects their values of equity, connection, and inclusion.

As the City prepares for continued growth, this Plan provides a clear and actionable path forward —one that balances bold aspirations with practical solutions. With sustained leadership, community partnership, and intentional investment, Beaumont's parks and community services can continue to elevate the everyday lives of its people —today, tomorrow, and for generations to come.

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CHAPTER SEVEN APPENDICES

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APPENDIX A - STATISTICALLY VALID SURVEY CHARTS & GRAPHS Qi. Including yourself, how many people in your
household are...
by percentage of persons in household
Ages 10-14
9%
Ages 15-19
8%
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Ages 5-9
7%
Ages 20-24
6%
Under age 5
9%
Ages 85+
1% Ages 75-84
Ages 25-34
9%
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4%
Ages 35-44
15%

Ages 65-74
9%
Ages 55-64
9%
Ages 45-54
13%
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Q2. Have you/your household visited any City of Beaumont's parks/facilities during the past year?
by percentage of respondents
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No
19%

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Q2a. How often have you visited the City's parks/facilities during the past year? by percentage of respondents who responded "yes" to Q2 (excluding "don't know") Once a week
16%

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2-4 times a week
25%
1-3 times a month
27%
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5+ times a week
9%
Less than once a month
24%

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Q2b. Overall, how would you rate the physical condition of all the City's facilities you have visited?
by percentage of respondents who responded "yes" to Q2 (excluding "not provided") Excellent
9%
Good
51%

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Fair
34%
Poor
6%

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Q3. Please check all of the reasons why you or/your household do not visit facilities more often.
by percentage of respondents who responded "no" to Q2 (multiple selections could be made) Lack of amenities we want to use
Lack of shade
Lack of restrooms
Parks/facilities are not well maintained
Not aware of parks' or facilities' locations
Do not feel safe using parks/facilities
Park safety
Use parks/facilities in other cities/county
Lack of parking to access parks/facilities
Lack of handicap (ADA) accessibility
Too far from our home
Lack of directional signage
Lack of transportation
Language/cultural barriers

LANDS CA Y L
11%
9%
9%
6%
15%
15%
36%
41%
40%
0% 5% 10% 15% 20% 25% 30% 35% 40%
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Q4. Please check the ways you learn about the City's parks, recreation facilities, programs, and events.
by percentage of respondents (multiple selections could be made) Social media
Word of mouth
City Magazine & Recreation Guide
City website
Promotions at special events
Banners
Flyers
Emails
Materials at parks or recreation facilities
Newspaper
Phone app
eNewsletter
Conversations with City staff
City Council meetings

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12%
11%
10%
10%
9%
sy
3%
19%
23%
31%
38%
54%
52%
0% 10% 20% 30% 40% 50%
124

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITYOFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q5. Which three methods of communication would you most prefer the City use to communicate with you about parks, facilities, programs, and events? by percentage of respondents who selected the items as one of their top three choices Social media
City Magazine & Recreation Guide
City website
Emails
Banners
eNewsletter
Promotions at special events
Phone app
Flyers
Materials at parks or recreation facilities
Newspaper
Word of mouth
Conversations with City staff
City Council meetings

LANDSCAFL
A If C. 11 1 9' Fl S
PT.N-:F.R S, FCC-.
0% 10% 20% 30% 40% 50%
•Top choice 2nd choice
125

60%
3rd choice

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITYOFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q6. Please check all the organizations that you/your household have used for recreation/sports activities in the past year.
by percentage of respondents (multiple selections could be made) City of Beaumont
Neighboring cities
Public schools
Private & non-profit youth sports
Places of worship
Riverside County
Private workout facilities
Private clubs
Private studios
Private schools/charter schools
Private summer camps

LANDS C A Y L
10%
0%
6%
15%
14%
20%
19%
19%
23%
26%
32%
40%
5%
10%
15%
126
20%

25%
30%
35%
40%
ll AND

BEAC RJECREATION

UMONT CITY OF BEAUMONT

PARKS & COMMUNITY SERVICES MASTER PLAN
Q7. Has your household participated in any programs/events in the past year? by percentage of respondents
Yes
43%
L?.N ll: UAPL
II C. I I I i D: C ,. h•
PL.N"CF.R S, ICY.
127

PARKS AND

RECREATION

BEAUMONT CITY OFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q7a. How many programs/events have you/your household participated in? by percentage of respondents who responded "yes" to Q7 (excluding "not provided") One
21%
2-3
58%
128

7+
5%
4-6
17%

PARKS AND

RECREATION

BEAUMONT CITY OFBE ONT

PARKS & COMMUNITY SERVICES MASTER PLAN
Q7b. How would you rate the overall quality of these programs/events? by percentage of respondents who responded "yes" to Q7 (excluding "not provided") Excellent
20%
129

Fair
24%

PARKS AND

RECREATION

BEAUMONT CITY OFBE ONT

PARKS & COMMUNITY SERVICES MASTER PLAN
Q8. Please check all the reasons why you/your household do not participate in programs more often.
by percentage of respondents who responded "no" to Q7 (multiple selections could be made) I don't know what is offered
Program times are not convenient
Program not offered
Too busy/not interested
Lack of quality programs
Fees are too high
Use programs of other agencies
Classes are full
Old & outdated facilities
Online registration is not user friendly
Poor customer service by staff
Registration is difficult
Lack of quality instructors
Do not feel safe participating
Lack of right program equipment
Too far from our home
Language/cultural barriers
Lack of transportation

LANDSCAPL
A II C. II I ' I ' L. C[ .,. R
PI, ANN -ER S, IYC.
10%
20%
30%
40%
50%
0%
130

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITYOFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q9. Please indicate your level of agreement with these potential benefits of the City's parks, facilities, programs, and events.
by percentage of respondents (excluding "don't know")
L?.N USL'.?.YL
A If C. (I T h•
PLAN"UF.R S, INY.

Makes Beaumont a more desirable place to live
Preserves open space & protects the environment
Provides positive social interactions for me (my household/family) Improves my (my household's) mental health & reduces stress Is age -friendly & accessible to all age groups
Helps to reduce crime in my neighborhood & keep kids out of trouble Provides volunteer opportunities for the community
Increases my (my household's) property value
Improves my (my household's) physical health & fitness
Positively impacts economic/business development
Provides jobs/professional development for youth
41%
37%
25%
25%
21%
38%
36%
42%
39%
41%
27%
18%
34%
43%
26%
25%
19%
15%
34%
34%
39%
35%
15% s%
20%
25%
27%
25%
25%
6%
5%
6%
9%
9%
32%
33%
28%
5%
4%
8%
35%
36%
5%
8%
0% 20% 40% 60% 80% 100%
•Strongly Agree Agree Neutral Disagree •Strongly Disagree 131

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITYOFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q10. Need for facilities/amenities.
by percentage of respondents who indicated need
Shade & trees
Large community parks
Shaded picnic areas & shelters
Walking paths in parks
Small neighborhood parks
Restrooms
Lighting
Multi -use hiking, biking, walking trails
Splash pads or spray parks
Playgrounds with accessible amenities
Open space conservation areas
Community center
Outdoor swimming pool
Outdoor exercise/fitness area
Lighted diamond sports fields
Outdoor basketball courts
Lighted rectangular sports fields
Indoor basketball/pickleball/volleyball courts
Performing arts theater
Off -leash dog park
Environmental/nature education center
Mountain bike trails
Indoor sports fields
Skateboarding parks
Outdoor tennis courts
WiFi in the community centers
Outdoor pickleball courts
Padel courts
Cricket fields
Other safety & security measures

LANDSCAPL
A II C. II I ' I ' L. C[ .,. R
PI, ANN -ER S, FCC'.
27%
15%
3%
67%
67%
67%
64%
63%
61%
58%
56%
559
55%
54%
54%
53%
49%
49%
47%
46%
42%
40%
83%
82%
81%
81%
80%
77%
75%
72%
0%
20%
132

40%
60%
80%

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITYOFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q10. Please indicate how well your needs are met for these facilites/amenities. by percentage of respondents (excluding "no need")
Lighted diamond sports fields
Small neighborhood parks
Lighted rectangular sports fields
Large community parks
Outdoor basketball courts
Off -leash dog park
Community center
Playgrounds with accessible amenities
Walking paths in parks
Lighting
Shade & trees
WiFi in the community centers
Open space conservation areas
Indoor basketball/pickleball/volleyball courts
Cricket fields
Restrooms
Multi -use hiking, biking, walking trails
Shaded picnic areas & shelters
Environmental/nature education center
Mountain bike trails
Outdoor exercise/fitness area
Skateboarding parks
Outdoor pickleball courts
Outdoor tennis courts
Indoor sports fields
Padel courts
Performing arts theater
Outdoor swimming pool
Splash pads or spray parks
Other safety & security measures
L?.N E: U APL
II C. II I D: C[ ,. h•
PL.N"CF.R S, ICY.
21%
17%
37% 24%
33% 39%
17%
11%
14%
36% 32%
19%
13%
36% 36%
15%
13%
36% 31%
20% �I
16%
29% 34%
21% I
11% 30%
37%
23% 1
12% 28%
39%
22%
8% 28%
37%
28%
8% 27%
44%
22% 7
10% 24%
40%
26%
12% 21%
30%
37% 1
8% 24%
39%
29%
8% 23%
35%
34%
'° 28%
20%
50%
7% 21%
38%
34%
7% 19%
35%
39%
7% 18%
45%
30%
6% 18%
31%
46%
6% 16%
30%
48%
4% 17%
40%
39%
6% 14%
30%
50%
6% 14%
36%
44%
5% 11%
35%
49%
3% 12% 20%
65%°
5% 8% 23%
64%
5% 7% 17%
71%
5% 4% 11%
80%
3°•4% 11%
83%
100%
0% 20% 40% 60%
• Fully Met Mostly Met
133

80% 100%
Partly Met 3Not Met

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITYOFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q11. Which four facilities/amenities are most important to your household? by percentage of respondents who selected the items as one of their top four choices Multi -use hiking, biking, walking trails
Outdoor swimming pool
Community center
Splash pads or spray parks
Large community parks
Restrooms
Shade & trees
Performing arts theater
Shaded picnic areas & shelters
Indoor basketball/pickleball/volleyball courts
Walking paths in parks
Open space conservation areas
Environmental/nature education center
Lighted diamond sports fields
Playgrounds with accessible amenities
Lighted rectangular sports fields
Mountain bike trails
Small neighborhood parks
Outdoor pickleball courts
Indoor sports fields
Off -leash dog park
Lighting
Outdoor exercise/fitness area
Skateboarding parks
Outdoor tennis courts
Outdoor basketball courts
WiFi in the community centers
Padel courts
Cricket fields
L?.N U: U APL
If C. I I ] D: C 9' S1
PL.N"CF.R S, ICY.
=I=
M
-
■
■
•
I
7%
6%
6%
6%
5%
4%
3%
9%
8%
8%
8%
8%
14%
21%
20%
19%
24%
24%
30%
0% 10%
134

MTop choice
20%
2nd choice
3rd choice
30%
4th choice

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITYOFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q12. Need for programs/activities.
by percentage of respondents who indicated need
I

LANDS CAP L
I, EC, U TLC' I'$
rr \NVE1 S, .

Community & cultural special events
Adult fitness & wellness programs
Exercise classes
Outdoor environmental education/nature camps & programs Swim lessons
Community gardening
Water fitness programs/lap swimming
Cultural enrichment programs
Trips & tours
Adult visual/performing arts/crafts programs
Child enrichment programs
50+ activities
Programs for at -risk youth/crime prevention
Counseling & mental health programs
After school programs for youth of all ages
STEM classes
Adult sports leagues
Youth sports programs & camps
Youth seasonal programs & camps
Youth fitness & wellness classes
Teen/tween programs
Leadership/mentoring/character building
Recreation/competitive swim team
Early childhood education/preschool programs
Youth visual/performing arts/crafts programs
Programs for people with special needs
Cheer/gymnastics/tumbling programs
Robotics
Pickleball lessons & leagues
Tennis lessons & leagues
Golf lessons
eGaming/eSports
29%
54%
53%
52%
52%
51%
51%
50%
48%
48%
47%
46%
46%
46%
46%
46%
44%
42%
42%
41%
41%
40%
40%
39%
38%
38%
37%
36%
36%
65%
61%
59%
0%
135
20%

40%
60%
ll aL AND

RJECREATION

BEAUMONT CITY OF BEAUMONT

PARKS & COMMUNITY SERVICES MASTER PLAN
Q12. Please indicate how well your needs are being met for these programs/activities.
by percentage of respondents (excluding "no need")
L?.N E: U APL
II C. II I D: C[ ,. h•
PL.N"CF.R S, ICY.

Community & cultural special events
Youth sports programs & camps
50+ activities
Cheer/gymnastics/tumbling programs
After school programs for youth of all ages
Youth seasonal programs & camps
Child enrichment programs
Adult fitness & wellness programs
Early childhood education/preschool programs
Adult visual/performing arts/crafts programs
Exercise classes
Youth fitness & wellness classes
Youth visual/performing arts/crafts programs
Adult sports leagues
Programs for people with special needs
Leadership/mentoring/character building
Outdoor environmental education/nature camps & programs Pickleball lessons & leagues
Teen/tween programs
eGaming/eSports
Swim lessons
STEM classes
Trips & tours
Tennis lessons & leagues
Cultural enrichment programs
Golf lessons
Programs for at -risk youth/crime prevention
Water fitness programs/lap swimming
Recreation/competitive swim team
Robotics
Counseling & mental health programs
Community gardening
sr 19%
41%
36%
45%
43%
47%
• 17% 32%
•% 17% 35%
18% 34%
a% 16% 36%
46%,
a% 14% 31%
51%
14% 43%
41%
12% 36%
-
48%
sx 10% 38%
48%
11% 32%
56%
9% 33%
55%
a% 8% 22%
67%
4� 7% 21%
69%
9% 35%
56%
a% 6% 32%
a% 5% 21%

a•o 5% 23%
7% 27%
6% 22%
3% 5% 23%
z% 5% 15%
4% 21%
4% 18%
4% 23%
4% 34%
5% 16%
4% 24%
z%4% 14%
4% 16%
7 c % 13%
4% 24%
% 19%
77%
0% 20% 40% 60% 80%
• Fully Met Mostly Met Partly Met
136

100%
Not Met

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITY OFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q13. Which four programs/activities are most important to your household? I

LANDSCAYL
A If C. II 1 T D: C. ,. 51
PLAN\FRS, ICY.
by percentage of respondents who selected the items as one of their top four choices Adult fitness & wellness programs
50+ activities
Community & cultural special events
Swim lessons
Community gardening
After school programs for youth of all ages
Child enrichment programs
Exercise classes
Water fitness programs/lap swimming
Adult sports leagues
Trips & tours
Adult visual/performing arts/crafts programs
Youth sports programs & camps
Outdoor environmental education/nature camps & programs Pickleball lessons & leagues
STEM classes
Early childhood education/preschool programs
Golf lessons
Programs for at -risk youth/crime prevention
Teen/tween programs
Counseling & mental health programs
Cheer/gymnastics/tumbling programs
Cultural enrichment programs
Programs for people with special needs
Youth seasonal programs & camps
eGaming/eSports
Leadership/mentoring/character building
Recreation/competitive swim team
Robotics
Tennis lessons & leagues
Youth visual/performing arts/crafts programs
Youth fitness & wellness classes
9%
5%
5%
5%
4%
4%
3%
3%
3%
3%
3%
19'0
22%
22%
0%
137
5%

10%
•Top choice
15%
2nd choice
20%
3rd choice 4th choice
ll aL� AND

BEAC RECREATION

UMONT CITY OF BEAUMONT

PARKS & COMMUNITY SERVICES MASTER PLAN
Q14. What is the maximum amount of additional tax revenue you would be willing to pay to improve the City's parks and recreation system? by percentage of respondents (excluding "not provided") $5-$6 per month
19%
L?.N ll: UAPL
II C. I I I i D: C[ ,. h•
PL.N"CF.R S, ICY.
$3-$4 per month
20%
$7-$8 per month
9%
138
$9+ per month
14%

Nothing
38%

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITY OFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q15. If you had $100, how would you allocate the funds among the parks and recreation categories?
by percentage of respondents
Improvements/maintenance of existing
parks, pools, recreation facilities
$32.08
Improve
existing
indoor $10.78
recreation
facilities
L?.N U: L'. PU
A If C. I I] i D: C ,. C
PL.N"PF.R S, IAY.

Other
$7.60
$15.40
Acquisition of new
park land & open
space
$10.89
Build a new
community center
139

$9.78
Construction of new
sports fields
Expand
—$13.48 program
offerings

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITY OFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q16. How important do you feel it is for the City to provide high quality parks, facilities, and programs?
by percentage of respondents (excluding "not sure")
Very important_
79%
L?.N ll: UAPL
II C. I I I i D: C ,. h•
PL.N"CF.R S, ICY.
140

Not important
2%
Somewhat important
20%

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITY OFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q17. Given the recent COVID-19/Coronovirus pandemic, how has your/your household's perception of the value of parks, trails, open spaces, and recreation changed?
Value has
somewhat26%
increased

LANDS UAFL
.q II L II I "P N C; I'.S
rr ANVENS, rar.
by percentage of respondents (excluding "not provided") Value has significantly increased
28%
141

No change
40%
Value has
significantly
2% decreased
Value has
4%somewhat
decreased

PARKS AND

RECREATION

BEAUMONT CITYOFBE ONT

PARKS & COMMUNITY SERVICES MASTER PLAN
Q18. How would you want the City to fund future parks, recreation, trails, and open space needs?
by percentage of respondents (excluding "not sure")
Increase funding
44%
L?.N ll: UAPL
II C. I I I i D: C ,. h•
PL.N"CF.R S, ICY.

Maintain existing fund
53%
142

Reduce funding
3%

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITY OFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q19. Your gender identity:
by percentage of respondents
Female

50.0%
L?.N ll: UAPL
II C. I I I i D: C ,. h•
PL.N"CF.R S, ICY.

Non-b.nary

0. %
Self -describe

0.2%
143

Male

49.3%

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITYOFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q20. How many years have you lived in Beaumont?
by percentage of respondents (excluding "not provided") 21-30
9%
6-10
20%
16-20
17%
144

11-15
15%

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITY OFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q21. Are you/your household of Hispanic, Spanish, or Latino/a/x/ancestry? by percentage of respondents (excluding "not provided") Yes
47%
L?.N ll: UAPL
II C. I I I i D: C ,. h•
PL.N"CF.R S, ICY.

No
53%
145

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITY OFBE

PARKS & COMMUNITY SERVICES MASTER PLAN
Q22. Which of the following best describes your race/ethnicity? by percentage of respondents
White or Caucasian
Black or African American
Asian or Asian Indian
American Indian or Alaska Native

9.9%

1.7%
Native Hawaiian or other Pacific Islander 0.5%
Other
L?.N ll: i:?.YL
A II C. I I I i D: C ,. 51
PL.N"CF.R S, ICY.

7.7%

10.6%

33.2%

0.0% 25.0%
146

ll aL� AND

BEAC RECREATION

UMONT CITY OF BEAUMONT

PARKS & COMMUNITY SERVICES MASTER PLAN
Q23. What is the primary language spoken in your home?
by percentage of respondents (excluding "not provided") English
93%
L?.N ll: UAPL
II C. I I I i D: C[ ,. h•
PL.N"CF.R S, ICY.
147

PARKS AND

RECREATIAUMONTN
O

BEAUMONT CITY OFBE

APPENDIX B - ONLINE COMMUNITY SURVEY

CHARTS & GRAPHS
Including yourself, how many people in your
household are...
16%
14%
11%
12%
9%
10%
8%
7%
/
5/0
,'D
, T , i
Under Ages 5- Ages Ages
age 5: 9: 10-14: 15-19:

Ages
20-24:
r i
Ages
25-34:
r r
Ages Ages
35-44: 45-54:

Ages
55-64:
, ,
Ages Ages
65-74: 75-84:

Ages
85+:

Have you or any member of your household
visited any City of Beaumont parks and/or
recreation facilities during the past 12
months?
96%
4%
Yes No
J

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PARKS AND

RECREATION

BEAUMONT CITY OAF BEIAUMONT

NEXT PRACTICE PARTNERS

How often have you visited City of Beaumont
parks and/or recreation facilities during the
past 12 months?
34%
92%
18%
12%
12%
O
More than 5 2-4 times a Once a week 1-3 times a Less than once a Don't know times a week week month month
Overall, how would you rate the physical
condition of ALL the City of Beaumont parks
and recreation facilities you have visited?
48%
9%
Excellent Good
37%
6%
Fair Poor
J

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PARKS AND

RECREATION
BEAUM0NT CITY OF BEAUMONT

NEXT PRACTICE PARTNERS

Please CHECK ALL of the following reasons
that prevent you or members of your
households from visiting City of Beaumont
parks and recreation facilities more often.
1 Lack of shade
Lack of amenities we want to use
Lack of restrooms
Parks/facilities are not well maintained
Park safety
Do not feel safe using parks/facilities
Not aware of parks' or facilities' locations
Lack of parking to access parks/facilities
Use parks/facilities in other cities/county
Too far from our home
Lack of handicap (ADA) accessibility
Lack of directional signage
Lack of transportation
Language/cultural barriers 0%
23%
54%
50%
7%

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NEXT PRACTICE PARTNERS

PARKS AND

RECREATION

BEAUMONT CITY OAF BEIAUMONT

From the following list, please CHECK ALL
the ways you learn about City of Beaumont
parks, recreation facilities, programs, and
events.

Social Media
Word of mouth
City Magazine and Recreation Guide
City website
Promotions at special events
Materials at parks or recreation facilities
Phone app
Banners
Flyers
Newspaper
Emails
E -newsletter
Conversations with city staff
City Council meetings
32%
30%
40%
66P/
J

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PLANNERS, INC.

NEXT PRACTICE PARTNERS

PARKS AND

RECRETO

BEAUMONT CITY OAF BEIAUMONTN

From the list, which THREE methods of
communication would you MOST PREFER
the City use to communicate with you about
parks, recreation facilities, programs, and
events?
Social Media
City Magazine and Recreation Guide 38%
City website 37%
Emails 26%
Banners 18%
Promotions at special events 17%
Phone app 16%
Flyers 16%
72%
E -newsletter MO 12%
Materials at parks or recreation facilities I= 11%
Word of mouth ME 10%
Newspaper 13 %
Conversations with city staff 12 %
City Council meetings 1%
■ 1st ■ 2nd ■ 3rd

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NEXT PRACTICE PARTNERS

PARKS AND

RECREATION

BEAUMONT CITY OF BEAUMONT

From the following list, please CHECK ALL of
the organizations that you or members of your
household have used for recreation and
sports activities during the last 12 months.

City of Beaumont
Public schools
Neighboring cities
40%
34I%
Private and non-profit youth sports 320
Riverside County
Places of worship (e.g., synagogues, churches)
Private workout facilities
Private schools/charter schools
Private clubs (tennis, health, swim, fitness)
Private summer camps
Private studios (yoga, fitness classes, etc.)
22°
22°
63%

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NEXT PRACTICE PARTNERS

PARKS AND

RECREATION

BEAUMONT CITY OF BEAUMONT

Has your household participated in any
programs or events offered by the City of
Beaumont Parks and Recreation Department
during the past 12 months?
61%
Yes
39%
No
How many programs or events offered by the
City of Beaumont Parks and Recreation
Department have you or members of your
household participated in during the past 12
months?
39% 39%
One 2-3
15%
7%
4-6 7 or more

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PARKS AND

RECREATION

BEAUMONT CITY OAF BEIAUMONT

How would you rate the overall quality of the
City of Beaumont Parks and Recreation
Department programs or events in which your
household has participated?
59%
11 Excellent
24%
Good Fair
3%
Poor

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NEXT PRACTICE PARTNERS

PARKS AND

RECREATION

BEAUMONT CITY OFBEAUMONT

Please CHECK ALL of the following reasons
that prevent you or members of your
household from participating in City of
Beaumont Parks and Recreation Department
programs more often.

I don't know what is offered
Program times are not convenient
Program not offered
Fees are too high
Lack of quality programs
Too busy/not interested
Classes are full
Old and outdated facilities
Online registration is not user friendly
Registration is difficult
Lack of right program equipment
Lack of quality instructors 5
Poor customer service by staff = 4%
Use programs of other agencies 4%
Too far from our home 3%
Do not feel safe participating • 3%
Language/cultural barriers 1%
Lack of transportation 0%
7%
6 25
22%
18%
16%
13%
12%
12%
0 31%
52%

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BEAUMONT CITY OAF BEIAUMONT

Please indicate your level of agreement with
the following statements concerning some
potential benefits of the City of Beaumont's
parks, facilities, and recreation programs or
events by circling the corresponding number.

Provides positive social interactions for me (my
household/family)
Makes Beaumont a more desirable place to live
Preserves open space and protects the
environment
Improves my (my household's) mental health and
reduces stress
Improves my (my household's) physical health and
fitness
Helps to reduce crime in my neighborhood and
keep kids out of trouble
Increases my (my household's) property value
Is age -friendly and accessible to all age groups
Positively impacts economic/business
development
Provides volunteer opportunities for the
community
Provides jobs/professional development for youth
39%
50%
43%
1 27%
34%
8%
37%
23%
28%
18%
20%
J
I I
• Strongly Agree ■ Agree • Neutral • Disagree • Strongly Disagree 9%
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Which FOUR facilities/amenities from the list
are MOST IMPORTANT to your household?
Splash pads or spray parks
Outdoor swimming pool
Multi -use hiking, biking, walking trails (paved or..

Large community parks
Community center (multi -use space for events,..

Restrooms
Shade and trees
Shaded picnic areas and shelters
Indoor basketball/pickleball/volleyball courts..

Walking paths in parks
Playgrounds with accessible amenities
Lighting
Off -leash dog park
Small neighborhood parks
Environmental/nature education center
Performing arts theater
Lighted rectangular sports fields (football, rugby,...

Lighted diamond sports fields (baseball, softball)
Mountain bike trails
Open space conservation areas
Indoor sports fields
Outdoor pickleball courts
Outdoor tennis courts
Other safety and security measures
Outdoor exercise/fitness area
Skateboarding parks
Outdoor basketball courts
Padel courts
Cricket fields
WiFi in the community centers
30%
28%
27%
22%
21%
21%
21%
mims 19%
18%
16%
14%
10%
10%
10%
9%
9%
8%
E 7%
7%
7%
•••6%
Em 6%
6%
Imo 6%
nu 5%
N 5%
Imo 5%
II 1%
1%
1%
■ 1st ■ 2nd ■ 3rd ■ 4th
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Please indicate how well your needs are
being met for each of the programs/activities
listed below.
50+ Activities
Community and cultural special events -
Early childhood education / preschool programs
Cheer/gymnastics/tumbling programs
Child enrichment programs
Adult fitness and wellness programs
Youth sports programs and camps
Pickleball lessons and leagues
After school programs for youth of all ages
Adult sports leagues
Exercise classes _
Youth seasonal programs and camps
Cultural enrichment programs _
Programs for people with special needs
Community gardening
EGaming/ESports
Golf lessons
Adult visual/performing arts/crafts programs
Youth visual/performing arts/crafts programs
Outdoor environmental education/nature camps...

Programs for at -risk youth/crime prevention
Trips and tours
Tennis lessons and leagues
Leadership/mentoring/character building
Teen/tween programs
Counseling and mental health programs
Youth fitness and wellness classes
Swim lessons
Robotics
Recreation/competitive swim team
Water fitness programs/lap swimming
ii'
MO •
I
0 ° ------
------
-----
-----
0 SOY
3%
0 ---
----
----
0 0
0 f11W
0 ----
----
--
27% J
27% —
27% U
127%
27%
12227% i
27 127%.
27%
27%
127%
27%
7%
27 27%
2 IMF
0 0
• 8%
8',
8%
I.P 8%1
IMME 9%1
. °. 9%
MST
0 8%
1 2
2 29%
26%
29%
21 14°
14%
%
7 I
I
I
hEM
A
2 27%
7 27
27 2
27 2"
ry
STEM (science, technology, engineering, and...,ivE8'
3%
■ Fully Met ■ Mostly Met ■ Partly Met
Not Met
27%
N A N I) S l' A I' E.

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Which FOUR programs/activities from the list
are MOST IMPORTANT to your household?
Child enrichment programs — 22%
Swim lessons 22%
After school programs for youth of all ages 21%
Youth sports programs and camps 19%
Outdoor environmental education /nature... 18%
Exercise classes 18%
Water fitness programs/lap swimming 17%
STEM (science, technology, engineering, and... 17%
Adult fitness and wellness programs 17%
Early childhood education / preschool programs 1= 100 15% Community and cultural special events 14%
Youth seasonal programs and camps 13%
Community gardening 13%
Teen/tween programs 12%
Youth fitness and wellness classes 9%
Adult sports leagues 9%
Cheer/gymnastics/tumbling programs EMMIll 9%
Programs for people with special needs =MEI 9%
Youth visual/performing arts/crafts programs... 8%
Golf lessons MEM 8%
Trips and tours 7%
50+ Activities 7%
Programs for at -risk youth/crime prevention 6%
Adult visual/performing arts/crafts programs... 6%
Counseling and mental health programs MIME 5%
Pickleball lessons and leagues Mil 5%
Tennis lessons and leagues MN 4%
Leadership/mentoring/character building NOE 4%
Recreation/competitive swim team II= 4%
Robotics I. 2%
EGaming/ESports ■ 1%
Cultural enrichment programs ■
■ 1st ■ 2nd ■ 3rd r" 4th
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Please indicate how well your needs are
being met for each of the facilities/amenities
listed below.

Large community parks
Small neighborhood parks
Outdoor basketball courts
Playgrounds with accessible amenities
Lighted diamond sports fields (baseball, softball)
Off -leash dog park
Community center
WiFi in the community centers
Lighted rectangular sports fields
Other safety and security measures
Open space conservation areas
Indoor basketball/pickleball/volleyball courts
Cricket fields
Walking paths in parks
Shade and trees
Outdoor pickleball courts
Outdoor exercise/fitness area
Lighting
Restrooms
Mountain bike trails
Skateboarding parks
Multi -use hiking, biking, walking trails
Outdoor tennis courts
Environmental/nature education center
Shaded picnic areas and shelters
Padel courts
Indoor sports fields
Performing arts theater
Outdoor swimming pool
Splash pads or spray parks
-3--------
24%
0 ------
.u-■■�- -
a
mill!MIMI=
---
20%-
5%
6%
11%
•
•.
31 3
2'
25 --
25%
26%
23%
24%
29%
27 2
19%
19%
7%

1.16'
11%
1 y
8 32%
41 -
7%
35%
39%
7%
23 26'
9%
31%
43%
41%.
2%
-
-
■ Fully Met • Mostly Met • Partly Met • Not Met

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If you had $100, how would you allocate the
funds among the parks and recreation
categories?
$33.91
$15.09
$14.34
$13.30
$10.44
• Improvements/maintenance of
existing parks, pools, and
recreation facilities
• Build a new community center
• Acquisition of new park land
and open space
Expand program offerings
• Construction of new sports
fields (softball, soccer, baseball,
etc.)
• Improve existing indoor
recreation facilities
• Other

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BEAUMONT CITY OF BEAUMONT

How important do you feel it is for the City of
Beaumont to provide high quality parks,
recreation facilities and programs?
91%
5%
1%
3%
Very important
Somewhat important Not important
Not sure
Given the recent COVID-19/Coronavirus
pandemic, how has your and your
household's perception of the value of parks,
trails, open spaces, and recreation changed?
46%
28%
23%
1%
3%
Value has Value has No change Value has
significantly somewhat somewhat
increased increased decreased
Value has
significantly
decreased
J

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How would you want the City of Beaumont to
fund future parks, recreation, trails and open
space needs?
49%
35%
1%
Increase funding Maintain existing funding Reduce funding Not sure levels
Your gender identity:

69.9%

24.7%

0.0%

4.8%

0.7%
Male Female Non -binary
I
Prefer not to
disclose
Prefer to self -
describe
J

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How many years have you lived in Beaumont?
Which of the following best describes your
race/ethnicity?

69.7%

18.9%

6.8%
.5% 1.5% 1.5%
Asian or Asian Black or African American Indian White or Native Hawaiian Other (please Indian American or Alaska Native Caucasian or other Pacific specify) Islander

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What is the primary language spoken in
your home?
95%
English
4%
1%
Spanish Other (please specify)

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APPENDIX C - PROGRAM INVENTORY

CLASSES
Artistic Adventures
Ballet
Belly Dance
B.E.S.T
Burlesque Dance
Chair Yoga
Circletime
Cool Center
Craft Classes
CYSC Cheer
DeAnns PAASS Kids
Human Dharma
Karate
Lego Camp
Letters to Santa
Literact with the Library
Ping Pong
Pound Fitness
Resistance Band Training
Spanish
Storytime
Swim Lessons
Tech Time
Theatre Camp
Tot Time
Universal Dancing
Warm Center
Writers Critique
Xcelerators Running Club
Zumba

SENIOR SERVICES
Aerobics
BINGO
Craft Class
Dances
Dialy Reassurance Calls
Fit After 50
FSA Food Program
Health & Fitness Day
Health Fair
HICAP
Knit and Crochet
Legal Aide
Line Dancing
Outdoor Walking Group
Seminars
Senior Room
Speed Dating
Taxes
Thanksgiving Outreach
Walking
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SPECIAL
EVENTS
Bunny Visits
Concerts
Dia de los Muertos
Drone show
Fireworks
Light Parade
Lucha Libre
Market night
Memorial Day Ceremony
Monster Mash
Movies in the Park
Pop -ups
Public Safety Memorial Ceremony
Shamrock Jam
Teen Egg Hunt
Touch -a -Truck
Trunk or Treat
Veterans Parade & Ceremony
Volunteer Days
Lace Up Academy
Open Basketball
Open Pickleball
Open Volleyball
Volleyball Clinics
Volleyball League
T
I. S N U] C :S I. I

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APPENDIX D - SIMILAR PROVIDERS

SIMILAR SERVICE

PROVIDERS
Name of Agency
Location in the
City
Operator
(Public /
Private /
Not -for-
Profit
General
Description
Price
Comparison
with your
Services
(Same /
Lower /
Higher)
Distance in
minutes
from your
Prime
Facility
Beaumont Cherry
Valley Recreation &
Parks
390 Oak Valley
Parkway
Public
neighboring
recreation
district
same
3 minutes
City of Banning
Community Services
789 N San
Gorgonio Ave,
Banning, CA
92220
Public
neighboring city
recreation
department
Tower
10 minutes
City of Calimesa
908 Park Ave,
Calimesa, CA
92320
Public
neighboring city
recreation
department
same
15 minutes
City of Yucaipa
Community Services
34900 Oak
Glen Rd,
Yucaipa, CA
92399
Public
neighboring city
recreation
department
higher
25 minutes

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APPENDIX E - PARK & FACILITY EVALUTATIONS
The following pages provide a point -in -time summary for each park within the Beaumont park system, reflecting conditions as of summer 2023. Each summary includes key information on existing amenities and features available at each site. To visually support this information, an aerial site plan is included for each park, clearly identifying the location of all existing amenities.

It is important to note that this information does not reflect any changes made to the park sites since summer 2023. Additionally, all data has been compiled and stored in a comprehensive Geographic Information System (GIS) database, which has been provided to the City. This valuable resource supports ongoing planning, project management, and informed decision - making as the City continues to develop and enhance its parks and recreational facilities.

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Dog Waste Station
Drinking Fountain
Playground (2-5)
Trash Receptacle
Shade Sail
Monument Sign
Splash Pad
Ballfield Lighted
Table
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Three Ki ngs Commu nity Park
Claiborn e Ave. & Brookside En.
6 .5 Acres
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2 Dugout
1 Dog Waste Station
1 Drinking Fountain
1 Playground (2-5)
1 Restrooms
1 Monument Sign
1 Ballfield Lighted
9 Trash Receptacle
10 Table
2 Picnic Shelter

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• Sign(I)
Ballfield ( I)
Soccer/M ulti-use 1 I )
Tabl e (10)

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BEAUMONT
Beaumont Parks
Master Plan
Existi ng Park Amenities
Fallen Tlcrocs Park ( I of 2)
Oak View Dr. and Iris St .

11.70 Acres
Walkway Mileage —.42 mi .
• B ench (4)
• BikeRack (1)
0Building (?)
® Basketball Half (1)
Playground(2-5)( 1)
• Trash(3)
• Sign (2)
▪ Lighted Sports Field (6)
• Table (6)
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BEAUMONT
Beaumont Parks
Master Plan
Existi ng Park Amenities
Fallen Tlcrocs Park (2 of 2)
Oak View Dr. and Iris St .

11.70 Acres
Walkway Mileage —.42 mi .
• B ench (4)
• Bike Rack (1)
tl Building (?)
Playground(2-51 (1)
• Trash (3)
Lighted Sports Field (7)
Table (?)
(Feet
25 50 100 150 200

Basketball Full
Dog Waste Station
Drinking Fountain
Picnic Shelter
Playground (2-5)
Trash Receptacle
Table
Trash Enclosure
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BEAUMONT
Beaumont Parks
Master Pla n
Existing Park Amenities
Mi ckels on Park
35354 Michelson Dr.
7 Acres
Walkway Mileage .48 nu .
• Barbe cue (3)
• Bench (13)
❑ BikeReck (I 1
O Building (1)
• Basketball Full ( 1)
A DotWasteStati on (?)
Q DrinkiugFoumraur (21
U Gazebo(I)
Playgr ou nd( 2-5)(3)
+ Trash (7)
Table (1_ 1
Trashknclosure (1)

2 Bike Rack
1 Basketball Half Court
3 Dog Waste Station
1 Picnic Shelter
1 Playground (2-5)
1 Playground (5+)
1 Monument Sign
7 Trash Receptacle
10 Table
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BEAUMONT
Beaumont Parks
Master Pla n
Existing Park Amenities
Mo untain Vi ew P ark
Su ndanc e Circle
5 Acres
Walkway Mileage — .81 nri.
• Amphithe atre (2)
• Barbec ue (11)
• Bench 191
• Bike Rack (2)
• Basketball Full (1)
- DogWaet oStati on (3)
$ Gazebo (1)
) i Pl aygr ound) 2-5)(21
• Trash (7)
• Sign(1)
.rable (10)
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1 Court - Pickleball
17 Disc Golf
2 Dog Park
2 Dog Waste Station
3 Drinking Fountain
1 Restrooms
3 Shade Sail
1 Monument Sign
14 Table
20 Trash Receptacle
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Beaumont Parks
Master Plan
Existing Park Amenities
Nicklaus Park & Paw Park (1 of 3)
Palmer Ave.
15 Acres
Walkway Mileage — 1.33 mi .
• Barb ecue (5)
• Bcnch(13)
A Handball (1)
TcmiiciI
Doel'erk(l)
A D og U1'aste3S)aIion I2)
Q DrinkingFo untain (2)
Open layhrea (9)
® Trash (16)
A ShadeS ail (3)
Table (13)
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BEAUMONT
Beaumont Parks
Master Plan
Existing Park Ame nities
Nicklaus Park & P aw Park (2 of 3)
Palmer Ave .
15 Acres
Walkway Mileage — 1,33 mi.
• Hancccu e ( I )
• Hcnch (1q
Basketball Hull`(?)
Q Drinkingr ounta inll)
OpeaPicy Arce ( I U)
• Trash (4)
'fable (11
Trashl?nclnsure ( I )

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BEAUMONT
Beaumont Parks
Master Plan
Existing Park Amenities
Nicklaus Park & Paw Park (3 of 3)
Palmer Ave.
15 Acres
Walkway Mileage - 1 .33 mi.
• Barbe cue (2)
• Bench (4)
• EzerciseStatinn (5)
* PlayGr aeed(5+)(I)
�.t Playgr au nd(2-5) (1)
• T rash (})
• ShadeSail (2)
Table (2)
TrashEncln.s ure (I)

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BEAUMONT
Bea umont Parks
Master Plan
Existing Park Amenities
P almer Park
Palmer A ve . & Trevino Trail

3.5 Acres
Walkway Mileage ,26 mi,
• Barbecue (4)
• Bench (51
® Bleachers (1)
Basketball Halt I 1 )
- DogWasteStali on (1)
O Drinki ngFouutaln (I )
11 1 Dugout (21
Playta ound(2-5) (1)
• Trash (5)
Sign (1)
® Ballfield (11
Tabl e (4)
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of 1702

PARKS AND

RECREATION

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BEAUMONT
Bea umont Parks
Master Plan
Existing Park Amenities
R ang el P ark
4th B St.

1.5 Acres
Walkway Mileage ,14 mi,
• Bench (G)
Bkacheis (2)
) Building (1)
• Basketball Pull I I
DogWasteSt atio n ( I)
DrinkingFountain (31
Dug out (2)
Playgrouud)2-5)(1)
Trash (4)
Sign (3)
Balllink) (1)
Tabl e (2)

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• x'
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• I ,rhx ue12)
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- DogWaatcSt atnon ( I )
` Gazebo (2)
Playgro und(2-5) (I)

Dugout
Drinking Fountain
Playground (2-5)
Restrooms
Score Board
Monument
Ballfield Lighted
Ballfield
Storage

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BEAUMONT
Beaumont Parks
Master Plan
Existing Park Amenities
Beaumont Sports Park (1 of 2)
39200 Brook side A ve.

22.50 Acr es
Walkway Mileage -- .93 mi.
n Bleachers (5)
lJ Building (2)
• Baskcthall Full I I
® DrinkingF ouutai n ( I
Dugout (6)
Playground(2-5112)
f Sign (3)
• BallLeld (3)
Fool -boll (1 )
• Lighted Sports Field (I)
_ Storage (3)
Table (21
Tr ashFnclos ur c 2)

Sa3Nl8tldI3I13VJd IRON
Beaumont Parks
Master Plan
Existing Park Amenities
Beaumont Sports Park (2 of 2)
39200 Bro oksid e Ave.

22.50 Acr es
Walkway Mileage -- .93 mi.
n Bleacher s (4)
(� Building (2)
O 6rinki ngFount ain ( I)
• Sign(I)
S occer/Multi-use (2)
▪ Lighted Sparta Field (2)
Trash Enclosure (2)

Bench
Basketball Full Court
Picnic Shelter
Playground (5+)
Trash Receptacle
Exercise Station
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BEAUMONT
Beaumo nt Parks
Master Pla n
Existing Park Amenities
Star Carlton Park
Se neca Springs Blvd.
2 .25 Acres
Walkway Mileage — .28 mi.
• Bench )2)
• Basketball Full 11)
• ExerciseStati on (2)
0 Gazebo )1)
Playgr ou nd( 2-5 (1)
• Trash(?)
Gl Tablell)

SITE AMENITIES
2 Barbeque
12 Bench
1 Drinking Fountain
2 Dog Waste Station
1 Playground (2-5)
13 Trash Receptacle
2 Table
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Mo nte Verde Dr.
10 Acres
Walkway Mileage — .51 nsi .
• Barb ecue (2)
• Bench (12)
A DogWeste9auon (2)
O DiiiildngFounrain 11)
Playgr ou nd(? -5)(1)
• Trash(13)
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N
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0 30 60 120 180 240 P.

Drinking Fountain
Picnic Shelter
Playground (2-5)
Restrooms
Skatepark
Ballfield Lighted
Table

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8 Acres
Walkway Mileage — .44 uu.

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Ballfield Lighted
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Albert A. Chatigny Sr. Community Recreation Center (CRC) Evaluation This is a brief report for the assessment and documentation of building conditions. We did not do any destructive testing or uncovered walls and ceilings, nor investigate building structure, underground infrastructure, hazardous materials, or any plumbing, electrical, or HVAC Systems.

This report serves to identify existing building conditions at the facilities mentioned below in reference to the recent 05/14/2024 site visit and meeting with City Building Maintenance and the users. See plan drawings and spreadsheet analysis that provide additional information and preliminary rough order of magnitude cost.
• The Community Recreation Center (CRC) is a two story, exterior stucco walls & wood roof frame building. Overall, the building structural system and infrastructure seem to be good and well maintained.
• The vinyl and carpet flooring are original and show typical wear on them, but do not need to be replaced yet.
• The ceiling acoustic tiles show minor water damage in several spots, possibly condensation from the HVAC ducts, but overall, the tiles are in good condition. • The HVAC system on the second floor has control issues that result in a warmer hallway than the adjoining office spaces. The maintenance department is aware of this issue and is in the process of repair.
• The existing drinking fountains are ADA compliant, but we recommend upgrades to have at least one water bottle filling station on each floor. • The roof is clean and appears to drain properly. The roof was replaced approximately 2 years ago with a PVC membrane system. There are signs of minor roof blistering in various locations.
• The overflow parking lot on the north end of the site needs additional lighting for safety and visibility.
• The gymnasium ceiling needs acoustic treatments to reduce noise reflection and to better allow simultaneous programs in the gymnasium.
• The gymnasium has water leakage from the roof through the wall, which has damaged some of the wall mounted acoustic tiles. The caulking from the roof drain and expansion joints in the wall are failing, resulting in water infiltration to the interior. • According to the users, the building lacks midsize program spaces (50-100 occupants) and office space, as the building's programming and needs have changed since the building was built.
• The building lacks adequate storage space for the needs of the users, resulting in several bathrooms being converted into storage rooms since the building was built. We recommend that the City retains a licensed architect to design a renovation plan. • The second -floor restroom's floor drains have an odor which requires a trap primer. • Building casework is overall in good shape, however, some locations have peeling or missing plastic laminate finish.

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N
r,ROOFPLAN
1 f SCALE. I' = CE -0"
Na.

Descr*Eon
NOTE

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FOR ADDITIONAL INFORMATION, KEYNOTES,

AND LEGEND FOR CONDITION OF ELEMENT
BOA
Architecture
Severnmeer Services
1511 Con Ave, Long Beath, CA9OS13 Tel. 562-912-7977

BEAUMONT BUILDING ASSESSMENT PLAN

SENIOR CENTER BUILDING
Bate

ROOF PLAN
PmJecl number
3094
A1.0
Date

5.2}2724
Drawn by
LA
CheAed by
5 h Eger
Seate 1'=50d"
NOTE

SEE FACILITIES ASSESSMENT SPREADSHEET

FOR ADDITIONAL INFORMATION, KEYNOTES,

AND LEGEND FOR CONDITION OF ELEMENT
I 1ST FLOOR PLAN
SCALE I"=2O-C.•
BOA
Architecture
Government services
1511 Cola pve, Long Beach, CA66a13 Tel. 562-012-1660

BEAUMONT BUILDING ASSESSMENT PLAN

SENIOR CENTER BUILDING
No.

Deacdotion
Dote
1st FLOOR PLAN
Prot number 3034
SYe 5.232024'
Drawn by LN
Checked by LA
A2.0
Scale 1"=20'-0"

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No.

Deecnvtion
Date
NOTE.

SEE FACILITIES ASSESSMENT

SPREADSHEET FOR
ADDITIONAL INFORMATION.

KEYNOTES,

AND LEGEND FOR CONDITION

OF ELEMENT
2ND FLOOR EGRESS PLAN
i. ' SCALE 1"=
Architecture
Government Servzea
1511 Cola Ave. Long BeanT. CA90813 Tel, 562-912.7800

BEAIJMONT BUILDING ASSESSMENT PLAN

SENIOR CENTER BUILDING
2nd FLOOR PLAN
Project number
9094
Date
-2-2024
A3.0
Drava, by
Ablhor
Checked by
Checker
Scale 1"=20'-0"
Overview
Address: 1310 Oak Valley Parkway, Beaumont, CA 92223
Year Constructed: 2008
Facility Setting: Suburban
Building Size: 24,857 square feet
Ownership & Maintenance: City -owned and city -maintained Building Height: 2 stories
Building Composition & Condition Assessment
Structure & Materials

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Exterior Materials:

Roof Types:

Ceiling Types:

Wall Finishes:

Floor Finishes:

Block, concrete, brick, plaster, metal
Standing seam, asphalt shingle, PVC, built-up roofing
2x2 and 2x4 suspended ceiling, glue -up ACT, gypsum board, plaster Painted gypsum board, tile, wood siding (or similar),
CMU/brick/concrete, painted concrete, FRP, wallpaper
Resilient flooring, carpet, tile, concrete/stamped concrete

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Room Features
Restrooms:
• Men's and Women's with ADA-compliant stalls (rated FAIR) • Single -occupancy ADA stall (rated GOOD)
Other Features:
• Storage, service counter, HVAC, lighting, drinking fountain, shower, dressing area, and elevator present
• Various elements such as some casework, service windows, and acoustical features rated from GOOD to FAIR
Element Conditions
• Most components are rated B (Good) or C (Fair)
• Some items are Not Available (N/A) or Missing (IM) such as operable walls and fireplaces Cost Estimates
Base ROM (Rough Order of Magnitude)
Total: $980,000
• This covers basic assessments including walls, roof/ceiling/floor finishes, restroom compliance, and various systems (e.g., HVAC, lighting).

Optional Tenant Improvements (T.I.)
• Intended to reconfigure the building to support storage and midsize program spaces • Scope: 3,000 SF x $500/SF = $1,500,000
Breakdown:
• Pole Storage: $200,000
• Lighting Upgrades: $400,000
• Acoustical Improvements: $350,000
• Water Coolers w/ Bottle Fillers: $30,000
Total Optional Cost: $1,500,000
Key Takeaways
• The building is structurally in fair to good condition with major systems in serviceable state
• It is suitable for city programming but requires upgrades for enhanced functionality, especially for storage and adaptable space use
• The combined upgrade and improvement cost could total $2.48 million, including optional T.I. upgrades
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APPENDIX F - RECOMMENDED PARK

IMPROVEMENTS PLAN - ACTION PLAN
Beaumont Parks & Community Services Master Plan
Action Plan
May 22, 2025
4:58 PM
PHASE

FUNDING SOURCE

CATEGORY RATIONAL
New P Priority Investment Rating
Renovation M Maintenance Repair
Expansion W Water Savings
U Upgrade

STATUS STATUS
Planned
Completed
P1
P2
P3
PY
1-2 yrs (24-26)
3-5 Yrs (27-32)
6-10 yrs
Prior Years
$17,799,284 GF
$4,318,218 DIF-CPARK
$441,286 DIF-REC
$3,849,000 DIF-RPARK
$192,743 PROP 68
$3,821,549 CFD (STD)
$468,163 CFD-255
$1,750,000 CFD-510
$3,700,000 Grant
$14,270,062 UND
General Fund

DIF-CPARK

DIF-REC

DIF-RPARK
PROP 68

CFD (STD)
CFD-255
CFD-510
Grant
Undetermined
Funded
Future
Phase Project Description
Quantity
Site
Category Est / Cost Funding Rational Status Status
Comments
3 Rings Ranch Park
PY
Park Improvements
1 Is
3 Rings Ranch Park
Renovation
$ 192,743
PROP 68
M
Completed
P3
Restroom
1 Is
3 Rings Ranch Park
Expansion
$ 500,000
GF
U
Planned
Future
3 Rings Ranch Park
3 Rings Ranch Park
3 Rings Ranch Park
3 Rings Ranch Park
De Forge Park
PY
Playgrounds & Shade Covers
1 Is
De Forge Park
Renovation
$ 204,854

CFD (STD)
U
Completed
P3
Splash Pad
1 Is
De Forge Park
Expansion
$ 1,000,000
GF
U
Planned
Future
De Forge Park
De Forge Park
De Forge Park
Fallen Heroes Park
P2
Playground
1 Is
Fallen Heroes Park
Fallen Heroes Park
Fallen Heroes Park
Fallen Heroes Park
Fallen Heroes Park
Renovation
$ 300,000
UND
U
Planned
Future
Michelson Park
Mickelson Park
Mickelson Park
Mickelson Park
Mickelson Park
Mickelson Park
Mountain View Park
PS
Playgrounds & Shade Covers
1 Is
Mountain View Park
Renovation
$ 397,540

CFD (STD)
U
Completed
P3
Restroom
1 Is
Mountain View Park
Expansion
$ 500,000
GF
U
Planned
Future
Mountain View Park
Mountain View Park
Mountain View Park
Nicklaus Park & Paw Park
P1
Field lighting and Field Expansion
1 Is
Nicklaus Park & Paw Park
Renovation
$ 2,849,000

DIF-RPARK
U
Planned
Funded
P1
Park Improvements - Phase 1
1 Is
Nicklaus Park & Paw Park
Renovation
$ 3,638,334
UND
P
Planned
Future
P2
Park Improvements- Phase2
1 Is
Nicklaus Park&Paw Park
Renovation
$ 5,057,660
UND
P
Planned
Future
Nicklaus Park & Paw Park
Nicklaus Park & Paw Park
Palmer Park

P1
Dog Park
l is
Palmer Park
Renovation
$ 1,000,000
CFD-510
P
Planned
Funded
P1
Park Improvements
1 Is
Palmer Park
Renovation
$ 4,074,068
UND
P
Planned
Future
Palmer Park
Palmer Park
Palmer Park
Rangel Park
P2
Shade Sails
1 Is
Rangel Park
New
$ 200,000
UND
P
Planned
Future
Rangel Park
Rangel Park
Rangel Park
Rangel Park
Shadow Creek Park
PY
Playground Rehab
I Is
Shadow Creek Park
Renovation
$ 450,000
CFD-S10
U
Completed
P3
Restroom
1 Is
Shadow Creek Park
Expansion
$ 500,000
GF
U
Planned
Future
Shadow Creek Park
Shadow Creek Park
Shadow Creek Park
Sports Park
PS
Facility Improvements/Restroom
I Is
Sports Park
Renovation
$ 300,000
CFD-510
M
Planned
Funded
P1
Field Lighting and Field Expansion
I Is
Sports Park
Renovation
$ 300,000

DIF-REC
U
Planned
Funded
P1
Field Lighting and Field Expansion
1 Is
Sports Park
Renovation
$ 1,000,000

DIF-RPARK
U
Planned
Funded
P1
Field Lighting and Field Expansion
1 Is
Sports Park
Renovation
$ 5,019,884
GF
U
Planned
Funded
P1
Playground Replacement
1 Is
Sports Park
Renovation
$ 711,365

DIF-CPARK
U
Planned
Funded
P1
Playground Replacement
1 Is
Sports Park
Renovation
$ 141,286

DIF-REC
U
Planned
Funded
Sports Park
Star Carlton Park
PY
Playgrounds &Shade Covers
1 Is
Star Carlton Park
Renovation
$ 100,118
CFD-255
U
Completed
Star Carlton Park
Star Carlton Park
Star Carlton Park
Star Carlton Park

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Stetson Park
P2
Small New Playground
1 Is
Stetson Park
New
$ 350,000
UND
P
Planned
Future
Stetson Park
Stetson Park
Stetson Park
Stetson Park
Stewart Park
P1
Redevelopment and Skate Park
1 Is
Stewart Park
Renovation
$ 3,100,000
GF
U
Planned
Funded
Includes amphitheater
P1
Redevelopment and Skate Park
1 Is
Stewart Park
Renovation
$ 3,100,000
Grant
U
Planned
Future
Includes amphitheater
PY
Redevelopment and Skate Park
1 Is
Stewart Park
Renovation
$ 3,219,155

CFD (STD)
U
Completed
Includes amphitheater
PY
Redevelopment and Skate Park
1 Is
Stewart Park
Renovation
$ 3,606,853

DIF-CPARK
U
Completed
Includes amphitheater
PY
Redevelopment and Skate Park
1 Is
Stewart Park
Renovation
$ 6,750,000
GF
U
Completed
Includes amphitheater
Stewart Park
Stewart Park
Sunny Hills Park
PY
Playgrounds & Shade Covers
1 Is
Sunny Hills Park
Renovation
$ 68,045
CFD-255
U
Completed
Sunny Hills Park
Sunny Hills Park
Sunny Hills Park
Sunny Hills Park
Trevino Park
L
P2
New Playground
1 Is
Trevino Park
New
$ 400,000
UND
P
Planned
Future
Trevino Park
Trevino Park
Trevino Park
Trevino Park
Veterans Park
- -
Veterans Park
Veterans Park
Veterans Park
Veterans Park
Veterans Park
Wildflower Park
P3
New Playground
1 Is
Wildflower Park
New
$ 250,000
UND
P
Planned
Future
Wildflower Park
Wildflower Park
Wildflower Park
Wildflower Park
General Parks
P1
Citywide Parks Infrastructure Improvements
1 Is
General Parks
Renovation
$300,000
CFD-255
M
Planned
Funded
PS
Sorenstam Park (6.7 acres) future by builder (no city cost) General Parks
General Parks
General Parks
General Parks
General Parks
Community Recreation Center
Pl
Community Center and Aquatics Facility Feasibility Study 1 In
General Parks
New
$150,000
GF
P
Planned
Future
PY
Modular Pump Track
1 is
Community Recreation Center
New
$ 55,000
GF
P
Completed
P1
Overflow Parking Lot
1 Is
Community Recreation Center
New
$ 224,400
GF
P
Planned
Funded
Trails
Portero Walking Path
Noble Creek Trail
Highland Springs Channel
Cherry Channel
Marshal Creek Trail
Sundance Bowl Trail
Palm Islands Trail
P2
Future Trails
1 mile
Future- Nicklaus Park
New
$ 200,000
Grant
P
Planned
Future
P2
Future Trails
1 mile
Future- Palmer Park
New
$ 200,000
Grant
P
Planned
Future
P2
Future Trails
1 mile
Future- Edison Easements
New
$ 200,000
Grant
P
Planned
Future

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APPENDIX G - NATIONAL TRENDS IN RECREATION

METHODOLOGY
The Sports & Fitness Industry Association's (SFIA) Sports, Fitness & Leisure Activities Topline Participation Report 2023 was utilized to evaluate National Recreation Participatory Trends. IA
The methodology of this study is rooted in a nationwide survey conducted in the 2022 calendar year by Sports Marketing Surveys USA (SMS), under the supervision of the Sports & Fitness Industry Association (SFIA) and in collaboration with seven other sports industry associations comprising the Physical Activity Council (PAC). The study was conceptualized and deployed by Digital Research Inc. (DRI), with all supplementary data being credited to the joint research efforts of SFIA and SMS.

Throughout 2022, the study completed 18,000 online interviews involving a nationwide sample of individuals aged six and older. These participants were selected from proprietary online panels designed to be representative of the broader U.S. population. Strict quotas related to gender, age, income, region, and ethnicity were implemented to assure a balanced and representative sample.

The survey's robust sample size of 18,000 completed interviews facilitates a high degree of statistical accuracy. However, it's acknowledged that all surveys are subject to a standard error, which indicates the extent to which the results may differ from those acquired through a comprehensive census of the entire U.S. population. For instance, a sport with a participation rate of five percent exhibits a confidence interval of plus or minus 0.32 percentage points at the 95 percent confidence level.

To further ensure the representation of the data, a weighting technique was employed. This adjusted the data to mirror the entire U.S. population aged six and above, utilizing variables such as gender, age, income, ethnicity, household size, region, and population density. The total population figure applied was 305,439,858 individuals aged six and older.

The study reports activity based on a rolling 12 -month participation rate. Unless explicitly specified, all charts present data corresponding to U.S. populations aged six and over.

All category and activity names are those used by SFIA.

OVERALL PARTICIPATION IN THE U.S.

For the fifth year running, physical activity rates among Americans continued to rise. Specifically,

77.6% of all Americans, representing approximately 236.9 million individuals, took part in at least one activity during the year. This figure denotes a 9.2% increase compared to 2017, and a 1.9% rise compared to 2021. In essence, this means that 20 million more individuals participated in at least one physical activity annually compared to 2017, suggesting a growing prioritization of physical activity in American lifestyles.

Racquet sports experienced the most significant rise in participation in 2022, with a surge of

17.6% or about 8 million participants from the previous year. All racquet sports monitored by SFIA saw increased participation in 2022, with pickleball outpacing others with an 85.7% annual growth rate. Conversely, individual and winter sports were the only categories that didn't register increased participation in 2022.

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Team sports rebounded from the sharp downturn they faced in 2020 due to the pandemic, with their participation rate climbing to 23.2% in 2022, almost reaching the 2019 level of 23.4%. In 2022, participation rates in water sports and outdoor sports similarly rose, comparable to the increases seen in team sports, while the fitness participation rate remained steady.

When comparing participation rates from 2013 to 2022, it's evident that physical activity has become a higher priority for Americans over the past decade. Every sports category saw an increase in participation rates, except for individual sports, which experienced a slight decrease from 43.3% to 41.3%. Fitness sports reported the largest growth in participation rate, rising from

60.1% in 2013 to 67.4% in 2022.

INACTIVITY IN THE U.S.

In a first since 2010, the number of totally inactive individuals in the U.S.—those not participating in any of the sports or activities monitored by SFIA—fell below 70 million. In 2022, the count of inactive individuals stood at 68.6 million or 22.4% of Americans, marking the fourth consecutive annual decrease.

A decline in inactivity was observed across all age groups, except for those aged 18-24 and 25-

34. SFIA believes that the increase in inactivity within these groups might be due to significant life transitions such as attending college or starting a family, which were temporarily paused during the onset of the pandemic. Even though inactivity rates for these age groups have risen in 2022, they remain lower than their 2017 rates. Thus, every age group reported lower inactivity rates in 2022 compared to 2017.

Further positive news emerged when examining inactivity rates across income levels. Every income level saw a reduction in inactivity rates of more than 3% in 2022, with the most substantial decrease of 5.2% occurring within the $25k-$49,999 income bracket. Similar to the age group analysis, every income category in 2022 registered lower inactivity rates than in 2017.

This trend indicates a growing number of Americans are prioritizing and investing in physical activity (and have better access to opportunities for participation) compared to previous years.

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7.1.1 NATIONAL PARTICIPITATION

FITNESS TRENDS
Walking for
Fitness
114.8 Million
•
Treadmill

53.6 Million
•
Free
Weights

53.1 Million
Running/
Jogging

47.8 Million
Figure 14: Top national fitness activities by participation Yoga

33.6 Million
The most popular fitness activity was Walking for Fitness, with 114.8 million participants, though it experienced a small decrease of 0.9% from the previous year. Despite this, it showed a 3% increase in participation over the last three years. The second most popular activity, Treadmill exercising, had around 53.6 million participants, which was largely stable from 2021, but showed a decrease of 5.7% since 2019.

Free Weights (Dumbbells/Hand Weights) also experienced growth in 2022, with approximately

53.1 million participants. This represents a 1% increase from 2021 and a 3.3% increase over three years. Meanwhile, Yoga and Pilates Training showed significant growth over the three years with an increase of 10.4% and 11.6% respectively.

The most significant three-year decreases were observed in Cross -Training Style Workouts and Group Stationary Cycling, with a decrease of 31.7% and 36.9% respectively. Despite some decreases, many fitness activities maintained or increased their number of participants, indicating an ongoing interest in physical fitness among Americans.

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FITNESS PARTICIPANTS
2019
2020
2021
2022
1 -year
change
3 -year
change
Walking for Fitness
111,439
1 14,044
115,814
114,759
-0.9%

3.0%
Treadmill
56,823
49,832
53,627
53,589
-0.1%
-5.7%
Free Weights (Dumbbells/Hand Weights)
51,450
53,256
52,636
53,140

1.0%

3.3%
Running/Jogging
50,052
50,652
48,977
47,816
-2.4%
-4.5%
Yoga
30,456
32,808
34,347
33,636
-2.1%
Stationa C, cline Recumbent/U -ri -ht
37,085
31,287
32,453
32,102
-1.1%
Wei • ht/Resistance Machines
36,181
30,651
30,577
30,010
-1.9%

7. Free Wei. hts (Barbell)
28,379
28,790
28,243
28,678

1.5%

1.1%
Elliptical Motion/Cross-Trainer
33,056
27,920
27,618
27,051
-2.1%
Swimming for Fitness
28,219
25,666
25,620
26,272

2.5%
-6.9%
Dance, Step & Other Choreographed Exercise to Music
23,957
25,160
24,752
25,163

1.7%

5.0%
Bodyweight Exercise & Accessory -Assisted Training
23,504
22,845
22,629
22,034
-2.6%
-6.3%
High Impact/Intensity Training
22,044
22,487
21,973
21,821
-0.7%
-1.0%
Kettlebells
12,857
13,576
13,557
13,694

1.0%

6.5%
Rowing Machine
12,809
11,694
11,586
11,893

2.6%
-7.2%
Stair -Climbing Machine
15,359
11,261
11,786
111,677
-0.9%
Aquatic Exercise
11,189
10,954
10,400
10,676

2.6%
-4.6%
Pilates Training
9,243
9,905
9,745
110,311

5.8%

11. •'
Cross -Training Style Workouts
13,542
9,179
9,764
9,248
-5.3%

1. Stationary Cycling (Group)
9,930
6,054
5,939
6,268

5.5%
b.

Cardio Kickboxing
7,026
5,295
5,099
5,531

8.5%
Boot Camp Style Training
6,830
4,969
5,169
5,192

0.4%
Barre
3,665
3,579
3,659
3,803

3.9%

3.8%
Tai Chi
3,793
3,300
3,393
3,394

0.0%
NOTE: Participation numbers are in 000's for the US population ages 6 and over Legend:

Large Increase
(greaterthan
1O%)
Moderate
Increase
(0%to1O%)
Moderate
Decrease
lo%to-1o%)
Figure 15: National fitness participation

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TEAM SPORTS TRENDS
Basketball

28.1 Million
Baseball

15.5 Million
Soccer
(Outdoor)
13 Million
Football
(Flag)

7.1 Million
Figure 16: Top national team sport activities by participation Softball
(Slow -Pitch)
6 Million
Ape
A.

Basketball continued to lead in team sports participation with over 28.1 million participants, marking a 3.7% increase from 2021 and an impressive 13% increase over the past three years.

Baseball and outdoor soccer followed, with approximately 15.5 million and 13 million participants respectively. While baseball saw a slight decrease of 0.7% in the past year, and a

2.1% decrease over the past three years, outdoor soccer saw a healthy 3.7% increase from the previous year and 9.3% over three years.

Among other notable sports, gymnastics exhibited the most substantial growth from 2021 to 2022, with a 7% increase in participants, bringing the total to approximately 4.6 million.

Conversely, rugby had the most significant drop with a 5.8% decrease from the previous year and a steep 16.2% decrease over the last three years.

Overall, despite some declines, many team sports either sustained or increased their participation numbers in 2022, underlining the continued popularity of these activities.

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TEAM SPORTS PARTICIPANTS
2019
2020
2021
2022
1 -year
change
3 -year
change
Basketball
24,917
27,753
27,135
28,149

3.7%

13.0%
Baseball
15,804
15,731
15,587
15,478
-0.7%
-2.1%
Soccer (Outdoor)
11,913
12,444
12,556
13,018

3.7%

9.3%
Football (Flag)
6,783
7,001
6,889
7,104

3.1%

4.7%
Volleyball (Court)
6,487
5,410
5,849
6,092

4.2%
-6.1%
Softball (Slow -Pitch)
7,071
6,349
6,008
6,036

0.5%
Soccer (Indoor)
5,336
5,440
5,408
5,495

1.6%

3.0%
Football (Touch)
5,171
4,846
4,884
4,843
-0.8%
-6.3%
Gymnastics
4,699
3,848
4,268
4,569

7.0%
-2.8%
Volleyball (Beach/Sand)
4,400
4,320
4,184
4,128
-1.3%
-6.2%
Track and Field
4,139
3,636
3,587
3,690

2.9%

1.2%
110.8%
-6.5%
Cheerleading
3,752
3,308
3,465
3,507
Swimming on a Team
2,822
2,615
2,824
2,904

2.9%

2.9%
Volleyball (Grass)
3,136
2,738
2,807
2,829

0.8%
-9.8%
Paintball
2,881
2,781
2,562
2,592

1.2%
-10.0%
Ice Hockey
2,357
2,270
2,306
2,278
-1.3%
-3.4%
Softball (Fast -Pitch)
2,242
1,811
2,088
2,146

2.8%
-4.3%
Ultimate Frisbee
2,290
2,325
2,190
2,142
-2.2%
-6.5%
Wrestling
1,944
1,931
1,937
2,036

5.1%

4.7%
Lacrosse
2,115
1,884
1,892
1,875
-0.9%

11.4%
Roller Hockey
1,616
1,500
1,425
1,368
-4.0%

5.3%
Rugby
1,392
1,242
1,238
1,166
-5.8%

16.2%
NOTE: Partici.ation numbers are in 000's for the US .o.ulation a:es 6 and over Large Increase Moderate
(greater �r� than Increase
1D (0% to l0%)
Moderate
Decrease
(0% to -10%)
Legend:

Figure 17: National team sports participation

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INDIVIDUAL ACTIVITY TRENDS
Bowling

42.3 Million
Golf
(on- or off -
course)

41.1 Million
Trail
Running

13.3 Million
4Ne•
Ice
Skating

10.1 Million
Figure 18: Top national individual activities by participation Skate
boarding
9 Million
Individual sports activities demonstrated diverse trends in participation rates. Bowling remained popular, with over 42.2 million participants, marking a 1.5% increase from the previous year.

However, golf, both on and off -course, stole the limelight with significant growth rates. On or off -course golf combined experienced a substantial 9.7% increase from 2021, with over 41 million participants, underpinned by a massive 25.7% increase in off -course golf participation (driving range, golf entertainment venue, indoor simulator) that skyrocketed to about 15.5 million participants.

Skateboarding also showed strong growth, with a 3.1% increase from 2021 and a substantial

36.4% growth over three years, bringing its total to just over 9 million participants. Meanwhile, trail running and ice skating saw considerable growth of 5.9% and 6.4% from 2021, respectively.

On the contrary, adventure racing experienced a decrease in participation, dropping by 6.1% from 2021 and 20% over three years. Traditional road triathlons also suffered a decline, with an 11% decrease in participants over the past three years.

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INDIVIDUAL ACTIVITY PARTICIPANTS
2019
2020
2021
2022
1 -year
change
3 -year
change
Bowling
45,372
40,143
41,666
42,292

1.5%
-6.8%
Golf (on- or off -course)
34,176
36,861
37,473
41,096

9.7%
!20.27o
Trail Running _
10,997
11,854
12,520
13,253

5.9%

20.5%
Ice Skating
9,460
9,857
9,481
10,086

6.4%

6.6%
Skateboarding
6,610
8,872
8,747
9,019

3.1%

36.4%
Archery
7,449
7,249
7,342
7,428

1.2%
-0.3%
Horseback Riding
6,990
6,748
6,919
7,309

5.6%

4.67 Roller Skating (2x2 Wheels)
6,612
6,160
6,373
6,810

6.9%

3.0%
Martial Arts
6,068
6,064
6,186
6,355

2.7%

4.77 Boxing for Fitness
5,198
5,230
5,237
5,472

4.5%

5.37 Roller Skating (Inllne Wheels)
4,816
4,892
4,940
5,173

4.7%

7.4%
MMA for Fitness
2,405
2,445
2,339
2,524

7.9%

5.0%
Triathlon (Traditional/Road)
2,001
1,846
1,748
1,780

1.8%
. o
Adventure Racing
2,143
1,966
1,826
1,714
-6.1
Triathlon (Non-Traditional/Off Road)
1,472
1,363
1,304
1,350
3,5%
-8.2%
MMA for Competition
978
979
1,026
1,076

4.9%

10.1%
NOTE: Partid • -tkrn numbers are in 000s for the IJS .o.ulationa:es6and over e Increase
ter than
10%)
Moderate
Decrease
(0% to -10%1
Legend:

Moderate
Increase
(0% to 10%)
Figure 19: National individual activity participation

OUTDOOR ACTIVITY TRENDS
Bicycling
Hiking (Day) (Road/Paved
Surface)

59.6 Million 43.6 Million
o
Fishing
(Freshwater
/ Other)

41.8 Million
ill
Camping

37.4, Million
Figure 20: Top national outdoor activities by participation Wildlife
Viewing

20.6 Million
Outdoor activities experienced a surge in participation. Hiking continued to lead with a 1.5% yearly and a 19.9% three-year increase, with nearly 59.6 million participants. Bicycling on paved surfaces and freshwater fishing also grew by 1.8% and 2.4% respectively. Camping saw a considerable 4.0% annual growth, and birdwatching and saltwater fishing increased by 6.8% and

4.0% respectively.

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However, target shooting with handguns and rifles experienced a decrease, as did overnight backpacking. BMX bicycling and sport/boulder climbing reported significant growth rates of

8.3% and 6.6% respectively, underscoring a strong interest in outdoor activities despite some downturns.

OUTDOOR ACTIVITY PARTICIPANTS
2019
2020
2021
2022
1 -year
change
3 -year
change
Hiking (Day)
49,697
57,808
58,697
59,578

1.5%

19.9%'
Bicycling (Road/Paved Surface)
39,388
44,471
42,775
43,554

1.8%

10.6%
Fishing (Freshwater/Other)
39,185
42,556
40,853
41,821

2.4%

6.7%
Camping
28,183
36,082
35,985
37,431

4.0%

32.8%4
Wildlife Viewing
20,040
21,038
20,452
20,615

0.8%

2.9%
Camping (RV)
15,426
17,825
16,371
16,840

2.9%

9.2%
Birdwatching
12,817
15,228
14,815
15,818

6.8%

23.4% '
Fishing (Saltwater)
13,193
14,527
13,790
14,344

4.0%

8.7%
Target Shooting (Handgun)
14,579
14,253
13,952
13,303
-4.6%
-8.8%
Target Shooting (Rifle)
13,197
12,728
12,388
12,044
-2.8%
-8.7%
Hunting (Rifle)
11,084
11,098
10,762
10,811

0.5%
-2.5%
Backpacking Overnight
10,660
10,746
10,306
10,217
-0.9%
-4.2%
Bicycling (Mountain/Non-Paved Surface)
8,622
8,998
8,693
8,916

2.6%

3.4%
Fishing (Fly) _
7,014
7,753
7,458
7,631

2.3%

8.8%
Hunting (Shotgun)
8,083
7,874
7,627
7,628

0.0%
-5.6%
Climbing (Indoor)
5,309
5,535
5,684
5,778

1.7%

8.8%
Hunting (Bow)
4,628
4,656
4,577
4,739

3.5%

2.4%
Shooting (Sport Clays)
4,852
4,699
4,618
4,718

2.2%
-2.8%
Bicycling (BMX)
3,648
3,880
3,861
4,181

8.3%
Shooting (Trap/Skeet)
4,057
3,837
3,750
3,739
-0.3%
-7.8%
Hunting (Handgun)
3,015
2,998
2,900
Z993

3.2%
-0.8%
Climbing (Sport/Boulder)
2,183
2,290
2,301
2,452

6.6%

12.3%
Climbing (Traditional/Ice/Mountaineering)
2,400
2,456
Z374
Z452

3.3%

2.1%
NOTE: Partici • -tion numbers are in 000's for the US . o.ulation a:es 6 and over Legend:

Large Increase
(greater than
10%)
Moderate Moderate
Increase Decrease
(O% to 1O%) (0%to-10%)
Figure 21: National outdoor activity participation

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RACQUET SPORT TRENDS
Tennis

23.6 Million
Table
Tennis

15.9 Million
46)
Pickleball

8.9 Million
Badminton

6.5 Million
Racquetball

3.5 Million
Figure 22: Top national racquet sports by participation Racquet sports saw a continued upward trend in participation in 2022, with tennis at the forefront, with around 23.6 million participants and marking a 4.3% increase from 2021. This sport also witnessed a significant three-year growth rate of 33.4%.

An even more impressive growth rate was found in pickleball, which experienced an incredible

85.7% increase from 2021, and a stunning 158.6% increase over three years, reflecting its rapidly growing popularity. Meanwhile, other sports like table tennis and badminton also experienced growth in 2022, with 2.8% and 7.1% increases from the previous year respectively.

Racquetball and cardio tennis showed a similar positive trend with 8.0% and 7.8% growth rates from 2021, respectively. Despite its lower participation numbers compared to other racquet sports, squash saw a modest increase of 3.6% from 2021, showing signs of sustained interest.

Overall, the data suggests a robust growth in the popularity of racquet sports in 2022.

RACQUET SPORTS PARTICIPANTS
2014
2020
2021
2022
1 -year
change
3 -year
change
Tennis
17,684
21,642
22,617
23,595

4.3%
; 33.4%
Table Tennis
14,908
16,854
15,390
15,824

2.8%

6.1%
Pickleball
3,460
4,199
4,819
8,949

58.6%
Badminton
6,095
5,862
6,061
6,490

7.1%

6.5%
Racquetball
3,453
3,426
3,260
3,521

8.0%

2.0%
112.4%

0.5%
Cardio Tennis
2,501
2,503
2,608
2,812

7.8%
Squash
1,222
1,163
1,185
1,228

3.6%
NOTE: Partici.ation numbers are in 000's for the US ...ulation a:es 6 and over Large Increase Moderate
(greater than Increase
(O%to1o%A
Legend:

Moderate
Decrease
(0%to-10%)
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Figure 23: National racquet sport participation

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WATER ACTIVITY TRENDS
Kayaking
(recreational)

13.6 Million
Canoeing

9.5 Million
Snorkeling
Jet Skiing

5.4 Million
•
Stand Up
Paddling

3.8 Million
•
V V
Figure 24: Top national water activities by participation In 2022, participation in water sports grew. Recreational kayaking was the favorite, drawing

13.56 million participants, up by 1.6% from 2021, and showing a significant three-year growth of

19.1%.

Popularity of canoeing and jet skiing also rose in 2022, attracting about 9.52 million and 5.44 million people respectively, increasing by 3.5% and 7.6% from 2021.

Surfing remained popular, showing a 6.6% increase from 2021 and a sizable 24.6% growth over three years. Stand-up paddling and white -water kayaking saw smaller growth, with increases of

1.0% and 3.9% respectively from 2021.

The number of people sailing, rafting, and wakeboarding also rose in 2022, with rafting showing a significant 6.3% growth. However, water skiing saw a slight dip of 0.6%. Scuba diving bounced back from a decline with a 7.3% rise in 2022, despite a small overall three-year decrease of 2.1%.

WATER ACTIVITY

PARTICIPANTS
2014
2020
2021
2022
1 -year
change
3 -year
chan•e
Kayaking (Recreational)
11,382
13,002
13,351
13,561

1.6%
Canoeing
8,995
9,595
9,199
9,521

3.5%

5.9%
Snorkeling
7,659
7,729
7,316
7,376

0.8%
-3.7%
Jet Skiing
5,108
4,900
5,062
5,445

7.6%

6.6%
Stand Up Paddling
3,562
3,675
3,739
3,777

1.0%

6.0%
Surfing
2,964
3,800
3,463
3,692

6.6%

24.6%
Sailing
3,618
3,486
3,463
3,632

4.9%

0.4%
Rafting
3,438
3,474
3,383
3,595

6.3%

4.5%
Water Skiing
3,203
3,050
3,058
3,040
-0.6%
-5.1%
Wakeboarding
2,729
2,754
2,674
2,754

3.0%

0.9%
Kayaking (White Water)
2,583
2,605
2,623
2,726

3.9%

5.5%
Scuba Diving
2,715
2,588
2,476
2,658

7.3%
-2.1%
Kayaking (Sea/Touring)
2,652
2,508
2,587
2,642

2.1%
-0.4%
Boardsailing/Windsurfing
1,405
1,268
1,297
1,391

7.3%
-0.9%
NOTE: Partici , tion numbers are in 000's for the US population a: es 6 and over Moderate Moderate
- ertltan Increase Decrease
,. 10%1 (0%to 10%) (O%to-10%)
Legend:

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Figure 25: National water activity participation

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• Group Fitness: Participation in group fitness -based activities continued to struggle but showed some signs of recovery. Boot camp style training, cardio kickboxing, and stationary cycling (group) all increased participation in 2022 but are still significantly down from their 2019 numbers.
• Health Clubs: Health club -based activities continued to struggle. Elliptical motion/cross- trainer, stair -climbing machine, stationary cycling (recumbent/upright), and weight resistance machines all had participation decreases last year and are down over 10% compared to 2019 numbers.
• Golf (on or off -course): Golf continues to maintain its momentum. Golf (on or off -course) increased by 9.7 % last year and all forms of golf overall have grown over 20% since 2019.
• Outdoor Recreation: Camping, fishing, and bicycling activities recovered to 2020 participation levels after showing slight decreases in 2021. • Personal Combat Sports: Personal combat sports had a good year. Martial Arts, boxing for fitness, MMA for competition, MMA for fitness, and wrestling all posted participation increases in 2022.
• Racquet Sports: For the first time since 2015, every racquet sport increased its total participation number compared to the previous year.
o Pickleball continued to be the fastest -growing sport in America. Participation almost doubled in 2022, increasing by 85.7% year -over -year and by an astonishing 158.6% over three years.
o Tennis increased by 4.3% last year and has grown over 20% since 2019. • Running and Hiking: For the fifth straight year, trail running and hiking (day) total participation increased.
• Team Sports: Basketball, soccer (outdoor), football (flag), and football (tackle) all posted positive three-year total participation increases of over 4.5%. Basketball had the highest three-year increase of 13.0%.
• Yoga, Barre and Pilates: Barre and Pilates showed solid participation increases in 2022, while yoga decreased for the first time in the last decade. All have three-year participation increases with yoga and Pilates increasing over 10% in the last three years.

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he different

COMMUNITY PROFILE

•
ai
•
of Beaumont residents
National Median 55%

71,805
38,543
2010
Census
Total Population
66,101
Population Annual Growth Rate
2020
Census
2023
Estimate
2028
Projection
2033
Projection
2038
Projection
Population

RACE
White Alone ■ Black Alone American Indian Asian
Pacific Islander ■ Some Other Race Two or More Races
16%
16%
19%
2010 2020 2023 2028 2033
Census Census Estimate Projection Projection
22%
23%
10%
9%
33%
2038
Projection

HISPANIC POPULATION
• Hispanic , Latino Origin (any race) ■AII Others
61%
39%
2010
Census
2020
Census
56%
44%
2023
Estimate
52%
2038
Projection
Race/Ethnicity

0-17 ■ 18-34 35-54 55-74 ■ 75+
:yam
19%
24%
23%
29%
2010
Census
2023
Estimate
11%
19%
25%
19%
26%
2028 2033
Projection Projection
12%
20%
25%
2038
Projection
Age Segments

u,
as
as
u1
iE?
co
as
as
Beaumont, CA

COMPARATIVE INCOME
u7
0 co
ti4
0 Lfc
tn-
M
so
M
O
1 California United States
I I Per Capita Income • Median Household Income
Income
Levels

Beaumont, CA — National Average (100)
115
107 106 105
102
0 Golf Volleyball Soccer Baseball Basketball Football Tennis Softball General Sports MPI

Beaumont, CA - National Average (100)
116
Zumba
111
108 107
U
u
105 104 104
min nom
100
Pilates Weight Aerobics Swimming Yoga Walking for Jogging/ Lifting Exercise Running
Fitness MPI

C
Eti
Eti
n
z
C

8 0 ()i I

PARTICIPANTS
416 364

STATISTICALLY VALID SURVEYS

ONLINE COMMUNITY SURVEYS

23 KEY LEADER/STAKEHOLDER

INTERVIEWS & FOCUS GROUPS
2 PUBLIC INPUT MEETINGS

Statistically -Valid Survey
■ Goal - 400 Surveys
■ COMPLETED - 416 SURVEYS
■ 95% Level of Confidence
■ +/- 4.7% Margin of error
■ Results only from resident households in
Beaumont

Q1. Including yourself, how many people in your
household are...
by percentage of persons in household
Under age 5
9%
Ages 85+
1%
° Ages 75-84
4%
Ages 5-9 Ages 65-74
7% -- 9%
Ages 10-14
Ages 15-19
8%
ETC

INSTITUTE
Ages 20-24
6%
Ages 25-34
9%
11 Ages 35-44

Ages 55-64
9%
Ages 45-54
13%

Q2. Have you/your household visited any City of Beaumont's parks/facilities during the past year?
by percentage of respondents
National Average: 81%
Yes
81%
ETC

INSTITUTE

No
19%

Rated Parks
"Excellent"
or "Good"
National Average: 79%
Beaumont: 60%
Q2b. Overall, how would you rate the physical condition of all the City's facilities you have visited?
by percentage of respondents who responded "yes" to 02 (excluding "not provided") Good
51%

Excellent
9%
Fair
34%
Poor
6%

Q3. Please check all of the reasons why you or/your household do not visit facilities more often.
by percentage of respondents who responded "no" to Q2 (multiple selections could be made) ETC

INSTITUTE
Lack of amenities we want to use
Lack of shade
Lack of restrooms
Parks/facilities are not well maintained
Not aware of parks' or facilities' locations
Do not feel safe using parks/facilities
Park safety
Use parks/facilities in other cities/county
Lack of parking to access parks/facilities
Lack of handicap (ADA) accessibility
Too far from our home
Lack of directional signage
Lack of transportation
Language/cultural barriers
25%
30%
35%
40%
0% 5% 10% 15% 20%

Q7. Has your household participated in any programs/events in the past year? Program
Participation
in Past Year
National Average: 32%
Beaumont: 43%
No
57%

by percentage of respondents
Yes
43%
ETC
N :tATIJTg

Rated
Programs
"Excellent"
or "Good"
National Average: 80%
Beaumont: 74%
Q7b. How would you rate the overall quality of these programs/events? by percentage of respondents who responded "yes" to Q7 (excluding "not provided") Excellent
20%

Fair
24%

Top 5
Barriers to
Participation
(National Average)
don't know what is
offered - 33%
Too busy - 28
Program times are not
convenient - 16%
Program not offered -
16 Not interested -15%
Q8. Please check all the reasons why you/your household do not participate in programs more often.
by percentage of respondents who responded "no" to Q7 (multiple selections could be made) I don't know what is offered
Program times are not convenient
Program not offered
Too busy/not interested
Lack of quality programs
Fees are too high
Use programs of other agencies
Classes are full
Old & outdated facilities
Online registration is not user friendly
Poor customer service by staff
Registration is difficult
Lack of quality instructors
Do not feel safe participating
Lack of right program equipment
Too far from our home
Language/cultural barriers
Lack of transportation
10%
7%
6%
5%
4%
4%
15%
15%
55%
0%

10%
20%
30%

Q9. Please indicate your level of agreement with these potential benefits of the City's parks, facilities, programs, and events.
by percentage of respondents (excluding "don't know")
ETC

INSTITUTE
Makes Beaumont a more desirable place to live
Preserves open space & protects the environment
Provides positive social interactions for me (my household/family) Improves my (my household's) mental health & reduces stress Is age -friendly & accessible to all age groups
Helps to reduce crime in my neighborhood & keep kids out of trouble Provides volunteer opportunities for the community
Increases my (my household's) property value
Improves my (my household's) physical health & fitness
Positively impacts economic/business development
Provides jobs/professional development for youth
41%
37%
25%
25%
21%
38%
36%
42%
39%
41%
27%
18%
34%
43%
26%
25%
19%
15%
34%
34%
39%
35%
15%
20%
25%
27%
25%
25%
5%
6%
5%
6%
9%
9%
32%
33%
28%
5%
4%
8%
35%
5%
36%
8%
0% 20% 40% 60% 80% 100%
•Strongly Agree Agree Neutral Disagree •Strongly Disagree

Q15. If you had $100, how would you allocate the funds among the parks and recreation categories?
Improve
existing
indoor $10.78
recreation
facilities
ETC

INSTITUTE
by percentage of respondents
Improvements/maintenance of existing
parks, pools, recreation facilities
$32.08
$15.40
Acquisition of new
park land & open
space
$10.89

community center
43% improve/maintain existing
Other
$7.60
78 Construe ion of new
sports fields
Expand
$13.48 program
offerings

Q14. What is the maximum amount of additional tax revenue you would be willing to pay to improve the City's parks and recreation system? by percentage of respondents (excluding "not provided") ETC

INSTITUTE
$5-$6 per month
19%
$3-$4 per month
20%
$7-$8 per month
9%
$9+ per month
14%

62% willing to spend more

Q19. Your gender identity:
by percentage of respondents
Female

50.0%
ETC

INSTITUTE
Non-b'r''nary

0.5%
Self -describe
Pag 1370 of 1702
Male

49.3%

Q21. Are you/your household of Hispanic, Spanish, or Latino/a/x/ancestry? by percentage of respondents (excluding "not provided") Yes
47%
ETC

INSTITUTE

53%

Q22. Which of the following best describes your race/ethnicity? by percentage of respondents
White or Caucasian
Black or African American
Asian or Asian Indian
American Indian or Alaska Native

1.7%
Native Hawaiian or other Pacific Islander 0.5%
ETC

INSTITUTE
Other

7.7%

9.9%

10.6%

33.2%

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a.

Top Priorities for Investment for Facilities/Amenities Based on Priority Investment Rating
Multi -use hiking, biking, walking trails
Splash pads or spray parks
Outdoor swimming pool
Restrooms
Shaded picnic areas & shelters
Shade & trees
Community center
Large community parks
Performing arts theater
Walking paths in parks
Open space conservation areas
Indoor basketball/picklebail/volleyball courts
Environmental/nature education center
Lighting
Outdoor exercise/fitness area
Playgrounds with accessible amenities
Small neighborhood parks
Mountain bike trails
Indoor sports fields
Skateboarding parks
Outdoor pickleball courts
Outdoor tennis courts
Lighted rectangular sports fields
Lighted diamond sports fields
Off -leash dog park
Outdoor basketball courts
WiFi in the community centers
Padel courts
Cricket fields
Other safety & security measures