2023-09-26; City Council; 10; 2023-2030 Parks & Recreation Department Master Plan Update — Carlsbad City Council, September 26, 2023

CA Review __AF__
Meeting Date: Sept. 26, 2023
To: Mayor and City Council
From: Scott Chadwick, City Manager
Staff Contact: Kyle Lancaster, Parks & Recreation Director [email protected], 442-339-2941
Subject: 2023-2030 Parks & Recreation Department Master Plan Update Districts: All
Rec
ommended Action
Adopt a resolution approving a 2023-2030 Parks & Recreation Department Master Plan Update.

Executive Summary
The Parks & Recreation Department is charged with providing parks and recreation programs and services that promote a healthy lifestyle and community connections, two important values in the Carlsbad Community Vision. Parks and recreation offerings also play an important role in maintaining the Carlsbad’s excellent quality of life. To guide the parks and recreation priorities for the next seven years, staff have updated the Parks & Recreation Department Master Plan.

The current Parks & Recreation Department Master Plan was approved by the City Council in 2015, providing a road map for investments in parks and recreation services based on the community’s top priorities, demographic make-up, industry trends, market analysis and other factors. The current master plan resulted in several new and expanded parks and recreation projects and programs, representing a total capital investment of over $25 million, including:
• A community center, ornamental/community gardens at Pine Avenue Community Park • The city’s first outdoor pickleball courts, an arena sports field, an expanded playground, and a subsequent dog park, parking lot, and restroom at Poinsettia Community Park • An entryway with a fitness circuit and picnic areas at Calavera Hills Community Park • An outlook with picnic areas and a catering facility and restroom at Aviara Community Park
• Expanded multigenerational programs
• Expanded programs focusing on fitness and wellness, outdoor adventure, environmental education and culinary arts
Another key strategy addressed from the 2015 master plan was the completion of an additional needs assessment to allow the department to keep pace with the community’s changing needs, priorities and trends. That needs assessment is a part of the 2023-2030 Parks & Recreation Department Master Plan Update (Exhibit 2).

Sept. 26, 2023
Item #10 Page 1 of 201

Staff offered multiple ways for members of the public and other stakeholders to provide input in the development of the updated master plan, to help ensure it reflects the community’s most important needs and values.

What’s proposed
The updated master plan will now s erve as a road map for parks and recreation services for the next seven years. A main focus of the updated plan is to maintain the city’s existing parks, programs and facilities at their current high levels of quality and to complete major projects underway. These projects include the construction of Veterans Memorial Park and Robertson Ranch Park, as well as the renovation/replacement of Monroe Street Pool. The updated master plan also proposes that staff seek City Council direction on whether to build additional outdoor pickleball courts at one of the existing parks to address the current demand.

The updated master plan reflects the fact the city is not projecting the same level of growth as it has seen in the past, meaning developer fees to fund new amenities will be less. In addition, the city is currently projecting a General Fund structural deficit as soon as fiscal year 2028. As a result, staff is looking for opportunities to reduce ongoing spending and enhance revenues.

In terms of funding future parks investments, the updated master plan proposes that staff complete a study to modify developer fees which could be set aside for construction costs. New parks and recreation facilities would also require increased funding for ongoing maintenance and operations.

Following acceptance and recommendation of approval by the Parks & Recreation Commission an
d the Senior Commission, the City Council is being asked to approve the 2023-2030 Parks & Recreation Department Master Plan Update.

Explanation & Analysis
Changes since 2015
Although healthy lifestyles and community connection are still important values for Carlsbad residents, several changes have occurred since the current master plan was completed:
• The city has made major investments in new and improved parks based on the needs identified in the 2015 master plan.
• The city is not projecting the same level of growth as it has seen in the past, meaning developer fees to fund new amenities will be less.
• The city is currently projecting a General Fund structural deficit as soon as fiscal year 2028. As a result, the city is looking for opportunities to reduce ongoing spending. New parks and recreation facilities require funding for construction and ongoing maintenance and operations.
• The city’s Growth Management Program is undergoing an update. The parks performance standard is expected to remain the same, at 3 acres per 1,000 residents.

However, a study is underway that will determine the future development fees that would help fund park projects.

Sept. 26, 2023
Item #10 Page 2 of 201

Moving forward
Due to the above factors, the 2023-2030 Parks & Recreation Department Master Plan Update focuses on maintaining the high-quality parks and recreation services currently enjoyed by the community and recommends ways to adapt them to reflect current community needs and priorities. Strategies listed for action in the updated master plan are based on several factors:
• Carlsbad Community Vision
• Carlsbad Strategic Plan (2023-2027)
• Carlsbad Capital Improvement Program
• Community and stakeholder input
• Parks & Recreation staff input
• Consulting team expertise and experience
In addition to reflecting community priorities, the master plan update considers demographics, industry trends, benchmarking, service areas and existing parks and programs when recommending future investments in parks and recreation. Implementing the identified strategies that require significant capital and/or operating expense will be contingent upon the availability of funding during the term covered by the plan.

Department vision and mission
The Parks & Recreation Department’s Vision and Mission Statements are established as:

Vision: T
o strengthen community connectivity through inclusive world class offerings and exceptional customer service.

Mission: To promote community health and wellness while building a culture that embraces change and continuous improvement.

Site asse ssments and s ervice areas
The consultant assessed the city’s 42 parks (i.e., community parks and special use areas) and made observations regarding park access, visual and aesthetic appeal, and maintenance standards. The parks’ design and maintenance were generally very good, considering how heavily the parks are used. Thirty-one of the parks were rated as excellent, nine were rated as good, and two were rated as fair. No park sites were rated poor, although opportunities for improvement, such as increased shade and seating, were noted at selective special use areas Service area maps illustrate the geographic distribution of parks, facilities and amenities and the performance standard for them, based on population density. Service area mapping data allows staff and city leadership to make capital improvement and development decisions based upon citywide need and parks, facility and amenity gaps in a specific area.

Major asset service area maps included:
• Basketball courts
• Community parks/special use areas and other parks and recreation properties • Dog parks
• Multiuse diamond fields
• Multiuse rectangular fields
• Indoor recreation space
Sept. 26, 2023
Item #10 Page 3 of 201

• Outdoor pools
• Playgrounds
• Pickleball courts
• Skate parks
• Tennis courts
Program assessments
To fulfill the department's mission of strengthening community health and wellness, identifying core program areas based on current and future community needs is crucial, as is focusing on specific program areas that are important to the community.

A program area is considered core if it meets most of the following criteria:
• Provided for more than five years or is expected by community based on input results • Accounts for 5% or more of the department’s overall budget • Is offered 3-4 seasons per year
• Broad demographic appeal
• Skill development tiers are available within the program area's offerings • Full-time staff are responsible for the program area
• Facilities are specifically designed to support the program area.

Staff and the city’s consultant identified core program areas for general recreation and for adults 50 and older.

Strategic Action Plan
The 2023-2030 Parks & Recreation Department Master Plan Update provides systemwide recommendations for staff to implement over the short-term (0-3 years), long-term (4-7 years) and on an ongoing basis. The strategies of this action plan are divided into four categories:
• Parks
• Maintenance and operations
• Programs, events and facilities
• Funding and marketing
There are multiple strategies detailed per category and per term within the action plan. As noted above, implementing the identified strategies that require significant capital and/or operating expense will be contingent upon the availability of funding during the term identified.

Community E ngagement
The community engagement process for the 2023-2030 Parks & Recreation Department Master Plan Update included thousands of public comments, four community meetings, several focus groups, an online survey and social media polling, intercept interviews and a scientific survey.

Input was gathered in two phases.

Qualitative and quantitative input
P
hase one focused on qualitative input. Qualitative input is, as a rule, highly descriptive but not necessarily representative of the entire population. The project team gathered qualitative input Sept. 26, 2023
Item #10 Page 4 of 201

from City of Carlsbad elected and appointed officials, employees, residents, and various community and special interest groups.

That input helped inform the questions asked in the second phase, a statistically reliable survey.

The survey sample included 400 people chosen at random. Questions answered by all 400 respondents have a margin of error of approximately plus or minus 4.9 percentage points.

Quantitative feedback showed that residents generally rated parks and recreation services highly. The following are limited highlights of the scientific survey results:
• Among residents who said they had a need for either a neighborhood park or community park, the vast majority (95% or 97%) said that need was being met, either fully, mostly or partially.
• 91% of residents rate the condition of parks, fields and facilities as good or excellent. • Two thirds of residents said they are very satisfied or satisfied with the value they receive from the city’s Parks & Recreation Department, with 7% saying they were dissatisfied.
• When asked how to improve or renovate parks, the top responses were to add more shade, lighting and family picnic areas.
• The park facilities most important to residents are community parks, neighborhood parks, off-leash dog parks, outdoor swimming pools and outdoor pickleball courts. • About 60% of residents would like to see the city increase funding for parks and recreation, but 20% or fewer said they’d be interested in funding specific improvements.

Effects of the pandemic
Outreach for the Parks & Recreation Department Master Plan Update started in February 2020, just prior to the COVID-19 pandemic. Shortly thereafter, the project was put on hold so the city could focus on its public health response. Once the city began to return to in-person services in Sept. 26, 2023
Item #10 Page 5 of 201

2021, staff sought additional community input via virtual workshops and a social media survey.

Qualitative and quantitative feedback showed that the pandemic made some residents value parks and recreation services more, but that overall, it didn’t have a significant effect on needs, values and priorities.

A complete summary of the community engagement process and public input is available in Chapter 1, Executive Summary, and Chapter 2, Public Input Summary, of the updated master plan. On Aug. 31, 2023, the 2023-2030 Parks & Recreation Department Master Plan Update was posted to the city’s website, sent to interested stakeholders and those who provided input, and shared through the city’s communication channels to raise awareness of its availability.

Action of Commissions
On Sept. 18, 2023, the Senior Commission, and the Parks & Recreation Commission, accepted the 2023-2030 Parks & Recreation Master Plan Update and recommended its approval by the City Council.

Fiscal An
alysis
There is no direct fiscal impact associated with the adoption of the updated master plan. The strategic action items requiring appropriation of additional funds will be addressed via future requests to the City Council. The master plan update also proposes to complete a study to modify development impact fees that could be set aside for application to parks and recreation construction costs. Action on the study would be subject to City Council direction and approval.

Next Steps
Staff will begin implementation of the short term and ongoing strategic action items within the 2023-2030 Parks & Recreation Department Master Plan Update.

Environmental E valuation
This action, the adoption of a department master plan update, does not require environmental review because it does not constitute a project within the meaning of the California Environmental Quality Act under California Public Resources Code Section 21065 in that it has no potential to cause either a direct physical change or a reasonably foreseeable indirect physical change in the environment.

Exhibits

1. City Council resolution

2. 2023-2030 Parks & Recreation Department Master Plan Update

3. Parks & Recreation Department Master Plan Update – Appendices Sept. 2023 ( on file in the Office of the City Clerk)

4. C orrespondence receive d as of Aug. 31 through Sept. 18 at noon

Sept. 26, 2023
Item #10 Page 6 of 201
RESOLUTION NO. 2023-250

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, APPROVING THE 2023-2030 PARKS & RECREATION

DEPARTMENT MASTER PLAN UPDATE
WHEREAS, the current Parks & Recreation Department Master Plan was approved by the City Council in 2015, providing a road map for investments in parks and recreation services based on the community's top priorities, demographic make-up, industry trends, market analysis and other factors; and
WHEREAS, the 2015 master plan resulted in several new and expanded parks and recreation projects and programs, representing a total capital investment of over $25 million; and WHEREAS, another key strategy addressed from the 2015 master plan was completion of an additional needs assessment to allow the department to keep pace with the community's changing needs, priorities and trends; and
WHEREAS, that needs assessment is a part of the 2023-2030 Parks & Recreation Department Master Plan Update; and
WHEREAS, staff offered multiple ways for members of the public and other stakeholders to provide input in the development of the updated master plan, to ensure it reflected the community's most important needs and values; and
WHEREAS, the community engagement for the 2023-2030 Parks & Recreation Department Master Plan Update included thousands of public comments, four community meetings, several focus groups, an online survey, social media polling, intercept interviews and a scientific survey; and WHEREAS, the updated master plan will now serve as a road map for parks and recreation services for the next seven years; and
WHEREAS, a main focus of the updated plan is to maintain the city's existing parks, programs and facilities at their current high levels of quality and to complete major projects underway, including the construction of Veterans Memorial Park and Robertson Ranch Park, as well as the renovation/replacement of Monroe Street Pool; and
WHEREAS, the updated master plan also proposes that staff seek City Council direction on whether to build additional outdoor pickleball courts at an existing parks to address the demand; and Exhibit 1
Sept. 26, 2023 Item #10 Page 7 of 201
WHEREAS, the updated master plan reflects the fact the city is not projecting the same level of growth as it has seen in the past, and is currently projecting a General Fund structural deficit as soon as fiscal year 2028; and
WHEREAS, staff will seek opportunities to reduce ongoing spending and enhance revenues; and WHEREAS, the updated master plan proposes that staff complete a study to modify developer fees which could be set aside for construction costs; and WHEREAS, the strategies listed for action in the master plan are based on several factors, including, the Carlsbad Community Vision, the Carlsbad Strategic Plan (2023-2027), the Carlsbad Capital Improvement Program, community and stakeholder input, the Carlsbad Parks & Recreation Department staff input, and consulting team expertise and experience; and WHEREAS, in addition to reflecting community priorities, the master plan update considers demographics, industry trends, benchmarking, service areas and existing parks and programs when recommending future investments in parks and recreation; and WHEREAS, the department's vision and mission statements have been established; and WHEREAS, the consultant assessed the 42 parks (community parks and special use areas) and made observations regarding park access, visual and aesthetic appeal, and maintenance standards; and WHEREAS, parks' design and maintenance was generally very good, considering heavy use; and WHEREAS, service area maps were generated to illustrate the geographic distribution of parks, facilities and amenities, and the performance standard for them, based on population density; and WHEREAS, service area mapping data allows staff and city leadership to make capital improvement and development decisions based upon citywide need and parks, facility, and amenity gaps in a specific area; and
WHEREAS, to fulfill the department's mission of strengthening community health and wellness, core program areas were identified based on current and future community needs; and WHEREAS, staff identified core program areas for general recreation and for adults 50+; and WHEREAS, the 2023-2030 Parks & Recreation Department Master Plan Update provides systemwide recommendations for staff to implement over the short-term (0-3 years), long-term (4-7 years) and on an ongoing basis; and
WHEREAS, the strategies of this action plan are divided into four categories: parks, maintenance and operations, programs, events, and facilities, and funding and marketing; and Sept. 26, 2023 Item #10 Page 8 of 201
WHEREAS, there are multiple strategies detailed per category/per term in the action plan; and WHEREAS, implementing the identified strategies that require significant capital and/or operating expense will be contingent upon the availability of funding during the term identified; and WHEREAS, there is no direct fiscal impact associated with adoption a master plan update; and WHEREAS, the City Planner has determined that pursuant to Public Resources Code Section 21065, the adoption of a department master plan update does not qualify as a "project" with the meaning of the California Environmental Quality Act in that it has no potential to cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, and therefore does not require environmental review.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows:

1. That the above recitations are true and correct.

2. That the Parks & Recreation Commission and the Senior Commission have accepted and recommended the City Council's approval of the 2023-2030 Parks & Recreation Department Master Plan Update.

3. That the City Council hereby approves the 2023-2030 Parks & Recreation Department Master Plan Update, on file in the Office of the City Clerk.

PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of Carlsbad on the 26th day of Sept., 2023, by the following vote, to wit:

AYES:

NAYS:

ABSTAIN:

ABSENT:

Blackburn, Bhat-Patel, Acosta, Burkholder, Luna.

None.

KEITH BLACKBURN, Mayor
SHERR&:: City Clerk
Sept. 26, 2023 Item #10 Page 9 of 201
DRAFT
1 Exhibit 2
Sept. 26, 2023
Item #10 Page 10 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
2 TH

IS PAGE INTENTIONALLY LEFT BLANK
Sept. 26, 2023
Item #10 Page 11 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
3 Acknowledgements
City Of Carlsbad City Council
Keith Blackburn, Mayor
Priya Bhat -Patel, Mayor Pro Tem
Melanie Burkholder, Council Member
Carolyn Luna, Council Member
Teresa Acosta , Council Member

City Of Carlsbad Parks & Recreation Commission
Robert Winston, Chairperson
Amy Allemann, Vice Chairperson
Matthew Bartels , Commissioner
Joe Gisbert, Commissioner
Deborah Rasines, Commissioner
Shelly Sander, Commissioner
Michael Sebahar, Commissioner

City Of Carlsbad Senior Commission
Kathryn Rangus , Chairperson
Marica Venegas -Garcia, Vice Chairperson
Bruce Fitz -Patrick , Commissioner
Nelson Ross, Commissioner
Cecilia Schouwe, Commissioner

Sept. 26, 2023
Item #10 Page 12 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
4 City of Carlsbad Executive Team
Scott Chadwick, City Manager
Geoff Patnoe, Assistant City Manager
Gary Barberio, Deputy City Manager, Community Services
Paz Gomez, Deputy City Manager, Public Works
Laura Rocha, Deputy City Manager, Administrative Services Michael Calderwood, Fire Chief
Mickey Williams, Police Chief
David Graham, Chief Innovation Officer
Sheila Cobian, Legislative & Constituent Affairs Director

City Of Carlsbad Parks & Recreation Department Leadership Team Kyle Lancaster, Parks & Recreation Director
Mick Calarco, Recreation Services Manager
Bonnie Elliott , Senior Management Analyst
Todd Reese, Parks Services Manager

Project Lead Consultants
Neelay Bhatt, Principal Consultant and CEO – Next Practice Partners Jason Elissalde, Senior Project Manager – Next Practice Partners Phil Parnin , Associate Principal – PROS Consulting

Project Sub -Consultants
Doug Grove, Principal - RHA Landscape Architects -Planners, Inc.

Jason Morado - ETC. Leisure Vision

Sept. 26, 2023
Item #10 Page 13 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
5 Preface
The city’s current Parks & Recreation Department Master Plan was adopted by the City Council in 2015, providing a road map for future investments in city parks and recreation based on the community’s top priorities, demographic make-up, industry trends, market analysis and other factors.

The master plan resulted in several new and expanded parks and recreation offerings, including:
• A community center, ornamental gardens, and community garden at Pine Avenue Community Park • The city’s first outdoor pickleball courts and arena sports field at Poinsettia Community Park • A dog park, along with an added restroom facility at Poinsettia Community Park • An entryway with an outdoor fitness circuit and picnic areas at Calavera Hills Community Park • A community garden at Calavera Hills Community Park
• An outlook with stage, picnic areas and a catering/restroom facility at Aviara Community Park • Expanded multigenerational programs
• Expanded programs focusing on fitness and wellness, outdoor adventure, environmental education and culinary arts

Another key strategy in the 2015 plan was to conduct an updated needs assessment so the department could keep pace with changing needs, priorities and trends. That needs assessment is part of this 2023- 2030 Parks & Recreation Master Plan Update.

Changes since 2015
Although healthy outdoor lifestyles and community connection are still important values for Carlsbad residents, several changes have occurred since the current master plan was completed:
• The city has made major investments in new and improved parks based on the needs identified in the 2015 master plan.
• The city is not projecting the same level of growth as it has seen in the past, meaning developer fees to fund new amenities will be less.
• The city is currently projecting a General Fund structural deficit as soon as fiscal year 2028. As a result, the city is looking for opportunities to reduce ongoing spending. New parks and recreation facilities require funding for ongoing maintenance and operations. • The city’s Growth Management Program is undergoing an update. The parks performance standard is expected to remain the same, at 3 acres per 1,000 residents. However, a study is yet to be completed that will determine the future development fees that would help fund park projects.

Sept. 26, 2023
Item #10 Page 14 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
6 Moving forward
Due to the above factors, the 2023-2030 Parks & Recreation Master Plan Update focuses on maintaining the high-quality parks and recreation services currently enjoyed by the community and recommends ways to adapt them to reflect current community needs and priorities. The strategies listed for action in the master plan are based on several factors, including:
• Carlsbad Community Vision
• Carlsbad Strategic Plan (2023-2027)
• Carlsbad Capital Improvement Program
• Community and stakeholder input
• Parks & Recreation staff input
• Consulting team expertise and experience

Addressing the strategies that require significant capital and/or operating expense will be contingent upon the availability of funding during the term identified.

Sept. 26, 2023
Item #10 Page 15 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
7 Table of Contents
ACKNOWLEDGEMENTS ......................................................................3 PREFACE ............................................................................................5 CHAPTER ONE – EXECUTIVE SUMMARY ............................................ 12

1.1 MASTER PLAN UPDATE GOALS AND OBJECTIVES ............................................... 12

1.2 MASTER PLAN UPDATE PROCESS ....................................................................... 12

1.3 COMMUNITY PROFILE ....................................................................................... 13

1.4 PUBLIC INPUT .................................................................................................... 14

1.5 PROGRAM ASSESSMENT ................................................................................... 17

1.5.1 CORE PROGRAM AREAS .................................................................................................. 17

1.6 PARK SITE ASSESSMENTS .................................................................................. 19

1.7 SERVICE AREA MAPS ......................................................................................... 19

1.8 MISSION, VISION, VALUES AND COMMUNITY INPUT AND STAFF VISIONING OUTCOMES ............................................................................................................. 21

1.8.1 VISION ............................................................................................................................. 21

1.8.2 MISSION STATEMENT .................................................................................................... 21

1.8.3 COMMUNITY INPUT AND STAFF VISIONING OUTCOMES.............................................. 21

1.9 STRATEGIC ACTION PLAN .................................................................................. 21

1.9.1 PARKS STRATEGIES ......................................................................................................... 22

1.9.2 PARKS MAINTENANCE AND OPERATIONS STRATEGIES ................................................. 24

1.9.3 PROGRAMS, EVENTS AND FACILTIES STRATEGIES ......................................................... 25

1.9.4 FUNDING AND MARKETING STRATEGIES ...................................................................... 26

1.10 CONCLUSION ................................................................................................... 27 CHAPTER TWO – PUBLIC INPUT SUMMARY ...................................... 28

2.1 CARLSBAD COMMUNITY VISION ........................................................................ 28

2.2 COMMUNITY ENGAGEMENT APPROACH ........................................................... 29

2.2.1 WHO PARTICIPATED ....................................................................................................... 30

2.2.2 EFFECTS OF THE PANDEMIC .......................................................................................... 31

2.2.3 HOW INPUT WAS USED ................................................................................................. 31

2.2.4 STAKEHOLDER AND FOCUS GROUP INTERVIEWS ......................................................... 32

2.2.5 PUBLIC WORKSHOPS ..................................................................................................... 33

2.2.6 INTERCEPT SURVEYS ...................................................................................................... 34

2.2.7 ONLINE SURVEYS ........................................................................................................... 34

2.2.8 OUTREACH TO TRADITIONALLY UNDER-REPRESENTED GROUPS ................................. 34 Sept. 26, 2023
Item #10 Page 16 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
8 2.2.9 EMAIL AND WEB FORM INPUT...................................................................................... 36

2.2.10 STATISTICALLY RELIABLE SURVEY ................................................................................ 38 CHAPTER THREE – DEMOGRAPHIC AND TRENDS ANALYSIS ............... 56

3.1 DEMOGRAPHIC ANALYSIS ................................................................................. 56

3.2 RECREATION TRENDS ANALYSIS ........................................................................ 63

3.2.1 NATIONAL TRENDS IN RECREATION ............................................................................... 63

3.2.2 NATIONAL PARTICIPATION ............................................................................................ 65

3.2.3 SUMMARY ...................................................................................................................... 74

3.3 SPORT AND LEISURE MARKET POTENTIAL ......................................................... 75

3.3.2 KEY DEMOGRAPHICS AND TRENDS FINDINGS SUMMARY ............................................ 79 CHAPTER FOUR – BENCHMARK ANALYSIS ......................................... 80

4.1 BENCHMARK COMPARISON .............................................................................. 81

4.1.1 TOTAL AGENCY OWNED OR MANAGED ACRES .............................................................. 81

4.1.2 STAFFING ........................................................................................................................ 82

4.1.3 EXPENDITURE DISTRIBUTION ......................................................................................... 82

4.1.4 REVENUE PER CAPITA .................................................................................................... 83

4.1.5 AGENCY/CITY CONTRIBUTION ....................................................................................... 83

4.1.6 CAPITAL IMPROVEMENT PLAN SUMMARY ................................................................... 84

4.1.7 MARKETING AS A PERCENTAGE OF OPERATIONAL BUDGET ......................................... 84

4.1.8 CONTRACTORS ............................................................................................................... 85

4.1.9 INDOOR RECREATION FACILITIES .................................................................................. 85

4.2 BENCHMARK FINDINGS SUMMARY ................................................................... 86 CHAPTER FIVE – EXISTING SITE ANALYSIS ......................................... 87

5.1 PARK SYSTEM ASSESSMENT .............................................................................. 87

5.2 PARK CLASSIFICATIONS AND LEVEL OF SERVICE RECOMMENDATIONS .............. 92

5.3 SERVICE AREA MAPPING ................................................................................... 94

5.3.1 BASKETBALL COURTS...................................................................................................... 95

5.3.2 COMMUNITY PARKS/SPECIAL USE AREAS AND OTHER PARKS AND RECREATION PROPERTIES ............................................................................................................................ 96

5.3.3 DOG PARKS ................................................................................................................... 97

5.3.4 INDOOR RECREATION SPACE ........................................................................................ 98

5.3.5 MULTIPURPOSE DIAMOND FIELDS ................................................................................ 99

5.3.6 MULTIPURPOSE RECTANGULAR FIELDS ..................................................................... 100

5.3.7 OUTDOOR POOLS ........................................................................................................ 101 Sept. 26, 2023
Item #10 Page 17 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
9 5.3.8 OUTDOOR PICKLEBALL COURTS .................................................................................. 102

5.3.9 PLAYGROUNDS ............................................................................................................ 103

5.3.10 SKATE PARKS .............................................................................................................. 104

5.3.11 TENNIS COURTS........................................................................................................... 105 CHAPTER SIX USER FEE ANALYSIS ................................................... 106

6.1 METHOD ......................................................................................................... 106

6.2 USER FEE FINDINGS ......................................................................................... 107

6.2.1 RENTAL FEE PRICE RANGES .......................................................................................... 107

6.2.2 RENTAL PRICING STRATEGIES ..................................................................................... 107

6.3 RECREATION PROGRAMS AND SERVICES FEE FINDING..................................... 108

6.3.1 ADULT PROGRAMS ....................................................................................................... 108

6.3.2 SPORTS ........................................................................................................................ 108

6.3.3 AQUATICS .................................................................................................................... 108

6.3.4 CAMPS ......................................................................................................................... 108

6.3.5 LEARNING AND DEVELOPMENT .................................................................................. 109

6.3.6 ADULTS 50+ ................................................................................................................. 109

6.3.7 YOUTH PROGRAMS ..................................................................................................... 109

6.4 USER FEE RECOMMENDATIONS ....................................................................... 109 CHAPTER SEVEN – GENERAL ADULTS 50+ RECREATION PROGRAM
PLAN .............................................................................................. 110

7.1 PURPOSE ......................................................................................................... 110

7.1.1 CORE VALUES AND GUIDING PRINCIPLES ..................................................................... 110

7.1.2 PARKS & RECREATION GOALS & OBJECTIVES .............................................................. 111

7.1.3 WHO WE SERVE ............................................................................................................ 111

7.2 PROGRAM AND SERVICE DETERMINANTS ....................................................... 111

7.2.1 CONCEPTUAL FOUNDATIONS OF PLAY, RECREATION, HEALTH AND WELLNESS ........ 112

7.2.2 CONSTITUENT INTERESTS AND NEEDS ........................................................................ 112

7.2.3 PARTICIPANT INVOLVEMENT ...................................................................................... 113

7.2.4 UNDERSERVED POPULATIONS OUTREACH ................................................................. 113

7.2.5 COMMUNITY OPPORTUNITIES .................................................................................... 113

7.2.6 SIMILAR PROVIDERS .................................................................................................... 114

7.3 EXISTING RECREATION PROGRAM FRAMEWORK ............................................. 115

7.3.1 PROGRAM DEVELOPMENT & EVALUATION ................................................................. 116

7.3.2 COST RECOVERY POLICY .............................................................................................. 117 Sept. 26, 2023
Item #10 Page 18 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
10 7.4 PRICING STRATEGIES ....................................................................................... 117

7.4.1 REGISTRATION ............................................................................................................. 118

7.4.2 PROGRAM INFORMATION .......................................................................................... 118

7.4.3 RECREATION PROGRAM MARKETING ......................................................................... 119

7.4.4 PERFORMANCE MEASURES ........................................................................................ 119

7.5 PROGRAM ASSESSMENT ................................................................................. 119

7.5.1 CORE PROGRAM AREAS ............................................................................................... 119

7.5.2 PROGRAM STRATEGY ANALYSIS ................................................................................. 128

7.5.3 AGE SEGMENT KEY PERFORMANCE INDICATORS ....................................................... 128

7.5.4 PROGRAM LIFECYCLE KEY PERFORMANCE INDICATORS ............................................ 129

7.5.5 CLASSIFICATION OF SERVICES – KEY PERFORMANCE INDICATORS ............................ 131

7.5.6 COST OF SERVICE & FINANCIAL SUSTAINABILITY ........................................................ 132

7.6 VOLUNTEERS AND PARTNERSHIPS ................................................................... 135

7.6.1 VOLUNTEER AND PARTNERSHIP MANAGEMENT ........................................................ 135

7.6.2 RECREATION PROGRAM PARTNERSHIPS, FRIENDS GROUPS AND FOUNDATIONS .... 135

7.7 PROGRAM PLAN STRATEGIES .......................................................................... 136 CHAPTER EIGHT - PRIORITY INVESTMENT RATINGS ......................... 138

8.1 METHOD ......................................................................................................... 138

8.1.1 HOW TO ANALYZE THE CHARTS: .................................................................................. 138 CHAPTER NINE - STRATEGIC RECOMMENDATIONS ......................... 145

9.1 VISION, MISSION AND VALUES ........................................................................ 145

9.1.1 VISION ........................................................................................................................... 145

9.1.2 MISSION STATEMENT .................................................................................................. 145

9.1.3 VALUES ......................................................................................................................... 145

9.2 STRATEGIC ACTION PLAN ................................................................................ 146

9.2.1 COMMUNITY INPUT AND VISIONING OUTCOMES ...................................................... 146

9.2.2 PARKS STRATEGIES ...................................................................................................... 146

9.2.3 MAINTENANCE AND OPERATIONS STRATEGIES ......................................................... 149

9.2.4 PROGRAMS, EVENTS AND FACILTIES STRATEGIES ...................................................... 150

9.2.5 FUNDING AND MARKETING STRATEGIES .................................................................... 152 CHAPTER TEN - CONCLUSION ......................................................... 153

Sept. 26, 2023
Item #10 Page 19 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
11 THIS PAGE INTENTIONALLY LEFT BLANK

Sept. 26, 2023
Item #10 Page 20 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
12 CHAPTER ONE – EXECUTIVE SUMMARY

1.1 MASTER P LAN UPDATE GOALS AND OBJECTIVES
Parks & Recreation Department staff commenced this master plan update with these goals and objectives:
• Maximize community engagement to ensure diverse community and stakeholder input is heard and is utilized to shape the future of the city’s parks, programs and facilities. • Integrate Commission for the Accreditation of Parks & Recreation Agencies (CAPRA) best practices to ensure accreditation standards are met.
• Ensure diverse offerings, and equity of access, through the recreation program plan and levels of service analysis which is based on varied data sources including a statistically reliable survey, online tools, demographics, trends analysis and community engagement. • Enhance financial sustainability through efforts to identify revenue opportunities and thus better ensure future operational and maintenance needs are addressed. • Develop an action plan that establishes guidelines and strategies for the department’s parks and recreation services, to support the Carlsbad community.

1.2 MASTER P LAN U PDATE PROCESS
The process of updating the master plan began with three questions to ensure that the community’s and the department’s goals and objectives would be recorded (Figure 1):

1. Where are we today?

2. Where are we going tomorrow?

3. How do we get there?
Note: This plan commenced in Dec. 2019, just prior to the COVID-19 pandemic, which resulted in modifications to the update process, including additional virtual community engagement and an extended timeline for completion.

Figure 1: Process model
Sept. 26, 2023
Item #10 Page 21 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
13 1.3 COMMUNITY PROFILE
Demographic data used for the analysis was obtained from the U.S. Census Bureau and Environmental Systems Research Institute, Inc., the largest research and development organization dedicated to Geographic Information Systems and that specializes in population projections and market trends. All data was acquired in September 2022 and reflects actual numbers as reported in both the 2010 and 2020 Census, as well as estimates for 2022 obtained by ESRI. Simple linear regression was utilized for 2027, 2032, and 2037 projections. 1 The demographic data not only offers a snapshot of the present but provides invaluable insights into the future, ensuring that the Parks and Recreation Master Plan Update is proactive, and resonates with the changing community needs.

Full demographic and recreation trend information is included in chapter three.

Important demographic and recreation trend findings:
• The population has grown at a rate above the national average during the past 12 years, and projections show continued growth through 2032.
• The current age distribution has the
highest representation in the age
segment 35-54 with a median age of

40.4. This high representation of the
35-54 age segment will feed into the
55-74 age segment, which is
projected to become the most
represented age segment by 2032.

This finding indicates the importance
of focusing on adults 50+
programming to meet the needs of
this active aging population.
• Since the 2010 Census, Carlsbad's
racial and ethnic diversity has
grown, with projections showing
a continued increase over the next 15 years.
• Household income and individual income are significantly higher than both the state and national averages. A higher household income confirms the importance of high- quality offerings and experiences to meet community expectations. • 40 out of 46 activities tracked had a Market Potential Index (MPI) score of 100 or more.

This high MPI indicates a strong participation rate among city residents in general sports and fitness activities. Such data highlights the need for future projects, including culinary programs, Monroe Street Pool upgrades, and additional pickleball courts.

1 Simple linear regression is used to estimate the relationship between two quantitative variables.

Figure 2: Population by age segments
21% 20% 19%
19% 19% 19%
27% 26% 25%
25% 24% 27%
8% 10% 10%
2022
Es�mate
2027
Projec�on
2032
Projec�on

POPULATION BY AGE SEGMENTS
0-17 18-34 35-54 55-74 75+
Sept. 26, 2023
Item #10 Page 22 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
14 1.4 PUBLIC INPUT
The project team provided multiple ways for community members and other stakeholders to provide input to help ensure the final master plan reflects the community’s most important needs, values and priorities. Input was gathered in two phases:

Qualitative and quantitative input
P
hase one focused on qualitative input. Qualitative input is highly descriptive but is not necessarily representative of the entire population. The project team gathered qualitative input from City of Carlsbad elected and appointed officials, employees, residents, and various community and special interest groups.

This input helped inform the questions asked in the second phase, a statistically reliable survey.

The survey sample included about 400 people chosen at random. Questions answered by all 400 respondents have a margin of error of approximately plus or minus 4.9 percentage points.

Effects of the pandemic
Outreach for the Parks & Recreation Master Plan update started in February 2020, just prior to the COVID-19 pandemic. The project was put on hold temporarily so the city could focus all available responses on its public health response.

Once the city began to return to in-person services in 2021, city staff sought additional community input to learn whether the community’s needs, values and priorities related to parks and recreation had changed.

Qualitative and quantitative feedback showed that the pandemic made some residents value parks and recreation more, but otherwise has not had a significant effect on needs, values and priorities. For example, most residents did not participate in the city’s virtual parks and Sept. 26, 2023
Item #10 Page 23 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
15 recreation programming and most said they do not have a need for such programming in the future.

Opinion of parks and recreation programs, facilities and services Overall, residents gave the city high marks in terms of its parks and recreation offerings.

Following are some of the key findings from the statiscally reliable survey:
• 85% of Carlsbad households had visited a city park, sports field or other recreational facility in the preview 12 months.
• About half go between one and four times a week.
• 91% rate the condition of parks, fields and faciities good or excellent • Only about a third of residents participate in city recreational programs, but of those who do, 96% rate them as good or excellent.
• About three-quarters of residents said lack of features they want to use was the main reason they do not use parks, fields and faciities more. No other single reason was cited by more than 45% of respondents.
• More residents use city recreation services than other providers. Private clubs, other cities’ programs, school programs and sports leagues were also in the top five, but used less than city programs.
• The main reasons people cited for not using city recreation programs more were not knowing what is offered, too busy or not being interested, and program times that are not convenient.
• Residents top needs for park facilities are community and neighborhood parks and family picnic areas. Of those who said they have a need for these facilities, only between 3% and 5% said their needs were not currently being met. • When asked to choose the most important park facilities, community parks, neighborhood parks, off-leash dog parks, outdoor swimming pools and outdoor pickleball courts were the top five responses.
• Residents did not cite a significant need for recreational programs. Adult fitness was the only response cited as a need by a majority of residents, at 55%. Other responses in the top five included a need for senior adult and fitness programs (43%), adult sports programs (39%), aquatics programs (39%) and cultural arts programs (36%). • Of those who cited a need for these five programs, between 20% and 25% said their need was not currently being met.
• When asked how to improve or rennovate parks, the top responses were to add more shade, lighting and family picnic areas.
• About two thirds of residents said they are satisfied or very satisfied with the value they receive from city’s Parks & Recreation Department, with only 7% saying they were dissatisfied.

Sept. 26, 2023
Item #10 Page 24 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
16 • Responses did not differ signficiantly among Carlsbad’s four ZIP codes for most survey questions, with a few exceptions:
o Residents in the northwest cite safety as the top reason they do not visit more often.
o Residents in southeast don’t visit more often because they use parks in other cities.
o Residents in the northeast and southwest cite a lack of features they want to use.
o Residents in northwest Carlsbad say they have the biggest need for a community park while residents in the southwest say they have the lowest need. o Residents in northern Carlsbad said they have a greater need for sports fields than residents in the south.
o Residents in northwest and southeast Carlsbad cited a higher need for dog parks than other parts of the city.

How the input was used
The purpose of the statistically reliable survey was to ensure the project team gained an understanding of a representative group of Carlsbad residents in addition to those residents who choose to actively engage in city issues. Input from the qualitative phase helped the project team identify which questions should be included in the scientific survey.

Community input was an important factor but not the only factor used when developing parks and recreation priorities. Demographics, industry trends, existing and planned parks and programs, and other factors were also considered.

Sept. 26, 2023
Item #10 Page 25 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
17 1.5 PROGRAM ASSESSMENT

1.5.1 CORE PROGRAM AREAS
To fulfill the department's mission of strengthening community health and wellness, identifying core program areas based on current and future community needs is crucial, as is focusing on specific program areas that are important to the community.

The department is faced with the challenge of attempting to cater to all interests. The core program area philosophy assists staff, policy makers and the public with focusing on what programs are most crucial to the community.

A program area is considered core if it meets most of the following criteria:
• Provided for more than five years or is expected by the community based on community input results
• Accounts for 5% or more of the department’s overall budget • Is offered 3-4 seasons per year
• Broad demographic appeal
• Skill development tiers are available within the program area's offerings • Full-time staff are responsible for the program area
• Facilities are specifically designed to support the program area

CORE PROGRAM AREA S DESCRIPTIONS, GOALS, & EXAMPLE PROGRAMS Department staff and the consulting team identified the following core program areas for both general recreation and adults 50+ currently offered and shown in Figures 4 and 5.

Figure 3: Core program areas - adults 50+
Sept. 26, 2023
Item #10 Page 26 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
18 Figure 4: General recreation core program areas
Sept. 26, 2023
Item #10 Page 27 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
19 1.6 PARK SITE ASSESSMENTS
The consulting team assessed the department’s parks and made observations regarding park access, visual and aesthetic appeal, and maintenance standards.

Maintenance was good, considering how heavily the parks are used. Thirty-one of the parks were rated as excellent, nine were rated as good, and two were rated as fair. No park sites were rated poor.

STRENGTHS

• General parks maintenance
• Abundant amenities
• Clean and well-kept parks
• High levels of patron use indicating the quality and availability of needed amenities in the parks
• Overall consistent city branding and signs
• Synthetic turf athletic fields, allowing for increased use • Variety of park experiences throughout system

OPPORTUNITIES FOR IMPROVEMENT
• Some sites lack sufficient concrete, asphalt, or decomposed granite walkways to fully meet disabled access requirements (Pio Pico Park, Oak Park, El Fuerte Park, Harold E.

Smerdu Community Garden, Buena Vista Elementary School Fields, Jefferson Elementary School Fields, and La Costa Heights Elementary School Fields) • Several school field sites could benefit from additional trash and recycling cans, and seating

1.7 SERVICE AREA MAPS
Service area maps assist Parks & Recreation Department staff and city leadership in assessing where parks, facilities and amenities are offered, distribution of parks, facilities and amenities, and, based on population density, assess where there are gaps or overlaps for a specific facility or amenity.

The population source used for these recommendations is the 2022 estimated population, and the 2027 and 2032 projected populations, as reported by Environmental Systems Research Institute, Inc. (ESRI). The estimated City of Carlsbad population for 2022 was 116,323.

The shaded areas in the maps indicate the service level (e.g., the population being served by that park type/amenity) as outlined in the facility/amenity levels of service matrix.

The central point inside the ring indicates the location of the facility or amenity while the ring extends out to the distance that amenity serves the population based on the number of amenities at that location, the levels of service recommendations established and the population density.

Sept. 26, 2023
Item #10 Page 28 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
20 Dog parks service area map is featured in Figure 5, while the additional service area maps are included in section 5.2.

Figure 5: Dog parks service area map
Sept. 26, 2023
Item #10 Page 29 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
21 1.8 MISSION, VISION, VALUES AND COMMUNITY INPUT AND STAFF VISIONING

OUTCOMES

1.8.1 V ISION
To strengthen community connectivity through inclusive world class offerings and exceptional customer service.

1.8.2 MISSION STATEMENT
To promote community health and wellness while building a culture that embraces change and continuous improvement.

1.8.3 COMMUNITY INPUT AND STAFF V ISIONING OUTCOMES Based on community input and the staff visioning workshop, desired report outcomes were identified:
• Address aging infrastructure – refurbish or replace and maintain existing infrastructure
• Optimize staffing – ensure staffing levels and structure match future service levels
• Ensure greater financial sustainability – plan for future revenue generated from programs, services, and goods rendered
• Increase awareness of department’s programs and services • Expand programming – grow and diversify programming to meet the community’s interests

1.9 STRATEGIC ACTION PLAN
Consistent with the 2015 master plan, this update provides systemwide recommendations for the department to implement over the short-term (0-3 years), long-term (4-7 years) and on an ongoing basis. The 2015 plan resulted in the department’s successful accreditation through the Commission for the Accreditation of Parks and Recreation agencies, updates at Pine Avenue Community Park including a new building with indoor recreation space, catering support room and upgrades at Aviara Community Park and a dog park and dedicated pickleball courts at Poinsettia Community Park among other accomplishments.

The strategies are based on several factors, including the Carlsbad Community Vision, the Carlsbad Strategic Plan (2023-2028), the annual Carlsbad Capital Improvement Program, community and stakeholder input, Parks & Recreation Department staff input (throughout the process, including and through the visioning workshop), and the consulting team’s expertise and experience.

Plan categories:
• Parks
• Maintenance and operations
• Programs, events, and facilities
• Funding and marketing
Sept. 26, 2023
Item #10 Page 30 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
22 Category strategies are separated by an implementation timeline (Figures 6-9).

1.9.1 PARKS STRATEGIES

PARKS STRATEGIES
Short Term (0-3 Years)
Seek City Council direction on whether to pursue the construction of outdoor pickleball courts at an existing park to address the current demand Educate park visitors about sustainable practices and encourage them to participate in environmental initiatives
Complete a Parks in Lieu Fee and Parks Impact Fee Study and present its findings to the City Council for review and direction
Evaluate the potential for revising protocols at the skate parks to allow other wheeled devices, which may enhance accessibility
Add additional trash and recycling cans, and seating at school field sites Complete conceptual design and permitting for Leo Carrillo Ranch Historic Park Phase 3B Improvements
Complete construction plans, bidding and construction implementation for Stagecoach Park Community Garden
Complete construction plans, bidding and construction implementation for Veterans Memorial Park
Complete community engagement, conceptual design and permitting for Robertson Ranch Community Park
Complete conceptual design and permitting for Hosp Grove Park Improvements Contribute to completing construction plans, bidding and construction implementation for Monroe Street Pool Renovation/Replacement (in support of project’s lead department: Fleet & Facilities)
Contribute to completing construction plans, bidding and construction implementation for Beach Access Repairs and Upgrades (in support of project’s lead department: Transportation) Contribute to completing construction plans, bidding and construction implementation for Carlsbad Boulevard and Tamarack Avenue Intersection Improvements (in support of project’s lead department: Transportation)
Contribute to completing construction plans, bidding and construction implementation for Terramar Coastal Area Improvements (in support of project’s lead department:

Transportation)
Contribute to completing conceptual design and permitting for ADA Beach Access Ramps (in support of project’s lead department: Transportation)
Sept. 26, 2023
Item #10 Page 31 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
23 Contribute to completing the conceptual design, permitting, construction plans, bidding and construction implementation for Citywide Facilities Security Enhancements (in support of project’s lead department: Information Technology)
Contribute to completing the conceptual design, permitting, construction plans, bidding and construction implementation for Citywide Facilities WiFi Enhancements (in support of project’s lead department: Information Technology)
Long Term (4-7 Years)
Enhance parks amenities, such as shade structures and seating, to improve visitor experience Complete construction plans, bidding and construction implementation for Leo Carrillo Ranch Historic Park Phase 3B Improvements
Complete construction plans, bidding and construction implementation for Robertson Ranch Community Park
Complete construction plans, bidding and construction implementation for Hosp Grove Park Improvements
Seek City Council direction on whether to reprioritize the design and permitting of Village H South Dog Park
Contribute to completing conceptual design for South Carlsbad Coastline (in support of project’s lead department: Transportation)
Contribute to completing construction plans, bidding and construction implementation for ADA Beach Access Ramps (in support of project’s lead department: Transportation) Commence community engagement for Zone 5 Park
Commence community engagement for Cannon Lake Park
Ongoing
Coordinate enforcement of parks and facility regulations to facilitate positive user experience Incorporate environmentally friendly practices into park design and operations, such as drought-tolerant landscaping and energy-efficient lighting Explore certifications or equivalencies, such as SITES or LEED, for new park designs or renovations
Ensure full ADA access at all parks, with a focus on most immediate needs Encourage community participation in reporting maintenance or safety concerns Review the potential for adding park amenities based on the levels of service recommendations
Add more trees within parks, where feasible

Figure 6: Parks strategies

Sept. 26, 2023
Item #10 Page 32 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
24 1.9.2 PARKS MAINTENANCE AND OPERATIONS STRATE GIES

MAINTENANCE AND OPERATIONS STRATEGIES
Short Term = 0-3 Years
Continue to invest in upgrading aging infrastructure with the department’s annual operating budget and – as needed – with the capital improvement program budget Explore partnerships with community organizations or individual volunteers to periodically provide additional maintenance support
Long Term = 4-7 Years
Invest in equipment and technology as needs are identified that will improve maintenance efficiency and effectiveness.

Fully adopt and utilize the Better Impact database to enhance volunteer management Ongoing
Evaluate and pursue either increasing contractual services or hiring additional staff to perform routine maintenance as the inventory of sites grows
Ensure staffing levels align with programming or facility hours Expand staff onboarding procedures and compile an onboarding manual focused on the department’s culture and philosophy
Train and cross train staff to enhance professional growth and operational coverage Partner with the Human Resources Department to enhance staff retention and succession planning
Coordinate with the Human Resources Department in recruiting and managing department volunteers to maximize the support
Prioritize staff time and resources to address critical maintenance needs and concerns Explore grant opportunities to supplement funds for upgrades to aging infrastructure and equipment
Enhance pathway and parking lot lighting, and reduce energy consumption, by converting aging incandescent systems with modern LED systems
Request specific monitoring by the Police Department’s Park Rangers and patrol Officers to address unpermitted activities and promote positive experiences of patrons

Figure 7: Maintenance and operations strategies

Sept. 26, 2023
Item #10 Page 33 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
25 1.9.3 PROGRAMS, EVENTS AND FACILTIES S TRATEGIES

PROGRAMS, EVENTS AND FACILITIES STRATEGIES
Short Term = 0-3 Years
Assess current programs and facilities to identify barriers to accessibility and develop plans to address identified barriers (in support of project’s lead department: Risk Management) Create a staff committee to review and prioritize requests for new programs and events, considering factors such as community interest, feasibility, and cost-effectiveness Explore expansion of scholarship programs and other financial assistance options, such as sliding scale fees, to help reduce barriers to program participation Consult the Human Resources Department on the development of recognition programs to acknowledge staff members who provide exceptional customer service Evaluate offering programs at the northern, city-controlled beach Expand program offerings outdoors, including fitness, etc.

Annually evaluate program lifecycles to ensure balance between different stages Offer multicultural programs that reflect the community's increasing diversity Expand staff training on effective communication strategies, program development and customer service
Partner with local organizations that represent marginalized communities to receive input on program development
Provide accommodations, such as sign language interpretation, to make programs and facilities more inclusive
Long Term = 4-7 Years
Complete implementation of relevant Age Friendly Action Plan recommendations Expand indoor recreation offerings for the growing active adult population Enhance aquatic offerings at Monroe Street Pool once renovation/expansion project is complete
Ongoing
Continue to monitor program trends to ensure ongoing alignment with community needs Sept. 26, 2023
Item #10 Page 34 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
26 Encourage feedback and open communication between the department and the community Partner with healthcare organizations to provide health screenings and education to the community to the active adult population
Utilize technology, including Augmented Reality, and Virtual Reality to enhance the program experience
Work with community organizations and local businesses to develop partnerships that can help provide or promote new programs and event offerings

Figure 8: Programs, events and facilities strategies

1.9.4 FUNDING AND MARKETING STRATEGIES

FUNDING AND MARKETING STRATEGIES
Short Term = 0-3 Years
Consider revenue generation that includes corporate partnerships, sponsorships, foundations and/or naming rights opportunities
Identify potential grant opportunities and develop grant proposals to secure funding Implement fee study findings to ensure fees are competitive to those fees of surrounding cities for like offerings
Develop a CAPRA compliant department marketing plan to promote the various offerings Long Term = 4-7 Years
Pursue development of a professional photography policy and fee at historic parks Ongoing
Partner with community organizations and businesses to provide additional funding for scholarships and discounted programs
Annually review and adjust program, event and facility fees to ensure they are competitive to the market
Annually review athletic field use fees competitive to the market

Figure 9: Funding and marketing strategies
Sept. 26, 2023
Item #10 Page 35 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
27 1.10 CONCLUSION
The City of Carlsbad and the Parks & Recreation Department has done an admirable job serving the community – even more so through the pandemic. The department has shown a successful track record of implementing the 2015 master plan recommendations as seen by the numerous projects citywide including, Pine Avenue Community Park, Poinsettia Community Park, Aviara Community Park and Calavera Hills Community Park, while also successfully pursuing national accreditation through the Commission for the Accreditation of Parks and Recreation Agencies.

This update shows the continued growth and increased diversification of the Carlsbad community, in addition to showcasing the high level of parks, programs and recreation spaces provided by the city. The plan underscores the department’s emphasis on additional parks development projects while maintaining what parks and facilities currently exist, equitably expanding programs for an active and diverse adult population, and staff training and development.

A focus on innovation and new ideas, maintaining what facilities and amenities exist, providing a high level of care and responsiveness to community needs will ensure the high-quality experience that Carlsbad Parks and Recreation Department patrons are accustomed to will not only continue, but will grow and thrive in the years to come.

Sept. 26, 2023
Item #10 Page 36 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
28 CHAPTER TWO – PUBLIC INPUT SUMMARY
The master plan update incorporated public input to establish an understanding of the current state of the department and determine future needs. Like all city programs and services, seeking input on parks and recreation priorities starts with the Carlsbad Community Vision.

The City of Carlsbad is guided by the Carlsbad Community Vision, a set of nine core community values first developed in 2010 and verified most recently in 2022 through a five-year strategic planning process.

2.1 CARLSBAD COMMUNITY VISION
The city’s Parks & Recreation Department provides programs, services and amenities that relate directly to several of these values and indirectly to all of these values:

Small town feel, beach community character and connectedness Parks, recreation programs and community events bring people together, enhancing community connections and contributing to Carlsbad’s small-town feel.

Open space and the natural environment
Carlsbad residents value natural open spaces, including city parks and city-maintained habitat land. City trails provide opportunities to spend time in Carlsbad’s natural environment, and the city’s coastline and lagoons are natural resources cherished by residents and visitors alike.

Access to recreation and active, healthy lifestyles
People in Carlsbad enjoy staying active and fit. Our year-round mild climate allows residents to enjoy outdoor activities 12 months a year, and Carlsbad’s many recreation programs, parks and other amenities are well-utilized and appreciated.

The local economy, business diversity and tourism
Beautiful parks, well maintained coastal trails, sandy beaches, a state of the art aquatic center, miles of nature trails and other amenities help support Carlsbad’s diverse economy and popularity as a tourism destination.

Walking, biking, public transportation and connectivity The city’s 67-plus miles of trails not only provide opportunities for biking and hiking, they connect neighborhoods to each other and to services, schools and shops.

Sustainability
The city’s Parks & Recreation Department models environmental leadership by providing EV charging stations, utilizing solar for pool heating and power generation and showcasing beautiful, waterwise landscaping. Recycled water is used at city parks and other landscaped areas throughout the city.

Sept. 26, 2023
Item #10 Page 37 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
29 History, the arts and cultural resources
City parks feature historical resources that are not only carefully curated and preserved, but utilized to promote awareness and appreciation of Carlsbad’s local history. Recreation programs incorporate the arts from youth classes and camps to regular programming at the city’s Senior Center. Public art is integrated in city parks in both traditional and unexpected ways.

High quality education and community services
Parks & Recreation’s enrichment programs promote lifelong learning for all ages in Carlsbad.

Afterschool programs for teens focus on leadership principles, and intergenerational programs and events provide even more opportunities to learn and grow.

Neighborhood revitalization, community design and livability The city’s parks, trails and open spaces contribute greatly to Carlsbad’s overall design and livability, enhancing the quality of life for all who live, work and play in our city.

Given the important role Parks & Recreation plays in delivering on these nine core values of the Carlsbad Community Vision, community engagement was an important part of the master plan update process.

2.2 COMMUNITY ENGAGEMENT APPROACH
The project team provided multiple ways for community members and other stakeholders to provide input to help ensure the final master plan reflects the community’s most important needs, values and priorities. Input was gathered in two phases:

Sept. 26, 2023
Item #10 Page 38 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
30 This input helped inform the questions asked in the second phase, a statistically reliable survey.

The survey sample included about 400 people chosen at random. Questions answered by all 400 respondents have a margin of error of approximately plus or minus 4.9 percentage points.

2.2.1 WHO PARTICIPATED

Figure 10: Types of input
Figure 11: Public input statistics
Sept. 26, 2023
Item #10 Page 39 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
31 2.2.2 EFFECTS OF THE PANDEMIC
Outreach for the Parks & Recreation Master Plan update started in February 2020, just prior to the COVID-19 pandemic. The project was put on hold so the city could focus on its public health response.

About 44% of residents responding to the statistically reliable survey said they value parks and recreation more since the beginning of the pandemic. About 48% said they value it the same as before.

The project team asked about virtual services provided during the pandemic. Virtual fitness and wellness classes were the most popular, however about three-fourths of residents did not participate in these virtual offerings from the city. Likewise, there is some interest among residents for virtual fitness and wellness classes but about 70% of residents are not interested in virtual programming.

Feedback from the virtual workshops did not differ significantly from the two in person workshops held before the pandemic. This input is included in the workshops section of this chapter. Feedback from the online survey greatly expanded opportunities for the community to weigh in, with over 1,700 participants providing input that way. This input helped shape the questions asked in the statistically reliable survey.

2.2.3 HOW INPUT WAS USED
The purpose of the statistically reliable survey was to ensure the project team gained an understanding of a representative group of Carlsbad residents in addition to those residents who choose to actively engage in city issues. Input from the qualitative phase helped the project team identify which questions should be included in the scientific survey.

Sept. 26, 2023
Item #10 Page 40 of 201
City of Carlsbad Parks & Recreation Department
DRAFT
32 2.2.4 STAKEHOLDER AND FOCUS GROUP INTERVIEWS
A wide array of users, participants and other community members utilize parks and recreation facilities and services. Organized groups and those with a significant stake in the outcome of the master planning effort had an opportunity to share their feedback, the project team offered small group and individual interviews.

Interviews included representatives from groups displayed below. A summary of responses is in Appendix E.

Figure 12: Stakeholder groups

Stakeholders shared their priorities to enhance the department’s parks and recreation system.

Common themes included a focus on community needs, diverse programming and experiences, additional parks maintenance and management, more recreational spaces and a clear future direction.

Interviews and Focus Groups
City of Carlsbad Council Members Community Groups
City of Carlsbad Employees • Carlsbad Historical Society City of Carlsbad Residents • Carlsbad Newcomers Club
City of Carlsbad Commission Members • Carlsbad Water Polo • Historic Preservation Commission • CBAD Softball Association • Parks and Recreation Commission • City SC (Soccer Club) Carlsbad • Senior Commission • Friends of Carrillo Ranch, Inc.

L.I.T.E. (Leadership in Training & Education) • La Costa Athletic Carlsbad Unified School District Employees • North Coast Aquatics San Marcos Unified School District Employees • North Coast County Friday Night Lights Encinitas Union School District Employees • North County Senior Softball • Seaside Water Polo
Sept. 26, 2023
Item #10 Page 41 of 201
2023-2030 Parks & Recreation Department Master Plan Update DRAFT
33 2.2.5 PUBLIC WORKSHOPS
The project team hosted four public workshops, two in-person in February 2020, and two virtual meetings in December 2021. The two virtual meetings were added to provide an opportunity to hear how the COVID pandemic might have changed parks and recreation priorities.

WORKSHOP DATES, TIMES AND LOCATIONS
• Thursday, Feb. 20, 2020, 6 p.m. at Alga Norte Community Park, with 78 attendees. • Saturday, Feb. 22, 2020, 10 a.m. at Pine Avenue Community Center, with 50 attendees. • Thursday, Dec. 9, 2021, 6 p.m., virtual meeting with 91 attendees. • Saturday, Dec. 11, 2021, 10 a.m., virtual meeting with 72 attendees.

Department staff shared progress made since the adoption of the 2015 Parks & Recreation Department Master Plan, educated participants on the master plan update process, and obtained participant input for the future of the parks and recreation system in Carlsbad. Live audience polling was used to solicit public input. Virtual meeting attendees responded to questions and viewed responses in real time using the Zoom polling feature.

COMMON THEMES FROM PUBLIC WORKSHOPS
Main themes of the feedback received from the workshops:

Need for more sports and recreation facilities
• Significant demand for more pickleball courts.
• More multi-purpose sports fields are needed with lighting for sports including rugby, tennis and soccer.
• Desire for multi-generational disc golf facilities.
• Additional pools and lap swim lanes are needed to meet demands of all ages.

Open space and trails
• Hiking and biking trails, particularly connecting trails and dedicated mountain biking paths and pump track are needed.
• Preserve and increase natural open space throughout the city. • More parks are needed, including a coastal park in southwest Carlsbad. • Additional community gardens in different parts of the city.

Live polling data, notes and public comments received during the public workshops is included in Appendix B.

Sept. 26, 2023
Item #10 Page 42 of 201

City of Carlsbad parks & Recreation Department
DRAFT

34 2.2.6 INTERCEPT SURVEYS
From Feb. 14 through Feb. 23, 2020, the project team conducted 209 intercept surveys at 22 park sites and facilities. Data was collected at various times of the day, including mornings, afternoons, and early evenings to reach a diverse group of park users.

Respondents cited playgrounds, how well parks are maintained, and the availability of dog parks and sports fields as things they like most about parks and recreation services in Carlsbad.

Adding more dog parks, enhancing restrooms, better bike access and better beach access would make participants more inclined to use parks and recreation services.

Intercept survey data is included in Appendix C.

2.2.7 ONLINE SURVEYS
In addition to adding two virtual meetings in 2021, the project team conducted a online survey to provide an added opportunity for the community to provide input into the master plan. The survey was available from Dec. 29, 2021 to Jan. 10, 2022 and received 1,766 responses from community members.

The survey was promoted through city channels including social media, the website and targeted emails sent to those who have participated in parks and recreation services, programming and planning projects. Some of the survey questions were also posted as polls on Instagram stories.

Online survey data is included in Appendix C and Instagram polling data is included in Appendix D.

2.2.8 OUTREACH TO TRADITIONALLY UNDER- REPRESENTED GROUPS The project team interviewed 65 Spanish speaking community members. Participants were identified through Jefferson Elementary School and Carlsbad High School. Given the small number of participants, this feedback should not be generalized to the entire Spanish-speaking community.

Instead, this input can help inform further exploration of how to best meet the needs of the larger Spanish speaking community.

What do you enjoy most about going to city parks?
• Parks and playgrounds are great amenities because they are free and entertaining. • Being able to rent tables at parks for special events is an easy and inexpensive way to host parties.

What would make going to city parks even better?
• There are a lot of rules for park rentals, and they are either not enforced or not enforced evenly.
• There is an increased number of homeless individuals spending their days at local parks (e.g., Pine Avenue Park and Holiday Park.).
• More lights are needed after dark (e.g., Pine Avenue Park and Holiday Park). • It would be nice to have enclosed toddler playgrounds (e.g., with a low fence), so they are safe. • There should be more shade and shady areas in parks.

Sept. 26, 2023
Item #10 Page 43 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
35 What recreational activities would you like to see more of in Carlsbad? • People don't participate in activities offered through Parks & Recreation due to lack of time. • The Boys & Girls Club downtown is cheaper, and they have an afterschool program and pool. • Prices are too high. It would be good to have a sliding scale based on income so it wouldn't be so onerous when paying for several children.
• One of the programs people value the most is Kids Care. • There are not enough classes available. Sometimes there is a months-long wait for a class opening.
• There is no change in needs for programs due to COVID.

How do you receive information about Carlsbad parks and recreation programs? • Facebook, neighbors, parents, schools
• It is difficult to access information in Spanish (e.g., knowing where to find information in Spanish and having advertising in a format and language they can understand). • People at the facilities rarely speak Spanish, so users feel bad or uncomfortable asking if someone speaks their language.
• Many didn’t know there was a catalog of programs and classes available in print at their local libraries. Some don’t feel comfortable using a computer to search for information.

The project team also interviewed five community members with physical disabilities to learn more about their needs and priorities. Given the small number of participants, this feedback should not be generalized to the entire Spanish-speaking community. Instead, this input can help inform further exploration of how to best meet the needs of the larger Spanish speaking community.

Do you visit City of Carlsbad’s parks?

Yes, all the time – 60% (3 respondents)
Yes, occasionally – 20% (1 respondent)
No – 20% (1 respondent)
What would make going to city parks even better?
• Fewer homeless people sleeping around play structures • More items for older elementary-age kids
What do you enjoy most about going to city parks?
• The seesaw provides opportunities for collaborative play. • Accommodates up to four kids at once.
• Fitness course for older elementary-age children.
• Trees, open spaces, sense of community.

In your experience, what amenities would make city parks more accessible? • If there were more areas of shade.
• More equipment for 3-5th grade age youth.

Sept. 26, 2023
Item #10 Page 44 of 201

City of Carlsbad parks & Recreation Department
DRAFT

36 • Communication boards posted near the play structures for non-verbal/low verbal kids.

What is the main reason you don’t visit city parks?
• Newly arrived
What specific sports leagues, fitness classes, special interest classes and camps would interest you and members of your household?
• Swimming, kayaking, surfing, boogieboarding.
• Swim lessons, lap swim.
• A disability makes it harder for a child to join in on the playground. • If space is only equipped with slides and swings that aren’t geared toward children with disabilities, it’s unlikely they or their parents will spend much time there.

What recreational activities would you like to see more of in Carlsbad? What recreational activity helps kids with disabilities?
• Creative hobbies with defined goals (such as sports or art projects) can provide individuals with disabilities with the opportunity to self-actualize and feel accomplished at the completion of a task. They also foster creative expression, self-esteem, and, in group settings, encourage inclusive environments where children can feel that they belong. This is especially true in settings where art therapy is practiced, as these programs are led by trained professionals, helping participants express themselves, resolve potential conflict, and increase communication.
• Increase lap swim hours at Monroe Street Pool.

These comments were gathered from informal conversations with Carlsbad Unified School District parents, teachers and teacher aids who work with people with physical disabilities:
• For many people who work with individuals with disabilities, the daily walk involves going to a local park and exposing them to a variety of stimuli, exercising with them, use the playground to improve coordination skills, etc.
• Playgrounds have limited choices for kids with physical disabilities. Older kids can’t use the swings because they don’t have safety features.
• It would be fantastic if the city rented or offered beach wheelchairs to access the ocean, like they do in Oceanside. Those wheelchairs have wide, large wheels that make it easy to push someone with mobility issues to the water and enjoy the ocean. • Offer more programs for the neurodiverse/differently abled population.

2.2.9 EMAIL AND WEB FORM INPUT
Community members were invited to share input via email and through a link on the project web page.

Over the course of the project, the project team received nearly 500 emails. Of those, about 20 were through a petition effort organized by proponents of building a new park along the coast in southwest Carlsbad. Emails are attached in Appendix F.

Sept. 26, 2023
Item #10 Page 45 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
37 Main themes included:
• Southwest Carlsbad Park allocation concerns: Residents in southwest Carlsbad have expressed reservations about the city's approach to park land allocation. This sentiment stems from a perception among these residents that southern coastal neighborhoods lack easy and convenient access to park space.
• Pickleball courts demand: Residents have signaled an intense demand for additional pickleball courts, pointing to Poinsettia Park's overcrowding. Observations reveal underused tennis courts in contrast to busy pickleball ones, leading to suggestions of converting specific tennis spaces. • Community gardens: A rising appeal for more community garden spaces is evident, especially in South Carlsbad. Residents underscore the multifaceted benefits of these gardens, highlighting health advantages, fostering community ties, and instilling lessons in sustainability. • Lighted sand volleyball courts: The community expresses a distinct desire for free and easily accessible lighted sand volleyball courts, emphasizing inclusivity in recreational activities. • Safety, amenities & enforcement: There's heightened concern about safety hazards in certain park areas. Public comments indicate a demand for amenities like restrooms, especially near pickleball courts. Additionally, unauthorized activities like generator use and bounce houses at Hidden Canyon Park are sources of concern.
• General feedback & other recreational interests: The community expresses diverse interests ranging from advanced bike parks and more open spaces to specific amenities in dog parks. The city's efforts at community engagement have been positively received, with specific calls for the inclusion of spaces like model aircraft flying fields and a broader park distribution catering to diverse regions.
• Disc golf: Disc golf has emerged as a popular sport, with many residents highlighting the lack of local facilities. Recognized benefits include potential economic boosts from hosting tournaments, its eco-friendly design, and the sport's appeal to a broad age range. • Preservation of tennis courts & tennis feedback: Tennis facilities at Poinsettia Park remain a hot topic. There's strong opposition to their conversion into pickleball courts due to consistent tennis usage and related wait times. The community has raised concerns about noise from pickleball and potential disturbances. The emotional and communal ties to tennis are evident, with added emphasis on the sport's affordability and hesitance to prioritize non-resident pickleball enthusiasts.
• Conclusion: The overarching sentiment from Carlsbad residents centers on preserving existing amenities, especially tennis facilities at Poinsettia Park, while accommodating emerging recreational trends like pickleball. There's a clear call for a balanced approach that serves the interests of both tennis and pickleball communities.

Sept. 26, 2023
Item #10 Page 46 of 201

City of Carlsbad parks & Recreation Department
DRAFT

38 2.2.10 STATISTICALLY RELIABLE SURVEY
ETC Institute conducted a parks and recreation needs assessment survey for the City of Carlsbad during summer 2022.

Method
The six-page survey was mailed to a random sample of over 3,000 households in Carlsbad. Residents were encouraged to return their survey by mail or complete the survey online. Ten days after the surveys were mailed, ETC Institute sent emails and text messages to the households that received the survey to encourage participation. The emails and texts contained a link to the online version of the survey to make it easy for residents to complete the survey.

The goal was to obtain completed surveys from at least 375 residents. The goal was achieved, with a total of 400 households completing the survey. Responses to questions answered by all 400 participants can be generalized to the entire adult population in Carlsbad with a margin of error of plus or minus 4.9 percentage points with a 95% level of confidence.

Please note: For questions answered by a smaller number of respondents, the response number (“n”) and margin of error are indicated below the question.

Key findings
Key findings are presented below. A full list of questions and responses is included in Appendix A.

Have you or any member of your household visited any City of Carlsbad parks, recreation facilities, or sports fields during the year before the start of the COVID-19 pandemic (March 2020)?

Figure 13: Park visitation
85% of Carlsbad households have
visited a city park, sports field or
other recreational facility.

Sept. 26, 2023
Item #10 Page 47 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
39 How often have you visited City of Carlsbad parks, recreation facilities, or sports fields during the last 12 months before the COVID-19 Pandemic? n=342, 5% margin of error

Overall, how would you rate the physical condition of ALL the City of Carlsbad parks, recreation facilities and sports fields you have visited? n=342, 5% margin of error Figure 14: How often households visit
Of those who go to city parks,
sports fields and other
recreational facilities, most go 2
to 4 times a week.
91% rate the physical condition
as good or excellent.

Figure 15: Physical condition of parks/facilities
Sept. 26, 2023
Item #10 Page 48 of 201

City of Carlsbad parks & Recreation Department
DRAFT

40 Has your household participated in any programs offered by the City of Carlsbad Parks & Recreation Department during the past 12 months before the COVID-19 pandemic?

A little over 1/3 of residents
participate in city recreational
programs.

Figure 16: Program participation
Sept. 26, 2023
Item #10 Page 49 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
41 How would you rate the overall quality of the City of Carlsbad Parks & Recreation Department programs in which your household has participated? n=142, 8% margin of error

Please CHECK ALL the following reasons that prevent you or members of your household from using City of Carlsbad parks, recreation facilities, or sports fields more often.

Other reasons 80
Lack of features we want to use 73
Lack of restrooms 45
Do not feel safe using parks 43
Not aware of park locations 42
Use parks in other cities 40
Too far from your home 35
Lack of parking to access parks 30
Lack of handicap accessibility 8
Parks are not well maintained 7
Lack of transportation 4
Lack of trust in government 3
Lack of features is the main
reason people say they don’t go
to city parks, sports fields and
recreation facilities more often.

Those who do participate
rate the programs as good or
excellent.

Figure 17: Quality of programs
Sept. 26, 2023
Item #10 Page 50 of 201

City of Carlsbad parks & Recreation Department
DRAFT

42 From the following list, please CHECK ALL the service providers that you or members of your household used for recreation and sports activities during the year before the COVID-19 pandemic (March 2020).

Carlsbad Parks & Recreation Department 189
Private clubs (tennis, health, etc.) 131
Neighboring cities 124
Public schools 93
Private and non-profit youth sports 83
Places of worship 73
Private summer camps 64
YMCA programs 50
Private schools 28
Other 26
Boys and Girls club 18

The city ranked number one in
terms of organizations residents
use for recreation and sports
activities.

Figure 18: Barriers to parks, recreation facilities, sports fields usage Sept. 26, 2023
Item #10 Page 51 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
43 Please CHECK ALL the following reasons that prevent you and members of your household from participating in City of Carlsbad Parks & Recreation Department programs more often.

I don't know what is offered 134
Too busy/Not interested 98
Program times are not convenient 60
Use programs of other agencies 40
Program not offered 38
Fees are too high 37
Classes are full 35
Too far from my home 28
Lack of quality programs 16
Registration is difficult 16
Outdated facilities 11
Lack of right program equipment 8
Poor customer service by staff 5
Lack of transportation 5
Language / cultural barriers 1

Not knowing what is offered and
being too busy were the top
reasons given for not
participating in city programs
more often.

Figure 19: Barriers to program participation
Sept. 26, 2023
Item #10 Page 52 of 201

City of Carlsbad parks & Recreation Department
DRAFT

44 Please indicate if you or any member of your household has a need for each of the City of Carlsbad parks and recreation facilities/amenities listed below.

How well are your needs for facilities/amenities of this type are being met?* Top 3 responses % “Yes”
have a need
% say need
not met
# of
responses
(“n”)
Margin of
error
Community parks 76.50% 3% 306 6%
Neighborhood parks 75.00% 5% 300 6%
Family picnic areas 56.30% 4% 225 7%
* Because other responses have a margin of error of 10% or more, they are not listed here.

Figure 20: Facility/amenity need
Top community needs are being fully or
partially met.

Figure 21: Facilities/amenities needs met
Sept. 26, 2023
Item #10 Page 53 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
45 Which FOUR facilities/amenities from the list in Question 9 are MOST IMPORTANT to your household?

Listed in Top 4 Most Often “n” %
Community parks 174 43%
Neighborhood parks 156 39%
Off-leash dog parks 92 23%
Outdoor swimming pools 87 22%
Outdoor pickleball courts 86 21%
Family picnic areas - covered and uncovered 67 17%
Community gardens 63 16%
Ornamental/interpretive gardens 46 12%
Tennis courts 45 11%
Dining/retail 43 11%
Universally accessible playground equipment 38 10%
Multipurpose rectangular fields (soccer/ football/lacrosse/rugby) 36 9% Adventure facility (rock wall, ropes course) 36 9%
Outdoor basketball/volleyball courts 34 9%
Multigenerational community center 33 8%
Bike park (pump/skills track) 32 8%
Skate parks 26 7%
Game tables (e.g. chess, checkers, dominoes etc.) 24 6% Multipurpose diamond fields (e.g. baseball/ softball/cricket) 24 6% Disc golf course 20 5%
Concessions 12 3%

Figure 22: Facilities/amenities most important
Sept. 26, 2023
Item #10 Page 54 of 201

City of Carlsbad parks & Recreation Department
DRAFT

46 Please indicate if you or any member of your household has a need for each of the recreation programs in the City of Carlsbad.

Top needs for recreational programs and how well they are being met

Top responses
% have a
need
% need not
met
# of
respondents
Margin of
error
Adult fitness and wellness programs 55% 25% 219 7%
Senior adult and fitness programs 43% 27% 172 7%
Adult sports programs 39% 22% 155 8%
Aquatics programming 39% 17% 154 8%
Cultural arts programs 36% 18% 144 8%
Culinary arts (cooking, baking, etc.) 31% 39% 124 9%
City-sponsored special events 31% 11% 123 9%
Senior Trips/Other Senior Programs 31% 34% 122 9%
Outdoor skills/adventure programs 27% 43% 106 10%
Dancing 25% 27% 101 10%
Environmental education programs 25% 24% 101 10%

Adult fitness and wellness programs was
the only recreational need cited by a
majority of residents.

Figure 23: Program needs
Sept. 26, 2023
Item #10 Page 55 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
47 Top needs for recreational programs and how well they are being met Top responses
% have a
need
% need not
met
# of
respondents
Margin of
error
Adult ﬁtness and wellness programs 55% 25% 219 7%
Senior adult and ﬁtness programs 43% 27% 172 7%
Adult sports programs 39% 22% 155 8%
Aqua�cs programming 39% 17% 154 8%
Cultural arts programs 36% 18% 144 8%
Culinary arts (cooking, baking, etc.) 31% 39% 124 9%
City-sponsored special events 31% 11% 123 9%
Senior Trips/Other Senior Programs 31% 34% 122 9%
Outdoor skills/adventure programs 27% 43% 106 10%
Dancing 25% 27% 101 10%
Environmental educa�on programs 25% 24% 101 10%

Figure 24: Program needs
Sept. 26, 2023
Item #10 Page 56 of 201

City of Carlsbad parks & Recreation Department
DRAFT

48 The following is a list of actions the City Council could take to improve the parks and recreation system. Please indicate your level of support for renovating or developing new facilities for each item.

Figure 25: Actions to Improve the parks and recreation system Sept. 26, 2023
Item #10 Page 57 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
49 Which actions from the previous list would your household be most willing to fund?

0.0 % 20.0 % 40.0 % 60.0 % 80.0 % 100.0 %
Conference/training center
Radio controlled aircraft/drone…
Unstructured indoor play
Concessions
Synthetic turf fields
Arena/speed soccer
Skateboard parks
Teen center
Youth multi-purpose fields
Bike park (pump/skills track)
Outdoor basketball courts
Multipurpose fields
Disc golf course
Tennis courts
Dining/retail
Culinary arts (cooking, baking, etc.)
Multigenerational community…
Playground equipment
Family picnic areas
Cultural arts programs
Adventure facility
Community gardens
Off-leash dog parks
Outdoor swimming pools
Senior center
Botanical or ornamental gardens
Outdoor pickleball courts
Better lighting in parks
Amphitheater
None
More shaded areas in parks
Residents are generally not
interested in funding
improvements to parks and
recreation facilities
Figure 26: Most willing to fund improvements
Sept. 26, 2023
Item #10 Page 58 of 201

City of Carlsbad parks & Recreation Department
DRAFT

50 Please rate your level of satisfaction with the overall value that your household receives from the City of Carlsbad Parks & Recreation Department

Figure 27: Satisfaction with overall value
Sept. 26, 2023
Item #10 Page 59 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
51 Would you or your household like to see the city place a greater emphasis on parks and recreation projects, programs and services?

Figure 28: Future funding preference
Sept. 26, 2023
Item #10 Page 60 of 201

City of Carlsbad parks & Recreation Department
DRAFT

52 Geographic differences
For most survey questions, either responses did not vary significantly among the city’s four ZIP codes or the sample size for each ZIP code was too small to determine whether a difference was statistically significant. Below are some questions where geographic differences were noted.

Overall, how would you rate the physical condition of ALL the City of Carlsbad parks, recreation facilities and sports fields you have visited?

Excellent Good

Figure 29: Physical condition of parks/facilities by ZIP code 92011

92010

92009

More residents in southwest
Carlsbad provided an excellent rating
than in other parts of Carlsbad
Sept. 26, 2023
Item #10 Page 61 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
53 Please CHECK ALL the following reasons that prevent you or members of your household from using City of Carlsbad parks, recreation facilities, or sports fields more often.

• Residents in the northwest cite safety as the top reason they do not visit more often. • Residents in southeast don’t visit more often because they use parks in other cities. • Residents in the northeast and southwest cite a lack of features they want to use.

Figure 30: Barriers to parks, recreation facilities or sports fields participation Sept. 26, 2023
Item #10 Page 62 of 201

City of Carlsbad parks & Recreation Department
DRAFT

54 Please indicate if you or any member of your household has a need for a community park.

The majority of residents say they have a need for a community park. Residents in northwest Carlsbad say they have the biggest need for a community park while residents in the southwest say they have the lowest need.

92008 92009 92010 92011

Please indicate if you or any member of your household has a need for a neighborhood park.

Residents in all ZIP codes cite a similar need for a neighborhood park. 92008 92009 92010 92011 Figure 31: Community Park need by ZIP code
Figure 32: Neighborhood Park need by ZIP code
Sept. 26, 2023
Item #10 Page 63 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
55 Please indicate if you or any member of your household has a need for a diamond (baseball/softball) field and rectangular (soccer) field.

Residents in north Carlsbad say they have a greater need for sports fields, although overall only about a quarter to a third of residents said they had a need for sports fields in general.

Please indicate if you or any member of your household has a need for a dog park. 92008 92009 92010 92011 Figure 34: Dog park need by ZIP code
Figure 33: Sports field need by ZIP code
Sept. 26, 2023
Item #10 Page 64 of 201

City of Carlsbad parks & Recreation Department
DRAFT

56 CHAPTER THREE – DEMOGRAPHIC AND TRENDS ANALYSIS
The demographic and trends analysis provides the City of Carlsbad Parks & Recreation Department insight into the general makeup of the population served and recreation market trends. This analysis quantifies the city’s recreation market and identifies the types of parks, facilities and programs and services that address resident needs.

This analysis assesses the demographic characteristics and population projections of city residents to understand whom the department serves. Recreational trends are examined on a national, regional, and local level to understand what the population served wants to do.

Analysis findings provides a basis for prioritizing community recreational needs.

3.1 DEMOGRAPHIC ANALYSIS
The demographics and trends analysis describes the city’s population and reflects the total population and its key characteristics, such as age segments, race, ethnicity, and income levels. Future projections based on historical patterns and unforeseen circumstances could have a significant bearing on the validity of the projected figures.

CITY OF CARLSBAD DEMOGRAPHIC OVERVIEW

Figure 35: City of Carlsbad demographic overview
2022 Total Population
116,323
2022 Total Households
45,168
2022 Median Age

42.2 2022 Median Household Income
$110,924
2022 Race
72% White Alone
Sept. 26, 2023
Item #10 Page 65 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
57 METHO D
U.S. Census Bureau and Environmental Systems Research Institute, Inc. demographic data was used for the analysis. Environmental Systems Research Institute, Inc., is the largest research and development organization dedicated to Geographic Information Systems and specializes in population projections and market trends.

All data was acquired in September 2022 and reflects actual numbers as reported in both the 2010 and 2020 Census, as well as estimates for 2022 obtained by ESRI. Straight line linear regression was utilized for 2027, 2032 and 2037 projections.

The city’s boundaries shown in Figure 36 were utilized for the demographic analysis.

Figure 36: City of Carlsbad boundaries
Sept. 26, 2023
Item #10 Page 66 of 201

City of Carlsbad parks & Recreation Department
DRAFT

58 CARLSBAD POPULACE

POPULATION
Currently, the city’s population is estimated at 116,323 individuals living within 45,168 households.

Projections indicate the total population and number of households are expected to continue a growth trend over the next ten years, as the city may approach build-out, with a total of 122,534 residents living within 47,393 households by 2032 (Figures 37 and 38).

114,746
116,323 116,972
122,534

0.94% 0.69%

0.11%

0.95%
-0.50%

0.50%

1.50%

2.50%

3.50%

4.50%

5.50%

6.50%
110,000
112,000
114,000
116,000
118,000
120,000
122,000
124,000
2020
Census
2022
Es�mate
2027
Projec�on
2032
Projec�on

POPULATION
Total Popula�on Popula�on Annual Growth Rate
Figure 37: Carlsbad total population
44,775 45,168 45,425
47,393

0.87% 0.44% 0.11%

0.87%
-0.50%

0.50%

1.50%

2.50%

3.50%

4.50%

5.50%
43,000
43,500
44,000
44,500
45,000
45,500
46,000
46,500
47,000
47,500
48,000
2020
Census
2022
Es�mate
2027
Projec�on
2032
Projec�on

HOUSEHOLDS
Number of Households Households Annual Growth Rate
Figure 38: Carlsbad total households
Sept. 26, 2023
Item #10 Page 67 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
59 AGE SEGMENT
Since the 2010 Census, the city has experienced a decrease in the 35-54 population age segment, from 31% in 2010 to 27% in 2022 and an increase in the 55-74 age group, from 19% in 2010 to 25% in 2022.

This aging trend isn’t unique to Carlsbad, and the median of 42.2 years is higher than the national median of 38.5 years.

While the 35-54 population age segment currently comprise the largest percentage of the population, 55-74 is expected to surpass that group by 2032. (Figure 39).

The aging and active adult population shift will influence the need for parks and recreation offerings and amenities at the Pine Avenue Community Center and Senior Center, which were updated based upon 2015 master plan recommendations, and for sports such as pickleball.

21% 20% 19%
19% 19% 19%
27% 26% 25%
25% 24% 27%
8% 10% 10%
2022
Es�mate
2027
Projec�on
2032
Projec�on

POPULATION BY AGE SEGMENTS
0-17 18-34 35-54 55-74 75+
Figure 39: Carlsbad population by age segments
Sept. 26, 2023
Item #10 Page 68 of 201

City of Carlsbad parks & Recreation Department
DRAFT

60 RACE AND ETHNICITY D EFIN ITIONS
The minimum categories for data on race and ethnicity for federal statistics, program administrative reporting and civil rights compliance reporting are:
• American Indian or Alaska Native: A person having origins in any of the original peoples of North and South America (including Central America) and who maintains tribal affiliation or community attachment.
• Asian: A person having origins in any of the original peoples of the Far East, Southeast Asia or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand and Vietnam. • Black or African American: A person having origins in any of the black racial groups of Africa. • Hispanic or Latino: A person of Cuban, Mexican, Puerto Rican, South or Central American or other Spanish culture or origin, regardless of race.
• Native Hawaiian or Other Pacific Islander: A person having origins in any of the original peoples of Hawaii, Guam, Samoa or other Pacific Islands. • White: A person having origins in any of the original peoples of Europe, the Middle East or North Africa.

The 2020 Census data on race are not directly comparable with data from the 2010 Census and earlier censuses; therefore, caution must be used when interpreting changes in the racial composition of the U.S. population over time. The Census 2020 definitions and nomenclature, which are the latest, are used within this analysis.

The Census Bureau states that the race and ethnicity categories generally reflect social definitions in the U.S. and are not an attempt to define race and ethnicity biologically, anthropologically, or genetically. It is generally recognized that the race and ethnicity categories include racial, ethnic, and national origins and sociocultural groups.

The United States Census Bureau defines race as a person’s self-identification with one or more of the following social groups: White, Black or African American, Asian, American Indian and Alaska Native, Native Hawaiian and Other Pacific Islander, some other race or a combination of these. Ethnicity is defined as whether a person is of Hispanic/Latino origin or not. For this reason, the Hispanic/Latino ethnicity is viewed separately from race throughout this demographic analysis.

Sept. 26, 2023
Item #10 Page 69 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
61 RACE
The city has racially diversified since the 2010 Census, with the White Alone population dropping from 83% in 2010 to 72% in 2022. The percentage of the White Alone population is expected to decline as low as 65% by 2032, when more than one out of three residents will be from a race other than White Alone. The decrease in White Alone has led to larger representations in all other racial groups, most notably in Two or More Races, which has more than tripled since 2010 and is expected to represent 18% of the city population by 2032 (Figure 40).

ETHNICITY
The city’s population was assessed based on
Hispanic/Latino ethnicity, which by the Census
Bureau definition is viewed independently from
race. Individuals who are Hispanic/Latino in
ethnicity can also identify with any racial
categories identified in Figure 36.

Based on the current 2022 estimate, people of
Hispanic/Latino origin represent approximately
15% of the city’s population, which is both below
the national average (19% Hispanic/Latino) and
substantially below the state average (40%). The
Hispanic/Latino population has remained steady
since the 2020 census; it is projected to reach
16% in 2032 (Figure 41).

73% 72% 70% 65%
8% 8% 9% 9%
5% 5% 5% 6%
13% 13% 14% 18%
2020
Census
2022
Es�mate
2027
Projec�on
2032
Projec�on
RACE
White Black American Indian Asian
Paciﬁc Islander Some Other Race Two or More Races
Figure 40: Carlsbad population by race
15% 15% 15% 16%
85% 85% 85% 84%
2020
Census
2022
Es�mate
2027
Projec�on
2032
Projec�on

HISPANIC POPULATION
Hispanic / La�no Origin (any race) All Others
Figure 41: Carlsbad Hispanic population
Sept. 26, 2023
Item #10 Page 70 of 201

City of Carlsbad parks & Recreation Department
DRAFT

62 HOUSEHOLD INCOME
Carlsbad residents have higher income levels, both on a per capita and median household basis when compared to both state averages (Figure 42).

While this statistic may indicate a higher level of disposable income, it also indicates a community expectation of high-quality programs and services.

$70,917
$38,576
$35,384
$133,341
$78,672
$64,994
City of Carlsbad California U.S.A.

COMPARATIVE INCOME
Per Capita Income Median Household Income
Figure 42: Comparative income
Sept. 26, 2023
Item #10 Page 71 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
63 3.2 RECREATION TRENDS ANALYSIS
The recreation trends analysis provides an understanding of national, regional, and local recreational trends, and generational participation trends. Trends data used for this analysis was obtained from the Sports & Fitness Industry Association, and ESRI. All trend data is based on current or historical participation rates, statistically reliable survey results or National Recreation and Parks Association park metrics.

3.2.1 NATIONAL TRENDS IN RECREATION
METHOD
The Sports & Fitness Industry Association’s (SFIA) Sports, Fitness & Leisure Activities Topline Participation Report 2023 was utilized to evaluate national recreation participatory trends.

The study findings are 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 PARTICI PATION 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.

Sept. 26, 2023
Item #10 Page 72 of 201

City of Carlsbad parks & Recreation Department
DRAFT

64 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.

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 ages 18-24 and 25-34. SFIA posits 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.

Sept. 26, 2023
Item #10 Page 73 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
65 3.2.2 NATIONAL PARTICIP ATION

FITNESS TRENDS

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 (Figure 44).

Figure 43: National fitness trends (millions of participants) Sept. 26, 2023
Item #10 Page 74 of 201

City of Carlsbad parks & Recreation Department
DRAFT

66 Figure 44: National fitness participation
Sept. 26, 2023
Item #10 Page 75 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
67 TEAM SPORTS TRENDS

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.

Figure 45: National team sports trends (millions of participants) Sept. 26, 2023
Item #10 Page 76 of 201

City of Carlsbad parks & Recreation Department
DRAFT

68 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% -14.6% 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% -10.8%
Cheerleading 3,752 3,308 3,465 3,507 1.2% -6.5%
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% -15.3%
Rugby 1,392 1,242 1,238 1,166 -5.8% -16.2%
Legend:

L arge I ncrease
( greater than 10% )
Moderate I ncrease
( 0% to 10% )
Moderate
Decrease
( 0% to -10% )
L arge Decrease
(less than -10%)

TEAM SPORTS PARTICIPANTS
NOTE: Participation numbers are in 000's for the US population ages 6 and over Figure 46: National team sports participation
Sept. 26, 2023
Item #10 Page 77 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
69 INDIVIDUAL ACTIVITY TRENDS

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. Despite these drops, individual sports and activities generally saw an upward trend in participation in 2022.

Figure 47: National individual activity trends (millions of participants) Sept. 26, 2023
Item #10 Page 78 of 201

City of Carlsbad parks & Recreation Department
DRAFT

70 ‘

OUTDOOR ACTIVITY TRENDS

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. 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% 20.2% 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% 4.6%
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% 4.7%
Boxing for Fitness 5,198 5,230 5,237 5, 472 4.5% 5.3%
Roller Skating (Inline 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% -11.0% Adventure Racing 2,143 1,966 1,826 1, 714 -6.1% -20.0%
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%
Legend: L arge I ncrease
( greater than 10% )
Moderate I ncrease
( 0% to 10% )
Moderate
Decrease
( 0% to -10% )
L arge Decrease
(less than -10%)

INDIVIDUAL ACTIVITY PARTICIPANTS
NOTE: Participation numbers are in 000's for the US population ages 6 and over Figure 48: National individual activity participation
Figure 49: National outdoor activity trends (millions of participants) Sept. 26, 2023
Item #10 Page 79 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
71 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%, underscoring a strong interest in outdoor activities despite some downturns.

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%
Wildlife Viewing More Than 1/4 Mile
From Home/Vehicle 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 More Than 1/4 Mile
From Home/Vehicle 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 - More Than
1/4 Mile From Vehicle/Home 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% 14.6%
Shooting (Trap/Skeet) 4,057 3,837 3,750 3, 739 -0.3% -7.8% Hunting (Handgun) 3,015 2,998 2,900 2, 993 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 2,374 2,452 3.3% 2.1% Legend:

L arge I ncrease
( greater than 10% )
Moderate I ncrease
( 0% to 10% )
Moderate
Decrease
( 0% to -10% )
L arge Decrease
(less than -10%)

OUTDOOR ACTIVITY PARTICIPANTS
NOTE: Participation numbers are in 000's for the US population ages 6 and over Figure 50: National outdoor activity participation
Sept. 26, 2023
Item #10 Page 80 of 201

City of Carlsbad parks & Recreation Department
DRAFT

72 RACQUET SPORT TRENDS

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.

Figure 51: National racquet sport trends (millions of participants) Figure 52: National racquet sport participation
Sept. 26, 2023
Item #10 Page 81 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
73 WATER ACTIVITY TRENDS

Water activity participation in 2022 demonstrated a generally positive trend across various sports.

Recreational kayaking topped the list with approximately 13.56 million participants, seeing a modest

1.6% increase from the previous year and a significant 19.1% rise over three years.

Canoeing and jet skiing also observed growth in 2022, with participant numbers reaching approximately 9.52 million and 5.44 million, respectively. Canoeing saw a 3.5% increase from 2021, while jet skiing surged by 7.6%.

The popularity of surfing continued to rise, posting a 6.6% increase from 2021 and a notable 24.6% growth over three years. Stand-up paddling and white-water kayaking grew by 1.0% and 3.9% from 2021, respectively.

Sailing, rafting, and wakeboarding saw increases from the previous year, with rafting experiencing a

6.3% increase. Despite the growth, water skiing saw a minor dip of 0.6% from 2021. Scuba diving bounced back from a dip in participation with a 7.3% increase in 2022, although the three-year change remains negative at -2.1%.

Finally, sea/touring kayaking and boardsailing/windsurfing showed minor growth rates from the previous year but have essentially maintained their participant numbers over the last three years.

Figure 53: Water activity trends (millions of participants) Sept. 26, 2023
Item #10 Page 82 of 201

City of Carlsbad parks & Recreation Department
DRAFT

74 3.2.3 SUMMARY
• Aquatics: Swimming for fitness is down 6.9% over a three-year period due to pandemic related closures though it is showing growth over the last year with a 2.5% annual increase. Similarly, aquatic exercise is also down 4.6% over the last three years though the last year shows a 2.6% increase.
• Group fitness: Group fitness-based activities participation 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 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 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.
2019 2020 2021 2022 1-year
change
3-year
change
Kayaking (Recreational) 11,382 13,002 13,351 13, 561 1.6% 19.1% 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% Legend:

L arge I ncrease
( greater than 10% )
Moderate I ncrease
( 0% to 10% )
Moderate
Decrease
( 0% to -10% )
L arge Decrease
(less than -10%)

WATER ACTIVITY PARTICIPANTS
NOTE: Participation numbers are in 000's for the US population ages 6 and over Figure 54: National water activity participation
Sept. 26, 2023
Item #10 Page 83 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
75 • 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.

3.3 SPORT AND LEISURE MARKET POTENTIAL

MARKET POTENTIAL INDEX
Market potential Figures 55-58 show ESRI sport and leisure data for Carlsbad residents. A market potential index measures the probable demand for a product or service within the city. The MPI shows the likelihood that an adult resident will participate in certain activities when compared to the national average. The national average is 100; therefore, numbers below 100 would represent lower than average participation rates, and numbers above 100 would represent higher than average participation rates. The service area is compared to the national average in four categories: general sports, fitness, outdoor activity, and commercial recreation.

For each category, activities are listed in descending order, from highest to lowest MPI score. High index numbers (100+) are significant because they demonstrate that there is a greater potential that residents within the service area will actively participate in department offerings. Below-average MPI scores signal lower levels of participation for a given activity and may suggest where there is a need for certain recreational spaces, amenities, or programs.

Sept. 26, 2023
Item #10 Page 84 of 201

City of Carlsbad parks & Recreation Department
DRAFT

76 GENERAL SPORTS MARKET POTENTIAL
Six of the eight listed activities showed MPIs above the national average with tennis having the highest MPI of all general sports, followed by golf, soccer and basketball. Softball and football were the only sports that are below the national average (Figure 55).

FITNESS MARKET POTENTIAL
The fitness MPI figure shows strong interest in all fitness compared to the national average. Among residents, the top three activities were Pilates, yoga and aerobics (Figure 56).

135 122 109 109 108 100 93 92
T ennis Golf Soccer Basketball Volleyball Baseball So�ball Football

GENERAL SPORTS MPI
Carlsbad City, CA Na�onal Average (100)
Figure 55: Carlsbad general sports MPI
135 127 126 122 120 116 111 110
Pilates Yoga Aerobics Jogging/
Running
Weight
Li�ing
Walking for
Exercise
Swimming Zumba

FITNESS MPI
Carlsbad City, CA Na�onal Average (100)
Figure 56: Fitness MPI
Sept. 26, 2023
Item #10 Page 85 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
77 OUTDOOR ACTIVITY MARKET POTENTIAL
MPI for outdoor activities shows seven of the 10 listed activities above the national levels, which is reflective of Carlsbad resident affinity for outdoor recreation. Road bicycling, mountain bicycling and hiking reflect the three highest MPI scores while horseback riding archery and freshwater fishing demonstrate the three lowest scores (Figure 57).
128 127 127
114 107 103 103 98 91
79 Bicycling
(mountain )
Bicycling
(road)
Hiking Backpacking Canoeing /
Kayaking
Rock
Climbing
Fishing
(salt water )
Archery Horseback
Riding
Fishing
(fresh water)

OUTDOOR ACTIVITY MPI
Carlsbad City, CA Na�onal Average (100)
Figure 57: Outdoor activity MPI
Sept. 26, 2023
Item #10 Page 86 of 201

City of Carlsbad parks & Recreation Department
DRAFT

78 COMMERCIAL RECREATION MAR KET POTENTIAL
The top four MPIs for commercial recreation are, participated in a book club, went to live theater, went to art gallery, and went to museum. All other commercial recreation activities ranked at or above the national average of 100 MPI except for woodworking, portable video/electronic game, played console video/electronic game and visited an indoor water park (Figure 58).

85 92
93 96
100
102
102
103
104
104
105
106
114
115
116
119
123
124
129
139
Visited an indoor water park
Played video/electronic game (console)
Played video/electronic game (portable)
Woodworking
Birdwatching
Went overnight camping
Spent $1-99 on sports/rec equip
Pain�ng/drawing/sculp�ng
A�ended sports event
Visited a zoo
Played cards
Spent $100-249 on sports/rec equip
Photography
Played chess
A�ended adult educa�on course
Spent $250+ on sports/rec equip
Went to museum
Went to art gallery
Went to live theater
Par�cipated in a book club

COMMERCIAL RECREATION MPI
(last 12 months)
Carlsbad City, CA Na�onal Average (100)
Figure 58: Commercial recreation MPI
Sept. 26, 2023
Item #10 Page 87 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
79 3.3.2 KEY DEMOGRAPHICS AND TRENDS FINDINGS SUMMARY Based on the information presented in the demographics and trends analysis, key findings are:
• The city’s population has grown at a rate above the national average over the last 12 years, and projections show continued growth moving forward, at least until Carlsbad gets to a built-out stage. The department must monitor population growth to ensure that programs, facilities, and amenities are keeping up with community growth.
• The current age segment distribution has the highest representation in the age segment 35-54 with a median age of 40.4. This high representation of 35-54 age segment will feed into the 55- 74 age segment, which is projected to become the most represented age segment by 2032.

This indicates the importance of an active adult and senior programming focus. • The local populace has diversified since the 2010 Census, and race and ethnicity composition over the next 15 years will continue to increase. The department should ensure programming and facilities are representative of the community it serves. • Household income and individual income are significantly higher than both the state and national averages. These high income levels continue to emphasize the importance of high- quality offerings and experiences to meet the community’s expectations. • Of the 46 MPI activity scores tracked for this analysis, 37 activities scored an MPI of 100 or above. These above-average MPI scores show that the city’s residents have strong participation rates for recreational offerings in general sports and fitness activities. This finding is significant for planning future program development such as culinary offerings, upgrading aquatics facilities at Monroe Street Pool or building new amenities, such as Robertson Ranch Community Park.

Sept. 26, 2023
Item #10 Page 88 of 201

City of Carlsbad parks & Recreation Department
DRAFT

80 CHAPTER FOUR – BENCHMARK ANALYSIS
In collaboration with the consulting team, the Parks &
Recreation Department devised operating metrics to gauge its performance against comparable departments (Figure 59). The aim is to see where the department stands among similar entities. The benchmark review is categorized by responses from peer agencies, offering a broad comparison of each system's metrics.

Analysis data was sourced from each participating agency where possible. Additional data was collected from agency or city websites, Annual Financial Reports, and the National Recreation and Park Association’s Park Metrics Database.

Due to differences in how each agency collects, maintains, and reports data, financial or participation data variances may exist. The benchmark data collection for all agencies was completed between September and October 2022, and it is possible that information in this update may have changed since then.

Peer agency benchmark analysis information was a combination of operating metrics that consider budgets, staffing levels, and inventories. In some instances, the requested data was not tracked or not available.

Benchmark agencies were selected and studied due to similarities in demographic and/or organizational characteristics like the City of Carlsbad (and based on Southern California) and a national leader (Norfolk, VA) which is a Gold Medal Award Finalist and accredited through the Commission for the Accreditation of Parks & Recreation Agencies 2 (Figure 60).

2 Agencies earning Commission for the Accreditation of Parks & Recreation Agencies accreditation either meet, or exceed, professional standards established by parks and recreation leaders in programming, facilities, and experiences they provide to their communities.

Figure 59: Benchmarked agencies

Agency Jurisdiction Type Population Jurisdiction
Size (Sq. Mi.)
Population per
Sq. Mi. CAPRA Accredited Gold Medal
Winner
City of Carlsbad Parks & Recreation
Department City 116,223 39.11 2,972
Yes, expired 2021,
considering reaccreditation in
2024.

N/A
City of Irvine Community Services
Department City 328,284 65.92 4,980 N/A N/A City of Newport Beach Recreation
and Senior Services Department City 85,780 24.00 3,574 N/A N/A City of Norfolk Department of Parks
& Recreation City 245,741 65.98 3,724 Yes 2017 Finalist 2019 City of San Marcos Parks &
Recreation Department City 96,219 24.40 3,943 N/A N/A City of San Clemente Beaches, Parks
& Recreation Department City 66,245 18.45 3,591 N/A N/A Figure 60: Benchmark agencies overview
Sept. 26, 2023
Item #10 Page 89 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
81 4.1 BENCHMARK COMPARISON

4.1.1 TO TAL AG ENCY O WNED OR MANAGED ACRES
The City of Carlsbad, at 11.85 acres per 1,000 residents, ranks third behind the City of Irvine, at 49.79 acres per 1,000 residents, and second to the City of San Marcos, at 31.72 acres per 1,000 residents in total acres owned or managed by the department (Figure 61).

Figure 61: Park acreage
Sept. 26, 2023
Item #10 Page 90 of 201

City of Carlsbad parks & Recreation Department
DRAFT

82 4.1.2 STAFFING
Staffing levels are compared by full-time equivalents (FTEs) to the total population. Total FTEs per 10,000 residents depicts how each system is staffed to serve its jurisdiction. The City of Carlsbad is lower than some benchmarked agencies (11.3 FTEs per 10,000 residents) but is still above the NRPA median (8.1 FTEs per 10,000 residents) for agencies serving populations between 100,000-250,000 (Figure 62).

4.1.3 EXPENDITURE DISTRIBUTION
Figure 58 shows how each agency allocated funds towards personnel, operations, capital expenses not included in CIP, and other expenses. The City of Carlsbad allocates 59% of its budget towards operations and 41% of the budget on personnel.

The National average for NRPA operating expense distribution shows that agencies on a national level spend 54% of the budget on personnel and 38% of the budget on operations. This distribution is nearly reversed for the City of Carlsbad where the percentages are higher for operations than personnel, in large part since the agency relies more on contractual services – e.g., parks maintenance is performed on a roughly 80%/20% contractual staff to in-house staff basis.

Figure 62: Staffing comparison
Figure 63: Expenditure distribution
Sept. 26, 2023
Item #10 Page 91 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
83 4.1.4 REVENUE PER CAPITA
The annual parks and recreation revenue per resident can be calculated by contrasting each agency's annual non-tax income with its total population. The City of Carlsbad boasts a revenue of $132.79 per resident, over twice the revenue of the next highest agency, and nearly ninefold the median revenue of National Recreation and Park Association (NRPA) agencies serving 100,000-250,000 residents, which stands at $15.33 per resident. This significant revenue increase is largely due to over $10 million generated by The Crossings at Carlsbad golf course. None of the other benchmarked agencies reported income from a golf course (Figure 64).

4.1.5 AGENCY /CITY CONTRIBUTION
The city contribution is derived by dividing total nontax revenue by the total operating expense. This calculation measures how the agency’s revenue generation covers the total cost of operations and the level of contribution provided by the city to the agency. The City of Carlsbad has a 47% cost recovery relative to the NRPA Median of 25%, which indicates the city contributes 53% of total operating expenses (Figure 65).

Figure 64: Revenue per capita comparison
Figure 65: Agency/city contribution comparison
Sept. 26, 2023
Item #10 Page 92 of 201

City of Carlsbad parks & Recreation Department
DRAFT

84 4.1.6 CAPITAL IMPROVEMENT PLAN SUMMARY
Capital Improvement Plan budgets and funding availability vary from year to year. The plan summary displays the average of the last five years of actual capital investment for each agency. Of the benchmarked agencies, the City of Carlsbad ranked second for average annual CIP, at $55.39 per resident (Figure 66).

4.1.7 MARKETING AS A P ERCENTAGE OF O PERATION AL B UDGET In Figure 63, the marketing expense incurred by each agency is compared to the agency’s actual expenditures to show the percentage of operating expenses dedicated to marketing. The City of Carlsbad ranks at the top of benchmarked agencies for marketing as a percentage of the operational budget, at 0.96%. Based on the consultant team’s operational experience, the recommended practice is to allocate at least 3% of the total operating budget to marketing.

Figure 66: Capital improvement plan comparison
Agency Population Operational
Budget
Total Marketing
Budget
Marketing as %
of Operations
City of Carlsbad Parks & Recreation Department 116,223 20,852,585$ 200,400$ 0.96% City of Irvine Community Services Department 328,284 42,253,401$ 381,154$ 0.90% City of San Marcos Parks & Recreation Department 96,219 4,135,137$ 20,600$ 0.50% City of San Clemente Beaches, Parks & Recreation Department 66,245 5,258,570$ 13,540$ 0.26% City of Norfolk Department of Parks & Recreation 245,741 17,705,973$ 8,500$ 0.05% City of Newport Beach Recreation and Senior Services Department 85,780 11,898,180$ -$ 0.00% PROS Consulting Recommended Practice = 3+% of Total Operating Budget Note: Marketing Budgets were not available for Newport
Figure 67: Marketing as a percentage of operations
Sept. 26, 2023
Item #10 Page 93 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
85 4.1.8 CONTRACTORS
Many parks and recreation departments utilize independent contractors to provide programs and services. The table below shows how the benchmarked agencies share program and service registration revenue. The City of Carlsbad is consistent with other agencies offering 70% to city, 30% to independent contractor or 60% to city, 40% to independent contractor revenue split.

4.1.9 INDOOR RECREATION FACILITIES
The number of indoor recreation facilities benchmarked municipalities operate, the total square footage, and square footage per resident is shown in Figure 69. The City of Carlsbad falls in the lower half of the benchmarked agencies at 0.06 square feet per resident.

Agency Contractor arrangement (revenue share split, hourly wage, facility provider - rental charge, etc.)
City of Carlsbad Parks & Recreation Department 70%/30% or 60%/40% City of Irvine Community Services Department 70%/30% or 60%/40% or 50%/50% City of Newport Beach Recreation and Senior Services Department Class Revenue Percentage: 65%, 70%, 80% City of San Clemente Beaches, Parks & Recreation Department 70%/30% split for in-person classes City of San Marcos Parks & Recreation Department 70%/30% outdoor and 60%/40% indoor City of Norfolk Department of Parks & Recreation -
Note: Contractor arrangement not available for Norfolk
Figure 68: Contractor revenue splits
Agency Population
Total # of indoor
recreation
facilities
Total Sq. Feet of all
indoor recreation
facilities
Total Sq. Feet
per facility
Indoor Sq.

Feet per
resident
City of Irvine Community Services Department 328,284 24 1,279,744 53,323 0.16 City of Newport Beach Recreation and Senior Services Department 85,780 10 133,373 13,337 0.16 City of San Clemente Beaches, Parks & Recreation Department 66,245 4 28,625 7,156 0.11 City of San Marcos Parks & Recreation Department 96,219 6 50,684 8,447 0.09 City of Carlsbad Parks & Recreation Department 116,223 13 87,663 6,743 0.06 City of Norfolk Department of Parks & Recreation 245,741 30 388,566 12,952 0.05 Figure 69: Indoor recreation facilities
Sept. 26, 2023
Item #10 Page 94 of 201

City of Carlsbad parks & Recreation Department
DRAFT

86 4.2 BENCHMARK FINDINGS S UMMARY
Benchmark data analysis provides an understanding of how the agency compares to peer agencies and with national medians where available.

The benchmark data revealed department strengths and opportunities:

STRENGTH S
• CIP – The City of Carlsbad has on average invested nearly twice as much as the NRPA median ($3.4 million per year) for capital spending, at $6,437,503. • Revenue per Capita – With $132.79 generated per resident, the city's revenue is more than double that of the closest competing agency and nearly nine times the median revenue of National Recreation and Park Association (NRPA) agencies serving populations between 100,000 to 250,000, which report an average revenue of $15.33 per resident.

OPPORTUNITY
• Operational Contribution – The City of Carlsbad provides the fourth largest taxpayer contribution at 53%, which could be considered for reduction via a cost recovery policy for the department’s offerings.

Sept. 26, 2023
Item #10 Page 95 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
87 CHAPTER FIVE – EXISTING SITE ANALYSIS

5.1 PARK SYSTEM ASSESSMENT
The City of Carlsbad has 42 community parks and special use areas. Sites assessed are shown in Figure 70 below.

CARLSBAD SITES ASSESSED
Alga Norte Park Jefferson Elementary School Field
Aviara Oaks Middle School Field Kelly Elementary School Aviara Community Park La Costa Canyon Community Park
Buena Vista Elementary School Field La Costa Heights Elementary School Field Buena Vista Reservoir Park Laguna Riviera Park
Cadencia Park Leo Carrillo Ranch Historic Park
Calavera Hills Community Park Magee House And Park
Carlsbad High School Tennis Courts Magnolia Elementary School Field Calavera Hills Trailhead Maxton Brown Park
Cannon Park Monroe Street Pool
Car Country Park Oak Park
Carlsbad Skate Park Ocean St. Sculpture Park/Tamarack Picnic Chase Field Pine Avenue Community Park
El Fuerte Park/La Costa Meadows Elem School Pio Pico Park Harding Community Center Poinsettia Community Park
Harold Smerdu Community Garden Senior Center - Pine Avenue Community Center Hidden Canyon Community Park Stagecoach Community Park
Holiday Park Terramar Northern Bluff
Hope Elementary School Valley Middle School Field
Hosp Grove Park Veterans Memorial Park
Hosp Grove Trailheads Zone 5 Park

Figure 70: Sites assessed
Sept. 26, 2023
Item #10 Page 96 of 201

City of Carlsbad parks & Recreation Department
DRAFT

88 Maintenance quality was excellent, especially considering how heavily the parks are used. Of the parks rated, 31 were rated as excellent, 9 were rated as good, and 2 were rated as fair. No sites were rated poor.

Park system rating categories are:

EXCELLENT
Site amenities are in excellent condition with little or no maintenance problems noted. Park amenities do not
feature any major design issues that contribute to
diminished use or maintenance.

GOOD
Site amenities are in good condition and feature only minor maintenance problems. Amenity maintenance issues
appear to be the result of age and heavy use. Park
amenities may only feature minor design issues that
contribute to diminished use or maintenance (such as
drainage, structural, utilities, etc.).

FAIR
Site amenities are in fair condition and indicate ongoing maintenance issues. Generally, most amenity maintenance issues appear to be the result of age and heavy use. Some maintenance issues may be compounded over time due to being deferred because of
budget and/or resource limitations.

POOR
Site amenities are in poor condition and clearly show ongoing maintenance problems that ultimately may result in
suspended use for repair or replacement. Amenity
maintenance issues are the result of age and heavy use and generally are compounded over time due to deferred
maintenance as a result of budget and/or resource limitations.

Park amenities may feature major design issues that
contribute to diminished use or maintenance (such as
drainage, structural, utilities, etc.).

Synthetic turf and fencing in excellent
condition at Stagecoach Community Park
Site amenities in excellent
condition at Alga Norte Park
Table at Cannon Park in good condition
but starting to show normal wear
Sept. 26, 2023
Item #10 Page 97 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
89 SITES RATED IN GOOD CONDITION
Cannon Lake Park Holiday Park
Cannon Park Hope Elementary School
Carlsbad High School Tennis Courts La Costa Canyon Community Park Carlsbad Skate Park Oak Park
El Fuerte Park/La Costa Meadows Elem School

SITES RATED IN EXCELLENT CONDITION
Alga Norte Park Leo Carrillo Ranch Historic Park
Aviara Community Park Magee House And Park
Aviara Oaks Middle School Field Magnolia Elementary School Field Buena Vista Elementary School Field Maxton Brown Park
Buena Vista Reservoir Park Monroe Street Pool
Cadencia Park Ocean St. Sculpture Park/Tamarack Picnic
Calavera Hills Community Park Pine Avenue Community Park Calavera Hills Trailhead Pio Pico Park
Car Country Park Poinsettia Community Park
Chase Field Senior Center - Pine Avenue Community Center Harding Community Center Stagecoach Community Park
Harold E. Smerdu Community Garden Terramar Northern Bluff Hidden Canyon Community Park Valley Middle School Field Hosp Grove Park Veterans Memorial Park
Jefferson Elementary School Fields Zone 5 Park
Laguna Riviera Park
Figure 71: Sites rated in excellent condition
Figure 72: Sites rated in good condition

SITES RATED IN FAIR CONDITION
Kelly Elementary School Fields Valley Middle School Fields

Figure 73: Sites rated in fair condition
Sept. 26, 2023
Item #10 Page 98 of 201

City of Carlsbad parks & Recreation Department
DRAFT

90 The team developed site plans for each park utilizing Geographic Information Systems and visited each site over the course of several months to review park and site amenity conditions.

During each site visit, the consulting team made observations regarding park access, the site’s visual and aesthetic appeal and safety and maintenance standards.

Park Design: The park design varies, but the sites generally are in very good condition and have a substantial number of amenities. Most parks have concrete walkways that appear to satisfy disabled access requirements. Walkways are an essential part of developed parks because they provide routes that all visitors can use for walking, or to reach specific amenities. Walkways are the principal means by which visitors who are physically disabled can access the park’s features and enjoy the benefits that other non-disabled visitors can. There are some sites that do not have concrete, asphalt or decomposed granite walks and do not appear to meet ADA requirements. If improvements are made to these sites, ADA access routes should be established as part of the design improvements.

STRENGTHS
Park maintenance Consistent city branding and signs
Abundant amenities Synthetic turf athletic fields allow for heavier use Clean and well-kept parks Variety of park experiences
High use

Figure 74: Strengths of parks

OPPORTUNITIES FOR IMPROVEMENT
Pio Pico Park Zone 5 Park
Oak Park Hosp Grove Trailhead
Harold E. Smerdu Community GardeN El Fuerte Park
Buena Vista Elementary School Field La Costa Heights School Fields Jefferson Elementary Fields

Some sites lack sufficient concrete, asphalt, or decomposed granite walkways to fully meet disabled access requirements
Several school field sites could benefit from additional trash/recycling cans and seating.

Figure 75: Opportunities for park improvement
Sept. 26, 2023
Item #10 Page 99 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
91 The city does not own school district sites.

Park Sites: All park sites have an adequate number of trash cans, benches, drinking fountains and tables for the types of anticipated use. School field sites have the least amount and, in most cases, none of these types of amenities (trash cans, benches, drinking fountains and tables) as shown in the park inventory matrix The city has limited control over school district property and amenity placement/non-routine maintenance.

Athletic Fields: The athletic fields were in good to excellent condition with typical worn areas based on the level of play. Some of the sports fields feature synthetic turf installed to allow for heavier use.

About half the sites have onsite parking, and the number of spaces seems to be adequate for the site uses. As there are no parking standards for parks, the assessment is an estimation of the types of uses compared to the number of parking stalls provided.

The other sites have street parking. Some school fields have limited onsite parking.

SITES WITHOUT ACCESSIBLE WALKS
Oak Park Zone 5 Park
Pio Pico Park Harold E. Smerdu Community Garden
El Fuerte Park Buena Vista Elementary School Fields
Jefferson Elementary School Field La Costa Heights Elementary School Fields Kelly Elementary School Valley Middle School Field

Figure 76: Sites without accessible walks

SITES WITH ONSITE PARKING
Alga Norte Park Hosp Grove Wickham Way Trailhead
Aviara Community Park La Costa Canyon Park
Calavera Hills Community Park Leo Carrillo Ranch Historic Park Calavera Hills Trailhead Magee House and Park
Carlsbad Senior Center Magnolia Elementary Field
Carlsbad Skate Park Monroe Street Pool
Harold E. Smerdu Community Garden Ocean St Sculpture Park/Tamarack Picnic Facilities Harding Community Center Pine Avenue Park
Hidden Canyon Community Park Poinsettia Community Park
Holiday Park Stagecoach Community Park
Hosp Grove Rotary & Hosp Way Trailhead Zone 5 Park (road base parking lot)

Figure 77: Sites with onsite parking
Sept. 26, 2023
Item #10 Page 100 of 201

City of Carlsbad parks & Recreation Department
DRAFT

92 Signs: All park sites have regulatory and informational signs identifying the park name and onsite signs provide necessary park user information.

5.2 PARK CLASSIFICATIONS AND LEVEL OF SERVICE RECOMMENDATIONS Level of service recommendations are developed using a combination of resources, including National Recreation and Park Association (NRPA) guidelines, recreation activity participation rates reported by the Sports and Facility Industry Association data as it applies to activities that occur in the United States and the Carlsbad area, community and stakeholder input and findings from the statistically reliable survey. This information allowed standards to be customized to the City of Carlsbad.

These recommendations should be viewed as a guide to meet community need. Gaps and surpluses in park, facility and amenity types are revealed when recommendations are applied to the City of Carlsbad. Level of service recommendations consider upcoming park and facility capital projects (such as Robertson Ranch Park, Zone 5 Park, Cannon Lake Park, South Carlsbad Coastline Park, and Monroe Street Pool Renovation/Replacement).

While the city doesn't face a parkland shortage, there is demand for amenities, notably off-leash dog parks and outdoor pickleball courts. The suggested action plan primarily targets these unaddressed community preferences.

SITES WITH LIMITED OR NO ONSITE PARKING
Aviara Oaks School Fields Kelly Elementary School Field Buena Vista Elementary Field Jefferson Elementary School Fields Buena Vista Reservoir Park La Costa Heights School Fields Cadencia Park Laguna Riviera Park
Cannon Park Maxton Brown Park
Car Country Park Oak Park
Carlsbad High School Tennis Courts Pio Pico Park
Chase Field Terramar Northern Bluff
El Fuerte Park Valley Middle School Fields
Hope Elementary School Fields Veterans Memorial Park

Figure 78: Sites with limited or no onsite parking
Sept. 26, 2023
Item #10 Page 101 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
93 Figure 79 - Levels of service recommendations
Sept. 26, 2023
Item #10 Page 102 of 201

City of Carlsbad

5.3 SERVICE AREA MAPPING
Service area maps illustrate the geographic distribution of parks, facilities and amenities, and based on population density, and assess where there are gaps or overlaps for a mapped facility or amenity.

Service area mapping data allows city staff to make capital improvement and development decisions based upon citywide need and parks, facility, and amenity gaps in a specific area.

Major asset service area maps include:
• Basketball courts
• Community parks and special use areas
• Dog parks
• Multiuse diamond fields
• Multiuse rectangular fields
• Indoor recreation space
• Outdoor pools
• Playgrounds
• Pickleball courts
• Skate parks
• Tennis courts

Estimated 2022 and projected 2027 and 2032 Environmental Systems Research, Inc. population data was used for recommendation purposes. The estimated City of Carlsbad population for 2022 is 116,323.

The shaded service area map rings indicate the service level (e.g., the population being served by that park type/amenity) as outlined in the facility/amenity levels of service matrix (Figure 79). The central point inside the shaded ring indicates the location of the facility or amenity while the ring extends out to the distance that amenity serves the population based on the number of amenities at that location, the levels of service recommendations established and the population density.

Sept. 26, 2023
Item #10 Page 103 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
95 5.3.1 BASKETBALL COURTS

Figure 80: Outdoor basketball courts service area map
Sept. 26, 2023
Item #10 Page 104 of 201

City of Carlsbad parks & Recreation Department
DRAFT

96 5.3.2 COMMUNITY P ARKS/SP ECIAL USE AREAS AND OTHER P ARKS AND

RECREATION PROPERTIES

Figure 81: Community parks/special use areas, (SUAs) and other parks and recreation properties service area map
Sept. 26, 2023
Item #10 Page 105 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
97 5.3.3 DOG PARKS

Figure 82: Dog parks service area map
Sept. 26, 2023
Item #10 Page 106 of 201

City of Carlsbad parks & Recreation Department
DRAFT

98 5.3.4 INDOOR RECREATION SPACE

Figure 84: Indoor recreation space service area map
Sept. 26, 2023
Item #10 Page 107 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
99 5.3.5 MULTIPURPOSE DIAMOND FIELDS

Figure 85: Multipurpose and diamond fields service area map Sept. 26, 2023
Item #10 Page 108 of 201

City of Carlsbad parks & Recreation Department
DRAFT

100

5.3.6 MULTIPURPOSE RECTANGULAR FIELDS

Figure 86: Multipurpose rectangular fields service area map Sept. 26, 2023
Item #10 Page 109 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
101

5.3.7 OUTDOOR POOLS

Figure 87: Outdoor pools service area map
Sept. 26, 2023
Item #10 Page 110 of 201

City of Carlsbad parks & Recreation Department
DRAFT

102

5.3.8 OUTDOOR PICKLEBALL COURTS

Figure 88: Outdoor pickleball courts service area map
Sept. 26, 2023
Item #10 Page 111 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
103

5.3.9 PLAYGROUNDS

Figure 89: Playgrounds service area map
Sept. 26, 2023
Item #10 Page 112 of 201

City of Carlsbad parks & Recreation Department
DRAFT

104

5.3.10 SKATE PARK S

Figure 90: Skate parks service area maps
Sept. 26, 2023
Item #10 Page 113 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
105

5.3.11 TENNIS COURTS

Figure 91: Tennis courts service area map
Sept. 26, 2023
Item #10 Page 114 of 201

City of Carlsbad parks & Recreation Department
DRAFT

106

CHAPTER SIX USER FEE ANALYSIS

6.1 METHOD
The City of Carlsbad Parks & Recreation Department staff and the consultant team developed criteria for assessing how agency user fees compare with those of other north San Diego County municipal agencies.

The five departments chosen for analysis were deemed similar and in geographic proximity to the City of Carlsbad:
• City of Encinitas Parks, Recreation & Cultural Arts
• City of Escondido Recreation
• City of Oceanside Parks & Recreation
• City of San Marcos Parks & Recreation
• City of Vista Recreation & Community Services
The analysis assessed the fees charged by other agencies/departments for their programs and services and compared them to those of the City of Carlsbad and examined the pricing strategies adopted by these agencies/departments.

The data was gathered from each agency’s website, staff, secondary research conducted on venue websites and recreation program guides and can be found in Appendix G.

Due to variations in the information accessibility, basic pricing strategies, timing, types and nature of offerings, there are limitations in understanding how each agency operates and monitors revenue streams.

Data collection was conducted from December 2021 through January 2022. Information gathered included park and facility amenities, rental prices, program prices and revenue-related data.

Sept. 26, 2023
Item #10 Page 115 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
107

6.2 USER FEE FINDINGS

6.2.1 RENTAL FEE P RICE RANGES
For a rental fee comparison, amenities were categorized into groups. Figure 88 presents the hourly fee range for each category across agencies.

6.2.2 RENTAL PRICING STRATEGIES
The analysis of rental pricing showed that the City of Carlsbad was the only department to charge half-hourly rates. The City of Carlsbad uses eight of the 12 possible pricing strategies, a figure matched only by the City of Oceanside. Every department offers additional services with their rentals. These services include field preparation, audio/visual setup, custodial help, and provision of tables and chairs (Figure 93).

Agency
Min Max Min Max Min Max Mi n Max Min Max Min Max Min Max Min Max Min Max Carlsbad $ 46 $ 98 $ 32 $ 98 $ 16 $ 80 $ - $ 96 $ 16 $ 70 $ 54 $ 100 $ 16 $ 42 $ 28 $ 62 $ 14 $ 146 Encinitas $ - $ 60 $ - $ 15 $ - $ 60 $ - $ 125 $ - $ 60 $ - $ 85 $ - $ 100 Escondido $ 5 $ 80 $ 20 $ 125 $ 110 $ 165 $ 5 $ 37 $ 15 $ 65 $ 20 $ 100 $ 5 $ 50 $ 5 $ 80 $ 50 $ 350 Oceanside $ - $ 40 $ - $ 250 $ - $ 35 $ - $ 150 $ - $ 40 $ - $ 160 San Marcos $ 25 $ 125 $ 25 $ 125 $ 25 $ 125 $ 20 $ 31 Vista $ - $ - $ 19 $2,050 $ 115 $ 165 $ 166 $ 221 Picnic Area /
Pavilions
Hourly HourlyHourly
Gymnasiums Kitchens
Hourly
Multipurpose
Rooms
All agencies include additional fees with their rentals.

Hourly
Activity Rooms
Hourly
Amphitheatres
/ Theater /
Auditorium
Hourly
Aquatics Athletic Fields
Hourly
Conference /
Meeting Rooms
Hourly
Figure 92: Rental fee price ranges
Figure 93: Rental pricing strategies
Sept. 26, 2023
Item #10 Page 116 of 201

City of Carlsbad parks & Recreation Department
DRAFT

108

6.3 RECREATION PROGRAMS AND SERVICES FEE FINDING
To improve comparability, the consultant team classified programs and services into separate categories. Registration fees were divided by the number of sessions included, resulting in a per unit cost. This approach allowed for a comparison of programs and services within each category.

Analysis data is included in Appendix G.

6.3.1 ADULT PROGRAMS
Adult programs include fitness classes for individuals aged 18 years and older as well as art and specialty classes, such as cooking, dance and foreign languages.

The City of Carlsbad’s average per unit costs ranked highest amongst the six departments for which data was available. The higher costs can be attributed to the prices of specialty classes offered as single sessions, such as "Ancient Health Secrets for Today," "Refresh & Renew Yoga in Nature" and "The Culinary Lab," all which were above the average.

6.3.2 SPORTS
Adult sports include sports leagues for those ages 18 years old and above. Classes and clinics for both tennis and pickleball are included. The City of Carlsbad’s average per unit costs ranked third amongst the five departments for which data was available.

6.3.3 AQUATICS
For the aquatics’ registration fee comparison, the consultant team utilized group swim lessons, as that program was provided by all benchmarked agencies, except for Encinitas, which does not offer any aquatics programming.

The City of Carlsbad’s average per unit costs ranked lowest amongst the five departments for which data was available. The City of Carlsbad was nearly 20% lower than the next lowest ranked department, City of San Marcos, and less than half the average per unit cost of the first ranked department, City of Vista.

6.3.4 CAMPS
In the camps comparison, multiday experiences designed for school-aged children that occurred during non-school days were utilized.

The City of Carlsbad’s average per unit costs ranked d second amongst the four departments for which data was available. The first ranked department was the City of Encinitas.

Sept. 26, 2023
Item #10 Page 117 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
109

6.3.5 LEARNING AND DEVELOPMENT
Classes designed for children aged six and under are included in the early childhood category.

The City of Carlsbad’s average per unit costs ranked third amongst the six departments for which data was available.

6.3.6 A DULTS 50+
Adults 50+ programs consist of fitness, art and specialty classes that cater to individuals aged 50 years and older. The City of Carlsbad’s average per unit costs ranked first amongst the five departments for which data was available. The higher costs can be attributed to the higher quality offerings provided at the Carlsbad Senior Center.

6.3.7 YOUTH PROGRAMS
Youth programs include art, cooking, dance, martial arts, and skateboarding. The City of Carlsbad's average per unit cost ranked third amongst the six departments for which data was available.

6.4 USER FEE RECOMMENDATIONS
Staff should consider user fee recommendations for each of the following program areas. The overall fee structure should reflect the value of the experience and market rates.

Adult Programs: Adult programs are priced higher than the comparison agencies. Higher fees reflect facility and experience quality. Review higher priced programs to ensure that those classes are priced to reflect the value they provide and ensure options for those participants who cannot afford premium prices.

Sports: Review per unit costs for indoor pickleball classes and consider implementing tiered pricing like the City of Vista for advanced offerings.

Aquatics: The per unit cost for aquatics programming does not reflect market rates nor the quality of the experience provided by a highly rated facility such as the Alga Norte Aquatic Center. Increase aquatic program fees to be in line with market and experience rates.

Camps: Offer high-quality camps at competitive prices to attract and retain participants. While some prices may be higher than other agencies, it is important to ensure the prices are based on the quality of the experience that Carlsbad provides, which is higher quality than others.

Learning and Development: Consider increasing per unit costs for early childhood classes to be aligned with market rates and the cost of providing services.

Adult’s 50+: Offer senior programs at competitive prices to attract and retain participants and explore ways to ensure affordable offerings that make these programs accessible.

Youth Programs: Review per unit costs for youth programs and consider adjusting fees to be competitive with the other benchmarked departments, particularly the City of Encinitas and the City of Escondido.

Sept. 26, 2023
Item #10 Page 118 of 201

City of Carlsbad parks & Recreation Department
DRAFT

110

CHAPTER SEVEN – G ENERAL ADULTS 50+ RECREATION PROGRAM PLAN

7.1 PURPOSE
The recreation program plan provides an overview of community needs and an analysis of how the City of Carlsbad Parks & Recreation Department can meet these needs through programming. The plan should be used to guide the development of recreation programs and services and serve as a component of the department's Commission for Accreditation of Park and Recreation Agencies accreditation. CAPRA has established standards for providing quality parks and recreation services and the department has in the past successfully achieved CAPRA accreditation.

This plan complies with Chapter 6 of CAPRA national accreditation standards and includes Adults 50+ programming.

7.1.1 C ORE VALUES AND GUIDING PRINCIPLE S
The Carlsbad Community Vision is made up of nine core values :

1. Small town feel, beach community character and connectedness

2. Open space and the natural environment

3. Access to recreation and active, healthy lifestyles

4. The local economy, business diversity and tourism

5. Walking, biking, public transportation and connectivity

6. Sustainability

7. History, the arts and cultural resources

8. High quality education and community services

9. Neighborhood revitalization, community design and livability The department utilizes these core values to guide decision making.

Additional guiding principles are included in Working Paper 3: Open Space and the Natural Environment; Access to Recreation and Active, Healthy Lifestyles, which explores the co re value statements of:
• O pen space and the natural environment
o Prioritize protection and enhancement of open space and the natural environment. Support and protect Carlsbad’s unique open space and agricultural heritage.
• Access to recreation and active healthy lifestyles
o Promote active lifestyles and community health by furthering access to trails, parks, beaches, and other recreation opportunities.

Sept. 26, 2023
Item #10 Page 119 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
111

7.1.2 PARKS & RECREATION GOALS & OBJECTIVES
In pursuit of its mission, the department has identified several key goals, including • Meet underserved community needs
• Build an entrepreneurial focus that supplements city contribution • Train and empower staff to deliver world class offerings and exceptional customer service • Provide opportunities that promote health and wellness and active lifestyles • Develop a departmental culture that embraces change and promotes continuous improvement

In achieving these objectives, the department operates six community or visitor centers, 14 community parks and 28 special use areas, including two aquatic centers. The department also oversees a golf course with a restaurant and banquet facilities, and a lagoon basin for recreational use.

The department provides hundreds of multigenerational programs and events. Passionate, dedicated staff, and volunteers, manage year-round recreation programs and activities, as well as plan, develop and maintain parks, trails, and open spaces for people of all ages and abilities to enjoy.

7.1.3 WHO WE SERVE
The department provides parks and recreation assets and services primarily to Carlsbad residents. The residents of surrounding communities also visit parks and recreation assets and participate in the department’s programs and events.

The City of Carlsbad is a coastal city located in the North County region of San Diego County, California, United States; it covers 37.77 square miles of land and an additional 1.30 square miles of water. The city is 87 miles (140 km) south of downtown Los Angeles and 35 miles (56 km) north of downtown San Diego.

The City of Carlsbad was incorporated on July 16, 1952. As of the 2020 census, the population was 114,746, making it the 56
th largest city in California. In 2022, the population was estimated to be 116,323. The city is affluent, with cost of living, per capita income, and median household income all about double the national average.

7.2 PROGRAM AND SERVICE DETERMINANTS
The department provides residents and visitors opportunities to participate in activities based in play, recreation and health and wellness. The department’s broad range of services, activities and programs serve all ages and interests, including children, teens, adults and individuals with disabilities or special accommodation needs.

Department staff identified core program areas for general recreation, including aquatics, camp, health and wellness, learning and development, parks and facilities, reservations, special events and tours, sports, and visual and performing arts.

Programming options include aquatics, youth camps, health and wellness classes, learning and development classes, sports activities and visual and performing arts classes with a focus on providing activities for adults 50+.

Sept. 26, 2023
Item #10 Page 120 of 201

City of Carlsbad parks & Recreation Department
DRAFT

112

The department has prioritized activities for adults 50+, and has identified specific program areas for this demographic, such as clubs and games, health and wellness, hybrid and virtual classes, learning and development, special events, and tours.

The department also conducts several popular community events, such as EGGstravaganza, Holiday at the Rancho, Día de los Muertos, Pirate Plunge, Snores ‘n Smores, Hot Rods & Cool Treats, and the Superhero Obstacle Race.

The recreation services team manages all recreation facilities, athletic field allocations and amenity rentals, including community centers, sports venues and picnic areas. Programs in city parks and recreation facilities are developed based on participant feedback, while incorporating the department's vision, mission and goals.

7.2.1 CONCEPTUAL FOUNDATIONS OF PLAY, RECREATION, HEALTH AND

WELLNESS
The department's programs are based on foundational concepts of play, recreation and health and wellness. When planning or evaluating new programs, the department uses public feedback methods, such as community interest surveys using a random sample that includes post-program surveys to determine programming success and viability. These measures allow the community to tell the department how their recreation needs are best served.

To meet these needs, the department has identified core program areas that group programs by likeness and type. Each core program area has objectives and goals that highlight the foundational concepts of physical, mental, emotional, social and environmental wellness.

Incorporating these concepts ensures that community wellness is enhanced by the services provided.

7.2.2 CONSTITUENT INTERESTS AND NEEDS
Based on the desire for well-maintained and safe parks with designated trails, scenic views and natural habitats, residents are interested in a wide range of sports, including pickleball, basketball, soccer, tennis and golf. They need parks with ample space, proper equipment and well-managed fields and courts. Additionally, they seek water-related activities, such as swimming, surfing, kayaking and paddleboarding. They also desire beaches, tidepools and picnic areas that are safe and clean.

Families with young children want parks with well-maintained playgrounds suitable for different age groups and abilities. Dog owners want designated areas for their dogs to run and play off leash and that have access to water and waste disposal facilities. Residents want parks with amenities such as benches, walking paths, low-impact exercise equipment, restrooms, drinking fountains and shade structures.

Carlsbad residents enjoy community events, such as concerts, festivals and movie nights. They desire parks with open spaces, stages and access to electricity. They also have a strong commitment to environmental conservation and need parks that preserve and protect natural resources, habitats and wildlife.

Carlsbad constituents seek safe, well-maintained, and accessible parks and recreation facilities that cater to diverse interests and needs.

Sept. 26, 2023
Item #10 Page 121 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
113

7.2.3 PARTI CIPANT INVOLVEMENT
The department has utilized community outreach techniques and has established relationships and partnerships with various citizen-based organizations, commissions, Boards and user group members to create a constituent-centered culture for programs, services and community needs.

Stakeholder interviews and focus group discussions were utilized to determine the current state of parks and recreation services. Four public forums, a statistically reliable survey, online and social media input, community pop-up outreach, intercept park surveys, email input, and online comments collected via the project website www.carlsbadparksplan.com were conducted. This resulted in 2,500+ participants across these sources and nearly 3,500 visitors with 8,845 website pageviews.

7.2.4 UNDERSERVED POPULATIONS O UTREACH
The department should continue to identify and address the needs of underserved populations.

This can be achieved through a comprehensive approach that involves analyzing demographic data, conducting community surveys, and consulting with local advocacy groups.

To effectively serve underserved populations, the department must identify specific barriers that limit participation, such as physical, social, financial, geographic, and cultural barriers. Once these barriers have been identified, the department can develop targeted outreach programs and services that overcome these obstacles and ensure that underserved populations have access to vital resources and services.

The department must prioritize outreach efforts and allocate resources to ensure that underserved populations receive needed support. Outreach may include establishing partnerships with local transportation companies, providing sliding scale fees for low-income individuals, offering language interpretation services and cultural competency training for staff, and implementing mobile programs and community engagement events.

The department can promote equity and ensure that all community members have access to the resources and services they need to thrive, by implementing a comprehensive approach to serving underserved populations.

7.2.5 COMMUNITY OPPORTUNITIES
Department staff should research programs and services offered by other departments and community organizations to gain a participant base understanding. Research includes analyzing existing programs, facility amenities, target audience, times offered and participant costs in Carlsbad and neighboring municipalities.

Through department and community organization study, staff can increase efficiency and program success. Based on research outcomes, it may offer programs that are not currently available through other organizations or offer existing high demand programs.

Sept. 26, 2023
Item #10 Page 122 of 201

City of Carlsbad parks & Recreation Department
DRAFT

114

Opportunities include collaborating with external organizations to offer unique and specialized programs that the department may not be able to provide independently. These partnerships help meet community needs and unite diverse groups to work toward a common cause, program, or event. Collaborating with external organizations also allows for cost sharing, outreach to new customers and strengthened programs through shared expertise.

7.2.6 SIMILAR PROVIDERS

PUBLIC PARKS & RECREATION AGENCIES

NONPROFI T RECREATION SERVICE PROVIDERS

Name of Agency Location in the City
Operator
(Public / Private
/ Not-for-Profit)
General Description
Price
Comparison
with
depar
tment
(Same / Lower /
Higher)
Distance in
Minutes from
Prime Facility
California State Parks Carlsbad, CA Public Aquati c Camps Higher 13 minutes City of Encinitas Parks & Recreation Neighboring Agency Public Variety of parks, facilities and programs Same 10-20 minutes
City of Oceanside Parks & Recreation Neighboring Agency Public Variety of parks, facilities and programs Lower 10-25 minutes
City of San Marcos Parks & Recreation Neighboring Agency Public Variety of parks, facilities and programs Lower 10-25 Minutes
City of Solana Beach Solana Beach, CA Public Aquati c Camps Higher 20-30 minutes City of Vista Parks & Recreation Neighboring Agency Public Variety of parks, facilities and programs Lower 15-20 minutes
San Diego County Parks San Diego, CA Public School field trips to parks and recreation facilities Higher 30 minutes
Figure 94: Public parks & recreation agencies
Figure 95: Nonprofit recreation service providers
Name of Agency Location in the City
Operator
(Public / Private
/ Not-for-Profit)
General Description
Price
Comparison
with
department
(Same / Lower /
Higher)
Distance in
Minutes from
Prime Facility
Agua Hedionda Lagoon Foundation Discovery Center, 1580 Cannon Road Not-for-Profit Scout Badge Program Lower 15 minutes Boys & Girls Club 2730 Bressi Ranch Way. Carlsbad, CA Not-For-Profit Youth Basketball Same Local Boys & Girls Club of Carlsbad - Bressi
Ranch Clubhouse 2730 Bressi Ranch Way. Carlsbad, CA Not-for-Profit Sport Camps Same 15 minutes Boys & Girls Club of Carlsbad - Village
Clubhouse Carlsbad Village Not-for-Profit All Day Camps Lower 2 minutes Fit Kids America 2171 S El Camino Real Suite 207,
Oceanside, CA Not-for-Profit Sports classes and Camps Same Local YMCA Oceanside, Encinitas, Escondido Not-for-Profit
All Day Camps, Fitness
Center, lap/rec swim, swim
lessons
Lower 10-30 minutes
Sept. 26, 2023
Item #10 Page 123 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
115

PRIVATE RECREATION SERVICE PROVIDERS

7.3 EXISTING RECREATION PROGRAM FRAMEWORK
The department’s process for creating and implementing community programs includes program development, implementation, planning considerations and trends, objectives, and evaluation.

To achieve high quality program delivery, the department conducts research and development on potential new programs, including competitor analysis by benchmarking other departments across the state and country, defining marketing methods to reach the target markets of the community, gathering historical program data, reviewing industry data on recreational trends, reviewing, and implementing post-program survey results, and speaking with vendors, volunteers, and participants. These components contribute to formulating a well-rounded and targeted program experience.

Name of Agency Location in the City
Operator
(Public / Private
/ Not-for-Profit)
General Description
Price
Comparison
with
department
(Same / Lower /
Higher)
Distance in
Minutes from
Prime Facility
24 Hour Fitness Carlsbad, CA Private Fitness Center Same 5 minutes AK Marital Arts and Fitness 2011 Palomar Airport Rd STE 101, Carlsbad, CA Private Karate Same 15 minutes
Carlsbad Village Yoga 3087 State Street, Carlsbad, Ca. Private Yoga Same 5 minutes Carlsbad Village Yoga Carlsbad Private Yoga Studio Higher Local Goju Karate Center 300 Carlsbad Village Drive. #110a
Carlsbad, CA Private Karate Same 10 minutes
Hilton Garden Suites 6450 Carlsbad Blvd., Carlsbad, CA Private Private meeting rooms,
ballrooms, wedding venue
options for customers.

Higher 10 minutes
Japan Karate Do 6108 Avendia Encinas, Carlsbad CA Private Karate Same 15 minutes La Costa Omni Resort 2100 Costa Del Mar Road Carlsbad, CA Private Private meeting rooms,
ballrooms, wedding venue
options for customers.

Higher 15 minutes
Orangetheory Fitness Carlsbad, CA Private Fitness Center Higher 5 minutes Peace Love and Yoga 2588 El Camino Real suite o, Carlsbad, CA Private Yoga Same 10 Minutes
Pickleball Club of Carlsbad Shoppes at Carlsbad, 2564 El Camino Real, CA Private Indoor Pickleball Higher 7-10 minutes
Sew Inspired San Marcos near San Elijo Downtown Private Sewing classes Higher 9 minutes Sheraton Carlsbad Resort and Spa 5420 Grand Pacific Dr., Carlsbad, CA Private Private meeting rooms,
ballrooms, wedding venue
options for customers.

Higher 10 minutes
Water Works 2704 Gateway Rd Carlsbad, CA Private Swim lessons, rentals Higher 5 minutes White Dragon Martial Arts 2530 Vista Wat T, Oceanside, CA Private Tai Chi Chuan Same 5 minutes Yoga on State 2697 State Street, Carlsbad, CA Private Yoga Same 5 minutes YogaSix 1850 Marron Rd. Suite 106, Carlsbad,
CA Private Yoga Same 5 minutes
Figure 96: Private recreation service providers
Sept. 26, 2023
Item #10 Page 124 of 201

City of Carlsbad parks & Recreation Department
DRAFT

116

7.3.1 PROGRAM DEVELOPMENT & EVALUATION
Program staff use the age segment and lifecycle analysis to evaluate programs annually and determine the program mix. A diagram of the program evaluation cycle and program lifecycle is provided in Figure 97.

During the program introductory stages, staff establishes program goals, designs program scenarios and components and develops the program operating and business plan. Regular program evaluations help determine the future of a program.

If participation levels are growing, the program will continue to be provided. When participation growth is slowing or nonexistent, or if competition increases, staff should consider modifying the program to reenergize customer participation.

If program participation consistently declines, staff should terminate the program. It should be replaced with a new program based on the priority investment rating and program areas that are trending nationally or locally, while considering the anticipated resident participation percentage.

Figure 97 - Program development and evaluation stages
Sept. 26, 2023
Item #10 Page 125 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
117

7.3.2 COST RECOVERY POLICY
It is important for the city to have a policy that will serve as a management tool for establishing, implementing and implementing and evaluating fees and charges.

The City of Carlsbad has the authority to set and enforce fees for specific municipal services.

These fees must not surpass the estimated reasonable cost of providing these services, consistent with City resolutions No. 2008- 192 and No. 2015 -173, which allow the c ity manager or his/her delegate to determine all fees outlined in the Community Services Guide. These fees should not exceed the cost of program delivery or fall below the minimum fee charged for comparable programs in Oceanside, Vista, San Marcos, Escondido, or Encinitas.

COMPARABILITY WITH OTHER COMMUNITIES
Comparing the city’s fees to other communities provides information for setting fees. It allows the city to assess the market price of the service as compared to other similar agencies and learn about alternative methods of charging fees for certain services.

Fee surveys should not be the sole or primary criteria in setting fees. Many factors including community values, market demand, quality of programs and facilities , presence or absence of other providers all affect how and why other communities have set their fees at their levels.

These are the factors in addition to adjusting for cost-of-living increases that staff should consider in setting fees.

7.4 PRICING STRATEGIE S
The department can use pricing strategies to create financial sustainability. The department's current pricing strategy use is limited and focuses on residency and a customer's ability to pay.

Pricing strategies for general recreation and adult 50+ programming is displayed in Figures 98 and 99.

Core Program Area
Age Segment
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
Clubs & Games
Lifelong Learning/Continuous Learning x x x x x x x x
Health & Wellness x x x x x x x x
Hybrid & Virtual Classes x x x x x x x x
Special Events & Tours x x x x x x x x
Visual & Performing Arts x x x x x x x x
Pricing - Adult 50+
FREE
Figure 98: Adults 50+ pricing strategies
Sept. 26, 2023
Item #10 Page 126 of 201

City of Carlsbad parks & Recreation Department
DRAFT

118

After program approval, ensuring that program implementation adheres to established policies and procedures is critical. Program implementation involves managing risks, administering program registration, providing program information, conducting marketing activities, performing evaluations, and preparing performance reports.

7.4.1 REGISTRATION
When registering for programs, participants use CivicRec recreation management software, which is accessible online at https://ca-carlsbad.civicrec.com/CA/carlsbad-ca/catalog.

Through the online registration portal, registrants provide information and complete the required waiver and release forms. All individuals must sign and submit the required forms before being allowed to make a payment and participate in any programs.

7.4.2 PROGRAM INFORMATION
The department provides program information through:
• The City of Carlsbad website at
https://www.carlsbadca.gov/departments/parks-recreation • The registration portal at https://ca-
carlsbad.civicrec.com/CA/carlsbad-ca/catalog
• The seasonal Community Services Guide
• Social media
• Email marketing
• Digital advertising
• News media
• Informational materials

Core Program Area
Age Segment
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
Aquatics X X X X X X
Camps X X
Health & Wellness X X
Learning & Development X X
Parks & Facilities Reservations X X X X
Special Event & Tours X X X X
Sports X X X X
Visual & Performing Arts X X X
Pricing - General Recreation
Figure 99: General recreation pricing strategies
Sept. 26, 2023
Item #10 Page 127 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
119

7.4.3 RECREATION PROGRAM MARKETING
The city’s Communications & Engagement Department offers marketing tools to promote Parks & Recreation Department programs and offerings.
• Program guides (online)
• Website
• Smart/mobile phone enabled site
• Apps
• Flyers and brochures
• Email blasts and listserv
• Public service announcements
• Road sign marquees
• Banners
• Newsletters (print and online)
• In-facility signs
• QR codes

7.4.4 PERFORMANCE MEASURES
The department uses surveys, program evaluations and registration portal reports as its three primary evaluation sources.

Key performance indicators are used to evaluate programs through a summative process:
• Findings from Statistically Reliable Survey mentioned section 2.4 • Financial sustainability targets
• Customer satisfaction
• Internal staff meetings and debriefs
• Environmental scan, including market saturation and similar providers • Statistical trends from the categories mentioned in section 2.2 Community Profile.

7.5 PROGRAM ASSESSMENT

7.5.1 C ORE PROGRAM AREAS
To fulfill the department's mission of strengthening community health and wellness, identifying core program areas based on current and future community needs is crucial, as is focusing on specific program areas that are important to the community.

Municipal parks and recreation agencies are faced with the challenge of attempting to cater to all interests. The core program area philosophy assists staff, policy makers and the public to focus on what program areas are crucial to the community.

A program area is considered core if it meets most of the following criteria:
• The program area has been provided for an extended period of more than four years and is expected by the community
Sept. 26, 2023
Item #10 Page 128 of 201

City of Carlsbad parks & Recreation Department
DRAFT

120

• The program area accounts for 5% or more portion of the agency's overall budget • The program area is offered 3-4 seasons per year
• The program area has a broad demographic appeal
• Tiers of skill development are available within the program area's offerings • Full-time staff are responsible for the program area
• Facilities are specifically designed to support the program area • The agency controls 20% or more of the local market

CORE PROGRAM AREA DESCRIPTIONS, GOALS, AND EXAMPLE PROGRAMS Department staff and the consulting team identified the department’s core program areas for general recreation and for adults 50+ Figures 100 and 101.

Figure 99: General recreation core program areas
Figure 100: Adults 50+ core program areas
Sept. 26, 2023
Item #10 Page 129 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
121

GENERAL RECREATION

Sept. 26, 2023
Item #10 Page 130 of 201

City of Carlsbad parks & Recreation Department
DRAFT

122

Sept. 26, 2023
Item #10 Page 131 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
123

Sept. 26, 2023
Item #10 Page 132 of 201

City of Carlsbad parks & Recreation Department
DRAFT

124

Sept. 26, 2023
Item #10 Page 133 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
125

ADULTS 50+

Figure 109: Clubs & games core program area description and goal Sept. 26, 2023
Item #10 Page 134 of 201

City of Carlsbad parks & Recreation Department
DRAFT

126

Classes

Sept. 26, 2023
Item #10 Page 135 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
127

Sept. 26, 2023
Item #10 Page 136 of 201

City of Carlsbad parks & Recreation Department
DRAFT

128

7.5.2 PROGRAM STRATEGY ANALYSIS
The program strategy analysis identifies and analyzes existing program data including participation numbers, and relevant target audience. As part of the strategy analysis, the consulting team used key performance indicators and worked with staff to collect the data needed to develop each core program area and the specific programs within that area. Key performance indicators are quantifiable measurements that address the agency’s program portfolio performance.

7.5.3 AGE SEGMENT K EY P ERFORMANCE I NDICATORS
Core program areas for general recreation and adults 50+ programming and the primary and secondary age segments they serve are shown in Figure 112. While many core program areas serve multiple age segments, the primary target of programs within a core program area—the age segment that benefits the most—is identified with a P. Any secondary age segment enticed to participate from either interest or specific marketing is noted with an S.

For general recreation programming, the department includes most age segments across its core program areas, due to a significant amount of all-ages programming. An opportunity to create more age-specific programming exists, particularly for preschool and adult-aged participants. Staff should track demographic changes and program offerings to ensure that the needs of each age group are met.

Figure 115: General recreation ages served
Sept. 26, 2023
Item #10 Page 137 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
129

Adults 50+ primary programming targets are adults aged 50+ and 60+. The secondary target markets refer to core program areas that offer intergenerational programming.

7.5.4 PROGRAM LIFECYCLE K EY P ERFORMANCE I NDICATORS
A program lifecycle analysis is conducted to determine the program growth or decline stage.

This analysis facilitates decision making about the program mix to ensure programs offered are current.

The lifecycle analysis is based on the staff’s knowledge of program areas rather than strictly quantitative data. Lifecycle stage distribution – general recreation, presents the percentage distribution of the department’s program lifecycle categories for both general recreation and adults 50+ (Figures 118 and 119).

The recommended lifecycle distribution was obtained by comparing the number of programs in each individual stage with the total number of programs.

Approximately 65% of all general recreation programs fall within the beginning stages (introduction, take-off, and growth), slightly above the consulting team’s recommendation of 50%-60%. This is due to the department reintroducing programming and services following pandemic closures. Staff should focus on ensuring programs in introduction through growth stages gradually transition to the mature stage.

According to the assessment, only 19% of program offerings fall into the mature stage. With 33% of programs in the growth stage, which will eventually transition into the mature stage, the percentage of mature programs is expected to increase. Roughly 40% of programs should be in the mature stage for a stable program foundation.

Additionally, 16% of programs are categorized as saturated or declining (0-10% is the consulting team’s recommended distribution), with many saturated aquatics programs caused by a lack of available pool space.

Core Program Area Elementary
(6-12)
Teens
(13-17)
Adult
(18+)
Adult
(50+)
Senior
(65+)
All Ages
Programs
Clubs & Games S S P
Health & Wellness P P
Hybrid & Virtual Classes P P
Learning & Development S S P P S
Special Events & Tours S S S P P S
Visual & Performing Arts S S P P S

AGES SERVED - Adults 50+
P= Primary age segment S= Secondary age segment
Figure 116: Adults 50+ ages served
Sept. 26, 2023
Item #10 Page 138 of 201

City of Carlsbad parks & Recreation Department
DRAFT

130

Programs naturally progress into saturation and decline stages, but those programs in the decline stage must be evaluated for repositioning or elimination. Department staff should modify these programs to begin a new lifecycle in the introductory stage or replace them with new programs based on community needs and trends.

In adult 50+ programming, the lifecycle analysis reflects an imbalanced program distribution.

Approximately 68% of all programs fall within the beginning stages (introduction, take-off and growth), slightly above the recommended 50%-60%. This is due to the department reintroducing programming and services after the pandemic. Having many programs in the beginning stages allows the department to enhance its program offerings.

Staff should expect introductory programs to transition into the growth to mature stages and be ready with new programs to implement when maturity occurs. In the future, the department should ensure that new programs move out of the beginning stages and are sustainable to reach the mature stage or are repositioned to introduce other programs.

The mature stage is the foundation of a program portfolio. Approximately 40% of programs should be in the mature stage to achieve stable program participation. Department staff anticipates an increase in mature programs, as programming is reestablished post-pandemic.

According to the staff’s assessment, 11% of programs are in saturated or declining lifestyle stages. It is natural for programs to eventually reach saturation and decline stages; however, reaching these stages quickly may indicate that program quality does not meet expectations or that the programs are not in demand, and they need to be terminated or repositioned.

Figure 117: General recreation lifecycle stage distribution Figure 118: Adults 50+ lifecycle stage distribution
Sept. 26, 2023
Item #10 Page 139 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
131

Some programs may also be in the saturation stage due to a lack of available space or capacity for further growth.

7.5.5 CLASSIFICATION OF SERVICES – K EY PERFORMANCE I NDICATORS To identify funding and management strategies, the department conducted a classification of services analysis to determine how each program serves the organization's mission and core program area goals.

The analysis of service classification assesses whether a program offers public, private, or a mix of both benefits. Programs with public benefits give equal access and advantages to all, whereas private benefit programs deliver exclusive perks to the user, surpassing what a general taxpayer would receive.

The classification method includes three categories: essential services, important services, and value-added services. These service categories are determined by factors such as mission alignment, public perception, legal mandates, financial sustainability, personal benefit, competition in the marketplace and participant access. An explanation of each program classification can be found in Figure 120.

The program’s classification will direct cost recovery goals and appropriate management and marketing strategies. A program list organized by core program areas is found in Appendix H.

Department May Provide with addi�onal resources, it adds value to community, it supports Core & Important Services, it is supported by community, it generates income, has an individual beneﬁt, can be supported by user fees, it enhances community and requires li�le to no taxpayer contribu�on.

Department Should Provide if it expands & enhances core services, is broadly supported & used, has condi�onal public support , there is an economic / social / environmental outcome to the community , has community importance and needs moderate taxpayer contribu�on .

Department Must Provide if it protects assets & infrastructure, is expected, and supported, is a sound investment of public funds , is a broad public beneﬁt, there is a nega�ve impact if not provided , is part of the mission and needs signiﬁcant taxpayer contribu�on to complete .

Value Added
Services
Essen�al
Services
Important
Services
Figure 119: Program classifications
Sept. 26, 2023
Item #10 Page 140 of 201

City of Carlsbad parks & Recreation Department
DRAFT

132

7.5.6 COST OF SERVICE & FINANCIAL SUSTAINABILITY
Core program areas serve as a tool to monitor financial indicators, such as administrative expenses. Programs with similar financial objectives should be bundled together to verify whether current procedures align with department goals such as maximizing access to the community and limiting city financial contribution.

Three-step pricing process:

1. Classify all programs and services based on the public or private benefit they provide.

2. Conduct a cost-of-service analysis to calculate true program cost.

3. Establish program goals based on the financial outcomes of the previous two steps.

COST OF SERVICE ACCOUNTING
A full direct and indirect class or program
cost accounting is necessary to establish
financial sustainability targets.

Financial goals are set once the accounting
is completed. Department staff should be
trained in the cost-of-service accounting
process.

A cost-of-service analysis should be
conducted for each program or program
type, calculating direct (i.e., program-
specific) and indirect (i.e., comprehensive,
including administrative overhead) costs.

Direct costs refer to expenses that can be
specifically attributed to the creation and
delivery of programs and activities. These
costs may include personnel expenses,
equipment and supply purchases, facility
rental fees, marketing and advertising
expenses, and any other direct expenses
related to the operation and management
of parks and recreation programs.

Indirect costs refer to expenses that are not directly attributed to a specific program or activity but are necessary for the overall operation and management of the department. These costs may include administrative salaries, rent or lease payments for office space, utilities, and other overhead expenses.

A cost-of-service analysis determines the true and full cost of offering a program and provides information used to price programs based on delivery costs (Figure 121).

Figure 120: Total costs for activity
Sept. 26, 2023
Item #10 Page 141 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
133

To determine the total cost of service, calculate the total cost for the activity, program or service and then calculate the total revenue earned for the service. Cost and revenue can be derived on a per-unit basis. Program or activity units may include the number of participants, number of tasks performed, number of consumable units, number of service calls, number of events and the required staff time for offering the program or service.

Agencies use cost-of-service analyses to determine the financial resources required to provide specific programs at specific levels of service. Results are used to benchmark different programs provided by the department against one another. Financial goals are established once cost-of- service totals have been calculated.

FINANCIAL SUSTAINABILITY PRACTICES
Goals and financial targets should be based upon the degree to which a program provides public versus individual benefit. Programs that provide public benefit, or essential programs, should receive a larger taxpayer contribution. Programs that provide individual benefit, or value-added programs, should recover a larger percentage of costs.

To classify specific programs within program areas, and develop financial sustainability policies, the consulting team created the following definitions (Figure 122). • Value-added are offerings that the department may provide with additional resources, it adds values to the community, it supports core and important services, it is supported by the community, it generates income, has an individual benefit, can be supported by user fees, it enhances community and requires little to no taxpayers. • Important are offerings that the department should provide if it expands and enhances core services, is broadly supported and used, has conditional public support, there is an economic / social / environmental outcome to the community, has community importance and needs moderate taxpayer contribution.
• Essential are offerings that the department must provide it if protects assets and infrastructure, is expected and supported, is a sound investment of public funds, is a broad public benefit, there is a negative impact if it is not provided, is part of the mission and needs significant taxpayer contribution to complete.

Sept. 26, 2023
Item #10 Page 142 of 201

City of Carlsbad parks & Recreation Department
DRAFT

134

Essential
Program

Important
Programs
Value-
Added

User Fees/Private

Contribution

Essential
Program

Important
Programs
Value-
Added

User Fees/Private

Contribution

Figure 121: User fees/private vs. contribution
Sept. 26, 2023
Item #10 Page 143 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
135

7.6 VOLUNTEERS AND PARTNERSHIPS

7.6.1 VOLUNTEER AND PARTNERSHIP MANAGEMENT
Industry best practices suggest parks and recreation
departments form partnerships with community
organizations and individuals to provide high-quality
services. These partnerships should be mutually
beneficial, serving community needs and advancing the
department’s mission. Continuing and creating successful partnerships and encouraging meaningful volunteerism
are crucial strategies for the city to fulfill the community's needs in the coming years.

CURRENT VOLUNTEER MANAGEMENT
The city recruits, trains, develops, manages, and
recognizes volunteers. The department posts volunteer
opportunities on its website and on social media.

Volunteer management involves tracking individual
volunteers and the hours they contribute. Volunteer hour tracking can be used to demonstrate how effectively the department is leveraging resources to contain costs and enhance programs and services. Senior center volunteers are excellent ambassadors for the adults 50+ community
and represent the most repeat volunteers in the
department.

7.6.2 RECREATION PROGRAM PARTNERSHIPS , F RIENDS GROUPS AND

FOUNDATIONS
The department collaborates with community partners, including Friends of Carrillo Ranch, Inc., San Diego County and Live Well San Diego, to support programs and community events. To enhance volunteer management, the department could fully adopt and utilize the Better Impact database. Additionally, it is important to have a volunteer coordinator to recruit, manage and maximize volunteer support.

The volunteer coordinator should maintain a record of individual volunteers and the hours contributed, provide proper onboarding and training, organize social events and express appreciation for their efforts. Volunteer hour tracking can be used in budget discussions to demonstrate how the department can achieve financial targets.

Figure 122: Volunteer opportunities
webpage
Sept. 26, 2023
Item #10 Page 144 of 201

City of Carlsbad parks & Recreation Department
DRAFT

136

Long-term partnership agreements should be considered, particularly when investing capital dollars. The department should pursue partnerships with public entities, such as neighboring cities, colleges, state or federal agencies, nonprofit organizations, and private or for-profit organizations. The consultant team recommends policy and practice development for future partnerships including exploring the creation of a dedicated Parks Foundation to build advocacy and financially support the department’s mission. The National Association of Park Foundations can serve as a valuable resource for this goal.

7.7 PROGRAM PLAN STRATEGIES
Recreation program plan strategies are used to implement and track recommended plan progress. The strategic areas were identified during the staff visioning workshop. Short-term, 0- 3 years, long-term, 4-7 years, and ongoing categories were created for organization. The categories and strategies are presented in Figure 123, programs, events and facilities strategies.

Sept. 26, 2023
Item #10 Page 145 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
137

Long Term = 4-7 Years
Implement relevant Age Friendly Action Plan recommendations Expand indoor recreation offerings for the growing active adult population Enhance and expand aquatic offerings at Monroe Street Pool once renovation project is complete
Ongoing
Continue to monitor program trends to ensure ongoing alignment with community needs Host events or forums to encourage feedback and open communication between the department and the community
Partner with healthcare organizations to provide health screenings and education to the community to the active adult population
Utilize technology, including Augmented Reality, and Virtual Reality to enhance the program experience
Work with community organizations and local businesses to develop partnerships that can help provide or promote new programs and event offerings

Figure 123: Programs, events and facilities strategies

Sept. 26, 2023
Item #10 Page 146 of 201

City of Carlsbad parks & Recreation Department
DRAFT

138

CHAPTER EIGHT - PRIORITY INVESTMENT RATINGS

8.1 METHOD
The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with a means for evaluating residents priority placed on parks, recreational facilities and services. The PIR equally weighs the importance that City of Carlsbad residents place on facilities and how many residents have unmet facility needs. The Priority Investment Rating reflects the importance residents place on items (sum of top 4 choices) and the unmet needs (needs that are only being partly met or not met) for each facility/program relative to the facility/program that rated the highest overall.

The PIR reflects the sum of the Unmet Needs Rating (UNR) and the Importance Rating (IR) as shown in the equation below:

PIR = UNR + IR

For example, suppose the Unmet Needs Rating for playgrounds is 26.5 (out of 100) and the Importance Rating for playgrounds is 52 (out of 100), the Priority Investment Rating for playgrounds would be 78.5 (out of 200).

The PIR is compiled from the results of the statistically reliable survey which had 400 responses which provides a 95% level of confidence with a precision rate of at least +/- 4.9%.

8.1.1 HOW TO ANALYZE THE CHARTS:
• High priority areas have a PIR of at least 100. A rating of 100 or above indicates there is a high level of unmet need and residents think it is important to fund improvements in these areas. Improvements in this area will have a positive impact on the greatest number of households.

• Medium priority areas have a PIR of 50-99. A rating in this range indicates there is a medium to high level of unmet need or a significant percentage of residents think it is important to fund improvements in these areas.

• Low priority areas have a PIR below 50. A rating in this range indicates there is a lower level of unmet need and residents do not think it is important to fund improvements in these areas. Improvements may be warranted if the needs of specialized populations are being targeted.

Sept. 26, 2023
Item #10 Page 147 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
139

Based on the PIR, six park facilities were rated as high priorities for investment (Figure 125):
• Outdoor pickleball courts (PIR=149)
• Neighborhood parks (PIR=147)
• Community parks (PIR=142)
• Off-leash dog parks (PIR=142)
• Community gardens (PIR=120)
• Outdoor swimming pools (PIR=112)

Figure 124: High priority for investment park facilities Sept. 26, 2023
Item #10 Page 148 of 201

City of Carlsbad parks & Recreation Department
DRAFT

140

Based on the PIR, nine park facilities were rated as medium priorities for investment (Figure 126):
• Adventure facility (rock wall, ropes course) (PIR=99) • Ornamental/Interpretive gardens (PIR=96)
• Family picnic areas - covered and uncovered (PIR=90)
• Bike park (pump/skills track) (PIR=78)
• Multigenerational community center (PIR=66)
• Tennis courts (PIR=62)
• Outdoors basketball/volleyball courts (PIR=61)
• Dining/retail (PIR=60)
• Disc golf course (PIR=57)

Figure 125: Medium priority for investment park facilities Sept. 26, 2023
Item #10 Page 149 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
141

Based on the PIR, five park facilities were rated as low priorities for investment (Figure 127):
• Skate parks (PIR=45)
• Game tables (chess, checkers, etc.) (PIR=43)
• Multipurpose rectangular fields (soccer/football, etc.) (PIR=39) • Universally accessible playground equipment (PIR=35)
• Multipurpose diamond fields (baseball/softball, etc.) (PIR=25)

Figure 126: Low priority for investment park priorities Sept. 26, 2023
Item #10 Page 150 of 201

City of Carlsbad parks & Recreation Department
DRAFT

142

Based on the PIR, eight programs were rated as high priorities for investment (Figure 128):
• Adult fitness and wellness programs (PIR=200)
• Senior adult and fitness programs (PIR=176)
• Senior trips / other targeted senior programs (PIR=128) • Aquatics programming (PIR=122)
• Culinary arts (cooking, baking etc.) (PIR=122)
• Adult sports programs (PIR=118)
• Cultural arts programs (PIR=117)
• Outdoor skills / adventure programs (PIR=100)

Figure 127: High priority for investment programs

100
117
118
122
122
128
176
200
Outdoor skills /adventure programs
Cultural arts programs
Adult sports programs
Aqua�cs programming
Culinary Arts (cooking, baking, etc.)
Senior Trips/Other Targeted Senior Programs
Senior adult and ﬁtness programs (age 50+)
Adult ﬁtness & wellness programs
High Priori�es for Investment for Programs Based on the Priority Investment Ra�ng
High Priority
(100+)
Sept. 26, 2023
Item #10 Page 151 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
143

Based on the PIR, seven programs were rated as medium priorities for investment (Figure 129):
• Dancing (PIR=85)
• Dog training (PIR=83)
• Environmental education programs (PIR=78)
• City-sponsored special events (PIR=66)
• Tennis programs (PIR=63)
• Before and after school programs (PIR=62)
• Youth sports programs (PIR=50)

Figure 128: Medium priority for investment programs
Sept. 26, 2023
Item #10 Page 152 of 201

City of Carlsbad parks & Recreation Department
DRAFT

144

Based on the PIR, 12 programs were rated as low priorities for investment (Figure 130):
• Youth summer camp programs
• Programs for individuals with disabilities
• Martial arts programs
• Teen programs
• Preschool programs
• Youth fitness and wellness programs
• Youth enrichment camp programs
• Gymnastics and tumbling programs
• Intergenerational programming
• Unstructured indoor play
• Teen Day Trips
• Esports programs/leagues/ tournaments

Figure 129: Low priority for investment programs
Sept. 26, 2023
Item #10 Page 153 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
145

CHAPTER NINE - STRATEGIC RECOMMENDATIONS

9.1 VISION, MISSION AND VALUES
The vision, mission, core values and key goals established in the 2015 Parks & Recreation Department Master Plan continue to guide the department in this update.

9.1.1 VISION
To strengthen community connectivity through inclusive world class offerings and exceptional customer service.

9.1.2 MISSION STATEMENT
To promote community health and wellness while building a culture that embraces change and continuous improvement.

9.1.3 VALUES

Values What It Entails
Character We conduct ourselves with integrity, openness, courage and professionalism, driven by a calling to serve others.

Innovation We are thoughtful, resourceful and creative in our quest for continuous improvement, always looking for better, faster ways to get things done.

Stewardship We responsibly manage the public resources stewardship entrusted to us.

Excellence We hold ourselves to the highest standards because our community deserves the best
Empowerment We help people achieve their personal best by creating an environment where they feel trusted, valued and inspired.

Communication We communicate openly and directly. Promoting engagement and collaboration makes our organization better and our community stronger.

Figure 130 - Core values

Sept. 26, 2023
Item #10 Page 154 of 201

City of Carlsbad parks & Recreation Department
DRAFT

146

9.2 STRATEGIC ACTION PLAN
Consistent with the 2015 Parks & Recreation Department Master Plan, this update provides recommendations for the department to implement over the short-term, 0-3 years, long-term, 4-7 years, and on an ongoing basis.

The strategies are based on several factors, including the Carlsbad Community Vision, the Carlsbad Strategic Plan (2023-2028), the annual Carlsbad Capital Improvement Program, a wide array of community and stakeholder input, Parks & Recreation Department staff input (throughout the process, including a visioning workshop), and the consulting team’s expertise.

Plan categories:

1. Parks

2. Maintenance and operations

3. Programs, events and facilities

4. Funding and marketing

9.2.1 COMMUNITY I NPUT AND V ISIONING OUTCOMES

Community input and staff visioning outcomes were identified:

1. Address aging infrastructure – update and maintain existing infrastructure

2. Optimize staffing – ensure staffing levels and structure match service levels

3. Ensure financial sustainability – plan for earned income opportunities

4. Increase awareness – continue to communicate the benefits of parks & recreation

5. Expand programming – grow and diversify programming to meet community needs

The strategies for each category, separated by an implementation timeline are shown in Figures 132-135.

9.2.2 PARKS STRATEGIES

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
147

Complete a Parks in Lieu Fee and Parks Impact Fee Study and present its findings to the City Council for review and direction
Evaluate the potential for revising protocols at the skate parks to allow other wheeled devices, which may enhance accessibility
Add additional trash and recycling cans, and seating at school field sites Complete conceptual design and permitting for Leo Carrillo Ranch Historic Park Phase 3B Improvements
Complete construction plans, bidding and construction implementation for Stagecoach Park Community Garden
Complete construction plans, bidding and construction implementation for Veterans Memorial Park
Complete community engagement, conceptual design and permitting for Robertson Ranch Community Park
Complete conceptual design and permitting for Hosp Grove Park Improvements Contribute to completing construction plans, bidding and construction implementation for Monroe Street Pool Renovation/Replacement (in support of project’s lead department: Fleet & Facilities)
Contribute to completing construction plans, bidding and construction implementation for Beach Access Repairs and Upgrades (in support of project’s lead department: Transportation) Contribute to completing construction plans, bidding and construction implementation for Carlsbad Boulevard and Tamarack Avenue Intersection Improvements (in support of project’s lead department: Transportation)
Contribute to completing construction plans, bidding and construction implementation for Terramar Coastal Area Improvements (in support of project’s lead department:

Transportation)
Contribute to completing conceptual design and permitting for ADA Beach Access Ramps (in support of project’s lead department: Transportation)
Contribute to completing the conceptual design, permitting, construction plans, bidding and construction implementation for Citywide Facilities Security Enhancements (in support of project’s lead department: Information Technology)
Contribute to completing the conceptual design, permitting, construction plans, bidding and construction implementation for for Citywide Facilities WiFi Enhancements (in support of project’s lead department: Information Technology)
Long Term (4-7 Years)
Enhance parks amenities, such as shade structures and seating, to improve visitor experience Complete construction plans, bidding and construction implementation for Leo Carrillo Ranch Historic Park Phase 3B Improvements
Sept. 26, 2023
Item #10 Page 156 of 201

City of Carlsbad parks & Recreation Department
DRAFT

148

Complete construction plans, bidding and construction implementation for Robertson Ranch Community Park
Complete construction plans, bidding and construction implementation for Hosp Grove Park Improvements
Seek City Council direction on whether to reprioritize the design and permitting of Village H South Dog Park
Contribute to completing conceptual design for South Carlsbad Coastline (in support of project’s lead department: Transportation)
Contribute to completing construction plans, bidding and construction implementation for ADA Beach Access Ramps (in support of project’s lead department: Transportation) Commence community engagement for Zone 5 Park
Commence community engagement for Cannon Lake Park
Ongoing
Coordinate enforcement of parks and facility regulations to facilitate positive user experience Incorporate environmentally friendly practices into park design and operations, such as drought-tolerant landscaping and energy-efficient lighting Explore certifications or equivalencies, such as SITES or LEED, for new park designs or renovations
Ensure full ADA access at all parks, with a focus on most immediate needs Encourage community participation in reporting maintenance or safety concerns Review the potential for adding park amenities based on the levels of service recommendations
Add more trees within parks, where feasible
Figure 131: Parks strategies

Sept. 26, 2023
Item #10 Page 157 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
149

9.2.3 MAINTENANCE AND OPERATIONS STRATEGIES

MAINTENANCE AND OPERATIONS STRATEGIES
Short Term = 0-3 Years
Continue to invest in upgrading aging infrastructure with the department’s annual operating budget and - as needed – with the capital improvement program budget Explore partnerships with community organizations or individual volunteers to periodically provide additional maintenance support
Long Term = 4-7 Years
Invest in equipment and technology as needs are identified that will improve maintenance efficiency and effectiveness.

Fully adopt and utilize the Better Impact database to enhance volunteer management Ongoing
Evaluate and pursue either increasing contractual services or hiring additional staff to perform routine maintenance as the inventory of sites grows
Ensure staffing levels align with programming or facility hours Expand staff onboarding procedures and compile an onboarding manual focused on the department’s culture and philosophy
Train and cross train staff to enhance professional growth and operational coverage Partner with Human Resources Department to enhance staff retention and succession planning Coordinate with the Human Resources Department in recruiting and managing department volunteers to maximize the support
Prioritize staff time and resources to address critical maintenance needs and concerns Explore grant opportunities to supplement funds for upgrades to aging infrastructure and equipment
Enhance pathway and parking lot lighting, and reduce energy consumption, by converting aging incandescent systems with modern LED systems
Request specific monitoring by the Police Department’s Park Rangers and patrol Officers to address unpermitted activities and promote positive experiences of patrons

Figure 132: Maintenance and operations strategies

Sept. 26, 2023
Item #10 Page 158 of 201

City of Carlsbad parks & Recreation Department
DRAFT

150

9.2.4 PROGRAMS, EVENTS AND FACILTIES STRATEGIES

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
151

Encourage feedback and open communication between the department and the community Partner with healthcare organizations to provide health screenings and education to the community to the active adult population
Utilize technology, including Augmented Reality, and Virtual Reality to enhance the program experience
Work with community organizations and local businesses to develop partnerships that can help provide or promote new programs and event offerings

Figure 133: Programs, events and facilities strategies

Sept. 26, 2023
Item #10 Page 160 of 201

City of Carlsbad parks & Recreation Department
DRAFT

152

9.2.5 FUNDING AND MARKETING STRATEGIES

FUNDING AND MARKETING STRATEGIES
Short Term = 0-3 Years
Consider revenue generation that includes corporate partnerships, sponsorships, foundations and/or naming rights opportunities
Identify potential grant opportunities and develop grant proposals to secure funding Implement fee study findings to ensure fees are competitive to those fees of surrounding cities for like offerings
Develop a CAPRA compliant department marketing plan to promote the various offerings Increase access to English as a second language resources Long Term = 4-7 Years
Pursue development of a professional photography policy and fee at historic parks Consider developing a cost recovery policy for the department’s offerings to reduce the city’s contribution to operating expenses
Ongoing
Partner with community organizations and businesses to provide additional funding for scholarships and discounted programs
Annually review and adjust program, event and facility fees to ensure they are competitive to the market
Annually review athletic field use fees compared to the market

Figure 134: Funding and marketing strategies

Sept. 26, 2023
Item #10 Page 161 of 201

2023-2030 Parks & Recreation Department Master Plan Update DRAFT
153

CHAPTER TEN - CONCLUSION
The City of Carlsbad and the Parks & Recreation Department has done an admirable job serving the community – even more so through the pandemic. The department has shown a successful track record of implementing the 2015 master plan recommendations as seen by the numerous projects citywide including, Pine Avenue Community Park, Poinsettia Community Park, Aviara Community Park and Calavera Hills Community Park, while also successfully pursuing national accreditation through the Commission for the Accreditation of Parks and Recreation Agencies.

Sept. 26, 2023
Item #10 Page 162 of 201
Exhibit 3

Parks & Recreation Department Master Plan Update –
Appendices Sept. 2023
(on file in the Office of the City Clerk)

Sept. 26, 2023
Item #10 Page 163 of 201
1 From: Liam Dunfey <[email protected]>
Sent: Friday, September 1, 2023 2:17 PM
To: Parks and Recreation <[email protected]>; Teresa Acosta <[email protected]> Subject: Re: Updated Parks & Recreation Department master planࠜࠛ Thanks for passing this along.

In the La Costa Valley HOA (1000 homes), we've had noise and nuisance problems with pickleball, and it has divided our community. In addition to the controversy, there is pending litigation, security costs, and Board/staff time allocation to this recreation. I strongly suggest keeping pickleball off of existing tennis courts and away from people's homes. I'm sure struggling strip malls and/or the Carlsbad mall would welcome creating pickleball courts/lines in their unused parking lots to drive back business and keep the noise and nuisance away from others that don't want to hear it.

Warm regards,
Liam
Exhibit 4
Sept. 26, 2023
Item #10 Page 164 of 201
From: Curtis Popp <[email protected]>
Sent: Friday, September 1, 2023 1:36 PM
To:

Parks and Recreation <[email protected]>
Subject: Re: Updated Parks & Recreation Department master plan Can we just get more fields for sports practice because I'm tired of driving 20 minutes to La Costa, I mean South Carlsbad, for freaking soccer practice.

On Fri, Sep 1, 2023, 13:22 City of Carlsbad <[email protected]> wrote:

The updated plan moves to final stages of review and approval.

Image removed by sender.

View as Webpage
Sept. 26, 2023
Item #10 Page 165 of 201
Full Name
Vera Flame
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
I love Pointsettia Park and Aviara Park. However, I don't see a "stage" at Aviara park and that's mentioned in the accomplishments. (I'm there almost every day.) It would be great if you could include a project for improvements to the website in the plan. It is not very user-friendly and it's difficult to find and register for parks and rec offerings, like classes. I'm completely in favor of adding more shade and planting more trees, as specified (especially in the dog parks). I love to see a project to replace the mulch at Agua Norte dog park with grass. The number of dog parks is sufficient, so I agree with not adding more. Thanks for all your hard work on creating this plan and getting stakeholder input :)
Which of the following does your comment apply to?
Existing park facilities
Other
Page | 1
Sept. 26, 2023
Item #10 Page 166 of 201
Full Name
Howard Krausz
Organization (if applicable)
North County Advocates
Email
[email protected]
Comment
The Parks and Rec Master Plan update preface or introduction should clearly state what is considered a park. What is considered park acres needs to be consistent throughout city documents such as the GMP and the CFIP. Carlsbad will only meet the GMP performance standard of 3 acres/1000 residents in each quadrant once Veterans' Park is completed and its acres are divided equally among the for quadrants to on paper make up for a deficit in the SW quadrant. But given roughly 3 acres/1000 residents, figure 61 labeled "park acres" on page 81 is patently false and misleading. Maybe Carlsbad owns or manages 11.85 acres of open space but that can't all be parks. This benchmarking needs to be corrected and clarified. Finally, a map that shows exactly where the parks are located, not circles around them would be helpful as would a map of population density so the two can be compared. That would give a graphic picture of the proximity of parks to where people live. Obviously much commendable effort has gone into this comprehensive update. Only a little more work is needed to make it much more transparent.

Which of the following does your comment apply to?
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 167 of 201
Full Name
Emily Barnes
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Hi, Please make sure HOAs and neighbors are not having to deal with the increase of noise from pickleball courts because the city is t providing enough in suitable areas or indoors. HOAs and long time residents shouldn’t have to shoulder this responsibility of city parks and recs. We are a pickleball fam and have buy relatives in the business, but we still do not want the noise close to our houses, or to have to keep telling people to go to courts for pickleball and not tennis. Thanks.

Which of the following does your comment apply to?
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 168 of 201
Full Name
Leigh Needham
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Carlsbad needs to institute a reservation system for the pickleball and tennis courts at Poinsettia Park. I live 7 houses from the park and have never been able to play because the lines are endlessly long - particularly with Pickleball. And you have to play-in to the pickleball courts (akin to a quarters pool table at a dive bar) - which means families and groups of friends are unable to play opposite each other. Beginners would also never be able to play consistently because they'd never win a game. People can get pretty heated over there - which is not good for community relations. A nominal charge of $1-$3 an hour would fix this problem and pay for the reservation system. If La Costa Greens can have a reservation system for their 4 courts I would think the city of Carlsbad could do it too! Thank you.

Which of the following does your comment apply to?
Existing park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 169 of 201
Full Name
Christine Kerrest
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
We’d love to see an update to stagecoach park!
Which of the following does your comment apply to?
Existing park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 170 of 201
Full Name
jaye gleyzal
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
For outdoor pickleball courts I recommend sites that are 500 feet or more from the closest residence. I am a homeowner whose HOA is allowing pickleball play on existing tennis courts. A professional noise study confirmed the noise levels are above allowable residential levels per the San Diego County noise ordinance. The HOA and I are heading to court. It has been a long, unpleasant, and still ongoing process to regain my right to peaceful use of my home. By the way, indoor pickleball courts are great! Which of the following does your comment apply to?
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 171 of 201
Full Name
Emelyne Sablan
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Please add more pickleball courts. I appreciate the Poinsettia Park courts, however it is often busy with a long wait to play on the 6 courts. Meanwhile the excessive tennis courts mostly are empty but take up a lot more space. It would relatively inexpensive to add portable nets and to paint pickleball lines on 2 or 3 of those courts. Please consider this so that we can share the under utilized courts and serve more of the community. Also if the city is looking to make money if a larger pickleball facility is built with bleachers then Carlsbad can host and charge for PB tournaments. This would also bring more tourist dollars to the area. Similar to other areas with multiple courts 20+ such as Palm Springs, Phoenix, St George, Naples etc. Of course Carlsbad is a more desirable area and could be a very popular pickleball vacation destination. I am also over 50 and appreciate the senior recreation programs.

Which of the following does your comment apply to?
Adult 50+ recreation programs
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 172 of 201
1 From: K J <[email protected]>
Sent: Monday, September 4, 2023 4:56 PM
To: Parks and Recreation <[email protected]>
Cc: K J <[email protected]>
Subject: Website Question
Who do we need to speak with about turning a couple of the tennis courts into pickleball courts at Poinsettia? It is ridiculous how many people are wanting to play pickleball there and you walk around the tennis courts and the majority are not even being used.

Seems like this should have already been done? Are you guys not aware of the need? Thanks -
KS
Sept. 26, 2023
Item #10 Page 173 of 201
Full Name
German Gutierrez
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
It would be nice to have public soccer and basketball courts.

Which of the following does your comment apply to?
Adult 50+ recreation programs
Adult recreation programs
Existing park facilities
Planned park facilities
Youth recreation programs
Page | 1
Sept. 26, 2023
Item #10 Page 174 of 201
Full Name

ELIZABETH ROBINS
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Hello, I am writing to continue the dialogue regarding converting unused tennis courts (2) into 8 pickleball courts specifically at Poinsettia Park. It is such a beautiful facility, but the frustration lies in the very fact that on any given day at any given hour, there is an extraordinary demand for courts while so many tennis courts sit empty. The reality is that pickleball is the fastest growing sport in the US. It is fun and appropriate for ALL ages and fitness levels, and if managed properly could be a revenue generator with regards to clinics and friendly tournaments! I come from Chicago which has now finally embraced the times and has added several new courts as well as converted several tennis courts across the city. They now host the Chicago Open generating $$$ for the City. Truly it's a WIN WIN for all, and the hesitancy and resistance to this just doesn't make sense any more. The research on the demand, the impact on the community, and risk/reward for the Carlsbad Park District has long since been done. It's past time to take action on this!!!
Which of the following does your comment apply to?
Adult 50+ recreation programs
Adult recreation programs
Existing park facilities
Planned park facilities
Youth recreation programs
Page | 1
Sept. 26, 2023
Item #10 Page 175 of 201
Full Name
Alex Hamner
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Please add more pickleball courts to Poinsettia Park. There is a serious need and the cost/benefit of the space utilization is better than pretty much anything else you could do with public space. And put in 8+ courts at any and all new or existing parks. The sport is fun and accessible for every age and ability. I’ve offered my assistance to help plan:design courts before, for free, and have the pickleball background to support my assistance. (Playing for 15 years, multi-time national champion, inducted into the pickleball hall of fame, friends with one of the sport’s founding family…) Carlsbad is very low on the court per capita scale and there is no excuse for it. Pickleball is an activity that families can do together, women can play equally with men, there can be leagues, lessons, tournaments, or purely social play for every age. Let’s GO! Which of the following does your comment apply to?
Adult 50+ recreation programs
Adult recreation programs
Existing park facilities
Planned park facilities
Youth recreation programs
Page | 1
Sept. 26, 2023
Item #10 Page 176 of 201
1 From: Gary Schneir <[email protected]>
Sent: Friday, September 8, 2023 11:13 PM
To: Council Internet Email <[email protected]> Subject: Master Plan City Council Meeting comments
Hi,
I first moved to Carlsbad in 1990 and over the past 30 years have taken advantage of a number of the activities offered by the Parks and Recs department, primarily at both Stagecoach and Calavera Hills parks. I have recently taken up Pickleball and have been a frequent user of the courts at Poinsettia park. However due to the number of players there, I have been searching for less crowded facilities and often play at both Brengle Terrace and even Melba Bishop, even though those are up to 30 minute away from my house, I rarely wait more than a few minutes for a game at those locations compared to up to a 30+ minute wait at Poinsettia.

I would welcome additional pickleball courts in Carlsbad and avoid a 30 minute drive to play.

From what I understand Carlsbad Parks and Recs has the contract to manage the San Dieguito Union Sports Complex on Calle Barcelona. I also heard that San Dieguito Union School District is considering putting Pickleball Courts at that location. I know noise is an issue, but there are places at this location which are at least 500 feet away from any homes in all directions. Has or can the City of Carlsbad consider a partnership with the School District and look into using this site for additional Pickleball courts. It would not be removing any tennis courts, and a 500' buffer should avoid any noise related issues but it may still be worth budgeting some sound mitigation material regardless of the location.

Sincerely,
Gary Schneir
Sept. 26, 2023
Item #10 Page 177 of 201
Full Name
Steven Wagner
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Please add more outdoor pickleball courts!!!!! Preferably around La Costa area. Thank you Which of the following does your comment apply to?
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 178 of 201
1 From: Lance Schulte <[email protected]>
Sent: Thursday, September 14, 2023 6:43 PM
To: Council Internet Email <[email protected]>; Kyle Lancaster <[email protected]>; [email protected]; Eric Lardy <[email protected]>; 'Smith, Darren@Parks' <[email protected]>; 'Moran, Gina@Parks' <[email protected]>; Homer, Sean@Parks <[email protected]>; City Clerk <[email protected]> Cc: 'People for Ponto' <[email protected]>
Subject: Public input to next Carlsbad Council & Parks Commission meetings on Growth Management Plan & Park Master Plan Updates; and Carlsbad Local Coastal Program Amendment and State Park Planning Dear Carlsbad Council, Parks & Planning Commissions; and CA State Parks & Coastal Commission:

A recent trip to Denali National Park provided two key lessons Carlsbad and the State of California should consider for Ponto.
1st lesson: Alaska receives sustainable social/economic benefits from Denali Park as the unsustainable mining (in Carlsbad’s case Development focused) economy wounded down. The Park provides the sustainable amenity that now ‘defines’ and funds Alaska’s economy. This is a key lesson for Carlsbad & California. That is that old development models - mining in the case of Alaska, and land development & living off past (and now inadequate) investments in parks in the case of Carlsbad & California parks – need to be replaced with a new Park investment model that provide the needed amenity and economic drivers for the new social/economic futures. A social future of exclusively of high-density housing that requires significant parks within walking distance, large Coastal parks for growing inland residents/visitors, and the most logical and cost effective way to address Coastal erosion of parkland accelerated by sea level rise. Parks and Coastal Parks are sustainable resources that promote Carlsbad’s & California’s societies and economies. As a land use, there are limited suitable vacant land opportunities to provide these sustainable resources – such as the last two vacant Ponto sites – the last for miles of coastline. If these last two vacant sites are developed they are lost forever. Ponto Park can provide sustainable social/economic benefits for Carlsbad and California but the time to act is now. It took 10-years of citizen input to get Denali Park and convert commercial use of that land. We are coming up on 8-years of citizen input to create Ponto Park.
2nd lesson: On the way back from Denali a movie on the plane illustrated the above lesson; and so clearly presented the role and legacy opportunity you are provided. The movie starts slow, but stick with it to the end. It is beautiful and thoughtful; and so highly relevant to Ponto Park. The movie is “Living” starting Bill Nighy, and is a must see for the City Council and City and State staffs. It tells an old story that seems to be repeating itself in Carlsbad https://en.wikipedia.org/wiki/Living_(2022_film) “Living” illustrates the essence of what Carlsbad, and other, citizens have gone through. It provides critical insights into the choices each individual City Council member and each City and State staff member make, or do not make, that have a lasting forever impact - good or bad. It provides a mirror to one’s personal responsibility and accountability, one’s moral and ethical integrity, and one’s legacy or failure to make a lasting positive difference. It mirrors citizens’ Ponto Park experience. We can only hope there are a few ‘Mr. Williams’ (although not the reason Mr. Williams came to the light) on the Carlsbad Council and Staff as this is critically needed. We hope watching “Living” that our State representatives and staffs find their purpose reinforced, and motivated.

Sept. 26, 2023
Item #10 Page 179 of 201
2 We all have a once in a lifetime or career opportunity to create what is clearly needed – Ponto Park – for future generations at Coastal South Carlsbad and our San Diego Coast. The time, your time, is NOW. This last bit of suitably sized/dimensioned vacant land at Ponto needs to be committed to Park use or it will be lost forever. Future generations will remember you based on what you do now.

Sincerely,
Lance Schulte
One of many People for Ponto citizens
PS: As Gandhi said “Your tomorrow depends entirely on what you do today” & “You must be the change you wish to see in the world”
Sept. 26, 2023
Item #10 Page 180 of 201
Full Name
Douglas Gore
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Pickleball is the fastest growing sport in the US. People come from other cities to play tennis at Poinsettia Park. People come from other cities & states to play pickleball, staying for a week(s), speeding money adding value and dollars into the city. There are 6 pickleball courts and 34 tennis courts in the City of Carlsbad. We have been trying for 3+ years to get more pickleball courts at Poinsettia Park. Why are the empty tennis courts not being used for pickleball? The 2023-2030 Master Plan: “Pickleball courts demand: Residents have signaled an intense demand for additional pickleball courts, pointing to Poinsettia Park's overcrowding. Observations reveal underused tennis courts in contrast to busy pickleball ones, leading to suggestions of converting specific tennis spaces.” Convert 2 of the southeastern tennis courts into 8 pickleball courts; farther away from homes than the existing courts. Greatly reduce overall noise by using a new sound absorbing material, 2x-3x more efficient than the existing soundproofing material being used. Farther away, better sound barrier, equals a greater reduction in noise. Not found in the Master Plan: Poinsettia Park, Consistency Determination, CD 2023
‐ 0004 (PUB2023‐0006) “Carlsbad City Planner APPROVES: Replace two courts in the southeastern corner of the tennis complex with eight pickleball courts.” A petition with about 600 signatures requesting the conversion of 2 tennis courts into 8 pickleball courts was given to P&R in May Which of the following does your comment apply to?
Existing park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 181 of 201
Full Name
Andrew Sutter
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Participation in pickleball at the city's various venues has increased significantly over the past few years due to the increased popularity of the game. Also, with more employed people working from home with flexible hours, daytime use of courts has increased. Construction of the 6 courts at Poinsettia Park helped, but those courts continue to get more and more use resulting in long wait times for players between games. The city should build more pickleball courts and/or convert underutilized tennis courts to pickleball. The tennis courts at Poinsettia Park are largely empty throughout the day and some of those courts could be easily converted to pickleball courts to better serve the needs of the residents of Carlsbad.

Which of the following does your comment apply to?
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 182 of 201
Full Name
Jeff S. Moody, P.E.

Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
I would like to advocate for more pickleball courts in Carlsbad. I see an easy temporary solution is for the conversion of 2 tennis courts at Poinsettia Park to 4 pickleball courts, even if only striped for dual use. This would greatly balance the demand for pickleball courts at the park.

Which of the following does your comment apply to?
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 183 of 201
Full Name
Douglas Hansen
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
I understand the pros and cons you face about pickleball, but as an avid player, I want to say that we need more public courts wherever possible. The tennis folks have a right to courts, but if you look anywhere in north county where there are tennis courts and pickleball courts, you will find that pickleball players outnumber tennis players 50 to one, anytime day or night. Don't know what to do about the noise issue. All I do know is that it is a bummer waiting 15 to 30 minutes between games at Pointsettia because of all the people waiting to play.

Which of the following does your comment apply to?
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 184 of 201
Full Name
Jessica Bremer
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Please correct a mislabeled existing dog park on the plans. Hidden Canyon Park is NOT a dog park. It is the Ann D. L'Heureux Dog Park and has a completely different street location, address and parking lot. The community residents do not need any more challenges trying to keep off leash dogs out of Hidden Canyon Park and the pet waste left behind by irresponsible dog owners. Thank you.

Which of the following does your comment apply to?
Existing park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 185 of 201
Full Name
Alexandra Cipparone
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Holiday Park needs to be restored back to its original layout so that all age groups of children can safely enjoy it. There are no play spaces for younger children. Holiday Park used to be one of the best playgrounds in Carlsbad because of its wide range of activities for children. Now it is a shell of its former self. People do not feel safe to go to Pine Avenue Park instead. This is a specific need for a specific location - right next to your preschool programs as well as across the street from a library that you're trying to encourage better patronage at. Please follow through and restore this park.

Which of the following does your comment apply to?
Existing park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 186 of 201
Full Name
andrew vick
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Pickleball. Pickleball. Pickleball. We need more courts. The waits for courts in carlsbad are horrible. Tennis courts go unused. A) Convert some tennis courts to pickleball. B) build more pickleball courts.

Which of the following does your comment apply to?
Adult 50+ recreation programs
Adult recreation programs
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 187 of 201
1 From: Lee Cuthbert <[email protected]>
Sent: Friday, September 15, 2023 7:59 PM
To: Parks and Recreation <[email protected]>
Subject: Re: Updated Parks & Recreation Department master planࠜࠛ This email said there will be construction of Poinsettia Park’s “ first outdoor Pickleball courts” Were you all aware that there already ARE outdoor Pickleball courts there?! And we need more!
Was this a typo?
Please let me know
Thank you
Lee Cuthbert
Sept. 26, 2023
Item #10 Page 188 of 201
Full Name
Alexandra Cipparone
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
I would like to see the City of Carlsbad offer Spanish Language classes across multiple age groups but most importantly for children. Offering Spanish classes honors the multicultural population of our city as well as our proximity to Spanish-speaking countries.

Which of the following does your comment apply to?
Youth recreation programs
Page | 1
Sept. 26, 2023
Item #10 Page 189 of 201
Full Name
Chaco Clotfelter
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
I request that of the ten highly unused tennis courts at Poinsettia Park, 4 of them be converted to pickleball courts. I am waiting an average of 30 to 45 minutes to play one game or pickleball most evenings. Thank you.

Which of the following does your comment apply to?
Adult 50+ recreation programs
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 190 of 201
1 From: Michael Galvin <[email protected]>
Sent: Saturday, September 16, 2023 12:16 PM
To: Parks and RecreaƟon <[email protected]>
Subject: AddiƟonal Pickleball Courts Poinseƫa Park
Dear Parks & RecreaƟon Commission,
I write this email in full support of addiƟonal pickleball courts at Poinseƫa Park. I use the courts regularly and they are almost always full with players waiƟng to play from 8:00am to 10:00pm. It is a great facility and Carlsbad was way ahead of the curve building them iniƟally but the popularity of the sport has created the obvious need for more courts. Thank you for your consideraƟon.

Sincerely,
Michael Galvin
2952 Doreet Way
Carlsbad, CA 92008
Sent from my iPhone
CAUTION: Do not open aƩachments or click on links unless you recognize the sender and know the content is safe.

Sept. 26, 2023
Item #10 Page 191 of 201
Full Name
DeeDee Trejo
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Can you please NOT plant Fox Tails? They are very dangerous to animals (dogs). I would also ask that you REMOVE them from the Rail Trail, there are so many and its very harmful to all the dogs that walk through.

Which of the following does your comment apply to?
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 192 of 201
1 From: Aysin Neville <[email protected]>
Sent: Sunday, September 17, 2023 2:04 PM
To: Parks and Recreation <[email protected]>
Subject: Re: Updated Parks & Recreation Department master planࠜࠛ Hello,
I am a Carlsbad resident who very much appreciates these updates. I love our parks and variety of entertainment options that are afforded us by this fine city. Not sure if our beaches are within this department’s responsibility, and if it is please hear me out! If not please pass it on to who is.

For the last several years (especially since Covid started), we are seeing more and more dogs on our beaches. I have seen them defecate, urinate and jump on people frequently. Last week, I stepped on poop myself and saw a two year old do the same!
I have corresponded about this with the life guards, police, and recently police rangers (apparently there are only two in our large city). They all said they are well aware of this problem but too short handed to do anything about it.

We have clear signs that says “No Dogs” and laws that should stop the dog owners from bringing their dogs to our beaches but they don’t seem to care. Why don’t we figure out a way to enforce our laws? This department and the city manager sends out regular emails. This important issue can be brought up in their newsletters to create awareness with the public and therefore increase compliance! We don’t hate dogs, we simply ask that they stay home or in city streets or in parks where they are allowed. We seem to enforce no smoking, no alcohol laws etc., why can’t we enforce No Dogs laws?
Thanks for your consideration and I will keep writing about this until I see a resolution.

All the best
Aysin Neville
650 438 7451
Sent from my iPhone
Sept. 26, 2023
Item #10 Page 193 of 201
Full Name
Dustin Inada
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
I started playing Pickleball this year and it’s greatly improved my social life and physical health. Playing at point is amazing but sometimes the wait it 30 minutes long. I’ve never seen any public sports courts with such long wait times. Building more or converting the existing tennis courts, which are never as busy as the Pickleball courts would be a huge addition to our community. Pickleball courts also has the best person to square footage ratio compared to tennis, basketball, soccer. Thank you for your time.

Which of the following does your comment apply to?
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 194 of 201
Full Name
Kathy Joseph
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Please build new pickleball courts at poinsettia so we can have 2 advanced, 4 intermediate, and 2 beginner’s Which of the following does your comment apply to?
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 195 of 201
Full Name
Paul Thornton
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
We need more pickleball courts in Carlsbad, and if possible, at Poinsettia Park! Everyday by 9am, and sometimes from the moment the gate is opened at 8am, the courts are full and there's a wait to play. Usually by 9:30am I leave the pickleball courts at Poinsettia because the wait is too long - usually 20 - 25 paddles deep. All this while the tennis courts are often empty, or being played 1 on 1. This is about the best use of the space (real estate), and the ability to give the most amount of people access to our city recreational facilities. Pickleball is the fastest growing sport in America and it's going to continue to grow. It seems common sense, that we can have 4 courts of pickleball with 16 players making use of the same space as a tennis court with only 2 or 4 playing, then logically, tennis courts should be converted and new pickleball courts built to optimally serve and benefit our community. To do otherwise, would be to neglect the needs of the Carlsbad residents. Thanks.

Which of the following does your comment apply to?
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 196 of 201
Full Name
Sherry HUANG
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Please add more pickleball courts or make existing tennis courts multi use. Pickleball creates a strong sense of community and allows people to socializes. More and more people of all age group are getting into pickleball and it would be great if Carlsbad can represent the pickleball community in San Diego county.

Which of the following does your comment apply to?
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 197 of 201
Full Name
Hao Zhou
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
It will be great to add more pickleball courts to Poinsetti Community Park. As there are always players waiting to play. Some Ti es 15or more paddles are lines up to play.

The courts can be more utilized by more people than the idle tennis courts. Thanks.

Which of the following does your comment apply to?
Adult 50+ recreation programs
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 198 of 201
Full Name
Michael Sarkin
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
I am a resident of the Aviara community of Carlsbad and am a regular pickleball player at Poinsettia Park. Inasmuch, I am in full support of adding more/additional pickleball courts. Thank you for your consideration.

Which of the following does your comment apply to?
Existing park facilities
Planned park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 199 of 201
Full Name
Joshua Lofgren
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
Hello my name is Josh. I was raised in Carlsbad (CHS graduate '07, and I still live here). I'm an avid disc golf player and saw that the sport was mentioned several times in the report. I think that the area around Hidden Valley Canyon Park/Buena Vista Creek ecological reserve could be a great place for a park. Disc golf is rare in the sense that you don't have to cut down trees, or trim grass for a course. Working with nature actually makes for a better course. Are there other areas that the city is considering? Which of the following does your comment apply to?
Page | 1
Sept. 26, 2023
Item #10 Page 200 of 201
Full Name
glenn Rosuck
Organization (if applicable)
**SKIPPED**
Email
[email protected]
Comment
I am writing to request that the city of Carlsbad produce more pickle ball courts to play on. I understand the a study has been completed at Pointsettia Park. We have 6 beautiful courts now that are completely filled up every morning by 9 am. This includes both social courts 1-4 and challenge courts 5 & 6. The courts are beautiful and probably one the best pickleball courts in San Diego. We also have 10 equally beautiful tennis courts. The pickleball courts are filled up from 9am til 10:00 pm everyday with 30-40 players waiting to get on the courts. With that number it's 4 on and 4 off. And they basically having to wait 15-20 minutes to get back on a court. The tennis courts usually have about 6-8 courts being used until 10:00 am Monday - Friday. Then they pretty much sit empty. I ride my bike around the park and see this and it frustrates me.

On the weekends they might stay busy til noon and then only 2-4 courts are being used. So pickleball players are waiting to play (weekends usually up to 50 players). Why not convert 2 courts to 6 more pickle ball courts. If they take the 2 South East courts and put up acoustical backing, they neighbors will hardly hear any noise. I know they make acoustical backing that would cover both courts for less than $120,000. Also, the courts need more new signs regarding music being played and court etiquette.

Ample parking to cover both pickle ball and tennis plus dog parks. Pickle ball is now played by over 10,000,000 500% growth in 4 yrs.

Which of the following does your comment apply to?
Existing park facilities
Page | 1
Sept. 26, 2023
Item #10 Page 201 of 201

Parks & Recreation Department
Master Plan Update, 2023-2030
Kyle Lancaster, Parks & Recreation Director
Mick Calarco, Recreation Services Manager
Neelay Bhatt, Founder and CEO, Next Practice Partners
Sept. 26, 2023 – City Council Meeting
1 RECOMMENDED ACTION
Adopt a resolution approving the
2023-2030 Parks & Recreation
Department Master Plan Update

I T E M N O . 1 0 : M A S T E R P L A N U P D AT E 2 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E www.carlsbadparksplan.com
Where are we today? Where are we going?
How do we get there?
3 2015 P&R Department
Master Plan Implemented
4 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E ✓ Pine Avenue Community Park (~$11.6M)
• Community center, ornamental gardens/plaza and community garden ✓ Poinsettia Community Park (~$8.1M)
• Playground, arena sports field, pickleball courts, dog park and restroom ✓ Aviara Community Park (~$3.8M)
• Outlook with covered stage, picnic areas, catering facility and restroom ✓ Calavera Hills Community Park (~$1.5M)
• Entryway with fitness circuit and picnic areas, and a community garden

KEY PARK PROJECTS IMPLEMENTED
5 I T E M N O . 1 0 - M A S T E R P L A N U P D AT E ✓ Completed feasibility studies: multi-gen community center and adventure park ✓ Trained staff on cost of service, revenue generation and pricing of programs ✓ Developed strategies to increase awareness/participation rates of programs ✓ Restructured/expanded identified core program areas for fitness and wellness, outdoor action adventure, environmental education, culinary arts/dining

KEY ACTION ITEMS IMPLEMENTED
6 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E www.carlsbadparksplan.com
WE’VE ARRIVED
7 Carlsbad Community Vision
8 • Seeking input on parks and rec priorities
started with the Carlsbad Community Vision
- Nine core values important to community,
created in 2010 and verified in 2022 via
development of city five-year strategic plan
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E 9 Community Engagement
10 49%
Male
11 12
49%
Male
1,766

ONLINE SURVEY

RESPONDENTS
20+

INTERCEPT

SURVEYS

STATISTICALLY RELIABLE

SURVEY RESPONDENTS
400

WEBSITE

COMMENTS
8 4

KEY LEADER & FOCUS

GROUP MEETINGS

KEY LEADER

INTERVIEWS

PUBLIC FORUMS
212100+
CARLSBADPARKSPLAN.COM

PARTICIPANTS
13 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • Goal for responses: 375
• Actual completed responses received: 400
• Residents randomly selected to receive survey by U.S. mail • Residents returned survey by mail or completed it online • 95% level of confidence and +/- 4.5% margin of error
Note: Respondents were asked to respond to all questions pertaining to participation based on pre- pandemic conditions when offerings were at full capacity. Some questions had fewer respondents.

STATISTICALLY RELIABLE SURVEY
14 HOW HOUSEHOLDS RATE THE OVERALL QUALITY OF THE CITY PARKS & RECREATION DEPARTMENT PROGRAMS THEY’VE PARTICIPATED IN
43% Excellent
by percentage of 142 respondents who indicated they had participated, before the start of COVID‐19 (excluding “don’t know”) 15 Good
53%
Excellent
43%
Fair
4%

TOP NEEDS FOR RECREATIONAL PROGRAMS
0% 20% 40% 60% 80% 100%
Adult fitness and wellness programs
Senior adult and fitness programs
Adult sports programs
Aquatics programming
Cultural arts programs
Culinary arts (cooking, baking, etc.)
City-sponsored special events
Senior trips/other senior programs
Adult fitness and wellness
programs was recreation need
cited by majority of residents
16 HOW WOULD YOU RATE THE PHYSICAL CONDITION OF ALL THE CITY OF CARLSBAD PARKS, RECREATION AND SPORTS FIELDS YOU HAVE VISITED?
43% Excellent
by percentage of 342 respondents, 5% margin of error
Good
54%
Excellent
37%
Fair
6%
Poor
1%
Not provided
2%
17 174
156
92 87
86 63
Community parks
Neighborhood parks
Off-leash dog parks
Outdoor swimming pools
Outdoor pickleball courts
Family picnic areas - covered and uncovered

FACILITIES/AMENITIES MOST IMPORTANT TO HOUSEHOLDS
(SELECT FOUR)
Listed in top 4 most often
18 DO YOU OR YOUR

HOUSEHOLD HAVE A

NEED FOR COMMUNITY
PARKS IN CARLSBAD?

76.5%

23.5%
Yes No
20 DO YOU OR YOUR HOUSEHOLD HAVE A NEED FOR
COMMUNITY PARKS IN CARLSBAD?

82.1%

74.8% 77.0% 73.2%

17.9%

25.2% 23.0% 26.8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
92008 (NW) 92009 (SE) 92010 (NE) 92011 (SW)
21 DO YOU OR YOUR

HOUSEHOLD HAVE A NEED

FOR NEIGHBORHOOD
PARKS IN CARLSBAD?
75%
25%
Yes No
21 DO YOU OR YOUR HOUSEHOLD HAVE A NEED FOR
NEIGHBORHOOD PARKS IN CARLSBAD?

75.8% 74.1% 77.0% 74.2%

24.2% 25.9% 23.0% 25.8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
92008 (NW) 92009 (SE) 92010 (NE) 92011 (SW)
22 HOW WELL ARE YOUR NEEDS MET?*
*Asked only of those who said they had a need.

COMMUNITY PARKS NEIGHBORHOOD PARKS
23 HOW WELL ARE YOUR NEEDS CURRENTLY MET FOR
COMMUNITY PARKS?

43.3% 48.4%

35.9%

45.2%

38.8%

41.1%

46.2% 33.9%

16.4%

9.5%

10.3% 16.1%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
92008 (NW) 92009 (SE) 92010 (NE) 92011 (SW)
Not met
Partly met
Mostly met
Fully met
*Asked only of those who said they had a need.
24 HOW WELL ARE YOUR NEEDS CURRENTLY MET FOR
NEIGHBORHOOD PARKS?

38.3% 42.9%

27.3%

41.0%

40.0%

37.4%

40.9%

39.3%

20.0% 14.3% 27.3% 13.1%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
92008 (NW) 92009 (SE) 92010 (NE) 92011 (SW)
Not met
Partly met
Mostly met
Fully met
*Asked only of those who said they had a need.
25 PLEASE RATE YOUR LEVEL OF SATISFACTION WITH THE OVERALL VALUE

RECEIVED FROM PARKS & RECREATION DEPARTMENT
by percentage of 375 respondents
22%
21%
45%
21%
4%
3%
6%
Very satisfied Satisfied Neutral Dissatisfied Very dissatisfied Don't know26

WOULD YOU OR YOUR HOUSEHOLDS LIKE TO SEE THE CITY PLACE A GREATER EMPHASIS ON PARKS AND RECREATION PROJECTS, PROGRAMS AND SERVICES? by percentage of 331 respondents (excluding “not provided”) 60% INCREASE
Increase
60%
Maintain
38%
Decrease
2%
27 MOST SUPPORTED PARKS & RECREATION IMPROVEMENTS
by percentage of 400 respondents
39%
37%
38%
43%
39%
37%
50%
21%
23%
22%
19%
24%
30%
22%
33%
31%
31%
33%
29%
29%
24%
8%
10%
10%
6%
8%
5%
4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Outdoor swimming pools
Community gardens
Senior center (age 50+)
Better lighting in parks
Amphitheater
Family picnic areas (covered and uncovered)
More shaded areas in parks
Very supportive Somewhat supportive Not sure Not supportive 28 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • 91% rate the conditions for parks, fields and facilities good or excellent • 96% of the residents who participate in city recreational programs rate them as good or excellent
• Residents’ top needs for park facilities are community/neighborhood parks – Of those who said they have a need for these facilities, only between 3% and 5% said their needs were not currently being met

ENGAGEMENT SUMMARY
29 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • Community/neighborhood parks, off-leash dog parks, outdoor swimming pools and outdoor pickleball courts are residents’ most important amenities • Adult fitness and wellness, senior fitness and trips, aquatics, culinary arts and cultural arts, adult sports are residents’ highest program priorities • About two thirds of residents indicated they are satisfied or very satisfied with the value they receive from city’s Parks & Recreation Department

ENGAGEMENT SUMMARY
30 NATIONAL COMPARISON
• High levels of community satisfaction and perceived value

• Above average visitation to parks, facilities and sports fields • Above average participation in recreation programs and activities I T E M N O . 1 0 : M A S T E R P L A N U P D AT E 31 Program Assessment
32 CORE PROGRAM AREAS
• To strengthen health and wellness, identifying core program areas based on current and future community needs is crucial, as is focusing on specific program areas important to the community I T E M N O . 1 0 : M A S T E R P L A N U P D AT E 33 CORE PROGRAM AREAS
A program area is considered core if it meets most of these criteria:
• Provided for more than five years or is expected by the community • Accounts for 5% or more of the department’s overall budget • Is offered 3-4 seasons per year
• Broad demographic appeal
• Skill development tiers are available within the program area • Full-time staff are responsible for the program area
• Facilities are specifically designed to support the program area I T E M N O . 1 0 : M A S T E R P L A N U P D AT E 34 Recreation Core
Program Areas
Core
Program
Areas
Aquatics
Camps
Health &
Wellness
Learning &
Development
Parks &
Facilities
Reservations
Special Events
& Tours
Sports
Visual &
Performing
Arts
35 Adults 50 +
Recreation Core
Program Areas
Adults 50 +
Core
Program
Areas
Clubs &
Games
Health &
Wellness
Hybrid &
Virtual
Classes
Learning &
Development
Special Events
& Tours
Visual &
Performing
Arts
36 Service Area Mapping
37 SERVICE AREA METHODOLOGY
• Developed using population data from Census and ESRI
• Document gaps or overlaps in service area of varied parks/amenities I T E M N O . 1 0 : M A S T E R P L A N U P D AT E 38 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E Asset Service Areas
- Dog Parks
39 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E Asset Service Areas
- Pickleball Courts
40 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E Asset Service Areas
- Tennis Courts
41 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E Asset Service Areas
- Outdoor Pools
42 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E Asset Service Areas
- Community Parks / Special Use
43 I T E M N O . 1 0 : M A S T E R P L A N U P D AT E Asset Service Areas
- Community Parks / Special Use
- Other Parks and Rec Properties
44 Visioning & Strategic Action Plan
45 DEPARTMENT VISION AND MISSION
Vision
To strengthen community connectivity through inclusive
world-class offerings and exceptional customer service
Mission
To promote community health and wellness while building a culture that embraces change and continuous improvement I T E M N O . 1 0 : M A S T E R P L A N U P D AT E 46 STRATEGIC ACTION PLAN FOCUS
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • To maintain high-quality parks and recreation services enjoyed by community and adapt them to reflect current needs and priorities - Accomplishing strategies that require significant capital and/or operating expense will be contingent on availability of funding 47 FACTORS IN DEVELOPING STRATEGIES
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E - Carlsbad Community Vision
- Carlsbad Strategic Plan (2023-2027)
- Carlsbad Capital Improvement Program
- Community and stakeholder input
- Parks & Recreation Department staff input
- Consulting team expertise and experience
48 STRATEGY CATEGORIES AND TERMS
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • Categories:
- Parks
- Maintenance and Operations
- Programs, Events and Facilities
- Funding and Marketing
• Terms:
- Short (0-3 years)
- Long (4-7 years)
- Ongoing

49 PARKS STRATEGIES
– SHORT TERM
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • Seek direction on construction of added outdoor pickleball courts • Complete developer fee study for parks and present the findings • Lead tasks through construction of Veterans Memorial Park • Support tasks through construction of Monroe Street Pool Expansion 50 PARKS STRATEGIES
– LONG TERM
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • Enhance parks amenities, such as shade structures and seating • Lead tasks through construction of Robertson Ranch Park • Support conceptual design tasks of South Carlsbad Coastline Project • Support tasks through construction of ADA Beach Access Ramps 51 MAINTENANCE & OPERATIONS STRATEGIES
– SHORT TERM
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • Invest in upgrading aging infrastructure with operating/CIP budgets • Explore partnering with organizations or individual volunteers 52 MAINTENANCE & OPERATIONS STRATEGIES
– LONG TERM
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • Utilize Better Impact database to enhance volunteer management • Invest in equipment/technology to improve maintenance efficiency 53 PROGRAMS/EVENTS/FACILITIES STRATEGIES
– SHORT TERM
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • Review and prioritize requests for new programs and events • Offer multicultural programs that reflect the community's diversity • Expand training on program development/effective communication • Explore expansion of scholarship program/other financial assistance 54 PROGRAMS/EVENTS/FACILITIES STRATEGIES
– LONG TERM
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • Implement relevant Age Friendly Action Plan recommendations • Expand indoor recreation offerings - growing active adult population • Enhance aquatic offerings at Monroe Street Pool upon its expansion 55 FUNDING AND MARKETING STRATEGIES
– SHORT TERM
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • Implement fee study findings to ensure Carlsbad is competitive • Consider corporate partnerships, sponsorships/naming, foundations 56 FUNDING AND MARKETING STRATEGIES
– LONG TERM
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • Consider developing a cost recovery policy for department offerings • Develop a professional photography policy and fee at historic parks 57 ACTION OF COMMISSIONS
I T E M N O . 1 0 : M A S T E R P L A N U P D AT E • On Sept. 18, 2023, the Senior Commission, and the Parks & Recreation Commission, accepted the 2023-2030
Parks & Recreation Department Master Plan Update and
recommended its approval by the City Council
58 RECOMMENDED ACTION
Adopt a resolution approving the
2023-2030 Parks & Recreation
Department Master Plan Update

I T E M N O . 1 0 : M A S T E R P L A N U P D AT E 59 10 MIN.
- ½ MILE
WALK
61 10 MIN.
- ½ MILE
WALK
62 10 MIN.
- ½ MILE
WALK
63 10 MIN.
- ½ MILE
WALK
64 10 MIN.
- ½ MILE
WALK
65 10 MIN.
- ½ MILE
WALK
66 10 MIN.
- ½ MILE
WALK
67 10 MIN.
- ½ MILE
WALK
68 10 MIN.
- ½ MILE
WALK
69 10 MIN.
- ½ MILE
WALK
70 10 MIN.
- ½ MILE
WALK
71 10 MIN.
- ½ MILE
WALK
72 10 MIN.
- ½ MILE
WALK
73 10 MIN.
- ½ MILE
WALK
74 10 MIN.
- ½ MILE
WALK
75 10 MIN.
- ½ MILE
WALK
76

Carlsbad City CouncilSeptember 26, 2023

Carlsbad City Council
September 26, 2023