Lake Elsinore City Council
March 10, 2026

Discussion
Staff sought two glass companies to propose the design, purchase, and installation of the interior glass wall sections of the City Hall. This effort included a material take-off for all the areas and as-built measurements established by each company. Each proposal required additional onsite examination to design the wall segments and door openings to the offices and open areas. Below are the company proposal amounts:

Double Play Gass Company $580,000.00
Glass Fabricators $574,653.10 (quoted without prevailing wage labor) The interior office glass wall design for the new City Hall project was approached with a focus on both functionality and aesthetics and with a weighted value on a company’s design services and know ability to deliver a high-quality work product. Staff coordinated with two glass companies to obtain comprehensive proposals, which included the design, purchase and installation of glass wall sections tailored to specific office and open areas. Each company performed detailed material take-offs and conducted on-site measurements and assessments to ensure accuracy and compatibility with existing layouts and interior furnishes. The process involved custom design of wall segments and door openings to optimize space utilization and maintain visual transparency while meeting structural requirements.

The contractors’ glass wall design will include a formal shop drawing documentation detailing critical elements such as fasteners, tempered glass connection to the floor and ceiling at various heights. Shop drawings will also clearly illustrate the precise layout of glass panels, door openings, and hardware locations, including all anchoring and support details. Shop drawings will specify material types, thicknesses, and finishes, as well as compliance with safety and building code requirements. Coordination notes must be included to address integration with adjacent trades and any necessary field modifications.

Installation will be scheduled to minimize disruption to ongoing construction activities, ensuring seamless integration with other building systems. The contractor is required to provide a sequencing plan within the shop drawings, indicating the order of installation and identifying critical milestones. The plan should highlight site protection measures, temporary support if needed, and communication protocols with other construction teams to facilitate smooth workflow and minimize delays.

A final note: this is a significant change order in the overall impact to the functionality and safety of the facility and is not well suited for a typical open bidding procedure. Having a valued, highly qualified, and capable contractor is critical. The bids are reasonable by industry standards and at this stage of the project, there is no room for errors and no room for compromise design quality, material purchase, or installation skill.

Wavier of Competitive Bidding Procedures:

Pursuant to Section 3.08.070(G) of the Municipal Code, the City Council has the discretion to waive the competitive bidding requirement that would otherwise be utilized for this contract. In Double Play Glass Company PWCA Change Order No. 2

conclusion, interior glass walls represent sophisticated and complex components within the facility. Given the numerous factors outlined in the staff report, along with the highly skilled specialized technical demands involved in both designing and installing the system, it is in the City’s best interest to exercise the exception to the standard bidding process as permitted by Section 3.08.070(G) of the Municipal Code. This approach ensures that a single contractor is responsible for the design, purchase, and installation of the interior glass wall sections of the City Hall project. And that the contractor has completely reviewed all the details and requirements to provide the material and perform the work at the highest level.

Fiscal Impact
Funding costs are included in the Fiscal Year 25/26 – 29/30 Capital Improvement Plan (CIP) budget, CIP Project No. Z20006.

Attachments
Attachment 1 – Change Order No. 2
Exhibit A – Proposal
Attachment 2 – Change Order No. 1
Attachment 3 – Agreement
2 DATE:

QUANTITY UNIT

1.00 $580,000.00 $580,000.00
TOTAL
SUM OF
2 Review by: Initials Date Date
CITY PROJECT #
Authorized by: Jason Simpson

ITEM EXTENSION
Interior glass wall design, purchase & install
Z20006
Double Play Glass

ITEM UNIT PRICE QUANTITY EXTENSION

PRIOR TO THIS CHANGE ORDER
CONTRACTOR IS AUTHORIZED TO MAKE THE FOLLOWING CHANGES:

City Manager

UNIT PRICE

TOTAL AMOUNT OF CONTRACT
$1,302,500.19

QUANTITIES INCREASED

CITY OF LAKE ELSINORE
130 S. MAIN STREET
LAKE ELSINORE, CA 92530
(951) 674-3124
March 10, 2026
PROJECT CHANGE ORDER CHANGE ORDER #
THIS CHANGE ORDER IS APPLICABLE TO:

CONTRACT AWARDED TO:

DATE AWARDED: January 14, 2025
PROJECT TITLE: City Hall
$580,000.00
Approved by:

Contractor
Change Order No.

Assistant City Manager:

THE AMOUNT OF THE CONTRACT WILL BE (INCREASED) BY THE
$580,000.00
None
City Manager:

DATE:

Revision #
Lake Elsinore CH Interior Quoted by
Per sitewalk/takeoff attached Email
Phone #
Quote Valid for : 30 days Wage Type
AMOUNT
1st Floor
Prevailing Wages
Scope of Work
***All door locksets/handle/strike provided by others
(1) Mech, 124" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 2, 126" x 109" with Single 3' x 9' Frameless Swing Door Single Swing Frameless Herculite Doors at 9' Openings - 44 EA Door Glass : 1/2" Clear Tempered
Top and Bottom Tapered Door Rail Fittings PR4T12SA by CRL, Satin Anodized 1-3/4" x 4" Tubular Header and strike jamb, Satin Anodized Black dry glazed vinyl
(1) Cashier, Single 3' x 9' Frameless Swing Door
(1) Office, 117" x 109" with Single 3' x 9' Frameless Swing Door (1) Office, 90" x 109" with Single 3' x 9' Frameless Swing Door (1) Director, Single 3' x 9' Frameless Swing Door
(1) FACP, 124" x 109" with Single 3' x 9' Frameless Swing Door 02/18/26
1 Evan Afenir
[email protected]
760.580.4895

DESCRIPTION
11' Tall Fixed Frameless Glass - 300 SF
9' Tall Fixed Frameless Glass - 3,700 SF
Single Swing Frameless Herculite Doors at 11' Openings - 2 EA All door hardware lock sets by others
1" Satin Anodized U Channel at bottom at Jamb
9' Tall Fixed Frameless Glass - 3,700 SF
Copolymer clear H strips between glass joints
Interior Glass : 1/2" Clear Tempered
Jackson Overhead Concealed Closer, Satin Anodized
1-3/4" x 4" Satin Anodized Tubular Header at top
(1) Clerk, 139" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 8, 128" x 109" with Single 3' x 9' Frameless Swing Door (1) CUB 8, 59" x 109" with Single 3' x 9' Frameless Swing Door Single Swing Frameless Herculite Doors at 9' Openings - 44 EA (1) CUB, 59" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 3, 126" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 4, 120" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 5, 115" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 6, 108" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 7, 108" x 109" with Single 3' x 9' Frameless Swing Door 240 Pauma Place
Escondido, CA 92029 Lic # 941941
O (760) 591-7900 DIR# 1000001629
DPGLASSCO.COM

MINORITY BUSINESS ENTERPRISE (MBE)

SMALL BUSINESS ENTERPRISE (SB/SB-PW)

SMALL LOCAL BUSINESS ENTERPRISE (SLBE)
(1) CLOSED SESSION, 192" x 109"
11' Tall Fixed Frameless Glass - 300 SF
Interior Glass : 5/8" Clear Tempered
1" Satin Anodized U Channel at bottom
1-3/4" x 4" Satin Anodized Tubular Header at top
Black dry glazed vinyl
***Switch glass not quoted in base scope
Copolymer clear H strips between glass joints
(1) Office, 117" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 32, 135" x 109" with Single 3' x 9' Frameless Swing Door (1) STAIR 2, 116" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 30, 135" x 109" with Single 3' x 9' Frameless Swing Door (1) IT, 118" x 109" with Single 3' x 9' Frameless Swing Door (1) CHAMBER/LOBBY 3 (front), 135" x 109" with Single 3' x 9' Frameless Swing Door (1) CHAMBER/LOBBY 3 (Lobby 3), 212" x 109" with Single 3' x 9' Frameless Swing Door (1) CHAMBER/LOBBY 3 (Chamber), 218" x 109" with Single 3' x 9' Frameless Swing Door ***Switch glass not quoted in base scope
***Switch glass not quoted in base scope
2nd Floor
(1) Office 12, 59" x 109" with Single 3' x 9' Frameless Swing Door 3rd Floor
(1) Office 25, 120" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 15, 125" x 109" with Single 3' x 9' Frameless Swing Door (1) Conference Room (front), 158" x 109" with Single 3' x 9' Frameless Swing Door (1) Conference Room (hall), 84" x 109" with Single 3' x 9' Frameless Swing Door (1) Between Conf & Office 23, 120" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 23, 146" x 109"
(1) Office 16, 125" x 109" with Single 3' x 9' Frameless Swing Door (1) Mail/Copy/Supply, 126" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 26, 120" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 28, 120" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 29, 117" x 109" with Single 3' x 9' Frameless Swing Door (1) COPIER, 117" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 17, 124" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 18, 124" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 19, 140" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 20, 120" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 21, 120" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 22, 146" x 109" with Single 3' x 9' Frameless Swing Door (1) Office 23, 120" x 108", Single 3' x 9' Framless Swing Door (1) Office 24 (hall), 146" x 109"
(1) Office, 92" x 109" with Single 3' x 9' Frameless Swing Door (1) Between Office 24 & CUB 21, Single 3' x 9' Frameless Swing Door (1) CUB 21 (hall), 109" x 109"
(1) CUB 21 (front), Single 3' x 9' Framless Swing Door
(1) Office 14, 150" x 109" with Single 3' x 9' Frameless Swing Door 1st Floor
Base Bid Total $ 400,000.00
147,000.00
1st Floor
3rd Floor
Lead time on Switch Glass is 10 weeks from approved shop drawings and executed order 33,000.00
Stanley Dura-Glide 2000 Series Auto Sliding Door Package, OXXO Finish : Dark Bronze Anodized
Lead time on Auto Door is 10 weeks from approved shop drawings and executed order Door Glass : 5/8" Clear Tempered
(1) PASSPORT, 79" x 132"
(1) OFFICE RECEPTION, 126" x 132" with Single 3' x 11' Frameless Swing Door (1) CONF 1, 207" x 132" with Single 3' x 11' Frameless Swing Door ***Switch glass not quoted in base scope
Top and Bottom Tapered Door Rail Fittings PR4T12SA by CRL, Satin Anodized Single Swing Frameless Herculite Doors at 11' Openings - 2 EA https://drive.google.com/open?id=1g1Q41p__RLp04TJuUf5ZrOi7uK4SQOSU&usp=drive_fs (1) Office 32, 135" x 109" with Single 3' x 9' Frameless Swing Door Specific Project Notes/Exclusions
Proper backing at herculite door headers must be provided by others Jackson Overhead Concealed Closer, Satin Anodized
***All door locksets/handle/strike provided by others
1-3/4" x 4" Tubular Header and strike jamb, Satin Anodized Add/Alternates
All swing door locksets/lever hardware are not provided in this proposal All low voltage/electrical/data provided and installed by others Low Voltage/Electrical needs to be brought to headers (by others) Link to Glazing Plan Takeoff
Glass must be hoisted into building per floor, proposal does not include manual carry of glass up stairs ADD for Switch Glass at Loations Below (700 SF)
Fixed and Door Glass : 9/16 Laminated Low Iron Switch Glass, White (1) CLOSED SESSION, 192" x 109"
(1) Office 30, 135" x 109" with Single 3' x 9' Frameless Swing Door Switch Glass subject to 50% material deposits to release into production ADD for Auto Sliding Door at 3rd Floor Lobby 3
1/4" Clear Tempered Glass
(1) 171" x 110" OXXO Biparting Auto Slider
(1) CONF 1, 207" x 132" with Single 3' x 11' Frameless Swing Door ***Switch glass not quoted in base scope
Contract must be issued within 60 days of proposal date Materials must be ordered within 6 months of contract issuance If Installation date does not occur within 9 months of contract issuance, materials must be eligible for billing. If materials cannot be billed at this time, price escalation will incurr Fire Stops/Floor Stops
If not specifically included in above proposal, any and alll fire stops, break metal, stool trim, insulation, are not included and are assumed to be procured and installed by others.

This includes but not limited
Welding/Steel
Clips/Supports
If not specifically included in above proposal, any and all steel clips, braces, tie backs, and welding is not included. These exclusions include but are not limited to Dead Load Anchors, Wind Load Anchors, Steel Supports, Clips, Anchors, Embeds, Structural Supports, Structural Steel, and Steel Reinforcement
Door Hardware
Assume 3% of contract price increase per quarter if any of the above are violated Rough Openings
Field Dimensions
https://wwglassllc.wpenginepowered.com/wp-content/uploads/2016/09/GANA-proper-procedures-for-cleaning-glass.pdf If not specifically included in above proposal, engineering and/or deferred submittals are not included. Shop drawings and submittals are included with 1 revision to address architectural redlines. If design changes are made to the plans which require additional shop drawings or submittals, additional costs will incurr Shop Drawings/Engineering
Retention
If not specifically included in above proposal, Retention shall be limited to a maximum of five percent (5%) of the subcontract value. Retention on completed portions of work shall be released progressively as those portions are accepted. Final retention shall be released within 30 days of completion of our scope and submission of closeout documents. Retention shall not be held due to delays or deficiencies unrelated to our work.

Testing If not specifically included in above proposal, air and water testing is not included. This excludes but is not limited to E1105 & AMMA 501.2
Final Cleaning
Final cleaning of glazing systems is by others. Prior to commencing final clean of glass and glazing systems, it is the General Contractors responsibility to point out any areas of concern relating to glass scratches, damage, defects, or imperfections outside of ASTM standards. If final cleaning is completed and new issues are identified relating to the above, DP Glass Co. will not be held liable to replace materials.

GANA 01-0300 Glass Cleaning Instructions
Rough Openings must be held and built to requested sizes per DP Glass Co. shop drawings and submittals. DP Glass Co. will offer 1 mobilization for field verification/ measurement to verify if openings are built to the requested shop drawing sizes.

Additional mobilizations for field verification will be subject to additional costs to the general contractor. All sides of openings must be plumb and level within reasonable tollerance. A minimum of 10 feet of working space in all directions is required for installation.

General Exclusions
If not specifically included in proposal: Oversized Glass, Fire Rated Glass, Window Film, Sheet Metal/Flashing, Steel Reinforcement, False Mullions, Powder Coating, Custom Annodizing, Wall Covers,Wall Caps, Louvers, Electric Hardware, Automatic Hardware, Automatic Doors, Card Readers, Low Voltage, Glass Markerboards, Hot Permits, Welding, ACM Paneling, Handrail, Bullet Resistant, Blast Storefront, Acrylic Panels, Polycarbonate, MultiSlides, Bifolders, Hollow Metal Doors/Framing,Vision Lites, Blackout Film, Transaction Windows, Badging, Immunizations, Backround Checks, Night/Weekend/Holiday/OT Labor, Lifts, Cranes, Booms, Scissors, Hoists, Break Metal and Cladding. Any and all specialty glass including but not limited to Fire rated, X-Ray, Textured, One-way, mirrored, colored, and fritted, Mirrors Any and all glass provided for into framing or other materials produced and installed by others including but not limited to Hollow metal framing, Wood framing, Doors, floor openings, and fixtures unless specifically called out by this proposal.

If not specifically included in above proposal, DP Glass Co. will warranty against defects in materials and workmanship for 1 year past substantial completion. Substantial completion may not begin past 9 months from 100% billing of the base contract Warranty
Price Escalation
Submittals cannot be completed until door hardware is specified by the project documents.

DP Glass Co. will not specify door hardware
All low voltage wiring, card readers, and power supplies by others 36" 109" 134" 134" 1" 1" EQ. EQ. EQ. 36" 109" 134" 134" 1" 1" EQ. EQ. EQ. 36" 109" 134" 134" 1" 1" EQ. EQ. EQ. 36" 109" 134" 134" 1" 1" EQ. EQ. EQ.

Buck Afenir
DPM 12.12.2025

REPORT TO CITY COUNCIL
To: Honorable Mayor and Members of the City Council
From: Jason Simpson, City Manager
Prepared by: Jason Simpson, City Manager
Date: March 10, 2026
Subject: Amended and Restated Agreement with the Lake Elsinore Valley Chamber of Commerce to Refocus to Business Retention & Expansion Services Recommendation
Approve and authorize the City Manager to execute an Amended and Restated Agreement with the Lake Elsinore Valley Chamber of Commerce for an amount not to exceed $162,000 annually, refocusing contracted services from general economic development activities to a structured Business Retention & Expansion (BRE) program with performance-based deliverables and measurable outcomes, subject to any minor modifications as approved by the City Attorney.

Background
The City of Lake Elsinore has maintained a partnership with the Lake Elsinore Valley Chamber of Commerce (“Chamber”) to support economic vitality and strengthen the local business community. Historically, the City’s contract with the Chamber, first signed in 2014, emphasized broad-based economic development activities, including promotion, networking, and general business support.

As the City’s economic development priorities have evolved, staff and the Economic Development Subcommittee have identified the need to shift focus toward a more structured Business Retention & Expansion (BRE) approach. BRE was also identified in the City’s Dream Extreme 2040 plan, as it relates to economic resilience, business support services, job retention and creation, and streamlined coordination between the City and the business community.

Lake Elsinore Valley Chamber of Commerce Agreement

This Amended and Restated Agreement formalizes that shift and aligns Chamber efforts with measurable outcomes tied to business stability, growth, and job retention. The updated Amended and Restated Agreement with a completely revamped Exhibit A ensures that City funds are directly connected to documented deliverables, service tracking, and performance accountability.

Discussion
Refocus to Business Retention & Expansion (BRE)
Business Retention & Expansion is a nationally recognized best practice that prioritizes supporting existing local employers—who remain the City’s strongest source of job creation, reinvestment, and economic resilience. The Lake Elsinore Valley Chamber of Commerce historically did not have an aggressive BRE program, and this assists our existing business community with programming and services to expand and grow.

The updated Exhibit A to the Amended and Restated Agreement emphasizes:
• Retaining existing businesses and jobs
• Identifying barriers to business stability and growth • Providing timely business climate intelligence
• Connecting businesses to City and partner resources
• Supporting expansions and reinvestment in Lake Elsinore • Delivering measurable outcomes demonstrating return on investment This shift ensures the Chamber’s role complements the City’s broader economic development strategy and better responds to current business needs.

Performance-Based Contract Structure
The updated Exhibit A to the Amended and Restated Agreement implements the performancebased structure. Compensation will not exceed $162,000.

Importantly, the funding is now tied directly to monthly invoices with required documentation showing measurable outcomes achieved and in process. Deliverables may be discounted or withheld if performance measures are not met.

This performance structure strengthens accountability and ensures City investment delivers tangible value to the business community. As part of the agreement, an annual report on the City’s investment is also required.

Scope of Services & Deliverables
Exhibit A to the Amended and Restated Agreement outlines 15 BRE-focused program elements, including:
• Priority employer retention visits
• General business outreach visits
• Annual Business Walk Survey
• Barrier resolution and issue coordination
• Resource referrals and warm hand-offs
• Roundtables and workforce convenings
Lake Elsinore Valley Chamber of Commerce Agreement

• Annual Business Climate Report
• Creation of a Multicultural Small Business Council
• Workshops and small business support programming
Each deliverable includes annual targets and cost allocation, totaling $162,000. It is important to note that the Lake Elsinore Valley Chamber of Commerce’s Board of Directors unanimously approved the new Exhibit A and concentrated BRE programming and outcomes at their February 10th, 2026 board meeting.

In addition to the maximum compensation of $162,000, the Amended and Restated Agreement includes an advance to the Chamber of $70,000 (the “Advance”) to assist the Chamber in addressing unanticipated costs resulting from the retirement of the former Executive Director.

The Advance will be evidenced by a Promissory Note (Exhibit B to the agreement) and requires three annual repayment installments by the Chamber to the City or, alternatively, provides that the City may accept BRE services in lieu of an annual installment in the event that the term of the Amended and Restated Agreement is extended.

Fiscal Impact
The Amended and Restated Agreement provides compensation in an amount not to exceed $162,000 and is for a term of one-year. Renewal will require Council action next year. annually and now is tied to successful completion of documented deliverables and performance benchmarks. In addition, a one-time advance to the Chamber will be made for $70,000. Funding is included in the existing FY 2026 Economic Development budget.

Attachments
Attachment 1 – Agreement
- 1 -

AMENDED AND RESTATED AGREEMENT BY AND BETWEEN

THE CITY OF LAKE ELSINORE
AND

THE LAKE ELSINORE VALLEY CHAMBER OF COMMERCE
2026-2027 BUSINESS RETENTION AND EXPANSION SERVICES
This Amended and Restated Agreement (“Agreement”) is dated for identification purposes as of March __, 2026 (the “Date of Agreement”) and entered into by and between the City of Lake Elsinore, a municipal corporation (hereinafter called “City”), and the Lake Elsinore Valley Chamber of Commerce, a nonprofit California corporation (hereinafter called “Chamber,” and with City the “Parties” and each a “Party”).

RECITALS
WHEREAS, the City desires to promote its advantages as a business, educational, cultural, recreational, industrial and residential center, disseminate information relative thereto, and properly consider and respond to inquiries made from time to time relative to various City activities; and
WHEREAS, the Chamber is a nonprofit organization designed to advance the commercial, financial, industrial, tourism and civic interests of the Lake Elsinore community and to serve as an information bureau with the skill and experience to perform the research, promotion and other services described in this Agreement on the terms and conditions described herein; and
WHEREAS, the City has previously engaged the Chamber to perform certain general business development services and tourism attraction services pursuant to the Agreement for General Services and Tourism Services dated August 26, 2014 (the "Existing Agreement"); and
WHEREAS, the Parties desire to amend and restate the Existing Agreement in order to implement a structured Business Retention and Expansion (“BRE”) program with the following objectives:
• retain existing businesses and jobs in Lake Elsinore, • identify barriers to business stability and growth,
• connect businesses to City and partner resources,
• provide timely business climate intelligence to the city, • produce measurable outcomes demonstrating return on investment, • Assist in helping to triage businesses in need,
• Assist in helping business expand in Lake Elsinore,
• Assist in job creation by assisting existing business grow, and - 2 -
• Developing ecosystems in partnership with the city for healthcare, motorsports, and advanced manufacturing.

NOW, THEREFORE, THE PARTIES AGREE AS FOLLOWS:

1. SCOPE OF SERVICES
a) Description of Services. In compliance with all of the terms and conditions of this Agreement, Chamber shall provide the Services, as more fully set forth in the “BRE Scope of Services and Performance Measures”, which is attached hereto as Exhibit A and incorporated herein by this reference (the “Services”). Chamber represents and warrants that all Services to be provided hereunder shall be performed in a competent, professional and satisfactory manner in accordance with the standards prevalent in the industry for such Services.
b) Time for Performance. Time is of the essence in the performance of this Agreement. Chamber shall perform and complete all services as may be requested pursuant to Section 1(a) hereof in a timely and expeditious manner. Chamber shall perform such services in accordance with those schedules which Chamber and the City may mutually agree to as to any particular study, job or analysis.

2. COMPENSATION; ADVANCE
a) Amount of Compensation. It is understood by and agreed between the Parties this Agreement that full and complete payment for all Services provided in accordance with this Agreement, including subconsultant fees, and all expenses included, shall not exceed $162,000 ("Maximum Compensation"), without the prior written authorization of City.
b) Billing and Payment Procedures. Chamber shall provide monthly invoices to the City with documentation identifying applicable program element of the Services, evidence that the outcome, performance measure and/or tasks has been achieved, and seek payment consistent with the cost/value element of Exhibit A. If requested by the City, Chamber shall present additional documentation. The City shall not be responsible to pay Chamber for any Services or expenses in excess of the Maximum Compensation. c) Advance. In addition to the Maximum Compensation, City agrees to advance the Chamber the sum of $70,000 (the “Advance”) to assist the Chamber in addressing unanticipated cost resulting from the retirement of the former Executive Director. The Advance shall be evidenced by a Promissory Note in the form attached hereto as - 3 -
Exhibit B and shall, as set forth in the Promissory Note, requires three annual repayment installments by the Chamber to the City or, alternatively, provide that the City may accept Services in lieu of an annual installment in the event that the term of this Agreement is extended.

3. RECORDS AND AUDITS
The Chamber shall provide monthly financial reports and an annual financial statement to the City Manager. Upon reasonable request by the City Manager and by appointment with the Executive Director of the Chamber, financial information will be reviewed with the City Manager or designated representative.

4. TERM OF AGREEMENT
a) This Agreement shall be effective as of the 1st day of April 2026 (“Effective Date”) and shall terminate on June 30, 2027, unless extended by written agreement of the City and the Chamber, or as otherwise provided herein.
b) The Agreement may be terminated immediately by the City in writing if there is a material failure by the Chamber to fulfill the terms of this Agreement.
c) The City may require the Chamber to repay all or part of the funding if:
i. Fraud or malfeasance is proven;
ii. The funding is not used for the service or activity specified, unless the City was given an opportunity in advance to accept any legitimate request related to an unspecified use of funds; iii. The Chamber is not able to provide the service or activity specified to the agreed standard, unless the City accepts any legitimate reasons which have prevented the obligations from being fully met;
iv. In these circumstances, a workout with the City shall be agreed upon and implemented by the Chamber; and
v. The Chamber ceases to exist.
d) The terms and/or scope of services of the Agreement may be modified in writing by mutual consent of the City and the Chamber. - 4 -

5. INDEMNIFICATION
The Chamber agrees to defend and hold the City and all its officers, agents, employees and representatives harmless from and against any and all claims brought for or on account of personal injury, including death, claims for breach of confidentiality, or business and property damage, which may arise from the Chamber’s willful or negligent acts, errors or omissions under this agreement. The Chamber agrees to defend and indemnify the City and its officers, agents, employees and representatives from any suits or actions at law of equity for damages caused, or alleged to have been caused, by reason of the Chamber’s willful or negligent acts, errors or omissions.

6. INSURANCE
The Chamber shall, throughout the duration of this Agreement, maintain comprehensive general liability and property damage insurance covering all operations hereunder of Chamber, its agents and employees, including but not limited to premises and automobile, with minimum coverage of One Million Dollars ($1,000,000) combined single limits. The policy shall name the City of Lake Elsinore, inclusive of each of its officers and employees, as an additional insured, and a Certificate of Insurance shall be furnished to the City Clerk at 130 S. Main Street, Lake Elsinore, CA 92530. Said policy or policies shall provide thirty (30) days notice to the City Clerk of the City of Lake Elsinore of cancellation or of a material change. The Chamber shall also carry worker’s compensation insurance in a statutory amount, evidence of which is to be furnished to the City Clerk in the form of a Certificate of Insurance. All such policies shall be in a form satisfactory to the City’s Risk Manager.

8. INDEPENDENT CONTRACTOR
The Parties agree that the Chamber is an independent contractor and shall not in any way be considered to be an employee of the City, nor shall any representative or employee of the Chamber represent or imply directly or indirectly that he or she represents or is authorized to speak for or bind the City
.

9. NOTICES
(a) Any notice may be served upon either Party by delivering it in person, or by depositing it in a U.S. mail deposit box with the postage thereon fully prepaid, and addressed to the Party at the address set forth below:
- 5 -
(b) City: City Manager
City of Lake Elsinore
130 S. Main Street
Lake Elsinore, CA 92530
Chamber: President/CEO
Chamber of Commerce
132 W. Graham Avenue
Lake Elsinore, CA 92530
(c) Any notice given hereunder shall be deemed effective in the case of personal delivery, upon receipt thereof, or, in the case of mailing, at the moment of deposit in the course of transmission with the United States Postal Service, with the exception of a notice of termination which shall be effective 3 days following deposit with the United States Postal Service.

10. ASSIGNMENT
This is a contract for unique services. Neither the Chamber nor the City may assign or transfer any rights or obligations arising from this Agreement, or any part thereof, without the prior written consent of the other Party.

11. ATTORNEY’S FEES
If either Party commences an action against the other Party arising out of or in connection with this Agreement, the prevailing Party shall be entitled to recover from the losing Party reasonable attorney’s fees and expenses of litigation, including but not limited to court costs.

12. AMENDMENTS
The provisions of this Agreement may be amended only by an instrument in writing duly executed by each of the Parties hereto.

13. INTEGRATION
This Agreement is an amendment and restatement of the Existing Agreement and constitutes the complete and exclusive statement of Agreement between the City and the Chamber. All prior written and oral communications, including the Existing Agreement, correspondence, drafts, memoranda, and representations, are superseded in total by this Agreement.
- 6 -

14. WAIVER
Waiver of a breach or default under this Agreement shall not constitute a continuing waiver of a subsequent breach of the same or any other provision under this Agreement.

15. SEVERABILITY
If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

16. CONTROLLING LAW VENUE
This Agreement and all matters relating to it shall be governed by the laws of the State of California and any action brought relating to this Agreement shall be held exclusively in a state court in the County of Riverside.

17. MEDIATION
The Parties agree to make a good faith attempt to resolve any disputes arising out of this Agreement through mediation prior to commencing litigation. The Parties shall mutually agree upon the mediator and share the costs of mediation equally. It the Parties are unable to agree upon a mediator, the dispute shall be submitted to JAMS/ENDISPUTE ("JAMS") or its successor in interest. JAMS shall provide the Parties with the names of five qualified mediators. Each Party shall have the option to strike two of the five mediators selected by JAMS and thereafter the mediator remaining shall hear the dispute. If the dispute remains unresolved after mediation, either Party may commence litigation.

18. EXECUTION
This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the Parties when at least one copy hereof shall have been signed by both Parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

19. AUTHORITY TO ENTER AGREEMENT
Chamber has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and to bind each respective Party. - 7 -

20. PROHIBITED INTERESTS
Chamber maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Chamber, to solicit or secure this Agreement. Further, Chamber warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Chamber, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement.

For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

21. EQUAL OPPORTUNITY EMPLOYMENT
Chamber represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

IN WITNESS WHEREOF, the Parties hereto have signed this Agreement as of the respective dates set forth below.
“CITY”

CITY OF LAKE ELSINORE,
a California municipal corporation
Dated: , 2026 By:

Mayor
ATTEST:

City Clerk
APPROVED AS TO FORM:
- 8 -

City Attorney
“CHAMBER”

LAKE ELSINORE VALLEY CHAMBER
OF COMMERCE, a nonprofit California
corporation
Dated: , 2026
By:

Executive Director
Exhibit A - Page 1

EXHIBIT A

SCOPE OF SERVICES AND PERFORMANCE MEASURES
The Chamber shall deliver the following BRE program elements. Deliverables are quantified with annual targets and assigned cost/value.

Exhibit A — Deliverables, Performance Measures, and Cost Allocation # Program Element Deliverable / Performance
Measure
Annual
Target Cost / Value
1 Program
Administration &
BRE System
Develop BRE marketing materials
for Chamber using B3 program,
develop and maintain BRE visit
protocol, confidential
CRM/database, and service
tracking. Work with city on
messaging of the materials, and
print materials for business use,
and digital format. Provide both
English and in Spanish.
1 program
system
operational,
Marketing
materials
$12,000
2 Priority Employer
Retention Visits
Structured retention visits with
major employers tied to clustering
with city industries, and targeted
industries, and top sales-tax
producers; written visit notes
captured in database. Invite city
on introduction visits if possible.

Assist in identifying businesses
who need assistance, who we can
grow, and who we can show
recognition to in the city. Find
what their needs are to expand,
and partner with city to assist the
businesses with their expansion
needs. Work with city to suggest
and identify businesses. Tours
maybe required or set up. City
Econ Dev staff to be included.
20 visits $25,000 (= $1,250/visit)
3 General Business
Retention Visits
Monthly visits/surveys with
additional businesses across
sectors and corridors. Inquire how
business is doing, what their
needs are, and how they can be
assist with their business health
and report back to the EconDev
Dept each month on the visits.
50 visits $21,000 (= $420/visit)
Exhibit A - Page 2
# Program Element Deliverable / Performance
Measure
Annual
Target Cost / Value
4 Annual Business
Walk Survey
Organize, conduct annual small
business survey on the state of
small business with the city.

Produce survey, work with city in
randomly selecting business
storefronts, coordinate volunteers
and work with city on the survey’s
needs . Work with city on annual
report based on data and present
to city council with city staff.
(Keeping Existing Employers
Profitable Program).
1 survey $10,000
5 Business Assistance
/ Issue Resolution
Documented “barrier resolution
actions” coordinated with City
(permitting, code, signage,
workforce, infrastructure, etc.)
25 actions $20,000 (=
$800/action)
6 Resource Referrals &
Warm Hand-Offs
Complete referrals to SBDC,
workforce, financing, City
programs, grants, etc., with
follow-up outcome logged in
partnership with City EconDev
Dept.
60 referrals $12,000 (=
$200/referral)
7 BRE Small Business
Roundtables
Sector-based or corridor-based
roundtables to capture issues and
solutions. This directly support the
property taskforce issues, where
chamber provides information
back to taskforce for assistance,
or EconDev to assist the existing
business community of concerns
for growth.
4 roundtables
$8,000 (=
$2,000/roundtable)
8 Workforce & Talent
Pipeline
Coordination
Employer-education/workforce
convenings to match talent needs
to training pipelines. Working with
business industry sectors
(healthcare, action sport
manufacturers, culinary,
advanced manufacturers)
4 convenings $10,000 (=
$2,500/convening)
9 Annual Business
Climate Report
Formal report to City including
metrics, trends, risks, successes,
and recommended City actions in
report $5,000
Exhibit A - Page 3
# Program Element Deliverable / Performance
Measure
Annual
Target Cost / Value
conjunction with City Economic
Development Staff based on
annual survey, and needs and
recommendations to city to assist
the small business community.
10 Annual BRE
Outcomes Report &
Work Plan
Year-end report with full KPI
results, case studies, and nextyear BRE work plan1 report $10,000 11 Program Marketing &
Business
Communications
BRE awareness campaign +
business assistance
communications (email, web,
social, etc.)
1 campaign
+ ongoing
comms
$4,000
12 Business/Developer
Support
Partner with City’s Economic
Development team and
leadership to represent the small
business community in attraction
efforts of the city – ie. Joining
tours of the city, joining
conferences (ICSC, SBDC
conference, etc).

As needed $7,000
13 Small Business
Event
Create and develop a small
business event, job fair, etc to
assist employers with workforce
needs and resources
1 $5.000
14 Small/Multicultural
Business Council
Crate, develop, and grow a Lake
Elsinore Multicultural Small
Business Council to assist
businesses with resources.
1 $8,000
15 Small Business
Workshops
Work with SBDC and the City’s
Economic Development team to
add additional workshops above
the SBDC partnership to address
additional small business needs
and resources based on the
walkabouts, visits and annual
survey.
3 $5,000
TOTAL $162,000
Exhibit A - Page 4
Exhibit B - Page 1

EXHIBIT B

PROMISSORY NOTE
(Service Fee Advance)
Loan Amount: $70,000
Lake Elsinore, California March __, 2026

FOR VALUE RECEIVED, THE LAKE ELSINORE VALLEY CHAMBER OF COMMERCE, a nonprofit California corporation, (the “Maker”) promises to pay to the CITY OF LAKE ELSINORE, a California municipal corporation (“Payee”), the principal sum of Seventy Thousand Dollars ($70,000) pursuant to that certain Amended and Restated Agreement dated March ___ concerning the 2026-2027 Business Retention And Expansion program by and between Maker and Payee (the “Agreement”). All capitalized terms unless otherwise defined herein shall have the same meaning as set forth in the Agreement.

1. Advance. This Note evidences the obligation of Maker to Payee for the repayment of an advance of funds provided to Maker (the “Advance”) to offset certain operating cost incurred by Maker arising from transitions cost related to the retirement of Maker’s former Executive Director and the appointment of the current Executive Director.

2. Interest Rate. Except upon the Event of Default by Maker as defined in Section 9 of this Note, the principal balance of this Note shall not accrue interest. In the Event of Default, interest shall accrue on the unpaid principal balance of this Note at the rate of ten percent (10%) per annum compounded annually from the date of the Event of Default as determined by the Payee until the Note is paid in full; provided, however, if such rate of interest may not be collected under applicable law, interest shall accrue on the unpaid principal balance of this Note at the highest rate permitted under the laws of the State of California.

3. Disbursement. The Advance shall be disbursed to Maker within 10 days of the delivery of fully executed Note to Payee.

4. Repayment. The Maker shall make, on the dates set forth below, three annual principal payments on the Advance as follows:

July 1, 2027 $23,333
July 1, 2028 $23,333
July 1, 2029 $23,334
In lieu of repayment as provided herein, and in the event that the term of the Agreement is extended, Payee may elect to receive a credit towards the compensation for Services to be performed during the applicable fiscal year in lieu of payment of the annual installment.

5. Terms of Payment. Payment shall be made in lawful money of the United States to Payee at City of Lake Elsinore, 3900 Main Street, Lake Elsinore, California. The place of payment may be changed from time to time as the Payee may from time to time designate in writing.

Exhibit B - Page 2

6. Prepayment. Maker shall have the right to prepay this Note in whole or in part without penalty or premium.

7. Event of Default; Acceleration. The occurrence of any of the following shall constitute an AEvent of Default@ under this Note: (i) Maker fails to pay any amount due hereunder within fifteen (15) days of its due date; (ii) any default by Maker under the Agreement for which the time to cure has expired.

8. Attorneys= Fees and Costs. Maker agrees to pay immediately upon demand all costs and expenses of Payee including reasonable attorneys= fees: (i) if after an Event of Default this Note is placed in the hands of an attorney or attorneys for collection, of (ii) if after an Event of Default hereunder, Payee finds it necessary or desirable to secure the services or advice of one or more attorneys with regard to collection of this Note against Maker, or any other party liable therefor or to the protection of its rights under this Note,

9. Maker Assignment Prohibited. In no event shall Maker assign or transfer any portion of this Note, the Fee Deferral and/or the Loan Agreement without the prior express written consent of the Payee, which consent may be given or withheld in the Payee=s sole discretion.

10. Notice. Any notices provided for in this Note shall be given by mailing such notice by certified mail, return receipt requested at the addresses set forth below or at such address as either party may designate by written notice.

Maker: President/CEO
Chamber of Commerce
132 W. Graham Avenue
Lake Elsinore, CA 92530
Payee: City Manager
City of Lake Elsinore
130 S. Main Street

11. Construction. This Note shall be construed in accordance with and be governed by the laws of the State of California.

12. Amendments. This Note may not be modified or amended except by an instrument in writing expressing such intention executed by the parties sought to be bound thereby, which writing must be so firmly attached to this Note so as to become a permanent part thereof.

13. Successors Bound. This Note shall be binding upon Maker and its permitted successors and assigns.

14. Severability. If any provision of this Note shall be invalid, illegal or unenforceable, the validity, legality and enforceability of the remaining provisions hereof shall not in any way be affected or impaired thereby.

Exhibit B - Page 3
IN WITNESS WHEREOF, Maker has executed this Promissory Note.

MAKER:

LAKE ELSINORE VALLEY CHAMBER OF COMMERCE, a nonprofit California By:
____________________, Executive Director

REPORT TO CITY COUNCIL
To: Honorable Mayor and Members of the City Council
From: Jason Simpson, City Manager
Prepared by: Gina Gonzalez, Director of Economic Development and Legislative Affairs Date: March 10, 2026
Subject: Memorandum of Understanding (MOU) with the Lake Elsinore Downtown Merchant Association
Recommendation
Approve and authorize the City Manager to execute a Memorandum of Understanding (MOU) with the Lake Elsinore Downtown Merchant Association (DMA) to formalize a collaborative partnership supporting Downtown Main Street initiatives, programming, and economic vitality.

Background
Downtown Lake Elsinore serves as a historic and cultural anchor within the community and is identified as a priority area in both the Dream Extreme 2040 Plan and the Downtown Specific Plan. Strengthening partnerships that support business growth, placemaking, and community engagement within the Downtown Core remains a key strategic objective of the City.

The Lake Elsinore Downtown Merchant Association (DMA) is a nonprofit, merchant-based organization representing businesses located within the Downtown Core of Main Street. The DMA plays a critical role in organizing events, advocating for downtown businesses, and fostering economic activity within the core
The proposed MOU formalizes a coordinated partnership between the City and the DMA to align efforts, clarify responsibilities, and support long-term Downtown activation and revitalization strategies and business support.

Discussion
The purpose of the MOU is to establish a three-year collaborative framework between the City and the DMA to:
(DMA and City of Lake Elsinore MOU)

 Promote Downtown economic vitality
 Support coordinated event programming
 Enhance cultural identity and placemaking
 Strengthen communication between merchants and the City  Align Downtown initiatives with adopted City plans
The MOU reflects a shared commitment to co-sponsor initiatives and events that enhance the vibrancy and economic success of Main Street.

KEY COMPONENTS OF THE MOU

1. Downtown Holiday Pride Stipend: Up to $98 to one Downtown Core business awarded during the Downtown holiday event in December.

2. Grand Prix Revival Support: The DMA agrees to actively support the City’s efforts to revive the historic Lake Elsinore Grand Prix as a three-day festival incorporating Main Street.

3. Co-Sponsored Downtown Events: The City and DMA agree to co-sponsor the following Downtown Main Street events annually:
o Three (3) Car Shows (May, June, and July)
o One (1) additional event to be determined
These events align with the Dream Extreme 2040 Plan and are intended to drive foot traffic, promote local businesses, and activate Downtown public spaces.

As part of the partnership the City will provide: road closure coordination and staff support, portable restroom support, ADA access coordination, public safety support, access to sound system, set up and clean up assistance, marketing support, waiver of permit fees, vendor coordination of car shows, facility access of cultural center, trophies, waste service coordination.

The DMA will comply with all City special event requirements and timelines, meet insurance requirements and submit vendor information at least seven (7) days prior to events, provide map layouts, coordinate sponsorship materials and outreach, manage car show registrations and retain related revenues, coordinate waste services, comply with Alcohol Beverage Control (ABC) requirements if applicable, and follow special event procedures and processes.

In addition to the above commitment and responsibilities, the MOU establishes ongoing collaboration through: quarterly check-ins (or as needed), coordination through the Economic (DMA and City of Lake Elsinore MOU)

Development Department (DMA Ombudsman), Recreation Department coordination for event logistics and planning, city attendance at monthly DMA meetings as well as annual membership.

This structure ensures consistent communication, streamlined event coordination, and strengthened public-private partnership.

STRATEGIC ALIGNMENT
Approval of this MOU directly advances:
 Dream Extreme 2040 Plan objectives
 Downtown Specific Plan goals
 Economic Development strategies
 Community engagement and placemaking initiatives
This partnership formalizes a collaborative model that supports business retention, event-driven economic activity, and long-term Downtown revitalization.

Fiscal Impact
There is no new direct financial obligation created beyond the in-kind support and resources outlined within the MOU. City contributions primarily consist of staff coordination, logistical support, and special event fee waivers.

Attachments
Attachment 1 - Memorandum of Understanding
1 MEMORANDUM OF UNDERSTANDING (MOU)
Between the City of Lake Elsinore
and the Lake Elsinore Downtown Merchant Association
I. PARTIES
This Memorandum of Understanding (“MOU”) is entered into by and between the City of Lake Elsinore (“City”), a municipal corporation, and the Lake Elsinore Downtown Merchant Association (“DMA”), a nonprofit merchant-based organization representing businesses within the Downtown Core of Main Street.

II. PURPOSE
The purpose of this MOU is to formalize a collaborative partnership between the City and the DMA to support and strengthen the vitality, economic development, and cultural identity of Main Street Downtown Lake Elsinore.

Downtown Lake Elsinore has been identified as a cornerstone of community life and a pillar of the City’s long-term vision, as recognized in the City of Lake Elsinore Dream Extreme 2040 Plan and the Lake Elsinore Downtown Specific Plan. A solidified relationship between the City and the DMA ensures coordinated efforts to promote business growth, attract visitors, support local entrepreneurs, and enhance placemaking in the Lake Elsinore Downtown Main Street.

This MOU reflects the shared commitment to co-sponsor initiatives, events, and long-term strategies that contribute to Downtown’s continued success, and as more fully set forth in Exhibit A which is incorporated herein.

III. TERM
This MOU shall become effective upon execution by both parties and shall remain in effect for a period of three (3) years, unless modified by mutual written agreement or terminated by a party.

IV. GENERAL PROVISIONS
• This MOU does not create a financial obligation beyond those stated herein • This MOU does not constitute a binding contract for services • Modifications to Exhibit A, must be made in writing and agreed upon by both parties, and in coordination with City Manager and City Council Downtown Representative • Exhibit A of this MOU shall be updated annually to adjust for new events and changes needed between the DMA and the city for events to be successful. • Coordination of the City’s special events calendar with DMA events in this MOU should be mutually agreed upon to not conflict.
2 If these terms accurately reflect the City’s and the DMA’s understanding, please sign the acknowledgement below.
“CITY”
CITY OF LAKE ELSINORE, a municipal
corporation
________________________________
City Manager
“DMA”
Lake Elsinore Downtown Merchant’s
Association, a non-profit corporation
_______________________________________
By:

Its:

Exhibit A
A. Downtown Holiday Pride Stipend – Small Business Incentive As part of the City’s Small Business Incentive Program, the City will create a holiday pride stipend for one (1) business located within the Downtown Core. • Stipend amount: Up to $98.
• Awarded by the DMA during the Downtown holiday event in December. • The DMA will coordinate the selection process in partnership with the City’s Economic Development Department.

Grant approval will be issued by City Manager’s office, Finance Department, and Economic Development in writing to business.

B. GRAND PRIX REVIVAL
The DMA agrees to actively support the City’s efforts to revive the historic Lake Elsinore Grand Prix annually on Main Street, over a three-day festival.

The DMA will:
• Participate in planning efforts alongside the City to show support. • Collaborate with Downtown businesses to ensure the festival’s success and assist with key messaging with event promoters.
3 • Support inclusion of a portion of the event along Main Street to enhance vitality and honor the City’s historic legacy.

C. CO-SPONSORED EVENTS AND PROGRAMMING
The City and DMA agree to collaborate and co-sponsor key Downtown events that support economic vitality and community engagement.

1. EVENTS
The City and DMA will co-sponsor the following events for Downtown Main Street, in partnership on Main Street, as tied to the Lake Elsinore Dream Extreme 2040 plan :
a.) Three Car Shows the following months (theme, time and days to be coordinate between entities):
• May
• June
• July
b) One (1) additional event (yet to be determined)
City Responsibilities (at no cost to the DMA)
The City will provide assistance for the agreed upon events above, which includes:
• Road closure coordination and staff support (Closure maps may be attached as reference.)
• Portable restroom support
• City will assist with ADA access planning and coordination of events • Staff will connect DMA to CR&R for coordination, cleanup bins, and waste services, but will cover costs under franchise agreement
• Police/security support as needed
• Access to small stage, pending availability
• Sound system and sound board for announcements and event communication • Set-up and cleanup before and after events in partnership with DMA, ensuring areas are returned to the original condition. City’s main responsibilities are street closures and public right of ways
• Marketing on City social media platforms and press outreach 4 • Assistance with portable lighting, if needed
• Waiver of event permit fees
• Vendor booth solicitation and coordination support for event (if needed) • Access to Cultural Center if needed before and after the event, if available and in accordance with indemnification of the city and insurance provisions and requirements. • Power access to Gediman Square for power needs (POC: Public works) • Assistance with hanging banner at cultural center frontage, if applicable to event • Trophies to be provided for the car contest- (9 in total) for Car shows DMA Responsibilities
The DMA will:
• Comply with the City’s special event timelines, application, and processing requirements • Meet all insurance requirements
• Submit any vendor information at least 7 days prior to the event, if applicable to event, and updated overfall event maps and road closure maps (to be provided in collaboration with city) at least 10 days before an event.
• Organize and retain car shows registrations, its revenues from registration, while city retains vendor application fees for events if city organizes vendors (if needed by DMA) • Sponsorships for events and retains revenues from sponsorships • Organize map layout of event in partnership with city • Coordinate with the School District for parade/procession elements if applicable • Handle sponsorships for events, including outreach for sponsors, and materials • Set-up, and cleanup before and after events for event working with the city for vendor area clean up, including booth spaces and any trash left behind making sure areas are returned to original condition.
• DMA to coordinate with CR&R for coordination, cleanup bins, and waste services • Will comply and coordinate with Alcohol Beverage Control (ABC) for licensing requirements, should alcohol be included in the event
• As part of the city’s special events process, the event will comply with required processes, and insurance requirements, and submit event applications at least 60 days in advance

2. COORDINATION AND COMMUNICATION
The City and DMA agree to maintain ongoing communication through quarterly check-ins or as needed, with primary coordination through:
5 • City Economic Development Department (DMA Ombudsman) • DMA Board Leadership
• Community Development Department for permitting matters • Recreation Ombudsman for event coordination matters
• City will attend monthly DMA meetings, and also join as members of the DMA

REPORT TO CITY COUNCIL
To: Honorable Mayor and Members of the City Council
From: Jason Simpson, City Manager
Prepared by: Gina Gonzalez, Director of Economic Development and Legislative Affairs Date: March 10, 2026
Subject: First Amendment to Right of Entry Agreement and License (City Properties Adjacent to Jack’s Bar-B-Q)
Recommendation
Approve and authorize the City Manager to execute the First Amendment to the Right of Entry Agreement and License with Jack’s Bar-B-Q, LLC updating the terms for the use of City-owned property adjacent to Jack’s Bar-B-Q.

Background
On January 1, 2022, the City and Jack’s Bar-B-Q LLC (“Licensee”) entered into a Right of Entry Agreement and License (“License Agreement”) authorizing the Licensee to use certain Cityowned properties adjacent to the restaurant site, subject to specific operational conditions and payment of associated fees.

The proposed First Amendment updates certain operational provisions of the License Agreement to clarify parking limitations, regulate fire pit usage, and establish updated requirements for live music and special events.

The Original and First Amendment to Right of Entry Agreement and License (City Properties Adjacent to Jack’s Bar-B-Q) is attached hereto and incorporated by reference.

First Amendment to Agreement with Jack’s-B-B-Q

Discussion
The proposed Amendment includes the following key modifications:

1. Parking Regulations
Section 4.a.i of the License Agreement is amended to:
• Permit general patron and employee parking within:
o The City Parking Lot Parcel
o The City West Parcel (portion fronting Lakeshore Drive) o The existing Whisker’s Fishing Beach parking lot
• Prohibit general parking on:
o The vacant parcel owned by Licensee across Lakeshore Drive (“Vacant Licensee Parcel”)
o The City West Parcel (portion fronting the Lake)
o Jack’s Lakefront Parcel
o The City Lakefront Parcel
Temporary parking use (excluding the Vacant Licensee Parcel) is permitted for:
• Car club gatherings (limited to eight hours), and
• Special events, subject to issuance of a Special Event Permit pursuant to Section 4.c.ii of the Agreement
These revisions clarify permitted and prohibited parking areas and ensure appropriate use of lakefront and City-owned parcels.

2. Fire Pits
Section 4.a.ii is amended to limit the number of fire pits at the site to no more than six (6), unless additional fire pits are authorized by the City Manager or his/her designee This modification provides operational flexibility while maintaining safety and oversight.

3. Live Music and Special Events
Section 4.c.ii is amended and restated to:
• Allow live music at the site, provided Licensee complies with all applicable business license requirements and the Lake Elsinore Municipal Code. • Require Licensee to update its business license to include live music in compliance with Municipal Code Chapter 5.56 before the next live music performance following execution of the Amendment.
• Require Licensee to obtain a Special Event Permit for special events in accordance with the Municipal Code and the City’s Special Event policies These provisions ensure consistency with City regulations and provide clear expectations for operational compliance, while also streamlining the permitting of live music for the operation of the business.

4. Ratification of Existing Agreement
First Amendment to Agreement with Jack’s-B-B-Q

Except as expressly amended, all other terms of the License Agreement remain in full force and effect and are ratified and reaffirmed.

Environmental Consideration
The proposed action is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301 (Existing Facilities), as it involves minor modifications to an existing use of public property with no expansion of use beyond that previously approved.

Fiscal Impact
There is no direct fiscal impact associated with approval of this Amendment. The Amendment clarifies operational terms and maintains the existing fee structure established under the original License Agreement
Attachments
Attachment 1 - First Amendment
Attachment 2 - Original Agreement
1 FIRST AMENDMENT TO RIGHT OF ENTRY AGREEMENT AND LICENSE (CITY PROPERTIES ADJACENT TO JACK’S BAR-B-Q)

THIS FIRST AMENDMENT TO RIGHT OF ENTRY AGREEMENT AND LICENSE (CITY PROPERTIES ADJACENT TO JACK’S BAR-B-Q) (“Amendment”) is entered into as of March 10, 2026 (“Effective Date”) by and between the CITY OF LAKE ELSINORE, a municipal corporation (“City), and JACK’S BAR-B-Q LLC, a California limited liability company (“Licensee”).

RECITALS
A. City and Licensee have executed that certain Right of Entry Agreement and License dated as of January 1, 2022 (“License Agreement”).

B. The License Agreement authorizes Licensee to use certain City-owned property as provided in the License Agreement, and obligates the Licensee, among other things, to pay a fee in connection therewith.

C. Licensee and City desire to amend the terms of the License Agreement as provided in this Amendment.

NOW THEREFORE, based on the foregoing and the promises, covenants and undertakings contained in this License, and for other good and valuable consideration, the receipt and adequacy of which are hereby acknowledged, the City and Licensee agree as follows:

1. License Conditions.
a. Parking. Section 4.a.i of the License Agreement is hereby amended and restated in its entirety to read as follows:
“i. Parking. Licensee is permitted to use the City Parking Lot Parcel, the City West Parcel (portion fronting Lakeshore Drive) and the existing Whisker’s Fishing Beach parking lot for general parking for Restaurant patrons and employees. General patron and employee parking is prohibited on the vacant parcel owned by Licensee across Lakeshore Drive from the Whisker’s Fishing Beach parking lot (“Vacant Licensee Parcel”), the City West Parcel (portion fronting the Lake), Jack’s Lakefront Parcel and the City Lakefront Parcel, provided that Licensee may use utilize such parcels (other than the Vacant Licensee Parcel) temporarily for parking for gatherings of car clubs (limited to 8 hours) or for special events pursuant to a Special Event Permit as provided for in Section 4.c.ii.”
b. Fire Pits. Section 4.a.ii of the License Agreement is hereby amended so that no more than six (6) fire pits may be used at the Site, provided that additional fire pits may be authorized by the City Manager or his/her designee. c. Special Events. Section 4.c.ii of the License Agreement is hereby amended and restated in its entirety to read as follows:
“ii. Licensee may conduct live music on the Site provided that Licensee complies with all applicable provisions of Licensee’s business license and the City’s Municipal Code related to live music. Licensee shall update his business license t include live music per Lake Elsinore Municipal Code Chapter 5.56 before the next live music performance after execution of this agreement, and obtain a Special Events Permit for special events, in accordance with applicable provisions of the City’s Municipal Code and Special Event policies.

2. Counterparts. This Amendment may be executed in two or more counterparts, each of which shall be an original, but all of which shall constitute one and the same instrument.

3. Authority to Enter License; Administration. Licensee has all requisite power and authority to conduct its business and to execute, deliver and perform this Amendment. The individual who has signed this License on behalf of the Licensee has the legal power, right, and authority to bind Licensee.

4. Prohibited Interest. Licensee maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Licensee, to solicit or secure this Amendment. Further, Licensee warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Licensee, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Amendment. For breach or violation of this warranty, City shall have the right to rescind the License Agreement without liability.

5. Ratification. Except as expressly amended in Section 1 above, the License Agreement shall remain in full force and effect and is hereby ratified and reaffirmed.

IN WITNESS WHEREOF, the parties have executed this Amendment on the day and year set forth below.
“CITY”
CITY OF LAKE ELSINORE, a municipal
corporation
Date: _________________, 20__ By: ______________________________ Jason Simpson, City Manager
ATTEST:
__________________________

CITY CLERK
APPROVED AS TO FORM:
___________________________

CITY ATTORNEY
“LICENSEE”
JACK’S BAR-B-Q LLC, a California limited
liability company
Date: _________________, 20__ By: ______________________________ Derek Carmichael, Member
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REPORT TO CITY COUNCIL
To: Honorable Mayor and Members of the City Council
From: Jason Simpson, City Manager
Prepared by: Rick De Santiago, Public Works Manager
Date: March 10, 2026
Subject: Agreement with Cotter Construction, Inc. for the Installation of New Trash Enclosures
Recommendation
Approve and authorize the City Manager to execute a Contractor Services Agreement with Cotter Construction, Inc. for the installation of the new trash enclosures at the Neighborhood Center and Lakepoint Park in an amount not to exceed $85,000 in such final form as approved by the City Attorney and authorize the City Manager to execute change orders not to exceed a 10% contingency of $8,500 for uncertainties and adjustments, and authorize the City Clerk to record the Notice of Completion once the work is complete and the improvements are accepted.

Background
There are currently no enclosures for the existing trash bins at the Neighborhood Center and Lakepoint Park. The bins are left exposed, making them unsightly and vulnerable to vandalism and unauthorized access. The new enclosures will provide a secure, covered, and more durable solution that deters tampering while improving the overall appearance of the area.

Installation of New Trash Enclosures

Discussion
Staff solicited proposals from three qualified contractors for the installation of the new trash enclosures. The results are summarized below:

1. Cotter Construction - $85,000

2. Lancet Contracting - $198,000

3. Leyva Construction – Non-responsive
Fiscal Impact
The funding for this project is allocated under the adopted CIP Budget for Citywide Parks.

Attachments
Attachment 1 – Agreement
Exhibit A – Proposal

AGREEMENT FOR CONTRACTOR SERVICES
Cotter Construction, Inc.

New Trash Enclosure Project
This Agreement for Contractor Services (the “Agreement”) is made and entered into as of March 10, 2026, by and between the City of Lake Elsinore, a municipal corporation (‘‘City") and Cotter Construction, Inc.., a corporation ("Contractor").

RECITALS
A. The City has determined that it requires the following contractor services:

New Trash Enclosure Project
B. Contractor has submitted to City a proposal, dated January 1, 2026, attached hereto as Exhibit A (“Contractor’s Proposal”) and incorporated herein, to provide contractor services to City pursuant to the terms of this Agreement.

C. Contractor possesses the skill, experience, ability, background, certification and knowledge to perform the services described in this Agreement on the terms and conditions described herein.

D. City desires to retain Contractor to perform the services as provided herein and Contractor desires to provide such contractor services as set forth in this Agreement.

AGREEMENT

1. Scope of Services. Contractor shall perform the services described in Contractor’s Proposal (Exhibit A). Contractor shall provide such services at the time, place, and in the manner specified in Contractor’s Proposal, subject to the direction of the City through its staff that it may provide from time to time.

2. Time of Performance.
a. Time of Essence. Time is of the essence in the performance of this Agreement. The time for completion of the professional services to be performed by Contractor is an essential condition of this Agreement. Contractor shall prosecute regularly and diligently the professional services contemplated pursuant to this Agreement according to the agreed upon performance schedule in Contractor’s Proposal (Exhibit A). b. Performance Schedule. Contractor shall commence the services pursuant to this Agreement upon receipt of a written notice to proceed and shall perform all services within the time period(s) established in the Contractor’s Proposal (Exhibit A). When requested by Contractor, extensions to the time period(s) specified may be approved in writing by the City Manager.

c. Term. The term of this Agreement shall commence upon execution of this Agreement and shall continue until the services and related work are completed in accordance with the Contractor’s Proposal (Exhibit A).

3. Compensation. Compensation to be paid to Contractor shall be in accordance with the fees set forth in Contractors’ Proposal (Exhibit A), which is attached hereto and incorporated herein by reference. In no event shall Contractor’s compensation exceed EightyFive Thousand dollars ($85,000.00) without additional written authorization from the City.

Notwithstanding any provision of Contractor’s Proposal to the contrary, out of pocket expenses set forth in Exhibit A shall be reimbursed at cost without an inflator or administrative charge.

Payment by City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to the City at the time of payment.

4. Method of Payment. Contractor shall promptly submit billings to the City describing the services and related work performed during the preceding month to the extent that such services and related work were performed. Contractor’s bills shall be segregated by project task, if applicable, such that the City receives a separate accounting for work done on each individual task for which Contractor provides services. Contractor’s bills shall include a brief description of the services performed, the date the services were performed, the number of hours spent and by whom, and a description of any reimbursable expenditures. City shall pay Contractor no later than forty-five (45) days after receipt of the monthly invoice by City staff.

5. Background Checks. At any time during the term of this Agreement, the City reserves the right to make an independent investigation into the background of Contractor’s personnel who perform work required by this Agreement, including but not limited to their references, character, address history, past employment, education, social security number validation, and criminal or police records, for the purpose of confirming that such personnel are lawfully employed, qualified to provide the subject service or pose a risk to the safety of persons or property in and around the vicinity of where the services will be rendered or City Hall. If the City makes a reasonable determination that any of Contractor’s prospective or then current personnel is deemed objectionable, then the City may notify Contractor of the same. Contractor shall not use that personnel to perform work required by this Agreement, and if necessary, shall replace him or her with a suitable worker.

6. Suspension or Termination.
a. The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the Contractor at least ten (10) days prior written notice. Upon receipt of such notice, the Contractor shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates a portion of this Agreement such suspension or termination shall not make void or invalidate the remainder of this Agreement.
b. In the event this Agreement is terminated pursuant to this Section, the City shall pay to Contractor the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Contractor will submit an invoice to the City, pursuant to Section entitled “Method of Payment” herein.

7. Plans, Studies, Documents.
a. Ownership of Documents. All plans, studies, documents and other writings prepared by and for Contractor, its officers, employees and agents and subcontractors in the course of implementing this Agreement, except working notepad internal documents, shall become the property of the City upon payment to Contractor for such work, and the City shall have the sole right to use such materials in its discretion without further compensation to Contractor or to any other party. Contractor shall, at Contractor’s expense, provide such reports, plans, studies, documents and other writings to City upon written request. City shall have sole determination of the public’s rights to documents under the Public Records Act, and any thirdparty requests of Contractor shall be immediately referred to City, without any other actions by Contractor.
b. Licensing of Intellectual Property. This Agreement creates a nonexclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Contractor under this Agreement ("Documents & Data"). Contractor shall require that all subcontractors agree in writing that City is granted a nonexclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Contractor represents and warrants that Contractor has the legal right to license any and all Documents & Data. Contractor makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Contractor or provided to Contractor by the City. City shall not be limited in any way in its use of the Documents & Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at City’s sole risk. c. Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents & Data either created by or provided to Contractor in connection with the performance of this Agreement shall be held confidential by Contractor. Such materials shall not, without the prior written consent of City, be used by Contractor for any purposes other than the performance of the services under this Agreement. Nor shall such materials be disclosed to any person or entity not connected with the performance of the services under this Agreement. Nothing furnished to Contractor which is otherwise known to Contractor or is generally known, or has become known, to the related industry shall be deemed confidential. Contractor shall not use City’s name or insignia, photographs relating to project for which Contractor’s services are rendered, or any publicity pertaining to the Contractor’s services under this Agreement in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

8. Contractor’s Books and Records.
a. Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services, or expenditures and disbursements charged to City for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Contractor to this Agreement.

b. Contractor shall maintain all documents and records which demonstrate performance under this Agreement for a minimum period of three (3) years, or for any longer period required by law, from the date of termination or completion of this Agreement. c. Any records or documents required to be maintained pursuant to this Agreement shall be made available for inspection or audit, at any time during regular business hours, upon written request by the Executive Director, City Attorney, City Auditor or a designated representative of these officers. Copies of such documents shall be provided to the City for inspection at City Hall when it is practical to do so. Otherwise, unless an alternative is mutually agreed upon, the records shall be available at Contractor’s address indicated for receipt of notices in this Agreement.
d. Where City has reason to believe that such records or documents may be lost or discarded due to dissolution, disbandment or termination of Contractor’s business, City may, by written request by any of the above-named officers, require that custody of the records be given to the City and that the records and documents be maintained in City Hall. Access to such records and documents shall be granted to any party authorized by Contractor, Contractor’s representatives, or Contractor’s successor-in-interest.

9. Independent Contractor.
a. Contractor is and shall at all times remain as to the City a wholly independent contractor pursuant to California Labor Code Section 3353. The personnel performing the services under this Agreement on behalf of Contractor shall at all times be under Contractor’s exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Contractor or any of Contractor’s officers, employees, or agents, except as set forth in this Agreement. Contractor shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. Contractor shall not incur or have the power to incur any debt, obligation, or liability whatsoever against City, or bind City in any manner. b. Notwithstanding any other federal, state and local laws, codes, ordinances and regulations to the contrary and except for the fees paid to Contractor as provided in the Agreement, Contractor and any of its employees, agents, and subcontractors providing service under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in PERS as an employee of City and entitlement to any contribution to be paid by City for employer contribution and/or employee contributions for PERS benefits.

10. PERS Eligibility Indemnification. In the event that Contractor or any employee, agent, or subcontractor of Contractor providing services under this Agreement claims or is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of the City, Contractor shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Contractor or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

11. Interests of Contractor. Contractor (including principals, associates and professional employees) covenants and represents that it does not now have any investment or interest in real property and shall not acquire any interest, direct or indirect, in the area covered

by this Agreement or any other source of income, interest in real property or investment which would be affected in any manner or degree by the performance of Contractor’s services hereunder. Contractor further covenants and represents that in the performance of its duties hereunder no person having any such interest shall perform any services under this Agreement.

Contractor is not a designated employee within the meaning of the Political Reform Act because Contractor:
a. will conduct research and arrive at conclusions with respect to his/her rendition of information, advice, recommendation or counsel independent of the control and direction of the City or of any City official, other than normal agreement monitoring; and b. possesses no authority with respect to any City decision beyond rendition of information, advice, recommendation or counsel. (FPPC Reg. 18700(a)(2).)

12. Professional Ability of Contractor. City has relied upon the professional training and ability of Contractor to perform the services hereunder as a material inducement to enter into this Agreement. Contractor shall therefore provide properly skilled professional and technical personnel to perform all services under this Agreement. All work performed by Contractor under this Agreement shall be in accordance with applicable legal requirements and shall meet the standard of quality ordinarily to be expected of competent professionals in Contractor’s field of expertise.

13. Compliance with Laws.
a. Contractor shall comply with all local, state and federal laws and regulations applicable to the services required hereunder, including any rule, regulation or bylaw governing the conduct or performance of Contractor and/or its employees, officers, or board members.
b. Contractor represents that it has obtained and will maintain at all times during the term of this Agreement all professional and/or business licenses, certifications and/or permits necessary for performing the services described in this Agreement, including a City business license.

14. Licenses. Contractor represents and warrants to City that it has the licenses, permits, qualifications, insurance and approvals of whatsoever nature which are legally required of Contractor to practice its profession. Contractor represents and warrants to City that Contractor shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement, any licenses, permits, insurance and approvals which are legally required of Contractor to practice its profession. Contractor shall maintain a City of Lake Elsinore business license.

15. Indemnity. Contractor shall indemnify, defend, and hold harmless the City and its officials, officers, employees, agents, and volunteers from and against any and all losses, liability, claims, suits, actions, damages, and causes of action arising out of any personal injury, bodily injury, loss of life, or damage to property, or any violation of any federal, state, or municipal law or ordinance, to the extent caused, in whole or in part, by the willful misconduct or negligent acts or omissions of Contractor or its employees, subcontractors, or agents, by acts for which they could be held strictly liable, or by the quality or character of their work. The foregoing obligation of Contractor shall not apply when (1) the injury, loss of life, damage to property, or violation of

law arises from the sole negligence or willful misconduct of the City or its officers, employees, agents, or volunteers and (2) the actions of Contractor or its employees, subcontractor, or agents have contributed in no part to the injury, loss of life, damage to property, or violation of law. It is understood that the duty of Contractor to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code. Acceptance by City of insurance certificates and endorsements required under this Agreement does not relieve Contractor from liability under this indemnification and hold harmless clause. This indemnification and hold harmless clause shall apply to any damages or claims for damages whether or not such insurance policies shall have been determined to apply. By execution of this Agreement, Contractor acknowledges and agrees to the provisions of this Section and that it is a material element of consideration.

16. Insurance Requirements.
a. Insurance. Contractor, at Contractor’s own cost and expense, shall procure and maintain, for the duration of the contract, unless modified by the City’s Risk Manager, the following insurance policies.
i. Workers’ Compensation Coverage. Contractor shall maintain Workers’ Compensation Insurance and Employer’s Liability Insurance for his/her employees in accordance with the laws of the State of California. In addition, Contractor shall require each subcontractor to similarly maintain Workers’ Compensation Insurance and Employer’s Liability Insurance in accordance with the laws of the State of California for all of the subcontractor’s employees. Any notice of cancellation or non-renewal of all Workers’ Compensation policies must be received by the City at least thirty (30) days prior to such change. The insurer shall agree to waive all rights of subrogation against City, its officers, agents, employees and volunteers for losses arising from work performed by Contractor for City. In the event that Contractor is exempt from Worker’s Compensation Insurance and Employer’s Liability Insurance for his/her employees in accordance with the laws of the State of California, Contractor shall submit to the City a Certificate of Exemption from Workers Compensation Insurance in a form approved by the City Attorney.
ii. General Liability Coverage. Contractor shall maintain commercial general liability insurance in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury and property damage. If a commercial general liability insurance form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. Required commercial general liability coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 (ed. 11/88) or Insurance Services Office form number GL 0002 (ed. 1/73) covering comprehensive General Liability and Insurance Services Office form number GL 0404 covering Broad Form Comprehensive General Liability. No endorsement may be attached limiting the coverage.

iii. Automobile Liability Coverage. Contractor shall maintain automobile liability insurance covering bodily injury and property damage for all activities of the Contractor arising out of or in connection with the work to be performed under this Agreement, including coverage for owned, hired and non-owned vehicles, in an amount of not less than one million dollars ($1,000,000) combined single limit for each occurrence.

Automobile liability coverage must be at least as broad as Insurance Services Office Automobile Liability form CA 0001 (ed. 12/90) Code 1 (“any auto”). No endorsement may be attached limiting the coverage.
iv. Professional Liability Coverage. Contractor shall maintain professional errors and omissions liability insurance appropriate for Contractor’s profession for protection against claims alleging negligent acts, errors or omissions which may arise from Contractor’s services under this Agreement, whether such services are provided by the Contractor or by its employees, subcontractors, or sub consultants. The amount of this insurance shall not be less than one million dollars ($1,000,000) on a claims-made annual aggregate basis, or a combined single limit per occurrence basis. b. Endorsements. Each general liability and automobile liability insurance policy shall be with insurers possessing a Best’s rating of no less than A:VII and shall be endorsed with the following specific language:
i. Notwithstanding any inconsistent statement in any required insurance policies or any subsequent endorsements attached thereto, the protection offered by all policies, except for Workers’ Compensation, shall bear an endorsement whereby it is provided that, the City and its officers, employees, servants, volunteers and agents and independent contractors, including without limitation, the Executive Director and City Attorney, are named as additional insureds. Additional insureds shall be entitled to the full benefit of all insurance policies in the same manner and to the same extent as any other insureds and there shall be no limitation to the benefits conferred upon them other than policy limits to coverages.
ii. This policy shall be considered primary insurance as respects the City, its elected or appointed officers, officials, employees, agents and volunteers. Any insurance maintained by the City, including any self-insured retention the City may have, shall be considered excess insurance only and shall not contribute with it. iii. This insurance shall act for each insured and additional insured as though a separate policy had been written for each, except with respect to the limits of liability of the insuring company.
iv. The insurer waives all rights of subrogation against the City, its elected or appointed officers, officials, employees or agents. v. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its elected or appointed officers, officials, employees, agents or volunteers.
vi. The insurance provided by this Policy shall not be suspended, voided, canceled, or reduced in coverage or in limits except after thirty (30) days written notice has been received by the City.

c. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City. At the City’s option, Contractor shall demonstrate financial capability for payment of such deductibles or self-insured retentions. d. Certificates of Insurance. Contractor shall provide certificates of insurance with original endorsements to City as evidence of the insurance coverage required herein.

Certificates of such insurance shall be filed with the City on or before commencement of performance of this Agreement. Current certification of insurance shall be kept on file with the City at all times during the term of this Agreement.

17. Notices. Any notice required to be given under this Agreement shall be in writing and either served personally or sent prepaid, first class mail. Any such notice shall be addressed to the other party at the address set forth below. Notice shall be deemed communicated within 48 hours from the time of mailing if mailed as provided in this section.

If to City: Successor City of the Redevelopment City of the City of Lake Elsinore
Attn: Executive Director
130 South Main Street
Lake Elsinore, CA 92530
With a copy to: City of Lake Elsinore
Attn: City Clerk
130 South Main Street
Lake Elsinore, CA 92530
If to Contractor: Cotter Construction, Inc.

Attn: Andrew Cotter
29903 Gulf Stream Dr.

Canyon Lake, CA 92587

18. Assignment and Subcontracting. The parties recognize that a substantial inducement to City for entering into this Agreement is the professional reputation, experience and competence of Contractor and the subcontractors listed in Exhibit B. Contractor shall be fully responsible to City for all acts or omissions of any subcontractors. Assignments of any or all rights, duties or obligations of the Contractor under this Agreement will be permitted only with the express consent of the City. Contractor shall not subcontract any portion of the work to be performed under this Agreement except as provided in Exhibit B without the written authorization of the City. If City consents to such subcontract, Contractor shall be fully responsible to City for all acts or omissions of those subcontractors. Nothing in this Agreement shall create any contractual relationship between City and any subcontractor nor shall it create any obligation on the part of the City to pay or to see to the payment of any monies due to any such subcontractor other than as otherwise is required by law.

19. Waiver. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver of a subsequent breach of the same or any other provision under this Agreement.

20. Litigation Expenses and Attorneys’ Fees. If either party to this Agreement commences any legal action against the other party arising out of this Agreement, the prevailing

party shall be entitled to recover its reasonable litigation expenses, including court costs, expert witness fees, discovery expenses, and attorneys’ fees.

21. Mediation. The parties agree to make a good faith attempt to resolve any disputes arising out of this Agreement through mediation prior to commencing litigation. The parties shall mutually agree upon the mediator and share the costs of mediation equally. If the parties are unable to agree upon a mediator, the dispute shall be submitted to JAMS or its successor in interest. JAMS shall provide the parties with the names of five qualified mediators. Each party shall have the option to strike two of the five mediators selected by JAMS and thereafter the mediator remaining shall hear the dispute. If the dispute remains unresolved after mediation, either party may commence litigation.

22. Prohibited Interests. Contractor maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Contractor, to solicit or secure this Agreement. Further, Contractor warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Contractor, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

23. Equal Opportunity Employment. Contractor represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

24. Prevailing Wages. Contractor is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" projects.

Contractor agrees to fully comply with all applicable federal and state labor laws (including, without limitation, if applicable, the Prevailing Wage Laws). It is agreed by the parties that, in connection with the Work or Services provided pursuant to this Agreement, Contractor shall bear all risks of payment or non-payment of prevailing wages under California law, and Contractor hereby agrees to defend, indemnify, and hold the City, and its officials, officers, employees, agents, and volunteers, free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. The foregoing indemnity shall survive termination of this Agreement.

25. Severability. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

26. Controlling Law Venue. This Agreement and all matters relating to it shall be governed by the laws of the State of California and any action brought relating to this Agreement shall be held exclusively in a state court in the County of Riverside.

27. Authority to Enter Agreement. Contractor has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and to bind each respective party. The Executive Director is authorized to enter into an amendment or otherwise take action on behalf of the City to make the following modifications to the Agreement: (a) a name change; (b) grant extensions of time; (c) nonmonetary changes in the scope of services; and/or (d) suspend or terminate the Agreement.

28. Counterparts. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

29. Entire Agreement; Incorporation; Conflict. This Agreement contains the entire understanding between the parties relating to the obligations described herein. All prior or contemporaneous understandings, agreements, representations and statements, oral or written, are superseded in total by this Agreement and shall be of no further force or effect. Contractor’s Proposal is incorporated only for the description of the scope of services and/or the schedule of performance and no other terms and conditions from such proposal shall apply to this Agreement unless specifically agreed to in writing. In the event of conflict, this Agreement shall take precedence over those contained in the Contractor’s Proposal.

30. Amendments. This Agreement may be modified or amended only by a written document executed by both Contractor and City and approved as to form by the City Attorney. [Signatures on next page]

IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the date first written above.
“CITY”
CITY OF LAKE ELSINORE, a municipal
corporation

City Manager
ATTEST:

City Clerk
APPROVED AS TO FORM:

City Attorney

Assistant City Manager
“CONTRACTOR”
Cotter Construction, Inc., a Corporation

By: Andrew Cotter
Its: Owner
Attachments: Exhibit A – Contractor’s Proposal

EXHIBIT A

EXHIBIT A
CONTRACTOR’S PROPOSAL
[ATTACHED]

REPORT TO CITY COUNCIL
To: Honorable Mayor and Members of the City Council
From: Jason Simpson, City Manager
Prepared by: Johnathan O. Skinner, Recreation Director
Date: March 10, 2026
Subject: Recreation Master Plan Update and Adoption
Recommendation
Adopt the City of Lake Elsinore Recreation Department Master Plan, incorporating the requested revisions.

Background
At the January 13, 2026, City Council meeting, the Recreation Department and consultants from BerryDunn, LLC presented the draft Recreation Master Plan for the City of Lake Elsinore.

During the meeting, City Council members requested updates to specific items prior to approval and adoption of the plan.

The items discussed included:
• Information regarding pickleball courts.
• Acknowledgment of the current water quality improvements at the lake and increased marketing efforts related to those improvements.
• Details on the proposed universally accessible improvements at Christensen Park. • Enhanced clarity on the cohesion between the Dream Extreme 2040 Plan and this Recreation Master Plan.

Recreation Master Plan Update and Adoption

Discussion
The Recreation Master Plan has been revised to fully address the items identified by the City Council. The specific revisions are as follows:
• Pickleball Courts: Information on the City’s current inventory of pickleball courts is provided on page 104 of the Recreation Master Plan. The City currently has four standalone pickleball courts at Creekside Park. In addition, there are 11 overlay pickleball courts (which require portable nets) at Creekside Park (4), Rosetta Canyon Community Park (2), Machado Park (2), and the Lake Community Center (3). The plan recognizes the need for additional standalone pickleball courts to meet the 2024 NRPA median. • Lake Marketing: The lake’s current water quality improvements are highlighted on page 21 of the Recreation Master Plan. New information on marketing the lake’s improved quality and accessibility has been added to this page. Additionally, a new “Connecting Community” recommendation—“Increase marketing efforts around the quality and usability of the Lake” has been added on page 27 and designated as an “Ongoing” recommendation.
• Christensen Park: Additional details on the efforts to master plan a universally accessible park at Christensen Park have been incorporated into the System Inventory and Capital Improvement Program (CIP) sections of the Recreation Master Plan. • Dream Extreme 2040 Plan: The Recreation Master Plan was developed with reference to the Dream Extreme 2040 Plan throughout its creation. In response to Council feedback from the January 13, 2026 meeting regarding improved cohesion between the two plans, an additional narrative on their overlap has been added on page 23. Furthermore, each recommendation in Tables 1, 2, and 3 (pages 24–35) now includes a column with an Aspiration icon linking to the corresponding section and aspirations in the Dream Extreme 2040 Plan.

These revisions are intended to enhance clarity, strengthen alignment with City goals, and fully respond to the City Council’s requests, thereby improving the overall quality of the Recreation Master Plan.

Fiscal Impact
Adoption of the plan has no immediate fiscal impact. Implementation of recommendations will be incorporated into future budgets, with potential funding from grants, partnerships, and development fees.

Recreation Master Plan Update and Adoption

Attachments
Attachment 1 - Lake Elsinore Recreation Master Plan
Lake Elsinore, CA
Recreation Department
Comprehensive
Master Plan
Submitted by:

Berry, Dunn, McNeil & Parker, LLC
2211 Congress Street, Portland, ME 04102
207.541.2200
Chad Snow
Principal | Berry, Dunn, McNeil & Parker, LLC
[email protected]
Nikki Ginger, Project Manager
Manager | Berry, Dunn, McNeil & Parker, LLC
[email protected]
Submitted On:

December 11, 2025
Table of Contents
Letter From the Director of Recreation ............ 4
Introduction...........................................................8 The Planning Process...........................................9 Executive Summary........................................... 10 Demographic Profile.........................................................11 Engagement...........................................................................11 Financial Assessment.....................................................13 System Inventory and
Level of Service (LOS) ......................................................13 Recreation Assessment................................................ 16 Core Programming Areas............................................17 Similar Provider Review................................................. 18 Visitation Analysis............................................................. 19 Capital Improvements.................................................. 19 Park Development and Land
Acquisition Standards ..................................................20 The Lake....................................................................................21 Recommendations ............................................23 Connecting Community.............................................24 Creating Memorable Experiences........................28 Foster Growth and Efficiencies .................................31 Appendix.........................................37
A. Demographic Profile......................................37 B. Engagement Summary................................ 45 C. Financial Assessment ....................................71 D. System Inventory.......................................... 88 E. Level of Service (LOS) ...................................103 F. Recreation Assessment............................... 120 G. Similar Provider Review .............................. 133 H. Visitation Analysis ........................................151 I. Technology Assessment ..............................166 J. Capital Improvements ................................ 175 Exhibit 1: 2024 Department Needs
Assessment/Statistically Valid Survey
Exhibit 2: Final Inventory Atlas
Exhibit 3: Park Development & Land
Acquisition Guidelines
COMPREHENSIVE MASTER PLAN 3
Letter From the Director of Recreation
Dear Residents, Community Partners, and Valued Guests,
As we embark on the next chapter of our community’s journey, it is with great pride and optimism that the Recreation Department presents this Recreation Master Plan. Looking back over the decades, it is remarkable how our landscape has evolved—not simply in population or infrastructure, but in purpose, ambition, and inclusive vision. From the earliest days when the shores of the natural lake that defines our city were a tranquil haven for Native American settlements and early travelers, through to our era as a thriving resort destination in the early 20th century, recreation has always been woven into the identity of Lake Elsinore.

When the City adopted its first Parks and Recreation Master Plan in 2009, Lake Elsinore was a very different place: fewer residents, more open spaces, and a sense of quiet promise. It was also a time when the dream of becoming a world-class city began to take root. Over the years, through the determination of a changing, visionary, and evolving City Council, and the dedication of talented, forward-thinking staff, the once small lakeside community has transformed into one of Riverside County’s premier cities—vibrant, diverse, and full of opportunity. Our parks, trails, and recreational programs have grown right alongside this progress, ensuring that recreation remains central to our quality of life.

The City’s Vision Statement—“The ultimate destination where all can live, work, and play, build futures and fulfill dreams”—is not just a motto. It is a call to action that challenges us to continue reaching beyond what is, and strive for what can be a place where every resident and visitor can find joy, connection, and purpose.
4 LET TER FROM THE DIRECTOR OF RECREATION
LAKE ELSINORE—RECREATION DEPARTMENT
In developing this Recreation Master Plan, we intentionally sought out the voices of our community.

Through extensive public outreach , a statistically valid survey, marketing analyses, and a full assessment or our existing assets, we built a plan grounded in real needs and real aspirations. This plan serves as a roadmap to that future—one that ensures that no matter your age, background, or circumstance, Lake Elsinore offers recreational experiences that are inclusive, inspiring, and uniquely our own. Whether through lakeside adventures, youth sports, fitness and wellness programs, or enriching opportunities for our seniors, recreation in Lake Elsinore is about creating moments that foster belonging and pride.

As the physical and demographic landscape of our city continues to grow and evolve, this Master Plan is designed to grow with it. It is a living document and one that reflects our ongoing commitment to adapt to the needs of our residents and to embrace new opportunities as they arise. More than a collection of projects or programs, this plan represents our shared vision for a community that celebrates life, leisure, and connection.

On behalf of the entire Recreation Department, we are excited to present to you this roadmap to recreation, a promise to continue building a Lake Elsinore that truly lives up to its vision—where all can live, work, play, build futures, and fulfill dreams. We extend our deepest gratitude to the residents, staff, City leadership, BerryDunn, and its partners for their contributions and collaboration. As the saying goes, it takes a village to raise a child, and it takes a City, working together, to realize its full potential.

With enthusiasm and commitment,
Johnathan O. Skinner
Johnathan O. Skinner
Director, Recreation Department
City of Lake Elsinore
5 LETTER FROM THE DIRECTOR OF RECREATION

COMPREHENSIVE MASTER PLAN
6 LAKE ELSINORE—RECREATION DEPARTMENT
Acknowledgments
The Department would like to thank the following individuals who dedicated their time and passion to help develop this plan. This vision would not have been created without their thoughtful feedback.

City of Lake Elsinore Council
Brian Tisdale, Mayor (District 1)
Robert “Bob” Magee, Mayor Pro Tem (District 5)
Steve Manos, Council Member (District 2)
Timothy J. Sheridan, Council Member
(District 3)
Mike Carroll, Council Member (District 4)
Natasha Johnson, Former Council Member
(District 4)
City of Lake Elsinore
Jason Simpson, City Manager
Shannon Buckley, Assistant City Manager
Recreation Staff
Public Works Staff
Leadership Team
Johnathan O. Skinner, Director
Beau Davis, Assistant Director
Ben Foster, Senior Management Analyst
Technical Advisory Team
Alejandra Hancock, Recreation Supervisor
Priscilla Perez, Recreation Supervisor
Joanna Truex, Recreation Supervisor
Justin Harding, Recreation Coordinator
Melissa Veliz, Recreation Coordinator
Community & Partners
Botello Soccer League
Lake Elsinore Girls Softball
Lake Elsinore Little League
Lake Elsinore Youth Soccer
Consulting Team
Nikki Ginger, Project Manager, BerryDunn
Elsa Fischer, Engagement Manager, BerryDunn
BerryDunn Subject Matter Experts
Randall Kopff, Kimley-Horn
7 LETTER FROM THE DIRECTOR OF RECREATION

COMPREHENSIVE MASTER PLAN COMPREHENSIVE MASTER PLAN
Introduction
The City of Lake Elsinore (City), situated in
Riverside County, California, is a vibrant and
rapidly developing City known for its lake—
Southern California’s largest natural freshwater
lake— historic downtown, and focus on extreme
sports. The City offers a unique blend of
recreational amenities, community spirit,
and strategic location that makes it a soughtafter destination for residents, visitors, and businesses alike.

Tracing back to the indigenous Luiseño people
who lived near the lake for centuries, the name
“Elsinore” was inspired by the Danish city
mentioned in Shakespeare’s “Hamlet,” a nod to
the region’s European influences.

Spanish explorers arrived in the 18th century,
and by the late 19th century, the City emerged
as a resort destination, drawing visitors with its
mineral springs and mild climate. Incorporated in
1888, Lake Elsinore is one of Southern California’s
oldest cities. Over the years, it has transitioned
from a resort town to a thriving residential and
business community—with over 72,000 residents.

In 2024, the City’s Recreation Department
(formerly known as Community Services) set
out to update its Comprehensive Master Plan.

The City’s past Parks and Recreation Master
Plan was adopted in July 2009 and guided the
provision of park facilities within the City. Many
improvements and new projects addressed in
this plan were completed. However, due to the
considerable increase in population and the
adoption of the City’s Dream Extreme 2040 Plan,
an update was needed.

The Recreation Department (Department)
partnered with BerryDunn, ETC Institute,
and Kimley-Horn to develop a 10-year
Comprehensive Master Plan to continue to build
on its already robust system. The plan’s primary
purpose was to create a clear and realistic set of
goals to guide the future of the Department.
8 INTRODUCTION
LAKE ELSINORE—RECREATION DEPARTMENT
The Planning Process
To fulfill its goals, the consulting team created—with extensive staff input—a six phase process:
72,218
Population

34.8 Current
Median Age
<9%
Household Income
Under the
Poverty Level
~456
Acres of
Parkland
32 Park Sites
1 RV Park
1 Boat Launch
4 Facilities
7 Sports Parks

2.75 Miles of
Pedestrian Trails
647
Programs Offered
Annually

KEY FACTS
This project considered other planning efforts conducted in Lake Elsinore, including:
• 2008 Parks and Recreation Plan
• Dream Extreme 2040 Plan
• Active LE Transportation Plan
• Lake Elsinore General Plan
Discovery Engagement Analysis Visioning Finalization Implementation 9 THE PLANNING PROCESS

COMPREHENSIVE MASTER PLAN

EXECUTIVE

SUMMARY
This executive summary provides a high-level overview of the Department Comprehensive Master Plan. This summary describes the following elements:
 Demographic profile
 Community engagement
 Financial assessment
 System inventory
 Level of Service (LOS)
 Recreation assessment
 Similar provider review
 Visitation analysis
 Trends report
 Technology assessment
 Capital Improvement Plan (CIP)
 Park Development and Land
Acquisition Standards
10 EXECUTIVE SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Demographic Profile
As the City plans for its future, changes in
population characteristics will influence how
the Department delivers future services. With
the draw of its lake and central location to the
Inland Empire (a vibrant region in Southern
California, encompassing Riverside and
San Bernardino Counties), the City has seen
tremendous growth over the last 25 years—up
over 142% since 2000. Though this growth is
anticipated to slow, the population is expected
to reach over 75,000 by 2029.

During this study, the median age of the Lake
Elsinore residents was 34.8 years, which is
younger than both the median age in CA
(38.4 years) and the median age in the U.S.
(39.3 years). The age group comprising the
largest percentage of the population included
youth (ages 0 to 19 years) at 29.2%, and adults
(ages 35 to 54 years) at 27.4%.

Over the next five years, young adults (ages 20
to 34 years) are expected to increase by 1.13%
(816 people), and youth (ages 0 to 19 years) are
expected to decrease by 1.93% (1,394 people).

The community is expected to become more
diverse. The white population decreased from
60% in 2010 to 37% in 2029 and is expected to
decrease a bit more by 2029. The Hispanic
population has increased from 48% in 2010
to 54% in 2024 and is expected to increase to
56% by 2029.

Engagement
When launching this initiative, gathering
feedback from the community was a priority
for the Department. To help build excitement
and connect the effort to the City, BerryDunn
and Department staff created a custom project
brand (Dream YOUR Extreme). This brand was
used for all engagement efforts, which included:
• A statistically valid survey administered by
ETC Institute (final report in Exhibit 1)
• Focus groups with the City Manager’s Office,
City Council, staff, partners, and community
members
• An online survey for Public Works staff
• An online engagement platform (Social
Pinpoint)
• Pop-up events
Feedback from engagement efforts revealed
several strengths and areas of opportunity for
the Department.

Strengths:
• Staff dedication and care for the community
• Special events
• Senior programs
• Service offerings (youth and older adults)
Areas of Opportunity:
• Process improvement
• Facilities, including office and storage space
• Internal and external communication
• Formal performance measures
• Staff professional development and
recognition
11 EXECUTIVE SUMMARY

COMPREHENSIVE MASTER PLAN
The statistically valid survey, which generated 403 completed responses, revealed several findings:
87%
72%
57%
75%
70%
Indicated that they have used a facility in the past year.

Rated facilities as excellent or good.

Indicated they have participated in a program/event in a typical year.

Rated programs as excellent or good.

Said recreation facilities, programs, and/or services make Lake Elsinore a more desirable place to live.

ETC further analyzed the data and highlighted priority investments for the Department based on desired versus met needs. The following facilities and programs were rated as high priorities for investment by survey respondents.

Programming
• Community events
• Fitness and wellness programs
• Hiking and outdoor recreation programs
• Aquatics
• Active adult programs
Facilities
• Hiking trails
• Aquatic/pool facilities
• Community gardens
• Indoor aquatic/swim facility
• Nature centers/environmental
learning centers
• Culinary center/test/teaching kitchen
• Dog parks
• Indoor fitness/exercise center/studios
12 EXECUTIVE SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Financial Assessment
BerryDunn reviewed the Department’s financials.

This analysis included a detailed look at
budgeted expenditures and actual revenues for
FY 21 – 22, FY 22 – 23, and FY 23 – 24. This review
revealed growth—driven by increases in Salaries
and Benefits—in the Department’s overall
budget, increasing over 36% over the three fiscal
years ($3,569,350 to $4,858,450). In contrast,
Operations and Maintenance cost remained
relatively stable, reflecting consistent investment
in facilities and programs.

The Department’s operating revenue is spread
across four primary divisions: Recreation
Administration, Community Center, Senior
Center, and Neighborhood Center. Of these,
Recreation Administration is the largest,
accounting for 37.7% of expenditures. The
Community Center follows at 25%, then the
Neighborhood Center at 20%, and finally, the
Senior Center at 16.8%.

The analysis includes a series of recommendations
outlined in the recommendations section to help
guide the Department in managing its financial
growth effectively.

System Inventory and Level
of Service (LOS)
The Department manages approximately
456 acres of parkland across 32 parks and
facilities, offering a wide range of recreational
opportunities. To determine how parks are
meeting community needs, BerryDunn
conducted a system inventory and LOS, including
a review of system components—such as
playgrounds, picnic shelters, basketball courts,
or athletic fields. This analysis serves as a
benchmark for evaluating the current LOS and
guiding future planning efforts. When combined
with additional insights from the statistically valid
survey, focus groups, and stakeholder feedback,
it helps to identify service gaps and opportunities
for enhancements.
13 EXECUTIVE SUMMARY

COMPREHENSIVE MASTER PLAN
Approximately 36% of Lake Elsinore residents
(26,135 out of 72,218) have high walkable access
to parks within a 10-minute walk or half-mile
service area. Another 23% (16,850 residents) have
low walkable access, while approximately 40%
(29,233 residents) have no walkable access to
park facilities due to pedestrian barriers such as
major roads and natural features. These findings
highlight opportunities for targeted improvements
in pedestrian connectivity and park placement to
better serve underserved areas.

Overall, component scoring within the Lake
Elsinore system surpasses typical scores found
in the BerryDunn national database. Lake
Elsinore components are 17% more likely to
meet expectations than the national dataset.

Compared to the National Recreation and Park
Association (NRPA) benchmarks, Lake Elsinore
is on the lower end of the NRPA’s recommended
standard of 6.2 to 10.8 acres per 1,000 residents
for similarly sized agencies. However, Lake
Elsinore generally meets or exceeds NRPA
standards for most facility types:

PLAYGROUNDS
Lake Elsinore has 19 playgrounds, exceeding the NRPA median.

DIAMOND FIELDS
17 fields, exceeding the NRPA median.

BASKETBALL COURTS
Six courts, meeting the NRPA median.

TENNIS COURTS
Five courts, slightly below the NRPA median.

DOG PARKS
Five dog parks, exceeding the NRPA median.
14 EXECUTIVE SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
When considering future park development, there are three priority areas that the City should consider that were identified as the highest need based on population, crime, median household income, and diversity index (Figure 1).

Figure 1: Gaps in Walkable Access
15 EXECUTIVE SUMMARY

COMPREHENSIVE MASTER PLAN
Recreation Assessment
To understand recreation offerings provided by the Department, BerryDunn reviewed registration data, program participation, facility memberships as well as conducted a program life cycle analysis. Staff input also complemented the data analysis so the team could understand operations from an internal perspective.

The Department currently focuses on 12 core program areas in its six facilities. In 2024, aquatics represented the largest quantity of programming (112 programs or 17.3%), followed by sports (109 programs or 16.8%), and seniors (98 programs or 15.1%). The total enrollment for Department programs was 10,549 participants, with fitness representing the highest enrollment (2,612 participants or 24.8%), followed by senior programs (2,267 participants or 21.5%), and events (1,506 participants or 14.3%).

The engagement efforts indicated a need for more of the following types of programs:
• Community events
• Dance
• Visual arts
• Exercise and wellness
• Senior field trips
• Evening programming
• Programs focused on underserved
populations
• Lake activities
• Camps
• E-Sports
• Pickleball
• Parent and tot classes
• Outdoor programs (hiking)
• Aquatics
16 EXECUTIVE SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Core Programming Areas
Aquatics
Public swim, lessons, lake
recreation, water sports,
safety education
A.R.I.S.E.

Inclusive activities for
children/adults with
special needs
Camps
Summer, outdoor,
science, and space
camps
Crafts
Cultural craft programs
Dance
Ballet (Mexican and
French), choreography,
cultural education
Events
Year-round special events
(Color Fun Run, Pet Walk,
Winterfest, etc.)
Fitness
Free Fit Program,
Zumba, drop-in fitness
Gymnastics
Classes for ages

1.5 – 18, skill
development
Martial Arts
Tae Kwon Do, Hapkido,
self-defense
Preschool
Kindergarten readiness
for ages 3 – 5
Seniors
Art, billiards, book clubs,
health, lunch, education
for 55+
Sports
Youth/adult leagues
in various sports
17 EXECUTIVE SUMMARY

COMPREHENSIVE MASTER PLAN
Similar Provider Review
When considering resources available to
community members, it was important to the
Department to consider similar providers in the
City. BerryDunn’s research included creating a
directory of alternative service providers in the
area with a focus on:
• Campgrounds
• Indoor recreation and fitness facilities
• Libraries
• Outdoor recreation and facilities
• Pools
• Schools
Research revealed the following insights:
• City of Lake Elsinore’s Recreation
Department: The City is the leading provider
of parks and recreation facilities in the area,
boasting 20 traditional parks with hundreds
of acres of parkland, an RV park, indoor rental
facilities, trails, playgrounds, splash pads, dog
parks, skate parks, and tournament facilities.
• United States Forest Service (USFS):

USFS contributes significant outdoor
recreation amenities, including campgrounds,
hiking areas, picnic areas, and trails.
• Privately Owned RV Parks: There are eight
privately owned RV parks in the area that
offer camping amenities and, depending
on the site, might also provide playgrounds,
swimming pools, and lake access for visitors.
• Homeowner Associations (HOAs):

There are five HOAs in Lake Elsinore, many of
which maintain private swimming pools, fitness
centers, playgrounds, and additional amenities
exclusive to residents and their guests.
• Privately Owned Fitness Facilities:

Lake Elsinore has a mix of small exercise
studios and larger fitness chains like LA
Fitness and EOS Fitness. Services range from
traditional fitness spaces to niche offerings
such as dance, martial arts, and escape
rooms. This variety helps ensure diverse
recreation options for Lake Elsinore residents.

While similar providers are often perceived as
competitors, they can also become partners.

Collaborating with similar providers can help to
reduce duplication of efforts and enhance the
overall recreational network.
18 EXECUTIVE SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Visitation Analysis
To understand how visitors are using parks,
facilities, and recreation sites in Lake Elsinore,
BerryDunn also analyzed mobility data using
Placer.ai. Placer.ai obtains data from geolocated
devices—such as smartphones—which provide
insights into visitation trends, including popular
visitation times, length of stay, pre- and postvisit travel patterns, and more. BerryDunn reviewed data from September 2, 2023 to August
31, 2024. Data from Placer.ai is anonymous,
aggregated, and verified by data scientists
before delivery; therefore, user data is removed
from any personal information.

BerryDunn compiled the mobility data for five
parks and three centers/sites:
• Summerly Community Park
• Canyon Hills Community Park
• McVicker Canyon Park
• Alberhill Ranch Community Park
• Summerhill Park
• Dream Extreme Neighborhood Center
• Launch Pointe
• Levee Trail
Rosetta was not included in the mobility data
analysis as this City facility is operated by a
concessionaire and is specifically designed to
generate softball revenue and regional interest.

Of the parks, Summerly Community Park had the
most visitors at 142,600. Launch Pointe attracted
the most visitors of all parks and facilities at
152,500.

Capital Improvements
The Capital Improvements list provides a
thorough look into the quality of existing park
assets and the timeline for updates and/or
additions. The team from Kimley-Horn met with
Department staff as they conducted a “park-bypark” workshop, where each existing park and/ or asset in the system was discussed and the
anticipated future plans for each were outlined.

The Capital Improvements list—found in the
Appendix—categorizes items into short term
(one to five years), mid-term (6 to 10 years), and
long term (11 years plus). With careful planning,
the information included in this section of the
report will assist the City in its efforts to help
ensure that infrastructure operation and park
development is as efficient and effective as
possible. The information will enable Department
staff to anticipate future expenses and plan for
appropriate funding of improvements, while
negotiating with well-supported data in a
challenging budget environment.
19 EXECUTIVE SUMMARY

COMPREHENSIVE MASTER PLAN
Park Development and Land Acquisition Standards
Kimley-Horn also compiled park development and land acquisition standards for the City, which are included as Exhibit 3. These guidelines establish standards and criteria for the design and development of improvements to the City’s parks, trails, and open spaces. Guidelines are provided for the following types of amenities:

Ball (diamond) fields Sport courts Landscaping and planting Multi-use (rectangular) fields Trash enclosures Parking areas Playgrounds Wayfinding Paving, walkways, and trails
Exercise equipment Grading and drainage Site lighting
Site furnishings Irrigation Walls and fences
Information regarding parks that are constructed by private developers is also included.

Land and park acquisitions are also covered with details regarding how to approach both with a detailed process for purchasing property. The disposal of parkland is also discussed, including criteria to consider prior to disposal.
20 EXECUTIVE SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
The Lake
The City’s crown jewel, Lake Elsinore is the largest
natural freshwater lake in Southern California,
spanning over 3,000 acres, with a depth of 42
feet and a shoreline of 14 miles. The lake sits
at the terminus of the San Jacinto Watershed,
receiving inflows from the San Jacinto River and
other canyon systems. Lake Elsinore is a terminal
lake; no natural outflow exists except during
overflow conditions into Temescal Wash, which
flows northwest through Temescal Canyon and
eventually into the Santa Ana River.

Lake Elsinore is a hub for boating, kayaking,
wakeboarding, waterskiing, fishing, and nature
watching. Public beaches and the City’s
destination resort, Launch Pointe, offer amenities
such as vintage RV rentals, themed Yurts, pool,
splash pad, picnic areas, boat and kayak rentals,
restaurant, and special events. The City also
hosts extreme sports competitions at the lake.

The lake is the defining feature of the City’s
identity, anchoring its vision to be a place where
people “live, work, and play.” One challenge
facing the lake is the frequency of algae blooms
which impact access to swimming and other
water sports. Recent improvements—such as
the installation of three nano-bubble systems
on barges—have helped restore the lake’s
ecological health and recreational appeal.

Feedback from community engagement
prioritizes lake clean up over new recreational
programming, indicating that water quality
remains a top concern for residents.
• The online engagement tool—Social
Pinpoint—received 179 total comments.

A total of 18 comments focused on the lake,
seven of which requested clean up.
• Pop-up events and focus groups resulted in
over 400 comments. Of those, 38 comments
focused on the lake, with 20 specifically
addressing clean up.
• Of the 403 responses on the Statistically
Valid Survey, 12 comments from open ended
questions focused on the lake with four
specifically highlighting clean up.

To understand the opportunities to activate Lake
Elsinore, BerryDunn recommends a focused master
plan specific to the lake. This lake master plan
should include a statically valid survey, public
engagement, ecological recommendations, and
other key components. A study of this kind also
requires careful coordination with local Tribes,
Army Corps of Engineers, California Department
of Fish and Wildlife, Elsinore Valley Municipal Water
District, Riverside County Flood Control, private
landowners, and community members. Such an
effort would need to address the future of the lake
from the perspective of science, access, recreation,
economic development, and more.
21 EXECUTIVE SUMMARY

COMPREHENSIVE MASTER PLAN
22 EXECUTIVE SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Recommendations
Following community engagement, the conclusion of the statistically valid survey, and the completion of all analysis, BerryDunn led a visioning session with Recreation staff. During this workshop, BerryDunn shared insights regarding parks, facilities, programs, and operations. The discussion led to the creation of recommendations listed in Tables 1 – 3. Recommendations are organized by theme and timing of completion including short term (1 – 3 years), mid-term (4 – 6 years), long-term (7 – 10 years), and ongoing (items that should be started in Year 1 and will be ongoing over the course of the 10-year plan).

The three themes of Connect Community, Create Memorable Experiences, Foster Growth and Efficiencies were formalized as the recommendations were finalized and organized. As part of the annual budget process, all recommendations should be reviewed to determine feasibility and applicability.

This Recreation Master Plan builds on and complements the City’s Dream Extreme 2040 Plan by incorporating many overlapping recommendations. Key alignments include the 2040 Plan’s Aspirations (represented by the icons below), Ideas, Projects, and Plans (IPP), Long-Term Goals (LTG), and Measures of Success (MOS). These shared elements illustrate the strong synergy between the documents and reinforce a cohesive approach to enhancing recreation opportunities in Lake Elsinore.

ASPIRATION 1
Be the destination for the action
sports industry in Southern
California.

ASPIRATION 2
Grow a vibrant and active City
where our residents thrive.

ASPIRATION 3
Foster our natural resources -
the Lake and our surroundings are
the heart of our healthy community.

ASPIRATION 4
Dream Extreme in our City
governance, seeking innovative,
inclusive, and enduring solutions.
23 RECOMMENDATIONS

COMPREHENSIVE MASTER PLAN
Connecting Community
Connecting the community is essential for fostering a sense of belonging, encouraging collaboration, as well as building resilient networks. By effectively connecting the community, the Department can provide opportunities that provide satisfaction, shared purpose, and improved outcomes. Table 1 includes the recommendations related to Connecting the Community.

Table 1: Connect Community Members
Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Evaluate current marketing efforts
to determine impact ✗
Develop outreach plan (including
assessing who the Department
is currently serving based on the
community survey) to connect
with underserved groups
✗
Develop process, schedule, and
implementation plan for creation
and distribution of a program
guide based on feedback from
the community needs assessment
and City Manager’s Office (CMO)
✗
Create new partnerships and cross
market programs and services to
expand offerings and fill gaps in
service
✗
24 LAKE ELSINORE—RECREATION DEPARTMENT
Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Increase and strengthen utilization
of registration system with
additional training
✗
Add digital signage at Launch
Pointe and other priority locations ✗
Complete the development
plan and construct the universal
playground at Christensen Park
✗
In conjunction with Public Works,
evaluate the need for and create
plans to add shade structures and
restrooms to City parks
✗
In conjunction with Public Works,
upgrade older park components
at Yarborough and expand Rosetta
to meet modern standards of
functionality and safety
✗
Develop a master plan for
the Cultural Center to create
opportunities for recreation
programming
✗
COMPREHENSIVE MASTER PLAN 25
Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Upgrade older park components
at Tuscany Hills to meet modern
standards of functionality and
safety
✗
Add additional components
to meet the NRPA benchmarks
based on community needs
including playgrounds, diamond
and rectangular fields, tennis and
volleyball courts, and community
gardens
✗
Increase space for senior
programming and program
equipment
✗
Enhance pedestrian infrastructure
near existing parks to increase
access
✗
Identify pedestrian barriers and
increase walkability in gap areas
where possible
✗
26 LAKE ELSINORE—RECREATION DEPARTMENT
Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Increase marketing efforts around
the quality and usability of the Lake ✗
Create new partnerships to
expand special event offerings ✗
Evaluate the possibility of new
parks as opportunities arise ✗
Expand trail networks to
improve connectivity between
neighborhoods and parks
✗
COMPREHENSIVE MASTER PLAN 27
Creating Memorable Experiences
Providing memorable experiences is essential for building lasting relationships with participants and guests. A truly unforgettable moment goes beyond satisfaction—it sparks joy, ignites curiosity, and forges connections that endure.

The following recommendations offer tangible ways the Department can create experiences that linger in the mind long after the moment has passed. Table 2 includes recommendations related to Create Memorable Experiences.

Table 2: Create Memorable Experiences Recommendations
Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Expand program planning and
evaluation process throughout the
Department
✗
Track retention rates and feedback
from program participants ✗
Advertise for instructors based on
community program needs ✗
Create additional programming
based on community needs from
the survey, including adding
evening opportunities and
community social activities for
active adults as facility, staffing,
and resources allow
✗
28 LAKE ELSINORE—RECREATION DEPARTMENT
Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Strengthen youth and teen
program offerings beyond
athletics
✗
Reimagine existing programming
spaces/evaluate the need for new
indoor spaces
✗
In conjunction with Public Works,
add a splash pad on the north side
of the lake
✗
Reallocate resources to create
new signature special events
(where parking allows) including
festivals, movie nights, cultural
programming, cycling events,
classic car show, dancing, and
food truck festival
✗
Seek/expand partnership for
human-powered watercraft
rental equipment (i.e., kayaks,
paddle boards, canoes, etc.) and
programming
✗
COMPREHENSIVE MASTER PLAN 29
Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Increase senior field trips (as
staffing and resources allow) and
offer additional space to meet
demands
✗
Create advanced levels of popular
programs in the introduction and
growth phases (from the Life Cycle
Analysis) to support long-term
participation
✗
Add multi-generational recreation
center facility with an aquatics
component
✗
Increase family and
intergenerational programming as
space and staffing allows
✗
30 LAKE ELSINORE—RECREATION DEPARTMENT
Foster Growth and Efficiencies
Growth and efficiency are critical pillars for any park and recreation organization aiming to enhance its market position, increase participation, and work to ensure resilience. The recommendations in Table 3 are designed to help the Department pursue sustainable growth while optimizing resources and processes for maximum efficiency. Table 3 includes recommendations related to Foster Growth and Efficiencies.

Table 3: Foster Growth and Efficiencies Recommendations Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Evaluate office spaces and
storage needs following move of
City Hall and the Culture Center
repurposing
✗
Track challenges with insurance
requirements and associated
difficulties attracting and retaining
contractual instructors and share
with Human Resources and City
Manager’s Office
✗
Assign a liaison to coordinate with
and increase partnerships with
schools and afterschool facilities,
and create a single joint use
agreement (or memorandum of
understanding)
✗
COMPREHENSIVE MASTER PLAN 31
Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Increase communication to
strengthen relationships between
Recreation Department and other
City departments, City Manager’s
Office, and partners
✗
Identify and involve all relevant
internal and external stakeholders
in the decision-making process
and establish clear criteria to
evaluate decisions on new parks,
land acquisition, amenities, and
events
✗
Conduct an internal review of
the part-time wage scale and
evaluate vacancies to determine
Department competitiveness in
the market. Coordinate with HR on
future class and compensation
studies.
✗
32 LAKE ELSINORE—RECREATION DEPARTMENT
Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Determine which part-time
positions require a contractor
and which can be part-time City
employees
✗
Investigate field permitting/
reservation options and determine
if current registration system as
a field allocation option could
lead to increasing public access
to athletic fields (scheduling and
lighting)
✗
Create an intergenerational
Friends’ Group (501c3), including
a charter on roles to advocate for
recreation and expand fundraising
✗
Formalize the donation and grant
distribution process, allowing the
Department to keep and use funds
as donors request
✗
Evaluate the need for additional
full-time Recreation staff positions ✗
COMPREHENSIVE MASTER PLAN 33
Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Assess revenue sources and
explore cost-sharing partnerships
to support growth without over
burdening the General Fund
✗
Collaborate with finance to
clarify internal service charges
and shared costs, specifying
which expenses are managed by
the Department and which are
allocated from other departments
such as IT, insurance, or facilities
✗
Work with the City to evaluate the
feasibility of creating a special
district (following the completion
of the Lake Elsinore 2040 plan)
based on passionate Friends’
Group
✗
Conduct a comprehensive cost
recovery study to evaluate how
programs and services are offset
by revenues, enabling equitable
access to services and guiding
future resource allocation and
prioritization
✗
34 LAKE ELSINORE—RECREATION DEPARTMENT
Aspiration
2040 Recommendation Short-Term (1 - 3 yrs)
Mid-Term
(4 - 6 yrs)
Long-Term
(7 - 10 yrs) Ongoing
Increase collaboration with Public
Works and Planning regarding
new parks, facility and amenity
upgrades, and land donations
✗
Conduct periodic reviews of
expenditure trends by category
within each division to identify
opportunities for efficiencies,
particularly in Operations and
Maintenance costs
✗
Provide training to help
Department staff understand the
true cost of services, distinguish
between controllable and
uncontrollable expenses, and
support more informed decisionmaking
✗
Develop a staff training and
professional development plan
to include communication,
leadership, succession planning,
program planning, and project
management
✗
COMPREHENSIVE MASTER PLAN 35
36 RECOMMENDATIONS
LAKE ELSINORE—RECREATION DEPARTMENT

APPENDIX
A. Demographic Profile
BerryDunn reviewed the City’s demographic profile and analyzed household and economic data.

This analysis aims to enhance comprehension of both historical trends and projected changes, providing valuable insights into factors that could impact Lake Elsinore’s planning efforts. It also deepens understanding of the potential market for parks, recreation, and other services by highlighting where and how the community may change.

BerryDunn sourced population, age distribution, income, race/ethnicity, and other household characteristic data from ArcGIS Business Analyst using July 2024 U.S. Census estimates.

BerryDunn also compared California (CA) to U.S. data, where applicable, for additional context.

This analysis features various maps that visually represent demographic information, with data points color-coded by block groups. Block groups are statistical divisions of census tracts used by the U.S. Census Bureau, and they are often used in demographic studies to analyze and understand
finer-scale population characteristics within specific
geographic areas. Each block group consist of approximately 700 residents. Therefore, it’s important to keep in mind that smaller block groups have a higher population density than larger blocks.

Block groups are statistical
divisions of census tracts used by
the U.S. Census Bureau. Each block
group consist of approximately
700 residents. Keep in mind that
smaller block groups have a
higher population density than
larger blocks.

Population Characteristics
In 2024, Lake Elsinore’s population was
estimated at 72,218 residents—a 142.45%
increase from 29,789 residents in 2000.

Projections suggest a slight increase in
population, with an anticipated 75,264
residents by 2029. Lake Elsinore has a slightly
higher male population (50.23%) compared
to the female population at 49.77%.

Figure 2: Population Change (2000 – 2009)
29,789
53,292
72,218 75,264
2000 2010 2024 2029
37 APPENDIX

COMPREHENSIVE MASTER PLAN
Population Growth Rate
The population growth rate from 2024 to 2029 is projected at 0.83% for Lake Elsinore, which is higher than the growth rate in CA (0.09%) and in the U.S. (0.38%). Figure 3 depicts the anticipated population growth rate by block groups. The blue areas suggest where the largest estimated growth will occur over the next five years (up to 13.6%). Conversely, the areas shaded in red show where the population is expected to decrease by up to -0.09%.

Figure 3: Population Growth Rate by Block Groups (2024 – 2029) Source: ArcGIS Business Analyst (2024)
38 A. DEMOGRAPHIC PROFILE
LAKE ELSINORE—RECREATION DEPARTMENT
Age Distribution
In 2024, the median age of Lake Elsinore
residents was 34.8 years, which is younger than
both the median age in CA (38.4) and
the median age in the U.S. (39.3). Overall, age
groups in Lake Elsinore are similarly dispersed
between youth, adult, and young adult,
suggesting a need for more youth programming
(Figure 4). The older adult and senior age groups
are significantly smaller.

Figure 4: Age Distribution (2024)
Youth
(0-19 years)

29.2%
Young Adult
(20-34 years)

21.1%
Adult
(35-54 years)

27.4%
Older Adult
(55-74 years)

18.4%
Senior
(75+ years)

3.9%
Figure 5 shows median age by block groups. Purple and light-purple areas represent the oldest median age block groups (ages 35.5 – 49.7 years), while the blocks shaded in light-orange and orange represent adults with a median age of 29.7 – 32.5 years. Noticeably there is a cluster of younger median age block groups in the downtown area of Lake Elsinore. Additionally, there is a convergence of various median age groups north of Riverside Drive, and just south of State Highway 74, suggesting an opportunity to offer additional programming in this area, which will also align with the City’s initiative to further activate the downtown area.

Figure 5: Median Age by Block Groups (2024)
Source: ArcGIS Business Analyst (2024)
39 A. DEMOGRAPHIC PROFILE

COMPREHENSIVE MASTER PLAN
Age Change Over Time
Over the next five years, Lake Elsinore’s
youth and adult age groups are
expected to decline slightly (-1.93%, and
-0.75%, respectively). Conversely, the
older adult, senior, and young adult age
groups are expected to grow by 0.51%,

1.05%, and 1.13%, respectively, during the
same period.

Household Characteristics
Household characteristics in Lake Elsinore find the community earns a similar median household income to CA and significantly higher than the U.S. (Figure 7). Additionally, less than 9% of the population lives below the federal poverty level.

Figure 7: Household Characteristics (2024)
Median Household Income
Households Below the Poverty Level
$79,068
$94,989
$97,646
USA
Lake Elsinore
CA

8.7%

11.8%
Lake Elsinore
CA
Households Below the Poverty Level
Median Household Income
Households Below the Poverty Level
$79,068
$94,989
$97,646
USA
Lake Elsinore
CA

8.7%

11.8%

12.4%
Lake Elsinore
CA
USA
Figure 6: Age Change Over Time
(2024 - 2029)
-1.93%, Youth, -1,394
-0.75%, Adult , -542

0.51%, Older Adult , 368

1.05%, Senior, 758

1.13%, Young Adult, 816
40 A. DEMOGRAPHIC PROFILE
LAKE ELSINORE—RECREATION DEPARTMENT
Figure 8: Median Household Income by Block Groups (2024) Source: ArcGIS Business Analyst (2024)
Racial Diversity
Lake Elsinore became slightly more diverse from 2010 to 2024 (Figure 9), with the white population decreasing from 60% to 37%. Notably, those who identify as two or more races increased from 6% to 19%, while those who identify as being of Hispanic origin (regardless of race) increased from 48% to 54% (Figure 10). However, only a slight change in diversity is expected over the next five years, with the white population decreasing and all other categories remaining relatively the same.

Figure 9: Change in Racial Diversity (2010 - 2029)
60%
37%
36%
5%
7%
6%
6%
7%
8%
6%
19%
20%
21%
27%
28%
20% 30% 40% 50% 60% 70% 80% 90% 100%
2010
2024
2029
White | Black or African-American | Asian
Two or More Races | Other Races
Figure 8 shows median household
income by block groups. The blue
and light-blue blocks indicate where
the highest income earners ($126,000
– $173,348) reside within the City.

Notably, lower earners ($36,158 –
$65,218) reside west of downtown
and near Launch Pointe.
41 A. DEMOGRAPHIC PROFILE

COMPREHENSIVE MASTER PLAN
Figure 10: Change in Hispanic Population
(2010 - 2029)
48%
54%
56%
2010
2024
2029
Less than 6% of the City’s population speaks
another language besides English as depicted
in Figure 11.

Figure 11: Percent of Population that speaks
languages other than English, 2022
Speak Asian-PI &
English Not Well

0.39%
Speak Spanish &
English Not Well

3.62%
Speak Spanish &
No English

1.13%
Speak Asian-Pacific
Isl & No English

0.07%
42 A. DEMOGRAPHIC PROFILE
LAKE ELSINORE—RECREATION DEPARTMENT
The diversity index from ArcGIS is a measurement that quantifies the variety and distribution of demographic groups within a specific geographic area. Figure 12 displays the diversity index by block groups. Most of Lake Elsinore score high on the diversity index (80 – 89) as indicated in light-blue.

Interestingly, there is a small block group in downtown Lake Elsinore (orange) that has a lower score compared to the rest of the city. This block group is also identified as having a younger median age and lower household income.

Figure 12: Diversity Index (2024) by Block Groups
Source: ArcGIS Business Analyst (2024)
43 A. DEMOGRAPHIC PROFILE

COMPREHENSIVE MASTER PLAN
Disabilities
According to the American Community Survey, 23% of Lake Elsinore’s households include at least one individual who has a disability, which is similar to the percentage in CA (24%), but lower than the U.S. (26%). The findings indicate an opportunity to increase accessibility to parks, programs, and facilities for those with disabilities.

Figure 13: Percentage of Households that include at least One Person with a Disability (2024) 23%
of households
have individuals
with a
disability
44 A. DEMOGRAPHIC PROFILE
LAKE ELSINORE—RECREATION DEPARTMENT
B. Engagement Summary
A key element of the Department’s comprehensive master
plan included gathering feedback from the community,
stakeholders, and staff. The project team offered a variety of engagement options, including:
• Statistically valid survey
• Focus groups with the City Manager’s Office, City Council, staff, partners, and community members
• Online survey for Public Works staff
• Online engagement platform
• Pop-up events
This narrative is divided into external and internal
engagement and summarizes findings from each effort.

Project Brand
To build excitement around the master plan, the project began with the Department bringing together leadership
and several staff to form a Master Planning Committee.

This group took responsibility for many tasks, beginning with generating ideas around the project brand. Starting at project kick-off, the group discussed:
• Individual meaning and value of the project to them and to the Department staff
• Meaning and impact of the project to the Lake Elsinore community • The core purpose and vision of the project
The Master Plan Committee then shared keywords that represented their thoughts, which was followed by a voting activity. After the kickoff meeting, the committee worked through ideas and developed a project brand that closely aligned with the City of Elsinore’s Dream Extreme brand: Dream YOUR Extreme (Figures 14 and 15). Project branding—in both English and Spanish—was used throughout the engagement efforts (Figure 16).

Engagement Themes
Strengths
 Staff
 Dedication and care
for the community
 Special events
 Senior facilities
 Service offerings
(youth and older adults)
Areas of Opportunity
 Process improvement
 Facilities, including office
and storage space
 Internal and external
communication
 Formal performance measures
 Staff professional development
and recognition
45 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
Figure 14: Department Staff Kickoff Meeting Figure 15: Department Staff Kickoff Meeting 46 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Figure 16: Collateral Examples in English and Spanish

Figure 17: Project Collateral
47 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
Engagement Overview
Engagement efforts for Dream YOUR Extreme
revealed many strengths of the Department.

The most significant strength expressed
throughout the engagement was Department
staff dedication. Community, council, and staff
members all commented on staff members’
diversity of talent, dedication, teamwork, and
their level of care for the community.

Engagement participants also agreed that
Department offers great special events and
programming. Several people expressed
their appreciation for activities that unite the
community and help the downtown area thrive.

One person commented that Department staff
“brings quality events to the City.” Concerts,
Trunk or Treat, and Día de los Muertos were all
mentioned as events that the community love.

Another community member stated that they:
“Love the community events and how clean y’all
keep them”.

Older adults also appreciate activities designed
with their needs in mind, such as free lunches,
fitness activities, trips, and arts and crafts. One
participant commented:
“They (Department staff) really care about the
community and their residents. The Department
provides great events and always strive to
make them better.”
Part-time staff were also recognized for their
drive and their commitment to the community
and recreation activities.

Statistically valid survey responses also showed
appreciation for the Department. More than
87% of respondents indicated they have
used a facility in the past 12 months, and 57%
participated in programming in the past year.

The Department also received high scores in the
following areas:

Facilities: Of respondents, 17% rated facilities
as excellent, 55% as good, 24% as fair, and
4% as poor.

Programs: Of respondents, 19% rated
programs as excellent, 56% as good, 22% as
fair, and 3% as poor.

Other areas of strength included:
• Senior facilities and services
• Program offerings for youth
• Parks and facilities, including Launch Pointe
• The lake
To help understand current and future
challenges, BerryDunn also assessed
opportunities for the Department. The most
frequent comment received was regarding
communication within and outside the
Department, including communication with other
City departments and the public.

Some engagement participants shared that
the Department could be more open about
processes, share regular updates, and provide
alerts when plans change. There was concern
about a need to better plan and coordinate
with all involved parties. Some engagement
participants expressed a desire for the
48 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Department to be more transparent about its
processes and coordinate more proactively
with partners. One council member also noted
that commitments sometimes shift, and clearer
communication around these changes would
be beneficial.

Another common request from all engagement
areas was a need for a year-round facility,
especially a pool. Several people requested a
place to take a reprieve from the summer heat,
a pool, and a place where programming can be
expanded—especially camps. An indoor water
park was also frequently mentioned.

Other areas of opportunity shared include the
following:
• External
ū Providing more shade throughout the City
ū Creating additional programming for
children and youth, such as cooking,
visual and performing arts, STEM, day
camps, soccer, and little league baseball
ū Streamlining field scheduling
ū Increasing programming for seniors,
including more trips, arts and crafts,
and wellness activities
ū Addressing homelessness
ū Improving lighting at parks and fields
ū Increasing pedestrian access to trails
and enhancing overall safety
• Internal
ū Improving internal processes, specifically
purchasing supplies, securing City
vehicles, and reimbursing staff
ū Adding storage space at facilities
ū Hiring additional staff
ū Coordinating usage of joint-use facilities
with Lake Elsinore Unified School District
(LEUSD)
In short, the Department has many strengths
that are appreciated by staff in other
departments, City council, and the community;
however, like all agencies that undergo this
level of assessment, there are opportunities for
improvement. The following sections provide
additional details regarding engagement efforts.
49 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
Statistically Valid Survey
To gain a true understanding of community
needs, Department leadership elected to
distribute a statistically valid survey, administered
by BerryDunn’s partner, ETC Institute (ETC). The
survey’s purpose was to help determine parks
and recreation priorities for the community.

Methodology
ETC mailed a survey packet to a random sample
of households throughout the City. Each packet
contained a cover letter, a copy of the survey, and
a postage-paid return envelope. Recipients could
return the survey by mail or complete it online.

After the surveys were mailed, ETC followed
up with invitees to encourage participation. To
help prevent non-residents from participating,
everyone who completed the survey online was
required to enter their home address prior to
submitting their responses. ETC then matched
addresses with those originally selected for the
random sample. If the address from a survey
completed online did not match one of the
addresses selected for the sample, the online
survey was not included in the final database for
this report.

The goal of this initiative was to receive 400
completed surveys; 403 were collected. The
overall results for the sample of 403 residents
have a precision of at least +/-4.9% at a 95% level
of confidence.

This report provides a high-level summary of
key findings; the full report (data and analysis) is
provided in Exhibit 1.

A total of 403 completed surveys from
a random sample of households were
received.
50 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Additionally, responses revealed a high interest
in events with food trucks (72%), at the Winterfest
(59%), and the Lantern Festival and Parade (54%).

ETC also tabulated feedback from those who
have not visited any parks and recreation
facilities during the typical year (13%). Key
findings include the following:
• Of respondents, 43% do not feel safe using
parks/facilities, followed by a lack of features
they want to use (32%), and old and outdated
facilities (25%). Note: based on national data
held by ETC, only 14% of similar communities
list safety as the primary reason why they do
not visit a park.
• Almost three-quarters of participants (73%)
do not know what programs/community
events are offered, 16% are too busy/not
interested, and 13% feel there is a lack of
quality programs.

Participants were also asked to rate their level
of support for several potential actions the City
could take to improve the parks and recreation
system. The actions that received the highest
levels of support are:
• Improve existing parks infrastructure (83%),
• Improve existing trail system; increase
connectivity/accessibility (82%),
• Increase recreation opportunities at the
lake (81%).

Key Findings
The statistically valid survey revealed several findings from respondents:
87% indicated that they have used a facility in the past year. 17% rated facilities as excellent, 55% as good, 24% as fair, and 4% as poor. 57% indicated they have participated in a program/event in a typical year. 19% rated programs as excellent, 56% as good, 22% as fair, and 3% as poor. 63% said recreation facilities, programs, and/or services make Lake Elsinore a more desirable place to live.
67% said recreation facilities, programs, and/or services provide positive social interactions and are physically accessible to all people.
52% said recreation facilities, programs, and/or services help reduce crime and prevent children from getting in trouble.

Participation Support
Of respondents, 36% would like improved
park infrastructure/ 29% would like a pool
51 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
Based on the sum of the top four choices, the
actions that survey participants are most willing
to support with their tax dollars are:
• Improve existing park infrastructure (36%)
• Develop a pool for swim lessons or therapy
programs (29%)
• Increase recreation opportunities at the
lake (22%).

The three programs with the highest percentage
of households that have unmet needs are:
• Community events
• Fitness and wellness
• Hiking and outdoor recreation
When asked to rate the type of programming
that is most important to them respondents
ranked the following as most important:
• Community events
• Fitness and wellness programs
• Active adult programs
• Hiking and outdoor recreation programs
ETC also developed a Priority Investment Rating
(PIR) to help the Department objectively evaluate
the priority that should be placed on recreation
and parks investments. The PIR is detailed further
in the report included in Appendix 1; however,
results demonstrate that the following should
be considered the highest priorities for the
Department:

Programming
Community events
Fitness and wellness programs
Hiking and outdoor recreation programs
Aquatics
Active adult programs
Facilities
Hiking trails
Aquatic/pool facilities
Community gardens
Indoor aquatic/swim facility
Nature centers/environmental learning
centers
Culinary center/test/teaching kitchen
Dog parks
Indoor fitness/exercise center/studios
52 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Internal and External Discovery Sessions Summary
To better understand the Department’s overall current needs, staffing, challenges, and areas of opportunity, BerryDunn focused much of its assessment on conducting interviews with Department leadership, staff, partners, participants, the City Manager’s Office, and council members. During this initial phase, BerryDunn completed nine discovery sessions, both as groups and one-on-one interviews. Public Works staff were also invited to complete an online survey.

Participants were asked similar questions regarding department strengths, opportunities, service offerings, future department and City needs, needed assets, and underserved populations. Below is a brief overview of focus group themes.

Department Strengths
Department staff are dedicated to providing services to Lake Elsinore community members. When asked about department strengths, several participants commented on the talented and dedicated staff, the services they bring, their “desire to make things better through feedback,” and their commitment to put community first. BerryDunn also received several positive comments regarding the following:
• Programming, including trips for older adults
• Special events, including the concert series
• Summer camp
• Parks and facilities
• Senior events and offerings including free lunches
Areas of Opportunity
When asked about areas of opportunity, feedback primarily fell into the following categories:

Programming
Create additional programming, including dance, visual arts, and exercise as well as offering on how to use technology and English as a second language
Increase senior field trips and offering additional space to accommodate demand Add evening programming and community social activities for active adults 53 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
Facilities
Expand programming space
Focus on cleaning the Lake
Create additional shade
Add an aquatics facility or water features, including a water park or public swimming pool, as well as a shallow pool for seniors
Increase access to fields and adding outdoor lighting
Diversify public art
Increase rental equipment (i.e., kayaks, paddle boards, canoes, etc.) Create an indoor facility with a sensory room, club rooms, and a gym, that can also act as an evacuation shelter during fire season
Add more restrooms
Increase fitness equipment for seniors
Add a hang glider landing zone and golf course
Communication
Notify seniors of upcoming events and programming (beyond posting flyers at Senior Center) Make registration easier for seniors
General City Feedback
Increase safety in and around the parks, including addressing homelessness Reduce traffic
Add public transportation
Increase trail/sidewalk connectivity, including around the lake and to downtown Lake Elsinore 54 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Internal and City Feedback
Communication
Increase internal communication between management and staff, including event logistics and management as well as with City partners, including Public Works Proactively notifying Council, staff, and other City departments of any changes and needs Staffing
Reduce reliance on part-time staff, including for large events Increase training, including leadership training, emotional intelligence, and succession planning Processes
Create more efficient budget and purchasing processes
Increase timeliness of employee reimbursements
Fix inconsistencies of City policies that often change from day-to-day Facilities
Increase space for programming, storage, and offices
Create additional shade and indoor facilities
Focus on cleanliness and accessibility of the Lake
Provide new facilities, including an aquatics facility
I believe there should be increased outreach with Hispanic communities. I also think the Department should be more involved with the school district to promote their events and services.
55 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
Future Concerns
In addition to current strengths and
opportunities, BerryDunn asked focus group
participants what challenges the department
and City will face in the next five years. Feedback
fell into the following categories:
• Lake activation
• Population growth and changing
demographics
• Homelessness
• Stability of business/downtown district
Underserved Populations
When asked about underserved populations,
community focus group participants suggested
outreach to teens and commuters, while staff
and internal partners suggested increasing
outreach to the Hispanic and LGBTQ+
communities as well as providing inclusive
access to all residents—regardless of ability. One
individual also suggested more involvement with
the school district.

External Engagement
Pop-Up Booths
To obtain feedback from as many community
members as possible, BerryDunn hosted
five pop-up booths in popular areas and at
community events including:
• Historical downtown Main Street
• Trunk or Treat
• Día de los Muertos
Interactive booths featured dot voting to record
preferences that focused on programming,
facilities, and barriers to participating (Figures
18 and 19). Additionally, participants could
complete a comment card to enter a drawing
to win a project-branded Yeti cooler and a
staycation prize package at Launch Pointe
(Figure 20).

Figure 18: Dot Voting for Programming
56 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Figure 19: Dot Voting for Facilities Figure 20: Project Branded Yeti Cooler 57 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
BerryDunn also hosted an event at Stadium Brewery (Figures 21 and 22). Those who completed a comment card or shared insights via the online engagement site received a complimentary beverage of their choice. In total, 47 people participated and shared 131 comments.

Figure 21: Stadium Brewery Engagement Figure 22: Stadium Brewery Engagement Engagement Events led by Department Staff
To continue to promote the project and obtain community feedback throughout the engagement period, BerryDunn also led a train-the-trainer with Department staff and they held engagement tables at the following events:
• Main Street and Canyon Hills Park
• Public Works Luncheon (staff feedback)
• Elsinore Halloween Festival
• Winterfest
• Dream Extreme Neighborhood Center
• Santa Dash
• Trunk or Treat
Department staff also led “The Future of Lake Elsinore Parks” workshops during after-school programs from December 18 to 20, 2024. Participating youth were encouraged to create a park of the future based on the Dream YOUR Extreme project. Using a variety of materials, such as molding clay, pipe cleaners, felt, and straws, youth designed their ideal park and amenities (Figure 23 and Images below).

I have been living in Lake
Elsinore for nine years and
always attend the community
events. All staff members are
awesome, especially Triston is
the best.
58 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Figure 23: Amenity Wishes from Youth Participating in “The Future of Lake Elsinore Parks” 0 5
10 15
20 Swimming Pool Slides Rock Wall Swings Football Field Splash Pad Key Findings From Pop-Up
Engagements
Nearly 400 comments were received during the
pop-up activities. Feedback from these activities
are summarized in Figures 24 –27.

When asked to identify the greatest needs,
participants identified the following:
• Lake activities
• Camps
• E-sports
• Aquatics center
• Bike park
• Amphitheater
I feel so lucky that my family
has access to so many
beautiful parks and community
events and community center
classes that truly enrich our
lives. Thank you to all of the
wonderful staff who are so
kind and helpful. It would be
amazing to have a big sports.

Complex…for many sports
leagues in L.E.
59 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
Figure 24: Programming Dot Voting Results
0 10
20 30
40 50
Lake
Activities
Camps Esports Adult
Sports
Adaptive Pickleball STEM Wellness
Program
Visual
Arts
Parent
and Tot
Other
Programming
When asked to prioritize facilities, an aquatics center consistently received the highest votes with a bike park trailing significantly behind in second place.

Figure 25: Facility Dot Voting Results
0 10
20 30
40 50
60 70
80 90
100
Aquatics Center
Bike Park
Amphitheater
Fitness Center
Futsal/Soccer Arena
Senior Center
Neighborhood Center
Multi-generational
Community Center
Other
Participation barriers included a lack of awareness as well as safety concerns (Figure 26). 60 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Figure 26: Barriers to Utilizing Department Programs
0 1
2 3
4 5
6 7
8 9
Unaware of
what’s offered
Safety Location
too far
Lack of
features
I want
Lack of
programs
I like to
participate in
Fees are
too high
Language
BerryDunn also reviewed open-ended comments and identified common themes. Participants mentioned parks and maintenance most frequently, which was followed by programming and aquatics (Figure 27). Some of the comments—organized by key themes–are included below.

Figure 27: Comment Card Themes
0 20
40 60
80 100
120
140
Note: BerryDunn has highlighted several comments from participants below; these comments have not been edited to preserve original intent. Comments do not represent the opinions of the consulting team. BerryDunn also recognizes that some of the comments are directed toward Citywide initiatives and are outside of the Department’s purview. 61 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
Parks and Maintenance
• Clean restrooms (multiple comments).
• Better dirt on the baseball fields.
• Better mat on baseball softball dirt (infield),
fix holes in outfield.
• Add more trash cans.
• Improve landscaping.
• Add sports fields.
• Build fewer houses and leave more green
areas since Lake Elsinore is the most beautiful
place there is.
• More parks like Launch Pointe.
• Better parking lot lighting. Lights to stay on
longer on fields.
• Clean the canal that feeds into the lake.
• Allow us to walk through and use Swick and
Matich field.
• Dog park near downtown/lake area.
• Widen the street near the police station.
• Make the outlet into various sport activities
such as virtual golf, indoor cart racing, some
restaurants, batting cages, pubs. A sports
destination.
• Parks should allow more vendors, and
vendors can donate back to the community.
• More swings.
• More parks with restrooms.
• Handball courts.

Programming and Events
Youth
• More affordable activities for children and
youth to participate in the summer.
• Basic life skills for youth.
• Cooking classes for kids.
• Art classes for youth 5 years and younger.
• Programs for parent and tot, kids’ soccer,
and crafts.
• STEM programs.
• Day camps.
• After school activities.
• More soccer, little league baseball.
• Kids sports free volleyball, soccer, basketball.

Kids after school program, tutors.
• More activities for 2-4 years old.

Teens
• Teen activity including games, or athletic
activity.
• Auto, trades for high school graduates.
• Music classes, art classes, with the purpose
of guiding and leading our kids to learn
an activity that at one point could help
them obtain a scholarship for their future
education.
• Poetry or theater classes. Chess club.

Overall activities that will promote the young
population to receive scholarships for college.
62 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Adults
• Love the idea of more wellness programs
especially for working parents.
• Programming for adult activities.
• Adult sports are great! Need more than just
softball.
• Exercise class at 10am.
• Adult basketball league. Mom + young
kids club.

Seniors
• Provide blood pressure testing twice a week.
• No charge for Thanksgiving at lodge and
getting half price on our lunches.
• More activities, trips, and movies at center.
• Fishing trips for seniors. More outings/events.
• Sports.
• Music/bands.
• More trips and a bigger facility to work out.
• A pool to work out in it and a big bus.
• Sewing class for seniors.
• Senior Volley on the lake, already have the
place for it.

Events
• Increase frequency of farmer market.
• Music festival/concerts on Main or park.

Reach out to local artists.
• More park gatherings like movie night for kids
and adults.
• Festival de Día de los Muertos with Lucha Libre
and rides.
• Cultural diversity and Latino involvement.
• Movies in the park. Family involvement.
• Street vendors. Elote and juice carts.
• Maybe more sport events and competitions.
• Jazz fest with lots of food trucks. More family
events.
• Cycling events (road bikes). Brings people
from other cities and could even raise money
for the City.
• Free concerts on the beach.
• More historical events, grand prix, motorcycle
races.
• More outdoor anything, bike/hike trails.
• More classic car shows or a City sanctioned
shooting range for increased revenue.
• Dancing events! With classes.

Facilities
• Rosetta Canyon – We love a pool for the hot
summer days.
• Kids water park.
• More parks and splash pads for the kids.
• Summer pass to splash park at Launch
Pointe.
• More pickleball courts.
• Public recreation center could incorporate a
City pool and fitness center in all all-in-one
location.
63 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
• Aquatic center with water park/slides. With
it being hot most of the year this would be a
hit! Citizens could get a discount and charge
full price for out of City guests. Revenue to the
City and families/community together.
• We need a waterpark in Lake Elsinore ASAP!
• Really nice staff. Maybe adding pools would
be nice for families and friends.
• Love Elsinore but an aquatics park/pools
would be a great addition to the City.
• Have open pools during the summer or water
fountains.
• We would like the City to consider an aquatic
center just north of outlet center, great
freeway exposure.
• Indoor sports complex with rock climbing
wall, track, and other things to do when it’s
too hot outside in the summer.
• More space in the larger exercise center.
• An activity center for older people that is
larger than this one.
• Larger community center for seniors. Larger
annex for classes.
• Please build more baseball fields.
• Community recreation centers. A community
rec center in central LE would be awesome!
Maybe build a rec center near storm stadium
for youth athletes. Baseball, football, soccer
fields, batting cages, pitching machines,
snack bar.

General
• Music classes, finance, emotional intelligence,
health, and other workshops for toddlers to
adolescents.
• Love to see more activities posted.
• Family enrichment programs for all ages.
• Bring art to the community!
• Archery. Pickleball. Swimming. Beer events.
• We need to highlight the lake as Dream
Extreme! Do an extreme event! Boat drag
race. Jet ski trick event and put it all over
social media. We have done great with dirt
bikes and skydiving. Time to highlight the
lake in the Dream Extreme way! Then post the
after on social media!
• The summer program is great, and we would
love it all year-round.
• I would love to see recreational pools and
aquatic centers! Also, family center and
music program.
• Swimming lessons for all ages.

I would love to see recreational pools
and aquatic centers! Also family
center & music program.
64 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Online Engagement Platform
The Department also utilized BerryDunn’s online
platform, Social Pinpoint, to gather additional
community feedback. Social Pinpoint’s
engagement features allow agencies to easily
collect and analyze feedback from a range of
community stakeholders, including residents,
partners, customers, and business owners.

The Social Pinpoint site for the Department’s
Dream YOUR Extreme Plan was active from
October 2024 to January 2025, and the site
received more than 1,100 visits. During this time,
the site generated 179 contributions from 88
contributors, including 140 ideas wall responses,
23 interactive mapping tool comments, and 16
budget prioritization tool responses.

As is often found in community engagement,
members often do not know what is managed
by each department. This analysis includes
feedback that directly pertains to the
Department as well as the City.

Online Engagement by the Numbers
1,132 Site Visits
812 Visitors
179 Total Contributions
88 Total Contributors
140 Ideas Wall Comments
23 Interactive Mapping Tool Comments
16 Budget Prioritization Tool Responses
Figure 28: Department Social Pinpoint Landing Page
65 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
Ideas Wall
Respondents were asked to provide suggestions for parks, trails, and open spaces; programs and activities; and the Lake. Figure 29 reflects the distribution of comments by category.

Figure 29: Ideas Wall Comment Distribution
Parks/Trails/
Open Space
54%
Programs and
Activities
38%
The Lake
8%
Ideas Walls Suggestions
Comments received from the ideas wall fell into several categories (facilities, programs and events, and general).

Facilities
• Improve sports facilities, particularly for youth,
with an emphasis on softball and baseball
fields to accommodate growing interest,
especially among girls.
• Create a multi-use sports complex, featuring
fields for various sports, such as soccer,
basketball, and softball.
• Add fencing around parks, especially
inclusive playgrounds for children with autism
and seating for parents
• Add walking trails, hiking paths, and other
natural recreational areas, particularly
around the lake.
• Create dog parks with water features and
shaded areas.
• Develop water attractions like splash pads or
free pools to address.
• Add skate parks and water parks (e.g., a surf
park) to cater to a broad range of interests,
• Revitalize the Links at Summerly golf course.
• Transform landmarks like the hilltop A-frame
house into parks.
• Create turf soccer fields for year-round use.
• Add aquatics center, ice rink, outdoor fitness
stations, and family-friendly entertainment
hubs.
66 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
• Upgrade playgrounds, including interactive
and sensory-friendly equipment at Rosetta
Canyon Sports Park.
• Develop mountain bike pump tracks and
motocross parks.
• Add batting cages at Canyon Hills
Community Park and pickleball courts at
Serenity Park.
• Develop an indoor sports complex that
would house soccer fields, basketball courts,
running tracks, and swimming pools for yearround fitness. • Increase greenery, shaded areas, and
improved landscaping to further enhance
these spaces.
• Preserve open spaces around the lake as
regional parks—while maintaining their
natural beauty.
• Add skating rinks, skateparks, and youth
centers that provide climate-controlled
environments for year-round use, particularly
during the hot summer months.
• Add lighted to tennis courts, a disc golf
course, and a multi-sport complex with tracks
and courts.

Programming and Events
• Add more opportunities for organized sports
and events.
• Launch a poppy festival.
• Create family-oriented events like summer
movie nights, festivals, and educational
programs led by park rangers.
• Host Dragon Boat Racing and water sports.
• Offer aquatics programming including
swimming lessons, swim teams, and water
polo.
• Add adaptive programs.
• Offer free or affordable youth sports
programs to help ensure inclusivity and
promote physical activity.
• Create parent/child art classes, yoga, coding,
dance, and music lessons.
• Offer parent-friendly scheduling and
childcare options to make programs
accessible to working families.
• Create food truck festivals, farmers markets,
live music, and competitions for extreme
sports, such as BMX and skateboarding.

General
• Improve safety by creating dedicated,
fenced bike/pedestrian lanes to protect
children traveling to parks and adding
security cameras to monitor for drug use and
homeless activities.
• Add natural spaces, include native plantings,
like milkweed, to attract wildlife (e.g.,
monarch butterflies) and creating cooler,
shaded areas for visitors.
• Add public art such as murals.
• Provide access to Rosetta Canyon Sports Park
baseball fields for casual use.
• Improve maintenance and lighting in spaces
like McVicker Canyon Park’s skatepark.
• Install dog refuse bag stations and trash cans
along trails.
67 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
The Lake
Contributors also shared significant feedback regarding Lake Elsinore’s water quality and the Lakes potential for various recreational activities like paddleboarding, kayaking, sailing, and swimming.

Participants emphasized the lake as a key attraction for the City but pointed out that the surrounding beaches could use increased maintenance and upkeep. Suggestions included organizing a volunteer cleanup event to promote environmental awareness, installing trash cans along the beaches, and expanding kayak rentals to more locations around the lake, not just at the boat launch.

Mapping Tool
The interactive mapping tool allowed community members to share their feedback and suggestions regarding parks and recreation around the City of Lake Elsinore. Respondents were able to pin their comments to their desired locations within City boundaries anonymously and view other submissions on the platform. A total of 23 comments were received, and the distribution of comments can be seen in Figure 30.

Figure 30: Map Comments Overview
68 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
Suggestions are categorized by parks and facilities, programming and events, and general:

Parks and Facilities
• Splash pads, skate arenas, water play areas,
and a whitewater park.
• Park upgrades, including interactive, inclusive
playgrounds equipped with sensory-friendly
elements.
• Shaded areas.
• Toddler-friendly features.
• Multi-use spaces that host both casual and
organized activities.
• Parks designed for children with disabilities.

Outdoor seating.
• Event areas.
• Multi-use sports facility, including openaccess baseball fields, tennis courts, and year-round aquatic center.
• Walking path.

Programming and Events
• Concerts and movies.
• Yoga.
• Fitness.

General
• Safe bike lanes.
• Trash cans.
• Dog waste refuse stations and enforcement
of pet-related regulations.
• A larger community library with adult
workshops, children’s programs, and familyfriendly activities 69 B. ENGAGEMENT SUMMARY

COMPREHENSIVE MASTER PLAN
Budget Responses
The final online component was the budgeting tool. This feature gathered insights on how stakeholders would prioritize funding for a variety of Department project priorities. Participants were given a virtual budget of $100 to allocate to five priorities (Figure 31). A total of 16 responses were received, resulting in a combined budget allocation of $1,437. Among the priorities, building new recreation facilities received the most funding with an allocation of $673, or 46% of the total budget allocation. The implementation of improvements to existing amenities was the second highest priority, with respondents allocating $237, or 16% of the total budget allocation.

Figure 31: Summary of Budget Responses
$146 $158
$223 $237
$673
Purchase additional
land for conservation
Add new passive
recreation amenities
throughout the City
Add programming
options/classes
Implement
improvements to
existing amenities
Build new recreation
facilities
70 B. ENGAGEMENT SUMMARY
LAKE ELSINORE—RECREATION DEPARTMENT
C. Financial Assessment
As part of this master planning process,
BerryDunn reviewed the Department’s financials.

This analysis included a detailed look at
budgeted expenditures and actual revenues for
FY2021 – 2022, FY2022 – 2023, and FY2023 – 2024.

The financial review revealed significant growth
in the Department’s overall budget, increasing by

36.2% over the three fiscal years, from $3,569,350
to $4,858,450. This growth was driven primarily
by substantial increases in Salaries and Benefits,
which accounted for 56.6% of total expenditures,
and steady increases in Charges for Service,
contributing 22.2%. In contrast, Operations and
Maintenance costs remained relatively stable,
reflecting consistent investment in facilities and
programs.

Actual revenues also increased significantly,
rising by 61.3% from $609,893 in FY2021–2022
to $983,608 in FY2023–2024. The Community
Center generated the largest portion of revenues
over the three years, followed by the Recreation
Division. Revenue growth at the Neighborhood
Center was particularly notable, increasing
from less than $1,000 in FY2021–2022 to nearly
$119,000 in FY2023–2024, reflecting increased
participation and service delivery.

A detailed analysis by division showed that the
Recreation Division consistently accounted for
the largest share of expenditures, followed by the
Community Center. Notably, the Neighborhood
Center experienced the highest proportional
growth, with its budget increasing by 61.6%,
while the Senior Center saw a 41.2% increase,
highlighting the City’s growing focus on these
areas.

Based on these findings, BerryDunn offers the
following high-level recommendations to guide
the Department in managing its financial growth
effectively:
• Given the significant growth across all
divisions, the Department should consider
implementing budget breakouts by division
to provide greater clarity on resource
allocation and prioritize areas with the most
significant growth.
• Periodic reviews of expenditure trends by
category within each division should also
be conducted to identify opportunities for
efficiencies, particularly in Operations and
Maintenance costs, which have remained
stable or declined in some areas.
• Monitoring the long-term sustainability of
the financial model is essential, including
assessing revenue sources and exploring
cost-sharing partnerships to support growth
without overburdening the General Fund.
• A comprehensive cost recovery study should
be undertaken to evaluate how program and
service costs are offset by revenues, enabling
equitable access to services and guiding
future resource allocation and prioritization.
• Improve transparency in accounting and
cost allocation to help Department staff
better understand the true cost of services,
distinguish between controllable and
uncontrollable expenses, and support more
informed decision-making.
71 C. FINANCIAL ASSESSMENT

COMPREHENSIVE MASTER PLAN
Budget by Division
The Department’s operating budget is spread across four primary divisions: Recreation, Community Center, Senior Center, and Neighborhood Center. Of these divisions, Recreation is by far the largest, accounting for 37.7% of total expenditures from FY2021 – 2022 to FY2023 – 2024, with $4,782,450 allocated over the three years. The Community Center is the next largest, contributing 25.5% of the budget with $3,230,580 in expenditures during this same period. The Neighborhood Center accounted for 20.0% of expenditures, totaling $2,540,640, while the Senior Center made up 16.8% of expenditures with $2,129,770.

Figure 32 shows the proportional amount of total budget for each division for the three years in this analysis.

Figure 32: Proportion of Budget FY 2021-2022 to FY 2023-2024 Recreation
38%
Community
Center
25%
Senior Center
17% Neighborhood
Center
20%
Between FY2021 – 2022 and FY2023 – 2024, the Department’s total budget increased steadily, from $3,569,350 to $4,858,450, reflecting a 36.2% overall growth. Table 4 details budgets for each of these years. Figure 33 shows this information in graphic form. 72 C. FINANCIAL ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Table 4: Recreation Department Budget by Function
Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
Recreation $1,322,960 $1,577,260 $1,882,230
Community Center $1,020,230 $1,096,610 $1,113,740
Senior Center $584,640 $719,500 $825,630
Neighborhood Center $641,520 $862,270 $1,036,850
Total $3,569,350 $4,255,640 $4,858,450
Figure 33: Recreation Department Budget by Function
Recreation Community Center Senior Center Neighborhood Center Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
$-
$400,000
$200,000
$800,000
$600,000
$1,200,000
$1,000,000
$1,600,000
$1,400,000
$2,000,000
$1,800,000
The Recreation Division consistently accounted for the largest share of expenditures, starting at $1,322,960 in FY2021 – 2022 and increasing by 42.3% to $1,882,230 in FY2023 – 2024. The Community Center, while the second-largest area, grew more modestly, with its budget rising 9.2% from $1,020,230 to $1,113,740 during the same period.

The Senior Center and Neighborhood Center saw significant proportional growth. The Senior Center’s budget increased by 41.2%, from $584,640 to $825,630, while the Neighborhood Center experienced the highest growth rate, with a 61.6% increase from $641,520 to $1,036,850. 73 C. FINANCIAL ASSESSMENT

COMPREHENSIVE MASTER PLAN
Budget by Expense Object
The Recreation Department’s budget is broken into three Expense Object categories: Salaries and Benefits, Operations and Maintenance, and Charges for Services. Figure 34 shows the proportional amount of total budget for each Expense Object for the three years in this analysis.

Figure 34: Proportion of Budget Expense Category FY 2021-2022 to FY 2023-2024 Salaries and
Benefits
57%
Operations and
Maintenance
21%
Charges for
Service
22%
Salaries and Benefits account for the majority of the budget for this time period, totaling $7,183,650, or 56.6% of all expenditures over the three years. This category includes various line items such as full-time and part-time wages, medical and vision insurance, retirement contributions, and worker’s compensation.

Operations and Maintenance represents $2,680,990, or 21.1% of the budget, reflecting expenditures related to essential services and programs. This includes costs for outside services, rental equipment, special events and programs, training and travel, advertising and promotions, and office supplies.

Charges for Services contribute $2,818,800, or 22.2% of the budget, covering areas such as insurance, information systems, support services, fleet, and facilities.

Table 5 details total Recreation Department’s budgets for each category for FY2021-2022 to FY2023- 2024. Figure 35 shows this information in graphic form. 74 C. FINANCIAL ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Table 5: Recreation Budget by Expense Category
Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
Salaries and Benefits $1,860,450 $2,398,530 $2,924,670
Operations and Maintenance $853,570 $920,820 $906,600
Charges for Service $855,330 $936,290 $1,027,180
Total $3,569,350 $4,255,640 $4,858,450
Figure 35: Recreation Department Budget by Expense Category Salaries and Benefits Operations and Maintenance Charges for Service Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
$-
$500,000
$1,500,000
$1,000,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
Salaries and Benefits consistently account for the largest portion of the budget, growing from $1,860,450 in FY2021 – 2022 to $2,924,670 in FY2023 – 2024, an increase of 57.2%. Operations and Maintenance expenditures have remained relatively steady, starting at $853,570 in FY2021 – 2022, peaking slightly at $920,820 in FY2022 – 2023, and settling at $906,600 in FY2023 – 2024. Charges for Service have shown consistent growth, increasing from $855,330 in FY2021 – 2022 to $1,027,180 in FY2023 – 2024, a rise of 20.1%.

In the fiscal years analyzed, the Department allocated 56.6% of its operating budget to Salaries and Benefits. This proportion aligns with national benchmarks; for instance, the NRPA 2023 Agency Performance Report states that staffing costs typically account for 55% of a park and recreation agency’s operating budget. This suggests that Lake Elsinore’s expenditure on personnel is consistent with industry standards.
75 C. FINANCIAL ASSESSMENT

COMPREHENSIVE MASTER PLAN
Recreation
The Recreation Division has seen consistent and significant growth in its budget over the three fiscal years, increasing from $1,322,960 in FY2021-2022 to $1,882,230 in FY2023 – 2024—a 42.3% overall increase. Table 6 details Recreation budgets for each category for FY2021 – 2022 to FY2023 – 2024.

Figure 36 shows this information in graphic form.

Table 6: Recreation Division Budget by Expense Category Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
Salaries and Benefits $942,080 $975,780 $1,227,770
Operations and Maintenance $185,650 $382,150 $385,000
Charges for Service $195,230 $219,330 $269,460
Total $1,322,960 $1,577,260 $1,882,230
Figure 36: Recreation Division Budget by Expense Category Salaries and Benefits Operations and Maintenance Charges for Service Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
$-
$200,000
$600,000
$400,000
$800,000
$1,000,000
$1,200,000
$1,400,000
The Recreation Division’s growth was driven primarily by an increase in Salaries and Benefits, which rose from $942,080 to $1,227,770. Operations and Maintenance experienced the most proportionally significant growth between FY2021 – 2022 and FY2022 – 2023, more than doubling from $185,650 to $382,150. However, this category stabilized in FY2023 – 2024, with a slight increase to $385,000.

Charges for Service grew steadily over the three years, rising from $195,230 in FY2021 – 2022 to $269,460 in FY2023 – 2024. The increase in Salaries and Benefits for the Recreation Division in FY2023– 2024 is partly due to the launch of the EXCEL program.
76 C. FINANCIAL ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Community Center
The Community Center’s budget experienced moderate growth over the three fiscal years, increasing from $1,020,230 in FY2021-2022 to $1,113,740 in FY2023 – 2024—a total increase of 9.2%. Table 7 details Community Center budgets for each category from FY2021 – 2022 to FY2023 – 2024. Figure 37 shows this information in graphic form.

Table 7: Community Center Budget by Expense Category
Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
Salaries and Benefits $359,270 $517,470 $582,580
Operations and Maintenance $459,440 $352,640 $340,980
Charges for Service $201,520 $226,500 $190,180
Total $1,020,230 $1,096,610 $1,113,740
Figure 37: Community Center Budget by Expense Category
Salaries and Benefits Operations and Maintenance Charges for Service Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
$-
$100,000
$300,000
$200,000
$400,000
$500,000
$600,000
$700,000
Growth in the Community Center’s budget was primarily driven by increases in Salaries and Benefits, which rose from $359,270 in FY2021 – 2022 to $582,580 in FY2023 – 2024, reflecting a 62.2% increase.

Operations and Maintenance declined over the three years, dropping from $459,440 in FY2021 – 2022 to $340,980 in FY2023 – 2024, a reduction of 25.8%. Charges for Service, meanwhile, fluctuated, growing from $201,520 in FY2021 – 2022 to $226,500 in FY2022 – 2023, before decreasing to $190,180 in FY2023 – 2024.
77 C. FINANCIAL ASSESSMENT

COMPREHENSIVE MASTER PLAN
Senior Center
The Senior Center’s budget has shown steady grown over the three fiscal years, increasing from $584,640 in FY2021 – 2022 to $825,630 in FY2023 – 2024—a total increase of 41.2%. Table 8 provides details of the Senior Center budgets by category for FY2021-2022 to FY2023-2024, while Figure 38, below, illustrates these trends graphically.

Table 8: Senior Center by Expense Category
Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
Salaries and Benefits $258,900 $374,510 $425,650
Operations and Maintenance $46,180 $49,980 $47,820
Charges for Service $279,560 $295,010 $352,160
Total $584,640 $719,500 $825,630
Figure 38: Senior Center Budget by Expense Category
Salaries and Benefits Operations and Maintenance Charges for Service Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
$-
$50,000
$150,000
$100,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
The primary driver of growth in the Senior Center’s budget is Salaries and Benefits, which increased significantly from $258,900 in FY2021 – 2022 to $425,650 in FY2023 – 2024, a 64.4% rise. Charges for Service also contributed substantially to the overall budget growth, rising from $279,560 to $352,160 over the three-year period, reflecting a 25.9% increase. Operations and Maintenance, however, remained relatively stable, increasing slightly from $46,180 in FY2021 – 2022 to $49,980 in FY2022 – 2023 before decreasing to $47,820 in FY2023 – 2024.
78 C. FINANCIAL ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
The increase in staffing costs at the Senior Center is partially attributable to the addition of the ARISE program, which provides specialized services for individuals with special needs and reflects the City’s efforts to expand inclusive programming.

Neighborhood Center
The Neighborhood Center experienced the highest percentage growth among the divisions, with its budget increasing from $641,520 in FY2021 – 2022 to $1,036,850 in FY2023 – 2024—61.6% growth. Table 9 provides a breakdown of the Neighborhood Center budgets by category, and Figure 39, below, illustrates these trends graphically.

Table 9: Neighborhood Center Budget by Expense Category Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
Salaries and Benefits $300,200 $530,770 $688,670
Operations and Maintenance $162,300 $136,050 $132,800
Charges for Service $179,020 $195,450 $215,380
Total $641,520 $862,270 $1,036,850
Figure 39: Neighborhood Center Budget by Expense Category Salaries and Benefits Operations and Maintenance Charges for Service Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
$-
$100,000
$300,000
$200,000
$400,000
$500,000
$600,000
$700,000
$800,000
The most significant driver of this growth is Salaries and Benefits, which rose from $300,200 in FY2021 – 2022 to $688,670 in FY2023 – 2024, reflecting an increase of 129.4%. Charges for Service also grew steadily, increasing from $179,020 to $215,380 over the three years, a 20.3% rise. Operations and 79 C. FINANCIAL ASSESSMENT

COMPREHENSIVE MASTER PLAN
Maintenance decreased over the period, dropping from $162,300 in FY2021 – 2022 to $132,800 in FY2023 – 2024, a reduction of 18.2%.

Revenues by Division
In addition to analyzing budgeted expenditures, BerryDunn reviewed actual revenues generated by each division of the Recreation Department for FY2021–2022 through FY2023–2024. This review provides important context for understanding the Department’s financial position and cost recovery potential across service areas.

The Recreation Department’s actual revenues from FY2021–2022 to FY2023–2024 totaled $2,131,215 and were generated across four primary divisions: Recreation, Community Center, Senior Center, and Neighborhood Center. Of these, the Community Center generated the highest share, bringing in $1,060,548, or 49.8% of all departmental revenues. The Recreation Division followed, contributing $782,489, or 36.7% of the total. The Neighborhood Center, which saw rapid growth in recent years, generated $206,605 (9.7%), while the Senior Center contributed $81,573 (3.8%) during the same period.

Figure 40 illustrates the proportion of total revenues by division across the three years analyzed.

Figure 40: Proportion of Revenues FY 2021-2022 to FY 2023-2024 Recreation
37%
Community
Center
50%
Senior Center
4%
Neighborhood
Center
9%
Between FY2021–2022 and FY2023–2024, the Department’s total actual revenues increased from $609,893 to $983,608, reflecting a 61.3% overall growth. This growth was driven primarily by increases in revenue from the Recreation and Neighborhood Center divisions, with Recreation revenues more than doubling in FY2023–2024 alone. Table 10 below, details actual revenues by division for each of the three years. Figure 41 presents this information in graphic form. 80 C. FINANCIAL ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Table 10: Recreation Department Revenues by Function
Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
Recreation $195,273 $114,479 $472,737
Community Center $358,761 $326,211 $375,577
Senior Center $55,014 $10,215 $16,344
Neighborhood Center $845 $86,810 $118,950
Total $609,893 $537,715 $983,608
Figure 41: Recreation Department Revenues by Function
Recreation Community Center Senior Center Neighborhood Center Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
$-
$100,000
$50,000
$200,000
$150,000
$300,000
$250,000
$400,000
$350,000
$500,000
$450,000
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COMPREHENSIVE MASTER PLAN
Recreation Division Revenues
Recreation Division revenues fluctuated over the three-year period, totaling $782,489 from FY2021– 2022 to FY2023–2024. Revenues declined from $195,273 in FY2021–2022 to $114,479 in FY2022–2023 before increasing significantly to $472,737 in FY2023–2024. This spike in the most recent year was primarily due to a one-time grant reflected in the Reimbursements category, which rose sharply from $83,659 in FY2022–2023 to $438,774 in FY2023–2024. Fees, Licenses & Permits contributed a smaller but steady share of revenues, ranging from $28,382 to $57,083 across the three years. The Other category remained minimal, accounting for less than $2,500 in any given year.

Table 11 details the Recreation’s actual revenues by category for FY2021–2022 through FY2023–2024.

Figure 42 presents this information in graphic form.

Table 11: Recreation Division Revenues
Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
Other $240 $2,438 $1,001
Reimbursements $137,950 $83,659 $438,774
Fees, License & Permits $57,083 $28,382 $32,962
Total $195,273 $114,479 $472,737
Figure 42: Recreation Division Revenues by Category
Other Reimbursements Fees, License & Permits
Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
$-
$50,000
$150,000
$100,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
82 C. FINANCIAL ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Community Center Revenues
The Community Center generated the highest overall revenue among all divisions, totaling $1,060,548 between FY2021–2022 and FY2023–2024. Annual revenues remained relatively stable over the three years, with a slight dip in FY2022–2023 before increasing to a high of $375,577 in FY2023–2024.

Contracted Classes and Park Rentals were the most consistent and substantial sources of revenue.

Contracted Classes increased steadily, from $105,568 in FY2021–2022 to $123,501 in FY2023–2024. Park Rentals peaked in FY2022–2023 at $132,875 before dropping slightly to $105,761 in the final year. Field & Lights Rentals saw the most fluctuation—declining sharply from $126,177 in FY2021–2022 to $71,402 in FY2022–2023 before rebounding to $137,739 in FY2023–2024. Revenues from Facilities Rentals, NonResidential Fees, and Donations were comparatively small but stable.

Table 12 details the Community Center’s actual revenues by category for FY2021–2022 through FY2023– 2024. Figure 43 presents this information in graphic form.

Table 12: Community Center Revenues
Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
Contracted Classes $105,568 $113,774 $123,501
Donations $3,500 $1,020 $927
Facilities Rentals $2,910 $6,448 $7,040
Field & Lights Rentals $126,177 $71,402 $137,739
Non Residential Fee $490 $692 $609
Park Rental $120,116 $132,875 $105,761
Total $358,761 $326,211 $375,577
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COMPREHENSIVE MASTER PLAN
Figure 43: Community Center Revenues by Category Senior Center Revenues Contracted Classes Donations Facilities Rentals Field & Lights Rentals Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
$-
$40,000
$20,000
$80,000
$60,000
$120,000
$100,000
$160,000
$140,000
Non Residential Fee Park Rental
Senior Center Revenues
The Senior Center generated the lowest total revenue among all divisions, with $81,573 collected between FY2021–2022 and FY2023–2024. Revenues declined sharply from $55,014 in FY2021–2022 to $10,215 in FY2022–2023, before increasing slightly to $16,344 in FY2023–2024. The high revenue in FY2021–2022 was largely due to a one-time Reimbursement from Measure Z totaling $51,880, which was not repeated in subsequent years. Excluding that amount, the division’s core revenues have grown modestly over the period. In FY2023–2024, growth was supported by increases in Excursion fees ($3,219), Grants ($5,000), and Miscellaneous Revenues ($6,186). Smaller contributions came from Contracted Classes and Facilities Rental, with Donations playing a negligible role.

Table 13 details Senior Center revenues by category from FY2021–2022 through FY2023–2024. Figure 44 provides a visual summary of this data.
84 C. FINANCIAL ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Table 13: Senior Center Revenues
Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
Contracted Classes $553 $70 $1,939
Facilities Rentals $- $475 $-
Donations $50 $- $-
Excursion $646 $1,718 $3,219
Grants $- $3,000 $5,000
Miscellaneous Revenues $1,885 $4,953 $6,186
Reimbursement Measure Z $51,880 $- $-
Total $55,014 $10,215 $16,344
Figure 44: Senior Center Revenues by Category
Contracted Classes Facilities Rentals Donations Excursion Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
$-
$20,000
$10,000
$40,000
$30,000
$60,000
$50,000
Grants Miscellaneous Revenues Reimbursement Measure Z
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COMPREHENSIVE MASTER PLAN
Neighborhood Center Revenues
The Neighborhood Center experienced the most rapid revenue growth among all divisions, increasing from just $845 in FY2021–2022 to $118,950 in FY2023–2024—an extraordinary rise driven by the expansion of Contracted Classes. This revenue category grew from $835 in FY2021–2022 to $86,326 in FY2022–2023, then further increased to $118,300 in FY2023–2024. This increase is due to the limited time the Center was open prior to the pandemic. Non-Residential Fees also grew modestly during this period, from $10 in FY2021–2022 to $650 by FY2023–2024. While relatively small in dollar terms, the consistent upward trend in both categories suggests increased participation and service use at the Neighborhood Center.

Table 14 presents actual Neighborhood Center revenues by category from FY2021–2022 through FY2023–2024. Figure 45 displays these trends visually.

Table 14: Neighborhood Center Revenues
Adopted FY
2021-2022
Adopted FY
2022-2023
Adopted FY
2023-2024
Contracted Classes $835 $86,326 $118,300
Non Residential Fee $10 $484 $650
Total $845 $86,810 $118,950
Figure 45: Neighborhood Center Revenues by Category
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
Actual FY
2021-2022
Actual FY
2022-2023
Actual FY
2023-2024
Contracted Classes Non Residential Fee
86 C. FINANCIAL ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Recommendations
The following recommendations are intended to support the Recreation Department in managing continued growth, improving financial transparency, and aligning resources with community needs and departmental priorities.
• Conduct Periodic Reviews of Expenditure Trends: To help ensure that resources are being allocated effectively, the Department should establish periodic reviews of expenditure trends by category within each division. This will help identify opportunities for efficiencies, particularly in areas such as Operations and Maintenance, where costs have remained steady or declined in some divisions.
• Focus on Operational Efficiency: As Operations and Maintenance costs have varied across divisions, the Department should explore opportunities to improve operational efficiency. Investing in technology, streamlining processes, and leveraging shared resources could help maintain high levels of service while managing costs effectively.
• Monitor Long-Term Sustainability: With rapid budget growth, it is critical for the Department to monitor the long-term sustainability of its financial model. This includes assessing revenue sources and identifying areas where additional funding or cost-sharing partnerships could support continued growth without overburdening the General Fund. • Conduct a Cost Recovery Study: The Department should undertake a comprehensive cost recovery study to evaluate how program and service costs are offset by revenues. This will help identify opportunities to adjust fees or identify subsidies for programs, helping ensure equitable access while maintaining financial sustainability. A cost recovery framework can also guide decisions on resource allocation and prioritization.
• Enhance Accounting Transparency and Clarify Cost Allocation: To support better financial planning and internal decision-making, the Department should work with the City’s finance team to improve transparency around internal service charges and shared costs. This includes clearly identifying which expenses are directly controlled by the Recreation Department and which are allocated from other departments (e.g., IT, insurance, facilities). Improving the visibility of these charges will help Department staff better understand the true cost of service delivery, evaluate program performance, and advocate more effectively for resources. Where possible, expenses should be assigned to the appropriate division or program to reflect actual usage and support more accurate cost recovery analysis.
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COMPREHENSIVE MASTER PLAN
D. System Inventory
The Department oversees a robust park system that enhances the community’s quality of life by providing diverse recreational opportunities and preserving natural spaces. Lake Elsinore boasts approximately 456 acres of parkland across 32 outdoor spaces, offering a wide range of recreational opportunities.

Key recreational areas include:
• Launch Pointe: A special-use park and regional attraction that includes an RV park, restaurant, campground, and boat launch facilities on Southern California’s largest naturally occurring freshwater lake, “Lake Elsinore”.
• Canyon Hills Community Park: Features baseball fields, soccer fields, basketball courts, playgrounds, and a splash pad.
• Rosetta Canyon Sport Park: Offers a softball field complex, multi-purpose fields, basketball courts, tennis courts, and a dog park.
• Lake Elsinore’s Riverwalk: A 2.75 mile pedestrian path along the Temescal Wash from the Lake’s shoreline to Riverside Drive, enhancing local access and community interaction.

The City’s parks and recreation provisions are designed to promote physical activity, social interaction, and overall well-being, making them a vital part of Lake Elsinore’s community fabric. These ongoing efforts energize the lakefront area and creating community, providing residents and visitors with beautiful spaces for sports, walking, passive and active recreation, and lake views.

The purpose of this system inventory and level of service analysis was to assess how the parks and facilities in Lake Elsinore currently meet the needs of the community. This analysis serves as a benchmark for evaluating the current level of service and guiding future planning efforts. When combined with additional insights from surveys, focus groups, and stakeholder feedback, it helps identify service gaps and opportunities for enhancements. 88 D. SYSTEM INVENTORY
LAKE ELSINORE—RECREATION DEPARTMENT
Figure 46: System Map
Classification System
A well-rounded parks system includes multiple park and facility types to provide a variety of parks and recreation experiences to visitors and residents. Each park and facility within the system has a set of objectives. A successful classification system categorizes these park types to achieve and maintain the desired objectives for the system overall efficiently and effectively. The park classification system seeks to define multiple park types with the recognition that individual parks and their offerings may vary. Future park growth and improvements should be guided by these classification descriptions but ultimately derived from the needs of the community through a public participation process. The following park classification descriptions are not meant to provide strict rules on what amenities are to be provided but should be used as a guide to help ensure all the City’s parks are activated, accessible, inclusive, and meet the needs of the intended service areas. 89 D. SYSTEM INVENTORY

COMPREHENSIVE MASTER PLAN
Pocket Park
A pocket park is a small outdoor space usually
less than three acres and most often located
in an urban or residential area surrounded by
commercial buildings or homes. Pocket parks
are small spaces that may serve a variety of
functions, such as small event spaces, play areas
for children, spaces for relaxing and socializing,
taking lunch breaks, etc. Successful pocket
parks have four key qualities: accessible, selfdirected activities, are comfortable and inviting, and are sociable places. Typical improvements
at pocket parks include play areas and active
play equipment, picnic tables, and landscaping.

On-site parking is not required for pocket parks.

Desirable locations for pocket parks are within
neighborhoods and near apartment complexes
and active adult housing. Pocket parks are also
appropriate within business districts to meet
the passive and active recreation needs of
employees and/or customers. In general, pocket
parks offer minimal amenities on site and are not
designed to support programmed activities. The
service area for pocket parks is 1/4 mile and is
intended for users.

Amenities
One signature amenity may be included.

Land Usage
Less than three acres.

Programming
Typically none.
90 D. SYSTEM INVENTORY
LAKE ELSINORE—RECREATION DEPARTMENT
Neighborhood Park
Neighborhood parks provide primary recreation
services and facilities that are easily accessible
and available to residents; serve a single
neighborhood or several neighborhoods,
depending on location; are preferably located
with or next to elementary schools, neighborhood
centers, or other gathering places; and are
accessed primarily via pedestrians and bicycles.

Neighborhood parks are typically 4 – 15 acres;
however, some are determined by use and
facilities offered and not by size alone.

The service radius for a neighborhood park
is typically 0.5 mile.

Neighborhood parks should have safe pedestrian
access for surrounding residents; parking is
typically not provided but, if included, accounts
for less than 10 cars and provides for ADA access.

Neighborhood parks serve as a recreational and
social focus of the adjoining neighborhoods and
contribute to a distinct neighborhood identity.

Amenities
Four signature amenities, may include one
non-programmed sports field, playgrounds
for ages 2 – 5 and 5 – 12 with shaded
elements, shelters, loop trails, one type of
sport court, benches, small picnic shelters
next to play areas.

Amenities and pathways include site lighting.

Land Usage
Generally 85% active/15% passive.

Typically 4 – 15 acres.

Typically serves a 0.5-mile radius.

Programming
Typically limited. A signature amenity may be
included which is programmed.
91 D. SYSTEM INVENTORY

COMPREHENSIVE MASTER PLAN
Community Park
Community parks centralize a full range of
recreational activities for major parts of the city,
have the capacity to accommodate large groups,
and often feature a community center building
designed to meet multigenerational needs.

Community parks provide a service radius for
residents who live within a 2.5-mile radius. When
possible, the park may be developed adjacent to
a school. Community parks provide recreational
opportunities for the entire family and often
contain lighted facilities for specific recreational
purposes, such as athletic fields, tennis courts,
extreme sports amenities, loop trails, picnic
areas, reservable picnic shelters, sports courts,
restrooms with drinking fountains, large turfed
and landscaped areas, dog parks, splash pads,
and playgrounds. Passive outdoor recreation
activities such as meditation, quiet reflection,
fishing, and wildlife watching also take place at
community parks.

Amenities
Eight signature amenities at a minimum;
public restrooms with drinking fountains,
ample parking, and security lighting.

Amenities are ADA compliant. Sport fields and
Sport complexes are typical at this park.

Land Usage
Generally 65% active/35% passive.

Typically 16 – 75 acres.

Typically serves a 2.5 mile radius.

Programming
Minimum of four essential program services.
92 D. SYSTEM INVENTORY
LAKE ELSINORE—RECREATION DEPARTMENT
Special Use/Regional Attraction
Special use/regional parks are multi-use parks
designed to serve a wide area, often beyond a
single community, with a focus on specialized
recreational activities and preserving unique
landscapes or open spaces. Regional parks are
typically very large, often exceeding 500 acres,
and designed to serve multiple communities
within a region. They are intended to be
accessible to residents within a larger area,
often a 20 – 30-minute drive time, or a 25-
mile service radius. These parks play a crucial
role in preserving natural or cultural resources,
while also providing opportunities for a variety
of recreational activities. Regional parks are
designed to offer activities not typically found
at community or neighborhood parks, such as
overnight camping, large-scale sports complexes,
or special event sites. Special use parks provide
specialized facilities and preserve significant
unique features of the community, generally
serve the entire city or the region, and are located
where necessary to capitalize on an existing
feature, facility, or specialized market area.

Amenities
Regional amenities like indoor recreation
centers, equestrian facilities, nature centers,
watersports, or golf courses.

On-site trail systems.

Multiple fields, courts and play areas.

Land Usage
Generally 25% active/75% passive.

Size can exceed 500 acres.

Typically serves a 25 mile radius or larger.

Programming
Passive, nature-based education and
programming for nature centers and outdoor
activities.

Active and diverse recreational programming
of all amenities, such as recreation centers,
lakes and sports fields with a regional draw.
93 D. SYSTEM INVENTORY

COMPREHENSIVE MASTER PLAN
Linear Parks, Trails, and Greenways
Linear parks, trails, and greenways are
recognized for their ability to connect people and
places while serving as active transportation
facilities. Linking neighborhoods, parks,
recreation facilities, attractions, and natural
areas with a multi-use trail fulfills three guiding
principles simultaneously:

1. Protect natural areas along rivers and open
space areas

2. Provide people with a way to access and
enjoy them

3. Provide a safe, alternative form of active
transportation
Amenities
Benches, fitness stations, shade structures.

Paved and soft surface paths.

Land Usage
Generally 30% active/70% passive.

Programming
Typically limited.
94 D. SYSTEM INVENTORY
LAKE ELSINORE—RECREATION DEPARTMENT
Community Sports Park
Community sports parks are developed to
provide six or more fields or courts in one setting.

A sports park may also support extreme sports
facilities, such as BMX and skateboarding. Sports
parks can be single focused or multi-focused
and can include indoor or outdoor facilities
to serve the needs of both youth and adults.

Outdoor fields should be lit where possible to
maximize value and productivity of the complex.

Sport field design includes appropriate field
distances for each sport’s governing body and
support amenities designed to produce revenue
to offset operational costs. Signature sports
parks may include enhanced amenities such
as artificial turf, multipurpose field benches
and bleachers, scoreboards, amplified sound,
scorer’s booths, etc.

Amenities
Six or more fields or sports courts in one
setting; public restrooms, ample parking,
turf types appropriate for the facility
and anticipated usage, and field lighting.

Amenities are ADA compliant.

Land Usage
80% active and 20% passive.

A local sports complex typically serves 3 plus
mile radius depending on size of the facility.

Programming
Focus on active programming of all
amenities.

Sports tourism opportunities should produce
revenue to help offset cost of maintenance
and operations.
95 D. SYSTEM INVENTORY

COMPREHENSIVE MASTER PLAN
Table 15 provides a summary of park classifications, counts, and acres.

Table 15: Park Classifications
Classification Count Approximate
GIS Acres
Community Park 1 27.2
Community Sports Park 7 104.1
Neighborhood Park 10 47.7
Pocket Park 3 4.7
Special-Use Park/Regional Attraction 8 127.3
Linear Parks, Trails, and Greenways 3 144.6
Total 32 455.6
Inventory and Assessment
In December 2024, BerryDunn used mobile tablets preloaded with GIS data to conduct site assessments and score each outdoor facility location and all on-site components. The resulting scores reflect the overall value of that site.

The following information was collected during site visits:
• Component type and geo-location
• Component functionality
• Assessment scoring based on the condition, size, site capacity, and overall quality After the on-site assessment, BerryDunn created an overview of each facility, including site-specific scorecards and inventory maps. These were presented to the client in form of an atlas for approval before proceeding with further analysis.
96 D. SYSTEM INVENTORY
LAKE ELSINORE—RECREATION DEPARTMENT
Component Scoring
A component is any amenity—such as a playground, picnic shelter, basketball court, or athletic field— that allows people to exercise, socialize, and maintain healthy physical, mental, and social well-being.

A list of components and definitions can be found in Table 18. Lake Elsinore maintains 231 outdoor recreation components.

All components were scored based on condition, size, site capacity, and overall quality, reflecting the user’s expectations of recreational features. Beyond the quality and functionality of components, our analysis considers other essential aspects of a park or recreation site. Not all parks are created equally, and their surroundings may determine the quality of a user’s experience. An example of differences in the user experience between identical playground structures is depicted in Figure 47.

Figure 47: User Experience Differences
The inventory team used the following four-tier rating system to evaluate park components:
0 = Nonfunctioning
1 = Below Expectations
2 = Meets Expectations
3 = Exceeds Expectations
Overall, component scoring within the Lake Elsinore system surpasses typical scores found in the BerryDunn national database. Lake Elsinore components are 17% more likely to score a 2 (meets expectations) than the national dataset.
97 D. SYSTEM INVENTORY

COMPREHENSIVE MASTER PLAN
Table 16: Lake Elsinore Component Scores Versus National Data Set Lake Elsinore Scores National Data Set Scores
Scores % Scores %
0 0% 0 3%
1 1% 1 10%
2 97% 2 79%
3 2% 3 8%
A list of Lake Elsinore low-scoring components identified during the assessment is outlined in Table 17.

Table 17: Low Scoring Components
Facility Component Description
Yarborough Park Rectangle field Artificial turf worn and netting broken.

Tuscany Hills Park Playground Needs additional engineered wood fiber fill for safety 98 D. SYSTEM INVENTORY
LAKE ELSINORE—RECREATION DEPARTMENT
Facility Scores
Facility scoring measures how properties and components serve residents and users. These scores often make the most sense when compared within the same classification (i.e., when comparing one neighborhood park to another). It may be reasonable there is a wide range of scores within a category, but it may also be an opportunity to reevaluate a park’s particular classification based on the service to the community or neighborhood it serves.

Cumulative scores most directly reflect the number and quality of components. The availability of modifiers, such as restrooms, drinking fountains, seating, parking, and shade, also impact park scores.

Higher scores reflect additional recreation opportunities than lower scores. There is no ultimate or perfect score. Park scores, organized by park classification and alphabetical order, are provided in Table 18.

The shading in the table reflects the scoring
levels for each facility, with colors indicating
performance:
• Green: High scores, representing wellperforming facilities with more amenities, components, or acreage that meet the
community’s needs.
• Light Green or White: Mid-range scores,
indicating facilities that are functional but
may have room for improvement.
• Light Red or Red: Low scores, signaling
facilities with fewer amenities, smaller
size, or underperformance in meeting the
community’s expectations.

The scores, when combined with the facility type,
number of components, and acreage, highlight
the strengths and weaknesses of each park or
facility. For example:

1. Canyon Hills Community Park: Offers
extensive amenities like baseball fields,
soccer fields, basketball courts, playgrounds,
and a splash pad.

2. Rosetta Canyon Community Sports Park:

Features a softball field complex, multipurpose fields, basketball courts, tennis courts, a community garden, and a
dog park.

3. Launch Pointe: Includes an RV park,
restaurant, campground, and boat launch
facilities on Lake Elsinore, providing unique
recreational opportunities.
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This shading system visually emphasizes where improvements or investments may be needed.

Additional information regarding the components and scoring of each facility is outlined in the atlas.

Table 18: Outdoor Facility Scores
Facility Neighborhood Score Approx Acres Total Components Community Park
Canyon Hills Community Park 127 27.21 20
Community Sports Park
Alberhill Community Park 57.6 21.17 10
Creekside Park 45.6 7.19 15
McVicker Canyon Park 52.8 19.36 11
Rosetta Canyon Community
Park 86.4 22.15 21
Summerly Community Park 85.8 23.49 18
Swick and Matich Park 28.8 5.40 7
Tuscany Hills Park 45.6 5.36 8
Neighborhood Park
Christensen Park* 36 5.48 7
City Park 43.2 2.65 9
Lakepoint Park 38.4 9.49 9
Machado Park 36 4.32 9
Serenity Park 64.8 5.53 14
Stovepipe Creek Park 21.6 6.60 4
* See Page 102
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Facility Neighborhood Score Approx Acres Total Components Summerhill Park 16.8 3.12 3
Summerlake Park 21.6 3.79 4
Terracina Park 58.5 4.36 10
Yarborough Park 31.2 2.46 6
Pocket Park
Lincoln Street Park 26.4 1.64 5
Linear Park 4.4 0.57 1
Oak Tree Park 13.2 2.49 3
Special-Use Park/Regional Attraction
Davis Fishing Beach 6.6 1.13 3
Elm Grove Beach 19.2 7.89 10
Seaport 19.2 5.25 4
Whiskers Fishing Beach 6.6 1.26 3
Diamond Stadium of Lake
Elsinore 30 18.88 5
Launch Pointe 60 64.19 13
Launch Pointe Boat Launch 36 24.02 10
Cottonwood Canyon Park 2.2 4.72 1
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Facility Neighborhood Score Approx Acres Total Components Linear Parks, Trails, and Greenways
Lake Elsinore Levee 24 136.73 5
Riverwalk N 13.2 4.01 3
Riverwalk S 13.2 3.83 3
*At the time of the completion of this Master Plan, the City was in the design phase of a universally accessible park. The project would enhance the existing Christensen Park into a premier facility with some accessibility aspects of the park design, features, and elements. The landscape architect selected for the project has experience in this realm and has prepared several options that are being evaluated.

The architects gathered community input and worked directly with a local organization that provides baseball programming for more than 100 children and young adults with special needs. The project team also consulted with The Miracle League, which has helped to establish more than 350 accessible baseball fields throughout the world.

The design at Christensen Park proposes options that could include two new accessible baseball fields, new accessible playgrounds structures, a new restroom facility to include adult changing rooms, additional accessible parking, and surfaces and walkways that are navigable for those in wheelchairs or on crutches. The design phase of the project is expected to be complete in 2026.

Figure 48: Draft Rendering of proposed Christensen Park Universally Accessible Upgrades 102
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LAKE ELSINORE—RECREATION DEPARTMENT
E. Level of Service (LOS)
To analyze the LOS of Department assets, the inventory team evaluated the access, quantity, and quality of recreation components across the City. This analysis combines the inventory with Geographic Information Systems (GIS) software to produce analytic maps and data that show the quality and distribution of outdoor park and recreation services.

Benchmark Analysis
The NRPA benchmarks provide a useful framework for assessing parkland availability relative to population size. Lake Elsinore has approximately 456 acres of parkland, offering about 6.3 acres per 1,000 residents. This level just meets the low end of the average range provided through Park Metrics.

The range is generally 6.2 – 10.1 acres for similar sized agencies. Despite scoring on the lower end, Lake Elsinore’s unique recreational attractions like Lake Elsinore itself and the levee enhance the overall recreational experience and access for residents.

Lake Elsinore generally meets or exceeds NRPA standards for most facility types:
• Playgrounds: Lake Elsinore has 19 playgrounds, exceeding the NRPA median. • Diamond Fields: 17 fields, exceeding the NRPA median. • Basketball Courts: Six courts, meeting the NRPA median. • Tennis Courts: Six courts, slightly below the NRPA median. • Dog Parks: Five parks, exceeding the NRPA median.

All the NRPA Park Metric details are included in Table 19. 103
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Table 19: NRPA Park Metric Analysis
Types of Facilities
Percent of
Agencies
Offering This
Facility
Median
Number of
Residents
per Facility
Lake Elsinore
Quantity
Lake Elsinore
Residents
Per Facility
Needed to
Meet NRPA
Median 2024
Playground 93% 3,105 19 4,012 0
Diamond Field 85% 3,007 22 3,283 2
Basketball Court 84% 7,501 10 7,222 0
Rectangular Field 83% 3,333 13 5,563 8.7
Tennis Court 72% 5,461 7 10,317 6.2
Dog Park 68% 27,508 5 14,444 0
Community
Garden 52% 27,262 1 72,218 1.65
Skateboard Parks 46% 33,167 3 24,073 0
Pickleball Court 42% 7,737 4* 18,054 6
Volleyball Courts 23% 14,208 3 24,073 2.08
Spray Pad 23% 30,629 3 24,073 0
Disc Golf 20% 29,445 10 7,222 0
*The City has four standalone pickleball courts, located at Creekside Park. In addition, there are six courts overlayed on existing tennis courts at Creekside Park (4), and Rosetta Canyon Community Park (2), as well as three indoor courts overlayed on the gym floor at Lake Community Center. All the courts with overlays require the deployment of a portable net. A need for additional standalone pickleball courts is anticipated in the future.
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Aquatic Facilities
Aquatic facilities, including pools, splash pads, and water-based amenities, are essential components of vibrant park systems, offering refreshing recreational opportunities that promote wellness and social interaction. According to NRPA Park Metrics, 49% of reporting agencies provide swimming pools, with 19% offering dedicated leisure pools. Agencies serving populations similar to Lake Elsinore’s typically provide one pool per 27,801 residents and one leisure pool per 32,812 residents.

Lake Elsinore’s aquatic facilities primarily leverage the natural beauty and recreational opportunities of Lake Elsinore itself. Due to water quality concerns at the time of this assessment, swimming in the lake was prohibited.

Key aquatic amenities managed by the City include:
• Launch Pointe: This special use regional attraction provides a leisure pool for guests, offering safe water recreation separate from the lake. Launch Pointe also features a splash pad, boat launch ramps, and a beach.
• Splash Pads: Lake Elsinore operates splash pads at three park locations—Canyon Hills Community Park, Yarborough Park, and Launch Pointe—which provide safe and enjoyable water play areas for children during warm weather months.
• Beach Access Areas: The City manages several beach access points along Lake Elsinore’s shoreline, including Elm Grove Beach and Seaport. These locations offer scenic lake views and spaces for picnicking and passive recreation. While swimming is sometimes not recommended, these areas remain valuable community assets for relaxation and social gatherings.

Overall, while Lake Elsinore does not currently offer traditional swimming pools for public use beyond the leisure pool at Launch Pointe, its unique aquatic amenities effectively utilize available resources to provide diverse recreational opportunities for residents and visitors alike. 105
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One-Mile LOS Analysis
Figure 49 illustrates the volume of recreation opportunities based on a one-mile service area. Darker gradient areas indicate a higher volume of opportunities. Lake Elsinore has fair distribution of parks and facilities in terms of one-mile access. The highest LOS, shown in dark orange, is concentrated along the Downtown waterfront area, Swick and Matich Park, and the Lake Community Center.

Figure 49: One-Mile Access to Outdoor Recreation
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Walkability LOS Analysis
Pedestrian barriers–such as highways, major streets, railroads, and natural features like rivers– impact walkable access. Figure 50 denotes zones created by pedestrian barriers; these areas are not accessible without crossing a major street or obstacle.

Figure 50: Pedestrian Barriers
Next, Walkability LOS analysis evaluates residents’ access to parks within a 10-minute walk (approximately .5 mile), while accounting for barriers such as highways, major streets, railroads, fences, and natural features. This analysis is particularly important for the estimated 30% of Americans who cannot or do not drive, highlighting the importance of equitable access to parks and recreation.

Figure 51 illustrates walkable access to outdoor recreation in Lake Elsinore. Areas shaded with darker orange represent greater walkable access to parks, while gray areas fall outside the 10-minute walk range. This analysis highlights the distribution and equity of park access throughout the community.
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These findings indicate opportunities for targeted improvements in park placement and pedestrian connectivity to better serve areas with limited or no walkable park access. Strategies to improve walkability could include:
• Expand trail networks to connect neighborhoods with existing parks • Develop new parks in underserved areas with high population density • Enhance pedestrian infrastructure, such as crosswalks and sidewalks, near existing parks Figure 51: Walkable Access to Outdoor Recreation
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Based on demographic data for Lake Elsinore:
• High Walkability areas currently serve approximately 26,135 residents (36% of the population). • Low Walkability areas serve approximately 16,850 residents (23% of the population). • Areas classified as having No Walkability currently include approximately 29,233 residents (41% of the population).

Figure 52: Walkability Access to Outdoor Recreation
No Walkability
41%
Low Walkability
23%
High Walkablility
36%
Gap Analysis
Low service areas underwent additional analysis regarding total population, median household income, diversity index, and crime index. Zones lacking present population data were excluded from subsequent evaluation. This gap analysis is instrumental in identifying disparities.

Figure 53 identifies populated areas not providing walkable access to outdoor recreation. The numbers on the map correspond to the demographic information provided in Table 20. 109
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Figure 53: Walkability Gaps
Table 20: Gap Analysis
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E. LEVEL OF SERVICE (LOS)
LAKE ELSINORE—RECREATION DEPARTMENT
This demographic based prioritization is based on areas with large low-LOS populations with lower household income, higher poverty rates, and higher crime rates, To further improve access, several strategies can be implemented:
• Expand services at nearby facilities
• Develop new parks
• Expand trail networks
Key Findings
These analyses provide valuable insights into Lake Elsinore’s LOS, highlighting areas of success and opportunities for improvement to better serve the community’s diverse needs.

The Lake Elsinore System
The Recreation Department manages
32 parks for a total of approximately 456
acres, with a balanced distribution across
neighborhood, community, pocket, and specialuse classifications. Notable facilities include Canyon Hills Community Park, Rosetta Canyon
Community Sports Park, and Launch Pointe.

Overall Component Performance
Lake Elsinore’s parks and recreation components
generally meet expectations, with the majority
scoring a 2 (Meets Expectations). Components
such as playgrounds, splash pads, sports fields,
and picnic shelters are well-maintained and
provide valuable recreational opportunities for
residents. However, some components, including
older playgrounds and turf areas, may require
upgrades to improve functionality and user
experience.

Park Acreage Per Capita Comparison
Lake Elsinore provides approximately 6.3 acres
of parkland per 1,000 residents—at the bottom
end of the NRPA’s recommended benchmark of

6.2 to 10.8 acres per 1,000 residents for similarly
sized agencies. Despite this lower acreage ratio,
the City’s access to Lake Elsinore itself—a unique
natural freshwater lake—and its surrounding
recreational areas significantly enhance overall
access to outdoor spaces.

Facility Components Comparison
Lake Elsinore meets or exceeds NRPA medians for
many facility types:
• Playgrounds: Meets the NRPA median with
19 playgrounds.
• Skateparks: Exceeds the NRPA median with
three skateparks.
• Basketball Courts: Meets the NRPA median
with 10 courts.
• Dog Parks: Exceeds the NRPA median
with five parks.
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However, gaps exist in playgrounds, diamond
fields, rectangle fields, tennis courts, community
gardens, and volleyball courts, where Lake
Elsinore falls slightly below NRPA benchmarks.

Equitable Access to Recreation
Approximately 36% of Lake Elsinore residents
(26,135 out of 72,218) have high walkable access
to parks within a 10-minute walk or half-mile
service area. Another 23% (16,850 residents) have
low walkable access, while approximately 40%
(29,233 residents) have no walkable access to
park facilities due to pedestrian barriers such
as major roads and natural features. These
findings highlight opportunities for targeted
improvements in pedestrian connectivity and
park placement to better serve underserved
areas.

Opportunities for Improvement
To address identified gaps in service and
enhance recreational opportunities across Lake
Elsinore the Department should consider:

1. Expanding trail networks to improve
connectivity between neighborhoods and
parks

2. Developing new parks in underserved areas
with limited walkable access

3. Upgrading older park components to meet
modern standards of functionality and safety

4. Increasing acreage of usable parkland to
align with NRPA benchmarks

5. Enhancing pedestrian infrastructure near
existing parks to reduce barriers to access
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Components and Definitions
Table 21: Outdoor Component List
Component Definition
Adventure Course An area designated for activities such as ropes courses, zip lines, challenge courses
Amusement Ride Carousel, train, go-carts, bumper cars, or other ride-upon features; the ride has an operator and controlled access
Aquatics, Complex An aquatic complex has at least one immersion pool and other features intended for aquatic recreation
Aquatics, Lap Pool A swimming pool intended for swimming laps Aquatics, Leisure
Pool
A swimming pool intended for leisure water activities; may include zerodepth entry, slides, and play-and-spray features Aquatics, Spray
Pad A play feature without immersion intended for interaction with moving water Aquatics, Therapy
Pool A temperature-controlled pool intended for rehabilitation and therapy Basketball Court A dedicated full-sized outdoor court with two goals Basketball,
Practice
A basketball goal for half-court play or practice, including goals in spaces associated with other uses like parking lots
Batting Cage A stand-alone facility with pitching machines and restricted entry Bike Complex A bike complex accommodates various bike skills activities with multiple features or skill areas
Bike Course
A designated area for nonmotorized bicycle use may be constructed of concrete, wood, or compacted earth; includes pump tracks, velodrome, and skills courses
Camping, Defined
Defined campsites may include a variety of facilities such as restrooms, picnic tables, and a water supply; use the official agency count for quantity if available
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Component Definition
Camping,
Undefined
Allows users to stay overnight outdoors in undefined sites and receives a quantity of one for each park or location
Climbing,
Designated
A designated natural or human-made facility provided or managed by an agency for recreation climbing but is not limited to play Climbing, General Allows users to participate in a climbing activity; use a quantity of one for each park or other location
Concession A facility used for selling, renting, or other provisioning of food, drinks, goods, and services to the public
Diamond Field Softball and baseball fields suitable for organized diamond sports games; Not specific to size or age appropriateness
Diamond Field,
Complex Many ballfields at a single location suitable for tournaments Diamond Field,
Practice
An open or grassy area used to practice diamond sports and is distinguished from a ballfield; does not lend itself to organized diamond sports games or open turf by the presence of a backstop
Disc Golf A designated area for disc golf
Quantities: 18-hole course = 1; 9-hole course = 0.5
Dog Park An area explicitly designated as an off-leash area for dogs and their guardians
Educational
Experience
Signs, structures, or features provide an educational, cultural, or historical experience; they are distinguished from public art by the presence of interpretive signs or other information; assign a quantity of one for each contiguous site
Equestrian Facility An area designated for equestrian use and typically applied to facilities other than trails
Event Space A designated area or facility for an outdoor class, performance, or special event, including an amphitheater, bandshell, and stage
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Component Definition
Fitness Area Features intended for personal fitness activities; fitness areas are groupings of equipment in immediate proximity
Fitness Course
Features intended for personal fitness activities are typically located along a path or trail; a course receives one for each complete grouping of fitness equipment
Game Court
Outdoor court designed for a game other than tennis, basketball, and volleyball that is distinguished from a multiuse pad, including bocce, shuffleboard, and lawn bowling; the type specified in the comments; quantity counted per court
Garden,
Community
A garden area that provides community members a place to have a personal vegetable or flower garden
Garden, Display
An area designed and maintained to provide a focal point or destination, including a rose garden, fern garden, native plant garden, wildlife/habitat garden, and an arboretum
Golf A course designed and intended for the sport of golf counted per 18 holes; Quantities: 18-hole course = 1; 9-hole course = 0.5
Golf, Miniature A course designed and intended as a multihole golf putting game Golf, Practice An area designated for golf practice or lessons, including driving ranges and putting greens
Historic Feature A site designated for commemoration of an event, person, or place of local, statewide, or national significance
Horseshoe Court A designated area for the game of horseshoes, including permanent pits of regulation length; quantity counted per court
Horseshoes
Complex
Several regulation horseshoe courts in a single location; they are suitable for tournaments
Ice Hockey Regulation-size outdoor rink explicitly built for ice hockey games and practice
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Component Definition
In-Line Hockey Regulation-size outdoor rink built specifically for in-line hockey games and practice
Loop Walk
Opportunity to complete a circuit on foot or by nonmotorized travel mode; suitable for use as an exercise circuit or leisure walking; quantity of one for each park or other location unless more than one particular course is present
Multiuse Pad
A painted area with games such as hopscotch, four square, and tetherball found in schoolyards; as distinguished from “game court,” which is typically single use
Natural Area
Describes an area in a park containing plants and landforms that are remnants of or replicate undisturbed native regions of the local ecology; it can include grasslands, woodlands, and wetlands
Open Turf
A grassy area not suitable for programmed field sports due to size, slope, location, or physical obstructions; it may be used for games of catch, tag, or other informal play and uses that require an open grassy area Other An active or passive component that does not fall under another definition; specified in comments
Passive Node A place designed to create a pause or particular focus within a park such as seating areas, plazas, and overlooks; not intended for programmed use Pickleball Court A designated court designed primarily for pickleball play Picnic Ground
A designated area with a grouping of picnic tables suitable for organized picnic activities; account for individual picnic tables as comfort and convenience modifiers
Playground,
Destination
A destination playground attracts families from the entire community; typically has restrooms and parking on-site; may include special features like a climbing wall, spray feature, or adventure play
Playground, Local
A local playground serves the needs of the surrounding neighborhood; includes developed playgrounds and designated nature play areas; these parks generally do not have restrooms or on-site parking 116
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Component Definition
Public Art Any art installation on public property; art receives a quantity of one for each contiguous site
Rectangular Field
Complex
Several rectangular fields in a single location; a complex is suitable for tournament use
Rectangular Field,
Large
Describes a specific field large enough to host one adult rectangular field sports game, such as soccer, football, lacrosse, rugby, and field hockey; the approximate field size is 180 feet by 300 feet (60 by 100 yards); the field may have goals and lines specific to an individual sport that may change with the permitted use
Rectangular Field,
Multiple
Describes an area large enough to host one adult rectangular field sports game and a minimum of one other event/game, but with an undetermined number of actual fields; this category describes a large open grassy area arranged in configurations for any number of rectangular field sports; sports may include soccer, football, lacrosse, rugby, and field hockey; the field may have goals and lines specific to an individual sport that may change with the permitted use
Rectangular Field,
Small
Describes a specific field too small to host a regulation adult rectangular field sports game but accommodates at least one youth field sports game; sports may include soccer, football, lacrosse, rugby, and field hockey; a field may have goals and lines specific to a particular sport that may change with a permitted use
Shelter, Large
A ramada, shade shelter, or pavilion large enough to accommodate a group picnic or other event for a minimum of 16 seated individuals; address lack of seating in scoring
Shelter, Small
A ramada, shade shelter, or pavilion large enough to accommodate a family picnic or other event for approximately 4 – 16 people, with seating for a minimum of 4; covered benches are included in comfort and convenience scoring and should not be included here
Skate Feature
A small or single feature primarily for wheel sports, such as skateboarding and in-line skating; the component may or may not allow freestyle biking; categorize dedicated bike facilities as bike courses
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Component Definition
Skate Park
An area set aside primarily for wheel sports, such as skateboarding and in-line skating; the park may allow freestyle biking; it may be specific to one user group or allow for several user types and accommodate various abilities; typically has a variety of concrete or modular features Target Range A designated area for practice or competitive target activities; the type specified, such as archery or firearms, in comments
Tennis Complex Multiple regulation courts in a single location with amenities suitable for tournament use
Tennis Court A court suitable for recreation or competitive play; quick-start or other nonstandard types specified in comments
Tennis, Practice
Wall A wall intended for practicing tennis
Track, Athletic A multilane, regulation-sized running track appropriate for track and field events
Trail Access Point A point of connection to a trail or trail system, without amenities generally associated with a trailhead
Trail, Multiuse
A trail, paved or unpaved, is separated from the road and provides recreational opportunities or connections to walkers, bikers, rollerbladers, and equestrian users; paths that make a circuit within a single site are loop walks
Trail, Primitive
An unpaved path within a park or natural area that provides recreational opportunities or connections to users; minimal surface improvements that may or may not meet accessibility standards
Trail, Water A river, stream, canal, or other waterway trail for floating, paddling, or other watercraft
Trailhead A designated staging area at a trail access point may include restrooms, an information kiosk, parking, water fountains, trash receptacles, and seating 118
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LAKE ELSINORE—RECREATION DEPARTMENT
Component Definition
Volleyball Court One full-sized court. It may be a hard or soft surface, including grass and sand; may have permanent or portable posts and nets
Wall Ball Court Walled courts are associated with handball and racquetball—the type specified in the comments
Water Access,
Developed
A developed water access point includes docks, piers, kayak courses, boat ramps, and fishing facilities; it is specified in comments, including the quantity for each unique type
Water Access,
General
Measures a user’s general ability to access the edge of open water; may include undeveloped shoreline; typically receives a quantity of one for each contiguous site
Water Feature This passive water-based amenity provides a visual focal point of fountains and waterfalls
Water, Open A body of water, such as a pond, stream, river, wetland with open water, lake, or reservoir
Winter Sport
An area designated for a winter sport or activity; for example, a downhill ski area, Nordic ski area, sledding hill, toboggan run, and recreational ice; the type is specified in the comments
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F. Recreation Assessment
As part of the Department’s master plan update, the BerryDunn consulting team completed an assessment of recreation programming. This assessment reviewed program and service offerings through a series of individual analyses from an agency perspective, specifically program participation, facility membership, program life cycle analysis, and recreation programming trends. This section offers detailed insight into the department’s recreation program strengths and opportunities for future growth.

Program Menu
Core Program Areas
The Department has 12 core program areas, as illustrated in Table 22.

Table 22: Recreation Department Core Program Areas
Program Areas Description
Aquatics A variety of aquatic services including public swim and lessons at Lakeside High School, lake recreation activities like paddleboarding, kayaking, boating, and water sports, as well as water safety education events.

A.R.I.S.E. The A.R.I.S.E. program—Adaptive Recreation Incorporating Social Enrichment— provides inclusive activities and events for children and adults with special needs, fostering a safe, welcoming, and health-focused community environment.

Camps A variety of camps in the summer including day, outdoor, science, and space camp.

Crafts Craft programs include activities around different cultures, including Cinco De Mayo.

Dance Ballet classes that blend traditional Mexican dance with foundational ballet training, choreography, and cultural education in an inclusive setting for children of all experience levels as well traditional French ballet. 120
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LAKE ELSINORE—RECREATION DEPARTMENT
Program Areas Description
Events A variety of special events throughout the year—including the Color Fun Run, Pet Walk, Bunny Trunk Hop, Trunk or Treat, Winterfest, and Taco Fest—promoting community involvement, family fun, and volunteer opportunities for all ages.

Fitness HealthyLE Free Fit Program—a regional summer fitness series and Zumba classes that combine Latin rhythms and easy-to-follow choreography for a fun, dynamic workout suitable for all fitness levels, with drop-in options available.

Gymnastics Offered through Valley-Wide Elite Gymnastics, providing a range of ageappropriate classes—from parent-tot to advanced beginner—for children ages

1.5 to 18, focused on skill development, coordination, and fun in a supportive environment.

Martial Arts Offered through Heffington Martial Arts, providing instruction in Tae Kwon Do, Hapkido, and self-defense for both children and adults, with a focus on physical conditioning, discipline, and respect.

Preschool For potty-trained children ages 3 and 5 that focuses on kindergarten readiness, social skill development, sensory activities, and academic enrichment.

Seniors A wide range of programs and activities, such as art classes, billiards, book clubs, and chair volleyball, along with essential services like paralegal assistance, health, lunch, and education programs for adults 55+.

Sports Youth and adult sports programs through local leagues in baseball, softball, soccer, football, cheer, and kickball, utilizing city facilities to support recreational and competitive play.

Program Inventory
Table 23 is a compilation of major program categories that parks and recreation agencies across the country commonly provide. Comparing this information to the Department’s helps to identify if there are any common program areas not offered by an agency. Based on current programming, Lake Elsinore’s offers 48.9% of those typically found at other agencies. Table 23 illustrates all common programs with red x representing programs not offered by the department and those with green checkmark represent programs the Department offers.

For comparison purposes, BerryDunn also reviewed the program category percentages against its database of parks and recreation agencies nationwide. The comparison agencies’ average percentage of program categories was 64.5%, which is higher than Lake Elsinore’s 48.9%. 121
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COMPREHENSIVE MASTER PLAN
Table 23: Program Inventory Compared to National Database Active Adult/Senior Aquatics Arts
Athletics/Sports Before/After School Biking
Birthday Party
Services Camp (Daylong) Cheer
Cooking Dance Day/Child care
Day/School Break
Camps Early Childhood
Environmental/
Nature/Outdoor
Recreation
E-sports Extreme Sports Fitness
General Interest Golf Gymnastics/
Tumbling
Historical Programs Homeschool Horseback Riding
Ice Skating/Hockey Language Arts Lifelong Learning/
Enrichment
Martial Arts Music Open Gym
Outdoor Adventure Pets Pickleball
Preschool Running/Walking Special/Community
Events
Specialty Camps STEAM Sustainability/Green
Teen Tennis Theatre/Acting
Therapeutic or
Special Recreation Trips Wellness
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Program Distribution
Understanding the distribution of the Department’s enrollment-based program menu across core program areas helps identify the extent of programming within each area in relation to the whole.

Figure 54 depicts total programs offered in 2024 by core program type. Across all seasons, the largest quantity of programs offered was in aquatics (112 programs or 17.3%), followed by sports (109 programs or 16.8%), and then for seniors (98 programs or 15.1%).

Figure 54: Total Programs Offered, 2024

17.3% 16.8%

15.1%

10.7%

8.8% 8.5% 7.7% 7.4%

2.9% 2.5% 1.9%

0.3%
Aquatics
Sports
Seniors
Fitness
Dance
Camps
Gymnastics
Pre-School
ARISE
Events
Martial Arts
Crafts
Figure 55 depicts the audience target for all programs. The data shows that 25% of programs target youth (6 – 12 years), followed by early childhood with 19% (0 – 5 years), seniors at 17% (55 years and over), teens at 16% (13 to 17 years), adults at 13% (18 – 54 years), and all audiences at 10%. This distribution demonstrates that programs are primarily focused on younger audiences, particularly youth and early childhood, while also serving seniors, teens, and adults, with a smaller proportion targeting multiple generations.

Figure 55: Total Programs Offered by Audience Type, 2024 Youth
25%
Early Childhood
19%
Seniors
17%
Teens
16%
Adults
13%
All
10%
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Figure 56 depicts all programs by season. The data shows that summer programs make up 43% of total offerings, followed by fall at 21%, winter at 19%, and spring at 17%. This is typically across the country as children are more available for programming during the summer months.

Figure 56: Total Programs Offered by Season, 2024
Summer
43%
Fall
21%
Winter
19%
Spring
17%
Program Performance
In addition to assessing program menu offerings, assessing performance can also be helpful.

The extent of program performance can be measured by participation and the life cycle analysis.

Enrollment
The total enrollment for Department programs was 10,549 participants in 2024. Figure 57 depicts the distribution of enrollment across each program area. Fitness programs had the highest enrollment (2,612 participants or 24.8%), followed by senior programs (2,267 participants or 21.5%), and events (1,506 participants or 14.3%).

Figure 57: Program Enrollment, 2024

24.8%

21.5%

14.3% 12.4%

6.0% 5.5% 4.7% 4.6% 3.4% 1.7% 1.0% 0.3%
Fitness
Seniors
Events
SportsDance
Aquatics
Camps
ARISE
Pre-School
Gymnastics
Martial Arts
Crafts
124
F. RECREATION ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Table 24 reflects the participation across various
programs and activities by season, with totals for
each activity at the end. The winter season sees
the highest number enrollment at 3,139, followed
by summer with 3,055, spring at 2,256, and fall
at 2,099.

Among the different programs, fitness and seniors
stand out as the most popular, with 2,612 and
2,267 participants, respectively. These programs
maintain high participation across all seasons,
indicating a consistent demand throughout the
year. The special events program also attracts
significant participation, especially during the
winter, where it sees a substantial spike, totaling
1,506 participants for the entire year.

On the other hand, some programs show relatively
low participation. Crafts, with only 29 participants,
and martial arts, which had just 104 participants
overall, are among the least attended programs.

Additionally, gymnastics and A.R.I.S.E. show limited
engagement in comparison to more popular
activities with 182 and 483 participants respectfully.

It should be noted, however, that these programs
are limited due to spacing constraints.

A review of this data suggests that programs
related to fitness and senior activities are in
high demand and could be expanded further.

Meanwhile, the significant seasonal variation
in events and sports indicates opportunities to
optimize scheduling based on when interest
peaks. It may also be worth exploring strategies to
either promote or reassess the lower-participation
programs like crafts and martial arts to better align
with user interests and seasonal trends.

Table 24: Enrollment by Core Program Area and Season, 2024 Fall Spring Summer Winter Total
Aquatics - - 575 - 575
A.R.I.S.E. 107 167 120 89 483
Camps - 65 407 22 494
Crafts 29 - - - 29
Dance 196 173 114 146 629
Events - 378 201 927 1,506
Fitness 785 830 616 381 2,612
Gymnastics 68 75 2 37 182
125
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COMPREHENSIVE MASTER PLAN
Fall Spring Summer Winter Total
Martial Arts 29 21 30 24 104
Preschool 78 123 64 95 360
Seniors 726 309 719 513 2,267
Sports 81 115 207 905 1,308
Total 2,099 2,256 3,055 3,139 10,549
126
F. RECREATION ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Identifying Participant Reach
To understand the distance that participants travel, BerryDunn used program registration data to develop a heat map (Figures 58 and 59). These maps represents unique participants, meaning it recorded the participant’s household location once—regardless of the number of programs that person participated in throughout 2024. The red color represents participant households. The first map focuses on Lake Elsinore residents while the second map depicts the wide reach that the Department has with nonresidents.

Figure 58: Participant Reach Heat Map, 2024
127
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COMPREHENSIVE MASTER PLAN
Figure 59: Participant Reach Heat Map, 2024
128
F. RECREATION ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Life Cycle Analysis
Another area of consideration when evaluating programming is the program life cycle. BerryDunn asked programing staff to evaluate each program offering and assign it a rating of introduction, growth, mature or decline.

The majority of the 64 programs analyzed are in the growth and maturity stages of their life cycle.

Specifically, 38% of programs are in the growth phase, showing moderate but consistent increases in participation and a strong uptake in registration. Additionally, 6% are in the introduction phase, representing newer programs with modest initial engagement. Nearly half (44%) are in the mature stage, where growth is steady but slowing, and 12% are in decline, indicating minimal program dropoff. This distribution (Figure 60) demonstrates that there is a relatively healthy balance among stages, with a bulk of programs in the growth and mature stages.

Figure 60: Program Life Cycle Distribution
6%
38%
44%
12%
Introduction
New program;
modest participation
Growth
Moderate, but consistent
participation growth;
registration taking off
Mature
Continue but slowing
participation growth
Mature
Declining participation
Summary of Recreation Staff Survey Feedback
To complement BerryDunn’s analysis, recreation staff completed a survey covering services, internal operations, program planning and evaluation, facilities, technology, and financials. Key findings include • Facility Challenges: Only 14.3% felt they had adequate space. Most (42.9%) found spaces functional but needing upgrades or expansion. Desired improvements included a youth/community center, an aquatics facility, improved storage areas, and more office space. • Technology Needs: Staff requested modernized tools such as chip/tap card readers, improved phone systems, voicemail, and Wi-Fi at the Community Center. • Roadblocks: Challenges include limited promotional tools, understaffing, and difficulty securing contract instructors.
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F. RECREATION ASSESSMENT

COMPREHENSIVE MASTER PLAN
Program Delivery Technology Trends
To enhance program delivery across various recreational services, several technology-driven recommendations can be implemented within the Department based on current trends and needs. 1 Pierce, M. May 1, 2017. “Seven Ways to Leverage Mobile Technology in Aquatics.” National Recreation and Park Association. Accessed April 8, 2025. https://www.nrpa.org/parks-recreation-magazine/2017/may/seven-ways-to-leverage-mobile-technology-in-aquatics/ 2 American Camp Association. August 2, 2024. “Seven Ways to Leverage Mobile Technology in Aquatics.” American Camp Association. Accessed April 8, 2025. https://www.acacamps.org/blog/sponsored/campfires-coding-tech-trends-shaping-modern-camps#:~:text=From%20Campfires%20to%20Coding%3A%20The%20Tech%20 Trends%20Shaping%20Modern%20Camps,-Advertisement&text=Have%20you%20ever%20wondered%20how,in%20the%20great%20outdoors%20means. 3 Dance Dynamics. March 24, 2024. “Dance in the Digital Age: How We Leverage Technology to Enhance Dance Education.” Dance Dynamics. Accessed April 8, 2025. https://www.dancedynamicslv.com/dd-blog/leverage-technology-enhance-dance-education • Aquatics: Should the Department invest in
a pool, mobile-based digital tools can be
utilized to streamline operations such as pool
chemical monitoring, staff scheduling, and
communication, ultimately improving safety
and efficiency.1
ū Example Technologies or Platforms:

DigiQuatics, PoolPak WebSentry, and
SwimOffice
• Camps: Digital management platforms are
essential, as over 70% of camps reporting
to the American Camp Association already
use them to address operational challenges,
enhance safety, and meet the expectations
of tech-savvy families. These platforms
assist with registration, scheduling, and
communication, making camp operations
more seamless.2
ū Example Technologies or Platforms:

Brightwheel (currently used by the
Department) CampDoc, Campify, and
UltraCamp
• Arts and crafts: Offering virtual workshops
through video conferencing platforms
can expand program accessibility and
engagement, while digital design tools allow
participants to experiment creatively before
working with physical materials.
ū Example Technologies or Platforms:

Tinkercad and Canva
• Dance: Dance education programs can
benefit from the integration of virtual reality
(VR), providing immersive experiences where
students can visualize choreography and
explore virtual performance environments.3
ū Example Technologies or Platforms:

VIVE Ultimate Tracker, EngageVR, and
Dance Reality
• Events: Event management software
further supports successful programming
by simplifying registration, ticketing, and
attendee interaction.
ū Example Technologies or Platforms:

Cvent, Eventbrite, and Whova
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F. RECREATION ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
• Fitness: Outdoor fitness systems like THRIVE
stations provide versatile, space-efficient
exercise opportunities, while mobile apps
and wearable technology help gamify fitness,
encouraging community participation
through challenges and activity tracking.4
ū Example Technologies or Platforms:

THRIVE Outdoor Fitness Functional Training
Systems
• Preschool: Preschool education,
incorporating interactive digital tools
fosters personalized and engaging
learning experiences that support early
developmental growth.
ū Example Technologies or Platforms:

Khan Academy Kids and ABCmouse
4 CivicPlus. November 3, 2023. “Tech Trends in Parks and Recreation: 2023 and Beyond.” CivicPlus. Accessed April 8, 2025. https://www.civicplus.com/blog/pr/6-tech-trends-in-parks-and-recreation-from-2023-and-what-to-look-for-in-2024/ Findings
Based on BerryDunn’s analysis, we recommend
the Department consider the following
recommendations:
• Consider feedback from public engagement
and the statistically valid survey to increase
program offerings. Some requests included:
ū Community events
ū Dance
ū Visual arts
ū Exercise and wellness
ū Senior field trips
ū Evening programming
ū Programming focused on underserved
populations such as LGBTQ+, Hispanic
communities and active adults
ū Lake activities
ū Camps
ū E-sports
ū Pickleball
ū Parent and Tot classes
ū Outdoor and hiking
ū Aquatics
• Invest in promotional tools, such as a
program guide, to garner more participation.
• Develop outreach plan (including assessing
who Department is currently serving and
needs based on community survey) to
connect with underserved groups.
• Evaluate current communication and
marketing efforts to determine impact.
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F. RECREATION ASSESSMENT

COMPREHENSIVE MASTER PLAN
• Reallocate resources to create more
signature and special events, such as
festivals, movie nights, cultural programming,
cycling events, classic car show, dancing,
food truck festival, etc.
• Develop a formal program planning and
evaluation process.
• Strengthen youth and teen offerings beyond
athletics.
• Increase family and intergenerational
programming.
• Track retention rates and participant
feedback for programs in the introduction
and growth phases.
• Create advanced levels of popular programs
in the introduction and growth phases to
support long-term participation.
• Utilize the participant heat map to identify
underserved areas and enhance accessibility
to programs.
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F. RECREATION ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
G. Similar Provider Review
BerryDunn also researched and compiled a listing of alternative service providers in the area.

This research revealed the following insights:
• City of Lake Elsinore’s Recreation Department: The City is the leading provider of parks and recreation facilities in the area, boasting 20 parks with hundreds of acres of parkland, an RV park, indoor rental facilities, trails, playgrounds, splash pads, dog parks, skate parks, and tournament facilities.
• United States Forest Service (USFS): USFS contributes significant outdoor recreation amenities, including campgrounds, hiking areas, picnic areas, and trails. • Privately Owned RV Parks: There are eight privately owned RV parks in the area that offer camping amenities and, depending on the site, may also provide playgrounds, swimming pools, and lake access for visitors.
• Homeowner Associations (HOAs): There are five HOAs in Lake Elsinore, many of which maintain private swimming pools, fitness centers, playgrounds, and additional amenities exclusive to residents and their guests.
• Privately Owned Fitness Facilities: Lake Elsinore has a mix of small exercise studios and larger fitness chains like LA Fitness and EOS Fitness. Services range from traditional fitness spaces to niche offerings such as dance, martial arts, and escape rooms. This variety ensures diverse recreation options for Lake Elsinore residents.

Locations of similar providers were initially identified using market research tools. BerryDunn conducted additional research into the descriptions of each facility to provide more context.

Many recreation amenities identified are a part of HOA property or private campground, which require users to be a member or guest of the facility. Schools in Lake Elsinore prohibit access to their facilities while school is in session and may vary in their level of access when school is not in session. Some school sites have been identified as a part of a joint use agreement and are available to the public outside of school hours.

Research of similar providers focused on the types of amenities outlined in Table 25. 133
G. SIMILAR PROVIDER REVIEW

COMPREHENSIVE MASTER PLAN
Table 25: Similar Provider Facility Types and Subcategories Facility Type Subcategory
Campgrounds • RV parks • USFS campgrounds
Indoor Recreation and
Fitness Facilities
• Community centers, fitness centers
• Niche fitness such as dance, gymnastics, boxing, martial arts, ax throwing, etc.

Libraries Public Library
Outdoor Recreation
and Facilities
• Beach areas
• Playgrounds
• Sports courts
• Hiking areas
• Gardens
• Scenic areas
• Extreme sports
Pools • Outdoor swimming pools
• Indoor swimming pools
• Splash pads
Schools
• Elementary schools
• Middle schools
• High schools
• Preschools
• Private/alternative schools
• Military schools
Note:
• Service providers are listed in the tables to follow. The information is organized by “subcategory” and then sorted alphabetically.
• Parks and facilities owned by the City of Lake Elsinore were not listed in this assessment. • Many of the HOAs and privately-owned campgrounds offer more than one amenity (e.g. a pool and a campground); therefore, some providers are listed multiple times. • Senior centers were also researched for this analysis; however, the only facilities beyond assisted living facilities were owned by the City of Lake Elsinore (Lake Elsinore Senior Center and the Lake Elsinore Senior Activity Center).
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G. SIMILAR PROVIDER REVIEW
LAKE ELSINORE—RECREATION DEPARTMENT
Campgrounds
In the Lake Elsinore area, there are 12 campgrounds and RV parks operated by similar providers as summarized in Table 26. These range from privately owned RV parks with amenities like swimming pools and fitness centers to USFS campgrounds that provide more primitive experiences. These facilities contribute to the region’s outdoor recreation opportunities.

Table 26: Campgrounds Offered by Similar Providers in Lake Elsinore Name Subcategory Address Website
Distance from
Downtown
Lake Elsinore
Crane Lakeside
Park & RV
Resort
RV park 15980 Grand
Ave.
www.cranelakesiderv.com 5 miles
Emerald Bay RV
Park RV park 32310 Riverside Dr. emeraldbayrvpark.com 4 miles Roadrunner RV
Park RV park 32500 Riverside Dr. www.lakeelsinorervpark.com 4 miles Weekend In
Paradise RV park 16006 Grand Ave.
www.yelp.com/biz/weekendparadise-lake-elsinore 5 miles Elsinore Hills RV
Park
RV park, fitness
center, tennis
courts, dog
park, private
outdoor
swimming
pool
18860 Dexter
Ave.
www.boavidacommunities.
com/communities/elsinorehills-rv-park2 miles
Lake Park RV
Resort and
Lodge
RV park, lake
swimming,
private
outdoor
swimming
pool,
playground
32000
Riverside Dr. lakeparkrvresort.com 3 miles
135
G. SIMILAR PROVIDER REVIEW

COMPREHENSIVE MASTER PLAN
Name Subcategory Address Website
Distance from
Downtown
Lake Elsinore
Ortega Oaks
RV Park &
Campground
RV park,
private
outdoor
swimming
pool
34040 Ortega
Hwy. www.ortegaoaks.com 14 miles
Blue Jay
Campground
USFS
campground
Long Canyon
Rd.
www.fs.usda.gov/
recarea/cleveland/
recarea/?recid=47588
14 miles
El Cariso
Campground
USFS
campground 32405 CA-74
www.fs.usda.gov/
recarea/cleveland/
recarea/?recid=47606
10 miles
Falcon Group
Campground
USFS
campground
Main Divide
Truck Trail
www.fs.usda.gov/recarea/
cleveland/recreation/campingcabins/recarea/?recid=4761615 miles Upper San Juan
Campground
USFS
campground
74 S Main
Divide
www.fs.usda.gov/
recarea/cleveland/
recarea/?recid=47666
15 miles
136
G. SIMILAR PROVIDER REVIEW
LAKE ELSINORE—RECREATION DEPARTMENT
Indoor Recreation and Fitness Facilities
In the area, there are 22 indoor recreation and fitness facilities, including community centers, fitness gyms, and niche recreation spaces. These facilities offer diverse programming, such as dance, martial arts, group fitness, and unique activities like escape rooms and ax throwing. They serve as key contributors to the community’s wellness and recreational preferences. The indoor recreation options are listed first (Table 27), followed by the fitness centers (Table 28).

Table 27: Indoor Recreation Facilities Offered by Similar Providers in Lake Elsinore Name Subcategory Address Website
Lakeland Village
Community Center
Community center,
event venue, recreation
and arts programs,
care center for those
with disabilities
16275 Grand
Ave. villageongrand.com
Escapology Escape
Rooms Lake Elsinore
@ Pins ‘N Pockets
Niche recreation,
escape room
32250
Mission Trail
www.escapology.com/en/
lake-elsinore-ca
Serenity Wellness
Center
Wellness center,
community services,
health programs,
counseling
31735
Riverside Dr.

Suite I
www.serenitywellnesscenter.
net
Boys & Girls Club of
Southwest County -
Lake Elsinore
Youth organization 16275 Grand
Ave. www.bgcswc.org
Smith Batting Cage
and Coaching
Niche fitness, batting
cage
31009
Lausanne St. N/A
Peace, Love &
Dance
Dance school
32235 Mission
Trail Suite
b2-4
www.peaceloveanddance.
com
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G. SIMILAR PROVIDER REVIEW

COMPREHENSIVE MASTER PLAN
Table 28: Fitness Facilities Offered by Similar Providers in Lake Elsinore Name Subcategory Address Website
KoolBoy’s Boxing
Camp and Dance
Academy
Niche fitness, boxing
gym, dance school
16770
Lakeshore Dr.

Ste A&B
N/A
Twist’n U
Gymnastics And
University All Stars
Niche fitness,
gymnastics center
17945 Collier
Ave. twistnuniversity.fun/index.php
Gracie Barra Lake
Elsinore
Niche fitness, martial
arts
109 S Main St. www.gblakeelsinore.com
KickFit Foundation Niche fitness, martial
arts
30850
Riverside Dr.

Unit A5
N/A
Strong 1st Fitness Fitness center,
bootcamp, CrossFit
17600 Collier
Ave. A105 strong1stfitness.com
The Camp
Transformation
Center
Fitness center,
bootcamp, CrossFit
29885
Second St.

Units Q O P
thecamptc.com/locations/
lake-elsinore-california
EōS Fitness
Fitness center, group
fitness, private
swimming pool
31564 Grape
St.
eosfitness.com/gym/
lake-elsinore-i-15-
railroad-canyon-rd/?utm_
source=local
LA Fitness
Fitness center,
gymnasium, group
fitness, indoor
swimming pool
18550 Dexter
Ave.
www.lafitness.com/Pages/
clubhome.aspx?clubid=371
The Pilates Circle
Canyon Hills Niche fitness, Pilates
29989
Canyon Hills
Rd. UNIT 1701
www.thepilatescircle.com
Planet Fitness Fitness center 32261 Mission
Trail Bldg F
www.planetfitness.com/gyms/
lake-elsinore-ca
138
G. SIMILAR PROVIDER REVIEW
LAKE ELSINORE—RECREATION DEPARTMENT
Name Subcategory Address Website
Lakeside Fitness
Center
Fitness center 161 S Main St. N/A
Reyes Fitness Fitness center 122 W
Graham Ave. N/A
The Fit Experience Fitness center
16331
Lakeshore
Dr E
N/A
Freedom Fitness Fitness center 32391
Riverside Dr. N/A
Canyon Fitness
Center
Fitness center
32150
Railroad
Canyon Rd.
canyonfitnesscenter.com
LadyWolfe Fitness Fitness center
31716 Railroad
Canyon Rd.

Suite 3
N/A
139
G. SIMILAR PROVIDER REVIEW

COMPREHENSIVE MASTER PLAN
Libraries
The Lake Elsinore area has four public libraries, which provide access to educational resources, community programs, and quiet spaces for learning and collaboration.

Table 29: Libraries Offered by Similar Providers in or near Lake Elsinore Name Subcategory Address Website
Lakeside Community
Library, located in
Lakeside High School
Public library 32593 Riverside Dr rivlib.net/branch/lakeside Lake Elsinore Library
(Temporary—
new facility under
construction in the
Downtown area)
Public library 17600 Collier Ave.,
Suite G170 rivlib.net/branch/lake-elsinore
Canyon Lake Library Public library 31594 Railroad
Canyon Rd rivlib.info/branch/canyon-lake
Wildomar Library Public Library 34303 Mission Trail www.rivlib.net/branch/wildomar 140
G. SIMILAR PROVIDER REVIEW
LAKE ELSINORE—RECREATION DEPARTMENT
Outdoor Recreation and Facilities
The Lake Elsinore area is home to 26 outdoor recreational facilities, including hiking trails, scenic spots, and picnic areas (Table 30). These facilities enhance the region’s natural beauty and provide opportunities for physical activity, nature exploration, and family gatherings.

Table 30: Outdoor Recreation Facilities Offered by Similar Providers in Lake Elsinore Name Subcategory Address Website
Distance
From
Downtown
Lake Elsinore
Bear Ridge and
Sitton Peak Loop
Trail
Hiking area 40717-40797,
CA-74 N/A 15 miles
Blue Jay Trailhead Hiking area Long Canyon
Rd.
www.fs.usda.gov/
recarea/cleveland/
recreation/hiking/
recarea/?recid=47590
15 miles
Bottom of San
Juan Trail Hiking area San Juan Trail N/A 20 miles
California Wildland
Firefighters
Memorial Picnic
Area
Memorial park S Main Divide,
CA-74 N/A 10 miles
Canyon Boulders
Trail Hiking area Piedmont Dr. N/A 8 miles
Canyon Hills HOA
Rose Garden
HOA, private
garden
32530
Sprucewood
Wy.

N/A 5 miles
Chiquito Trail Hiking area 34040 Ortega
Hwy.
www.fs.usda.gov/
detail/cleveland/newsevents/?cid=STELPRD3855313
14 miles
141
G. SIMILAR PROVIDER REVIEW

COMPREHENSIVE MASTER PLAN
Name Subcategory Address Website
Distance
From
Downtown
Lake Elsinore
Dragon Peak Hiking area
34360
Canyon Hills
Rd.

N/A 6 miles
El Cariso North
Picnic Site Picnic ground 32405 CA-74
www.fs.usda.gov/
recarea/cleveland/
recreation/
recarea/?recid=47612
10 miles
El Cariso Trail Lake
Elsinore View Hiking area El Cariso Trail N/A 12 miles
Eloys Peak Hiking area Hollister Dr. N/A 8 miles
Elsinore Peak
Trailhead Hiking area S Main Divide N/A 16 miles
Falcon Trailhead
6W10 Hiking area
Hot Spring
Canyon, Long
Canyon Rd.
www.fs.usda.gov/
recarea/cleveland/
recreation/hiking/
recarea/?recid=47624
15 miles
Four Corners Hiking area Verdugo
Truck Trail N/A 18 miles
Hagen Picnic Area Hiking area 123 Bella Lucia N/A 3 miles Lake Elsinore Vista
Point Scenic spot 32170 Ortega Hwy. N/A 9 miles
McVicker Stairs
Hiking Trail Hiking area
McVicker
Canyon Park
Rd.

N/A 5 miles
Mine Gold Lake
Elsinore Hiking area 41011 Sunsprite St. N/A 3 miles
142
G. SIMILAR PROVIDER REVIEW
LAKE ELSINORE—RECREATION DEPARTMENT
Name Subcategory Address Website
Distance
From
Downtown
Lake Elsinore
Morgan Trailhead Hiking area
South Main
Divide, Decker
Canyon Rd.
www.fs.usda.gov/
recarea/cleveland/
recarea/?recid=75038
13 miles
Lake Elsinore
Raceway/Motor
Cross
Extreme
sports
20700 Cereal
St, Lake
Elsinore
N/A 5 miles
New San Juan
Trailhead Hiking area Long Canyon Rd. N/A 14 miles
Ortega Falls Day
Use Site Hiking area 33288 CA-74 N/A 12 miles
Perret Park
Beach area,
playground,
basketball
courts
32929 Perret
Blvd. N/A 7 miles
San Juan Loop
Trailhead Hiking area 34950 CA-74
www.fs.usda.gov/
recarea/cleveland/
recarea/?recid=47648
14 miles
Sky Dive Elsinore Extreme
Sports
20701 Cereal
Street skydiveelsinore.com 4 miles
Summit Park
HOA, private
park, tennis
courts
24300
Westridge Wy. N/A 4 miles
Walker Canyon
Trailhead Hiking area 27200 Lake St. www.wrc-rca.org 6 miles 143
G. SIMILAR PROVIDER REVIEW

COMPREHENSIVE MASTER PLAN
Pools
There are eight pools in the Lake Elsinore area, most of which are located within private communities or RV parks. These facilities are essential for fitness, recreation, and cooling off during the hot months.

Table 31: Pools Offered by Similar Providers in Lake Elsinore Name Description Address Website
Summerly Pool HOA, private outdoor
swimming pool
29349 Summerly
Pl.
summerlyhomes.com
Westlake Pool HOA, private outdoor
swimming pool
30300 Antelope
Rd.

N/A
Alberhill Ranch HOA, private outdoor
swimming pool
4100 Gina Lynne
Ln.
alberhillranchhoa.org
Tuscany Hills
Association
HOA, private outdoor
swimming pool,
private recreation
center, sports courts
75 Vía Scenica tuscanyhillshoa.net
EōS Fitness Private swimming
pool, fitness center,
group fitness
31564 Grape St. eosfitness.com/gym/
lake-elsinore-i-15-
railroad-canyon-rd/?utm_
source=local
Elsinore Hills RV
Park
RV park, fitness
center, tennis courts,
dog park, private
outdoor swimming
pool
18860 Dexter Ave. www.boavidacommunities.
com/communities/elsinorehills-rv-park
Lake Park RV
Resort and Lodge
RV park, lake
swimming, private
outdoor swimming
pool, playground
32000 Riverside
Dr.
lakeparkrvresort.com
Ortega Oaks
RV Park &
Campground
RV park, private
outdoor swimming
pool
34040 Ortega
Hwy.
www.ortegaoaks.com
144
G. SIMILAR PROVIDER REVIEW
LAKE ELSINORE—RECREATION DEPARTMENT
Schools
In the area, there are 33 schools, encompassing a mix of public and private institutions (Table 32).

These schools offer various recreational programs and facilities (e.g., sports fields and gymnasiums) and contribute significantly to the community’s recreational offerings. Access to schools varies greatly and depends on specific facility policies and regulations.

Table 32: Schools in Lake Elsinore
Name Subcategory Address Website
Aberhill Elementary
School
Elementary
school
4170 Brianna Cir. aes.leusd.k12.ca.us
Cottonwood
Canyon Elementary
School
Elementary
school
32100 Lost Rd. cce.leusd.k12.ca.us
Earl Warren
Elementary School
Elementary
school
41221 Rosetta Canyon
Dr.
ewe.leusd.k12.ca.us
Elsinore Elementary
School
Elementary
school
512 W Sumner Ave. leusd.k12.ca.us
Herk Bouris
Elementary School
Elementary
school
34257 Kalanchoe Rd. www.menifeeusd.org/HBE
Machado
Elementary School
Elementary
school
15150 Joy St. mes.leusd.k12.ca.us
Railroad Canyon
Elementary School
Elementary
school
1300 Mill St. rrc.leusd.k12.ca.us
Rice Canyon
Elementary School
Elementary
school
29535 Westwind Dr. rce.leusd.k12.ca.us
Tuscany Hills
Elementary School
Elementary
school
23 Ponte Russo the.leusd.k12.ca.us
Withrow Elementary
School
Elementary
school
30100 Audelo St. wth.leusd.k12.ca.us
145
G. SIMILAR PROVIDER REVIEW

COMPREHENSIVE MASTER PLAN
Name Subcategory Address Website
Lakeside High
School
High school 32593 Riverside Dr. lhs.leusd.k12.ca.us
Learn4Life Lake
Elsinore - Innovation
High School San
Diego
High school 16667 Lakeshore Dr. innovationsandiego.org
Ortega High School High school 520 Chaney St. ohs.leusd.k12.ca.us Temescal Valley
Canyon High School
High school 28755 El Toro Rd. tch.leusd.k12.ca.us
Canyon Lake Middle
School
Middle school 33005 Canyon Hills
Rd.
clm.leusd.k12.ca.us
Elsinore Middle
School
Middle school 1203 W Graham Ave. ems.leusd.k12.ca.us
Lakeland Village
School
Middle school 18730 Grand Ave. lvs.leusd.k12.ca.us
Terra Cotta Middle
School
Middle school 29291 Lake St. tcm.leusd.k12.ca.us
Elsinore Naval and
Military School
Military
school
15900 Grand Ave. www.atlasobscura.com/places/
elsinore-naval-military-school
All Aboard Preschool
of Lake Elsinore
Preschool 31910 Mission Trail allaboardpreschool.com
Bright Minds
Montessori
Preschool
Preschool 17159 Grand Ave. www.brightmindsmontessori.
school
Heald Academy
Development
Center
Preschool 601 W Heald Ave. www.leusd.k12.ca.us/apps/
pages/index.jsp?uREC_
ID=324479
146
G. SIMILAR PROVIDER REVIEW
LAKE ELSINORE—RECREATION DEPARTMENT
Name Subcategory Address Website
Jennette Ellis Center
Head Start
Preschool 411 W Heald Ave. N/A
Little Lambs
Preschool at The
Lamb’s Fellowship
Preschool 21901 Railroad
Canyon Rd.
www.thelambsfellowship.org/
preschool
Ready, set, grow!
Preschool
Preschool 21020 Malaga Rd. www.readysetgrowcoop.com
Alternative
Education Center
Private
school/
alternative
school
1405 Education Way N/A
Canyon Academy Private
school/
alternative
school
31622 Canyon Estates
Dr.
www.cde.ca.gov/SchoolDirectory/
details?cdscode=33751766204416
Expectations
Academy
Private
school/
alternative
school
16275 Grand Ave.

Building C
expectationsacademy.org
Gordon Kiefer
Independent Study
Private
school/
alternative
school
1405 Education Way www.cde.ca.gov/SchoolDirectory/
details?cdscode=33751763330792
Ivy Players Private
school/
alternative
school
16275 Grand Ave. N/A
Keith McCarthy
Academy
Private
school/
alternative
school
1405 Education Way kma.leusd.k12.ca.us
147
G. SIMILAR PROVIDER REVIEW

COMPREHENSIVE MASTER PLAN
Name Subcategory Address Website
Mountainside
Academy
Private
school/
alternative
school
30515 Ortega Hwy. N/A
Tri-Valley
Community Day
Private
school/
alternative
school
1405 Education Way www.cde.ca.gov/SchoolDirectory/
details?cdscode=33751763330750
148
G. SIMILAR PROVIDER REVIEW
LAKE ELSINORE—RECREATION DEPARTMENT
Mapping Similar Providers
Figure 61 illustrates the geographic distribution of the similar providers listed in this section of the report. The map highlights the locations of all identified providers and offers a clear view of the community’s recreational assets. For simplicity of viewing, only alternative providers have been included in this map. For a detailed illustration of Lake Elsinore’s parks and facilities, refer to the park inventory section.

Figure 61: Similar Providers in Lake Elsinore
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G. SIMILAR PROVIDER REVIEW

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Conclusion
While similar providers could be perceived as competitors, this is not always the case. In Lake Elsinore, these related services often present opportunities for collaboration, helping to reduce duplication and enhance the community’s overall recreational network. By viewing similar providers as collaborators rather than competitors, the Department strengthens its capacity to deliver diverse and high-quality recreational experiences for all residents.

To achieve shared community goals, the Department can consider several strategic options for engaging with similar providers:

Partnerships: The Department can establish partnerships through agreements that define shared objectives and resource sharing. These collaborations can amplify the impact of both the City’s Recreation Department and its partner organizations, helping to ensure efficient use of resources and minimizing duplication of services.

Parallel Services: The Department can focus on offering additional services that complement what other providers deliver. For example, if a private fitness center in Lake Elsinore specializes in high-performance training, the Department could emphasize beginner-friendly or communitybased fitness programs to help ensure accessibility for a broader audience.

Niche Programming: The Department can identify market gaps and develop programs that address specialized needs. This might include initiatives such as adaptive recreation opportunities for individuals with disabilities, culturally significant programs reflecting the community’s heritage, or unique outdoor experiences that highlight the City’s natural assets.

By recognizing the recreation offerings of similar providers, the Department can contribute to a more cohesive network of recreational opportunities. This approach supports its mission and enhances the community’s quality of life by creating spaces and experiences that reflect the City’s values and aspirations.
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G. SIMILAR PROVIDER REVIEW
LAKE ELSINORE—RECREATION DEPARTMENT
H. Visitation Analysis
To understand how visitors are using parks, facilities, and sites in Lake Elsinore, BerryDunn analyzed mobility data using Placer.ai. Placer.ai obtains data of geolocated devices—such as smartphones— which provided the BerryDunn team with insights into visitation trends including popular visitation times, length of stay, pre- and post-visit travel patterns, and more. Data received from Placer.ai is anonymous, aggregated, and verified by data scientists before delivery; therefore, user data is scrubbed of any personal information.

BerryDunn analyzed the locations below using estimated boundaries. Throughout this report, the facilities will be split into two primary categories:

Parks:
• Summerly Community Park
• Canyon Hills Community Park
• McVicker Canyon Park
• Alberhill Ranch Community Park
• Summerhill Park
Center/Sites:
• Dream Extreme Neighborhood Center
• Launch Pointe
• Levee Trail
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H. VISITATION ANALYSIS

COMPREHENSIVE MASTER PLAN
Visitor Trends
Annual
Figure 62 reflects visitation trends by all visitors from September 1, 2023 to August 31, 2024 for each park. Summerly Community Park attracted the most visits and visitors in the 12 month period: over 142,000 visits and nearly 50,000 visitors. Summerhill Park saw the least number of visits in the 12 month period.5
Figure 62: Parks Visitation - Sep 1, 2023, to Aug 31, 2024 Figure 63 reflects visitation trends by all visitors during this 12 month period for the Dream Extreme Neighborhood Center, Launch Pointe, and Levee Trail. The Dream Extreme Neighborhood Center saw over 5,000 visits from 635 visitors. Launch Pointe is the most popular site attracting over 152,000 visits from over 66,000 visitors. Levee Trail received over 22,000 visits from almost 14,000 visitors.

Figure 63: Center/Site Visitation - Sep 1, 2023, to Aug 31, 2024 5 “Visits” in Placer.ai refers to the total number of times people come to a location, counting each trip separately even if made by the same person multiple times. “Visitors,” on the other hand, refers to the unique number of individuals who visit a location, counting each person only once regardless of the number of their visits. 152
H. VISITATION ANALYSIS
LAKE ELSINORE—RECREATION DEPARTMENT
Table 33 depicts the most and least popular visitation months. The most popular month across all facilities is May at three facilities including McVicker Canyon Park, Dream Extreme Neighborhood Center, and the Levee Trail. The least popular month across all facilities is December at three facilities including Summerly Community Center, McVicker Canyon Park, and Dream Extreme Neighborhood Center.

Table 33: Monthly Visitation
Facility Most Popular Month Least Popular Month
Summerly Community Park June December
Canyon Hills Community Park April July
McVicker Canyon Park May December
Alberhill Ranch Community Park October August
Summerhill Park January October
Dream Extreme Neighborhood Center May December
Launch Pointe July January
Levee Trail May February
153
H. VISITATION ANALYSIS

COMPREHENSIVE MASTER PLAN
Daily Visitation
Figure 64 reflects daily visitation trends over the 12 month period. The most popular day of the week across for most parks is Saturday. The most popular day for McVicker’s Park is Sunday, and at Summerhill Park it is Tuesday.

Figure 64: Parks Daily Visitation
154
H. VISITATION ANALYSIS
LAKE ELSINORE—RECREATION DEPARTMENT
Figure 65 and Table 34 reveals the most popular day for the Dream Extreme Neighborhood Center, Launch Pointe, and Levee Trail during the 12 month period. Thursday was the most popular day of the week for the Dream Extreme Neighborhood Center, while Saturday was the most popular day for Launch Pointe and Levee Trail.

Figure 65: Center/Sites Daily Visitation
Table 34: Daily Visitation Trends
Facility Most Popular Day Least Popular Day
Summerly Community Park Saturday Wednesday
Canyon Hills Community Park Saturday Tuesday
McVicker Canyon Park Sunday Friday
Alberhill Ranch Community Park Saturday Wednesday
Summerhill Park Tuesday Monday
Dream Extreme Neighborhood Center Thursday Sunday
Launch Pointe Saturday Tuesday
Levee Trail Saturday Wednesday
155
H. VISITATION ANALYSIS

COMPREHENSIVE MASTER PLAN
Hourly Visitation
Figures 66 and 67 reflect hourly visitation trends for the 12 month period. Table 35 reflects the most popular hours of the day for visitors for each facility. Peak visitation time was 6 p.m. for all parks and the neighborhood center. Peak visitation time was 7 p.m. for Launch Pointe, while Levee Trail saw the most visitors at 11 a.m.

Figure 66: Hourly Park Visitation
Figure 67: Hourly Visitation at Centers and Levee Trail 156
H. VISITATION ANALYSIS
LAKE ELSINORE—RECREATION DEPARTMENT
Table 35: Hourly Visitation
Facility Most Popular Time of Day
Summerly Community Park 6 p.m.

Canyon Hills Community Park 6 p.m.

McVicker Canyon Park 6 p.m.

Alberhill Ranch Community Park 6 p.m.

Summerhill Park 6 p.m.

Dream Extreme Neighborhood Center 6 p.m.

Launch Pointe 7 p.m.

Levee Trail 11 a.m.

Dwell Time
Figures 68 and 69 reflect the average length of time—or dwell time—visitors spend at each location during the 12 month period. On average, visitors are spending between 45 and 49 minutes at parks, 83 minutes at the neighborhood center, 58 minutes at Launch Pointe, and 31 minutes at Levee Trail.

Figure 68: Length of Stay at Parks
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H. VISITATION ANALYSIS

COMPREHENSIVE MASTER PLAN
Figure 69: Length of Stay at Neighborhood Center, Launch Pointe, and Levee Trail Distance Traveled
Figures 70 and 71 reflect the number of miles visitors are traveling to reach one of the park sites.

The majority of visitors across all locations are traveling approximately 1 to 5 miles to reach a park.

Figure 70: Distance Traveled to Parks
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H. VISITATION ANALYSIS
LAKE ELSINORE—RECREATION DEPARTMENT
Figure 71: Distance Traveled to Neighborhood Center, Launch Pointe, and the Levee Trail Table 36: Distance Traveled to Facility
Facility Most Common Distance Traveled to Facility
Summerly Community Park 3 – 5 miles
Canyon Hills Community Park 3 – 5 miles
McVicker Canyon Park 1 – 2 miles
Alberhill Ranch Community Park 10 – 30 miles
Summerhill Park 3 – 5 miles
Dream Extreme Neighborhood Center 2 – 3 miles
Launch Pointe 10 – 30 miles
Levee Trail 3 – 5 miles
159
H. VISITATION ANALYSIS

COMPREHENSIVE MASTER PLAN
Visitor Journey
Figures 72 through 79 offer insights into the top five types of locations all visitors are going before and after visiting a location. The most popular types of places visitors are going before visiting one of the facilities includes home, work, a gas station, community shopping centers, or a fast-food restaurant.

The most popular types of places visitors are going after visiting one of the facilities includes home, a gas station, a fast-food restaurant, community shopping centers, work, or a grocery store.

Figure 72: Summerly Community Park
Figure 73: Canyon Hill Community Park
160
H. VISITATION ANALYSIS
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Figure 74: McVicker Canyon Park
Figure 75: Alberhill Rance Community Park
161
H. VISITATION ANALYSIS

COMPREHENSIVE MASTER PLAN
Figure 76: Summerhill Park
Figure 77: Dream Extreme Neighborhood Center
162
H. VISITATION ANALYSIS
LAKE ELSINORE—RECREATION DEPARTMENT
Figure 78: Launch Pointe
Figure 79: Levee Trail
163
H. VISITATION ANALYSIS

COMPREHENSIVE MASTER PLAN
Summary
Table 37 reflects the visitation trends for each facility including the most popular time of day, the most common distance traveled to the facility, the most popular day, most popular month, and the average dwell time.

Table 37: Visitation Trends Across Facilities
Facility
Most
Popular
Time of Day
Most Common
Distance Traveled
to Facility
Most
Popular
Day
Most
Popular
Month
Average
Dwell Time
Summerly
Community Park 6 p.m. 3 – 5 miles Saturday June 49 minutes Canyon Hills
Community Park 6 p.m. 3 – 5 miles Saturday April 47 minutes McVicker Canyon
Park 6 p.m. 1 – 2 miles Sunday May 48 minutes
Alberhill Ranch
Community Park 6 p.m. 10 – 30 miles Saturday October 47 minutes Summerhill Park 6 p.m. 3 – 5 miles Tuesday January 45 minutes Dream Extreme
Neighborhood
Center
6 p.m. 2 – 3 miles Thursday May 73 minutes
Launch Pointe 7 p.m. 10 – 30 miles Saturday July 69 minutes Levee Trail 11 a.m. 3 – 5 miles Saturday May 49 minutes 164
H. VISITATION ANALYSIS
LAKE ELSINORE—RECREATION DEPARTMENT
Key Findings
Peak Visitation Times: Most parks, such as Summerly Community Park and Canyon Hills Community Park, see peak attendance in the evening around 5 to 6 p.m. In contrast, sites like Launch Pointe have their peak at 7 p.m., and Levee Trail peaks at 11 a.m.

Popular Days and Months: Saturday is the most popular day for most parks and sites, with Sunday being the least popular.

Dwell Time: The average length of stay varies from 45 to 73 minutes, with visitors tending to stay longer at specific sites like the Dream Extreme Neighborhood Center.

Distance Traveled: Most visitors travel between 3 to 5 miles to visit parks, while certain sites, like Launch Pointe, attract visitors from greater distances (10 to 30 miles).

Visitor Patterns: Before and after visiting, common destinations include home, work, gas stations, community shopping centers, and fast-food restaurants, suggesting both local and regional traffic. 165
H. VISITATION ANALYSIS

COMPREHENSIVE MASTER PLAN
I. Technology Assessment
Technology plays an increasingly important role in service delivery for parks and recreation departments. BerryDunn conducted a technology assessment to evaluate potential options related to transitioning to a new recreation management software, deploying Wi-Fi in parks, and installing outdoor digital signage.

The implementation of new technology requires significant resources and should be carefully considered alongside other City and Department priorities. These efforts should align with the broader master plan, with the goal of enhancing user experience, improving operations, and increasing awareness of the Department.

Recreation Software
Recreation management software is the
centralized system in parks and recreation
agencies for tracking program registrations,
reservations, and managing memberships.

Department switched to CivicRec in March 2015,
primarily driven by the following reasons:
• CivicRec offered a more inexpensive pricing
model compared to ActiveNet.
• CivicRec provided a broader set of tools and
an improved user experience.

Overall, CivicRec has been a successful platform
for the Department, meeting operational needs
effectively; however, two recurring issues have
been noted:
• Staff have reported challenges in
collecting partial payments specifically for
reservations.
• CivicRec lacks reporting features that fully
meets the City’s requirements. Reports for
one-time specialized activities cannot be
generated.

Despite these minor challenges, CivicRec remains
functional and efficient. However, Department
continues to monitor the market for any significant
improvements in recreation management
software that could justify another transition.

Current Recreation Providers
Registration system flexibility and end-user
functionality is a challenge across the industry.

No system to date meets the full-functionality
and needs of every agency. In fact, complaints
by system administrators, front-line staff, and
end-users are prevalent regardless of system.

There are approximately 20 systems (Table
38) on the market today. A large portion
of BerryDunn’s clients utilize the following
registration software programs:
• ActiveNet
• RecTrac
• CivicRec
• SmartRec/Amelia
As mentioned, each system has benefits and
challenges regardless of agency.
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I. TECHNOLOGY ASSESSMENT
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Table 38: Recreation Software Providers
Recreation Software
Name Parent Company Website
Avocado TechShare Group Inc. avocadorec.com
ActiveNet ActiveNetwork info.activenetwork.com
CampDoc DocNetwork campdoc.com
CenterEdge centeredgesoftware.com
Community Pass communitypass.net
CivicRec CivicPlus civicplus.com/civicrec/recreation-software EZFacility, Inc. Jonas Software ezfacility.com
Intelligenz intelligenz.global
League Organizer, Super
Scheduler Assignor’s
Assistant Manager’s
Assistant
Logical Solutions leagueorganizer.com
RecDesk recdesk.com
esportsdesk.com Recreation Sports
Management, Inc.
esportsdesk.com
ShapeNet shapenetsoftware.com
Sportability Third Base Data, Inc. secure.sportability.com SmartRec - CostRec Amilia amilia.com/products/smartrec
Sportsman Software sportsmancloud.com
Univerus Sport and
Recreation
univerus.com
Upace App Attollo Technology LLC upaceapp.com
Recreation Dynamics US eDirect Inc. outdoors.usedirect.com 167
I. TECHNOLOGY ASSESSMENT

COMPREHENSIVE MASTER PLAN
Recreation Software
Name Parent Company Website
RecTrac, WebTrac,
GolfTrac MainTrac,
InteliTrac PayTrac
Vermont Systems vermontsystems.com/products/rectrac
Xplor xplortechnologies.com/
Considerations for Switching Registration Systems
Recognizing that no system will be flawless, a migration to a new registration software requires careful consideration. Most importantly, it is vital that administrators evaluate if agencies are leveraging all of the capabilities of program to the fullest extent before selecting another system.

Agencies should also consider the following challenges when switching systems:
• Staff training – Adapting to new technology demands extensive training and support. • Data migration – Transferring records from one system to another may lead to compatibility issues, data loss, or reconfiguration of financial and operational workflows. • System adjustments – Operational processes may require updates to align with the new platform. • Community engagement – Residents must be informed, trained, and supported to help ensure a smooth transition.

Before pursuing a system change, the Department should carefully assess whether the benefits—such as cost savings, efficiency, and functionality—justify the investment. BerryDunn also recommends meeting with CivicRec to discuss current challenges and possible alternatives or upgrades.

In short, a transition to a new system must be weighed carefully with the realities of change management.
168
I. TECHNOLOGY ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Wi-Fi in Parks
Parks and recreation trends indicate that Wi-Fi is increasingly common in public parks, especially those in high-traffic areas. While the City of Lake Elsinore has not received overwhelming requests for public Wi-Fi in parks, it may be beneficial for the Department to have a targeted approach, where they prioritize high-traffic or underserved areas. Many cities use public Wi-Fi initiatives to bridge the digital divide by providing internet access to underserved populations who may lack connectivity at home.6 Reviewing internet access in the City of Lake Elsinore shows that there are two key areas that should be prioritized for Wi-Fi in parks, as seen in Figure 80.

Figure 80: Internet Access at Home Less than 95%
Internet Access Less than 95% at Home
6 Mark Saferstein. May 8, 2018. “Bridging the Digital Divide — Free Wi-Fi in Parks.” National Recreation and Park Association. Accessed February 2025 https://www.nrpa.org/parks-recreation-magazine/2018/may/bridging-the-digital-divide-free-wi-fi-in-parks/ Area 1: Machado Park and Launch Pointe Area 2: Yarborough Park, City Park, and Switch and Matich Park
169
I. TECHNOLOGY ASSESSMENT

COMPREHENSIVE MASTER PLAN
Public Wi-Fi in parks is increasingly being
implemented by municipalities for several reasons:
• Studies suggest that public Wi-Fi can
increase foot traffic and visitor engagement,
making parks more attractive for extended
use, educational programs, and community
events.
• Free Wi-Fi can promote stronger
communication with emergency services
allowing park users to report concerns in real
time.
• Some municipalities report that providing
free Wi-Fi encourages people to visit parks
more often, benefiting local businesses and
increasing community engagement.
• Visitors to campgrounds typically have an
expectation of Wi-Fi to stream movies and
entertainment or, at a minimum, to check
email, messages, and events at the park.

Though some cities partner with internet service
providers or local businesses to sponsor public
Wi-Fi, offsetting costs, benefits of WI-Fi should be
balanced carefully with the challenges and costs:
• Setting up the necessary infrastructure,
including routers, access points, and cabling,
can be expensive. Park and recreation
agencies often have limited budgets, so
finding funding or partnerships may be
necessary.
• Once installed, the Wi-Fi network requires
regular maintenance to work to ensure it
remains functional and secure. This includes
software updates, hardware repairs, and
monitoring for any issue.
7 NYC Parks. n.d. “Wi-Fi in Parks.” NYC Parks. Accessed February 2024 https://www.nycgovparks.org/facilities/wifi 8 City and County of San Francisco. n.d. “SCWiFi.” San Francisco. Accessed February 2024 https://www.sf.gov/information--sfwifi 9 U.S. Department of the Interior. n.d. “Parks and Other Facilities with Public WiFi.” National Park Service. Accessed February 2024 https://www.nps.gov/planyourvisit/parks-with-public-wifi.htm • Public Wi-Fi networks are vulnerable to
security threats such as hacking and data
breaches. Working to ensure robust security
measures, like encryption and secure login
procedures, should be considered.
• While Wi-Fi can enhance the visitor
experience by providing access to
information and services, it can also detract
from the natural and recreational experience
that parks aim to offer. This should be a factor
when considering the use and intent of the
park experience.

Successful Use Cases
NYC Parks has implemented free Wi-Fi in twentyone parks. The initiative has been well-received, with many visitors appreciating the ability to stay
connected while enjoying the outdoors.7
San Francisco has implemented free Wi-Fi in 40
parks and facilities. For example, Golden Gate
Park offers free Wi-Fi in certain high-traffic areas,
supporting educational programs and providing
visitors with access to information about the
park’s history and attractions. The Wi-Fi network
also helps in coordinating large events held in
the park.8
Some national parks have introduced Wi-Fi to
improve visitor safety and provide educational
resources. For example, Yellowstone National
Park offers Wi-Fi in certain areas, allowing
visitors to access real-time information about
wildlife sightings and weather conditions. This
is especially helpful where there is a lack of cell
service.9
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I. TECHNOLOGY ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Electronic Signage
Introducing electronic signage into parks can provide real-time updates, event information, and other pertinent details to visitors, enhancing communication and engagement.

The City does not currently utilize digital displays inside recreation centers but is considering their usage outside in parks.

Examples of Digital Signage
Figure 81 is a list of options provided by three digital display distributors to show the range of size and costs. These displays are weather resistant and are specifically designed for commercial use.

Figure 81: Examples of Digital Signage
LG Business Solutions10
Outdoor Digital IPS Display
49” from $5,199
55” from $6,369
Sylvox11
Commercial Outdoor Signage TV
43” from $1,599
55” from $2,199
65” from $2,999
Samsung12
Outdoor Display
24” from $2,400
55” from $3,730
85” from $30,228
10 LG. n.d. “LG Outdoor Displays.” LG. Accessed February 2024 https://www.lg.com/us/business/digital-signage/outdoor-and-window-facing-signage/outdoor-display 11 Sylvox TV. n.d. “Sylvox Outdoor Digital Signage Displays.” Sylvox. Accessed February 2024 https://sylvoxtv.com/collections/outdoor-digital-signage 12 Samsung . n.d. “Samsung Digital Signage Displays.” Samsung. Accessed February 2024 https://www.samsung.com/us/business/products/displays/outdoor-and-window/ 171
I. TECHNOLOGY ASSESSMENT

COMPREHENSIVE MASTER PLAN
Content Management
Digital display companies typically sell cloud-based solutions to assist with content management.

Many content management systems require Wi-Fi, ethernet, or, at a minimum, local network control.

For example, Samsung provides two options as software solutions: a remote management solution (RMS) for $10/mo or $100/yr or a full content management system (CMS) to create, manage, and deploy the content for $20/mo or $200/yr. Sylvox offers content management via cloud platform, or through a u-desk/SD card.13 It will benefit the City of Lake Elsinore to explore these options directly with these distributors to determine the best options given their unique requirements.

Potential Benefits and Concerns
Table 39 shows the potential benefits and concerns of electronic signage in parks.

Table 39: Potential Benefits and Concerns with Electronic Signage in Parks Category Benefits Concerns
Efficiency and
Staff Time
• Remote updates reduce manual
posting and staff site visits.
• Automated scheduling for shelter
reservations and event notices.
• Fewer errors due to
miscommunications.
• Initial setup requires
investment in software and
training.
• Staff may need time to
learn and manage new
digital systems.

Visitor
Communication
• Real-time updates for park events, trail
closures, and emergency alerts.
• Multi-language support for diverse
visitors.
• Dynamic content, including maps and
videos, enhances engagement.
• Requires power and
connectivity for real-time
updates.
• Information overload if not
managed properly.

Accessibility and
Wayfinding
• Digital maps and interactive
touchscreens help visitors navigate
easily.
• ADA-friendly features (high-contrast
options).
• QR code integration for mobile access.
• Not all visitors are techsavvy; some may prefer
printed maps.
• Screen glare in bright
outdoor settings could
reduce visibility.
13 Samsung . n.d. “Samsung Digital Signage Displays.” Samsung. Accessed February 2024 https://www.samsung.com/us/business/products/displays/outdoor-and-window/ 172
I. TECHNOLOGY ASSESSMENT
LAKE ELSINORE—RECREATION DEPARTMENT
Category Benefits Concerns
Safety and
Emergency Alerts
• Can improve security with live
monitoring or camera integration.
• Night visibility helps to ensure
messages are seen 24/7.
• Requires ongoing
monitoring to help ensure
updates are accurate.
• System failures or power
outages could prevent
emergency messaging.

Sustainability
and Cost Savings
• Reduces paper waste from printed
signs.
• Eliminates recurring costs for printing,
laminating, and replacing paper signs.
• Energy-efficient and solar-powered
options available.
• Higher initial investment
compared to paper-based
signage.
• Potential maintenance
costs and subscription
costs for software updates
and repairs.

Revenue and
Community
Engagement
• Potential for sponsorships and
advertisements to offset costs.
• Increased awareness of park
programs and events.
• Enhances modern appeal and
professional image of the park system.
• Over-commercialization
could detract from the
park’s natural experience.

Vandalism and
Security
• Vandal-resistant enclosures and
shatterproof screens available.
• Remote monitoring can provide alerts
if tampering is detected.
• Strategic placement in high-traffic
areas can reduce risk.
• Outdoor screens are
still potential targets for
vandalism.
• Protective measures
(reinforced casings, locks)
add to costs.
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I. TECHNOLOGY ASSESSMENT

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Recommendation and
Conclusion
Technology plays an important role in the
evolution of parks and recreation services.

Recreation software, public Wi-Fi, and digital
signage all provide opportunities for helping the
Department modernize its operations but also
presents challenges that should be considered
before implementation.

To assess viability and need, BerryDunn
recommends that the Department and the City
of Lake Elsinore establish a cross-functional
task force or technology committee—including
representation from IT—to promote Citywide collaboration. Additionally, this team should develop a rubric or scorecard to guide
prioritization and evaluation of any technologies
and related investments. Table 40 offers an
example of evaluation criteria to consider.

Table 40: Sample Evaluation Criteria
Meets department needs
Integration with existing systems
User-friendly for staff and public
Mobile compatibility
Initial cost vs. long-term value
ROI or cost savings potential
Vendor support and responsiveness
System reliability and uptime
Data protection and compliance
User access controls
Ability to grow with your department
Customization options
Enhances public engagement or
accessibility
Equity and inclusion considerations
In conclusion, any investment in technology
requires a thoughtful and deliberate approach
that weighs the pros and cons of the tool.
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I. TECHNOLOGY ASSESSMENT
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J. Capital Improvements
This Capital Improvements list provides a
thorough look into the quality of existing park
assets and the timeline for updates and/
or additions. To plan and prioritize Capital
Improvement projects, recommendations
include balancing the maintenance of current
assets with the development of new facilities.

The framework of this document is utilized to
determine Capital Improvement projects in
concert with an implementable financial plan.

Members of the Kimley Horn consulting team
met with Department staff in April 2025 and
conducted a ‘park-by-park’ workshop where
each existing park and/or asset in the system
was discussed and the future plans for each
were outlined. Utilizing the results of this
workshop, a detailed matrix was developed
which compiled the input collected and
conveyed it in a format which will help guide the
decision-making process for the Department’s
Capital Improvement investments. This plan
acknowledges a fiscal reality, leading to the
continuous rebalancing of priorities and their
associated expenditures. A complete list of the
projects in each park is identified within this
document.

Critical maintenance projects such as
repair of existing equipment, safety and ADA
improvements and existing debt service
obligations are considered lifecycle replacement
projects. In the case of the City of Lake Elsinore,
these types of projects are not included within
the Department’s Capital Improvements as they
are allocated and controlled under the Public
Works Department.

With that in mind, this list of Capital
Improvements addresses only those projects
that include strategic changes to the existing
parks system to better meet the unmet needs
of the community, including adding features
to extend recreation opportunities, such as
playfields, shade structures, adult fitness
equipment, covered picnic shelters, and trail
loops. These types of improvements typically
require one-time funding and may trigger
slight increases in annual operations and
maintenance costs, depending on the nature of
the improvements.

Complete park renovation by land acquisition
and new park/trail development, such as a
new sports complexes, recreation centers and
major trail developments will likely increase
annual operations and maintenance costs.

The consultant team worked directly with
Community Services Staff to determine a list of
these projects for each park and facility.

The following are the general assumptions
utilized in the development of the Capital
Improvements list:
• All projects must be financially viable.
• Projects must be consistent with other
planning efforts and existing approved
Capital Improvement funding, where
applicable
• Costs shown are intended to be rough
order of magnitude and based on park and
recreation related amenities only.
• Cost escalators have been included for
projects (Years 6-10 =35%, Years 11+ =55%).
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J. CAPITAL IMPROVEMENTS

COMPREHENSIVE MASTER PLAN
• Community Services Staff should continue to evaluate costing information with current market conditions throughout the life of the plan.

With careful planning and vision, the information contained within this plan will assist the Department in its efforts to ensure that infrastructure operation and park development is as efficient and effective as possible. Additionally, the following information will allow Department staff to strategically anticipate future expenditures and plan for adequate funding of future improvements, while negotiating confidently with forward well-evidenced information in the always difficult climate of budget constraints.

Table 41 presents conceptual cost estimates and proposed priorities for park and facility improvements and additions discussed by the Department. These figures serve as informational planning tools to guide future funding pursuits, project sequencing, and resource allocation. They do not represent committed, funded, or approved projects, and actual implementation will depend on available resources, Council direction, and further evaluation. 176
J. CAPITAL IMPROVEMENTS
LAKE ELSINORE—RECREATION DEPARTMENT
Capital Improvements Summary
Figure 82: Total Park Investment by Year
Short-Term (1-5 Years)
$8,960,700
5%
Long-Term (11+ Years)
$161,999,490
84%
Mid-Term (6-10 Years)
$21,691,800
11%
Figure 83: Total Park Investment by Classification Short-Term (1 to 5 Years) Special Use Park Regional,
$158,100, 0% Special Use Park,
$54,030,300, 28%
Pocket Park,
$1,362,000, 1%
Walking Path,
$10,542,600, 6%
Community Sports Park,
$23,622,750, 12%
Community Park,
$25,719,000, 13%
Neighborhood Park,
$13,503,240, 7%
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J. CAPITAL IMPROVEMENTS

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Table 41: Park Capital Improvements Table
Park Name
Capital
Improvements
(1-5 Years)
Capital
Improvements
(6-10 Years)
Capital
Improvements
(11+ Years)
Alberhill Community Park $420,000 $4,617,000 $976,500
Canyon Hills Community Park - - -
Christensen Park $7,264,800 $340,200 $221,340
City Park - - -
Cottonwood Canyon Park - - $158,100
Creekside Park - $445,500 $1,743,750
Davis Fishing Beach - $1,336,500 $353,400
Diamond Stadium of Lake Elsinore - - -
Elm Grove Beach - - $3,255,000
Lakepoint Park - $2,430,000 $1,999,500
Launch Pointe - - -
Launch Pointe Boat Launch - - -
Levee Park - $1,539,000 $24,180,000
Lincoln Street Park $25,500 $1,336,500 -
Linear Park - - -
Machado Park $660,000 $567,000 -
McVicker Canyon Park $420,000 $2,430,000 -
Oak Tree Park - - -
Riverwalk N - $388,800 $6,510,000
Riverwalk S - $388,800 $3,255,000
Rosetta Canyon Community Park - $5,265,000 -
178
J. CAPITAL IMPROVEMENTS
LAKE ELSINORE—RECREATION DEPARTMENT
Park Name
Capital
Improvements
(1-5 Years)
Capital
Improvements
(6-10 Years)
Capital
Improvements
(11+ Years)
Seaport - - $47,430,000
Serenity Park $20,400 - -
Summerhill Park - - -
Summerlake Park - - -
Summerly Community Park - - $6,324,000
Swick & Matich Park - - -
Terra Cotta Middle School Fields - - -
Tuscany Hills Park - $283,500 $697,500
Whiskers Fishing Beach - - $1,655,400
Yarborough Park - - -
Community Centers and Facilities $150,000 - -
Other - $324,000 $63,240,000
Total $8,960,700 $21,691,800 $161,999,490
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J. CAPITAL IMPROVEMENTS

COMPREHENSIVE MASTER PLAN
Figure 84: Total Park Investment by Classification Short-Term (1 to 5 Years) Community Centers
and Facilities
$150,000, 2%
Pocket Park
$25,500, 0%
Community Sports Park
$840,000, 9%
Neighborhood Park
$7,945,200, 89%
Figure 85: Total Park Investment by Classification Mid-Term (6 to 10 Years) Community Sports Park,
$13,041,000, 60%
Community Park,
$1,539,000, 7%
Neighborhood Park,
$3,337,200, 15%
Special Use Park,
$1,336,500, 6%
Pocket Park,
$1,336,500, 6%
Walking Path,
$777,600, 4% Community Centers and
Facilities, $324,000, 2%
180
J. CAPITAL IMPROVEMENTS
LAKE ELSINORE—RECREATION DEPARTMENT
Figure 86: Total Park Investment by Classification Long-Term (11+ Years) Neighborhood Park,
$1,999,500, 1%
Special Use Park Regional,
$158,100, 0%
Special Use Park,
$52,693,800: 33%
Walking Path,
$9,765,000, 6%
Community Centers
and Facilities,
$63,240,000, 39%
Community Sports Park,
$9,741,750, 6%
Community Park,
$24,180,000, 15%
Individual Park Projects
The following tables provide a detailed look at each park’s future assets. The following matrices convey the quantity of future assets at each park and the timeline for replacement, construction, or implementation. Recommendations outlined were based on meetings with Community Services Staff.

Note that costs shown are intended to be rough order of magnitude and based on park and recreation related amenities. The values shown within this document are based on 2024 dollars with cost escalators added in years 7-12 (35%) and years 13+ (55%). Community Services Staff should continue to evaluate costing information with current market conditions throughout the life of the plan as project funding opportunities arise.
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COMPREHENSIVE MASTER PLAN
Table 42: Individual Park Assets—Alberhill – Cottonwood Canyon J. CAPITAL IMPROVEMENTS
182 LAKE ELSINORE—RECREATION DEPARTMENT
Table 43: Individual Park Assets—Creekside - Lakepoint
J. CAPITAL IMPROVEMENTS
COMPREHENSIVE MASTER PLAN 183
Table 44: Individual Park Assets-Launch Point – Linear Park J. CAPITAL IMPROVEMENTS
184 LAKE ELSINORE—RECREATION DEPARTMENT
Table 45: Individual Park Assets – Machado – Riverwalk S J. CAPITAL IMPROVEMENTS
COMPREHENSIVE MASTER PLAN 185
Table 46: Individual Park Assets—Rosetta - Summerlake
J. CAPITAL IMPROVEMENTS
186 LAKE ELSINORE—RECREATION DEPARTMENT
Table 47: Individual Park Assets - Summerly - Whiskers
J. CAPITAL IMPROVEMENTS
COMPREHENSIVE MASTER PLAN 187
Table 48: Individual Park Assets-Yarborough - Other
J. CAPITAL IMPROVEMENTS
188 LAKE ELSINORE—RECREATION DEPARTMENT

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