Attachment 2 SB Parks Master Plan 2026 — Mayor and City Council, May 6, 2026

Next Practice Partners CITY OF SAN BERNARDINO San Bernardino, CA

CITY OF SAN BERNARDINO PARKS MASTER PLAN

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2 ACKNOWLEDGEMENTS

We are deeply grateful to the San Bernardino community, residents, stakeholders, user groups of all ages, backgrounds and abilities who all participated in this plan process to help shape the future of parks and recreation in the City. This plan is a product of your collaboration, input and vision.

CITY OF SAN BERNARDINO
Mayor & City Council
Parks and Recreation Department

CONSULTING TEAM
Next Practice Partners, Principal Consultant
RHA Community Works, Sub-Consultant
Aquatics Design Group, Sub-Consultant
Merge Inclusion Consulting, Sub-Consultant
SiloHack, Sub-Consultant
ETC Institute, Sub-Consultant

3 TABLE OF CONTENTS
CHAPTER ONE EXECUTIVE SUMMARY ................................................................................... 5

1.1 INTRODUCTION ......................................................................................................................................................................................................... 5

1.2 EXECUTIVE SUMMARY ............................................................................................................................................................................................ 6 CHAPTER TWO COMMUNITY PROFILE ................................................................................. 17

2.1 OVERVIEW ..................................................................................................................................................................................................... 17

2.2 LAND ACKNOWLEDGEMENT .............................................................................................................................................................................. 17

2.3 DEMOGRAPHICS....................................................................................................................................................................................... 17

2.4 LOCAL RECREATION TRENDS ...................................................................................................................................................... 28

2.5 KEY FINDINGS ............................................................................................................................................................................................ 33 CHAPTER THREE PUBLIC INPUT SUMMARY ........................................................................ 34

3.1 FOCUS GROUPS ................................................................................................................................................................................................ 35

3.2 KEY LEADERSHIP INTERVIEWS ......................................................................................................................................................................... 38

3.3 COMMUNITY LISTENING SESSIONS .................................................................................................................................................................. 40

3.4 SUMMARY OF FINDINGS FOR DEAF AND HARD OF HEARING PARKS & RECREATION STAKEHOLDERS ........................................... 42

3.5 ETC STATISTICALLY VALID SURVEY ...................................................................................................................................................................51

3.6 SURVEY COMPARISON REPORT ................................................................................................................................................. 59

3.7 WEBSITE ............................................................................................................................................................................................................ 75 CHAPTER FOUR INCLUSION AUDIT........................................................................................ 76

4.1 OVERVIEW............................................................................................................................................................................................................. 76

4.2 FINDINGS – CID SPECIFIC ................................................................................................................................................................................. 77

4.3 DEPARTMENT WIDE FINDINGS ......................................................................................................................................................................... 81

4.4 STAKEHOLDER INTERVIEW SUMMARY ............................................................................................................................................. 84

4.5 SUMMARY ............................................................................................................................................................................................................. 85 CHAPTER FIVE RESOURCE ANALYSIS .................................................................................... 89

5.1 RECREATION PROGRAM ASSESSMENT ............................................................................................................................................................ 89

5.2 PARK AND FACILITY EVALUATIONS ................................................................................................................................................................. 96

5.3 RECOMMENDED PARKS IMPROVEMENT PLAN ............................................................................................................................................ 107

5.4 AQUATICS ASSESSMENT ....................................................................................................................................................................................110

5.5 FUNDING AND REVENUE STRATEGIES ANALYSIS .......................................................................................................................................... 112

5.6 LEVEL OF SERVICE ANALYSIS ............................................................................................................................................................................ 117

5.7 EQUITY MAPPING ................................................................................................................................................................................................ 118 CHAPTER SIX VISIONING ......................................................................................................... 138

6.1 CORE VALUES ...................................................................................................................................................................................................... 138

6.2 BIG MOVES .......................................................................................................................................................................................................... 139

6.3 STRATEGIES ........................................................................................................................................................................................................ 140 CHAPTER SEVEN CONCLUSION ............................................................................................. 146 CHAPTER EIGHT APPENDICES ................................................................................................ 147 APPENDIX A- NATIONAL TRENDS IN RECREATION ............................................................................................................................................ 147 APPENDIX B- STATISTICALLY VALID SURVEY RESULTS .................................................................................................................................... 166 APPENDIX C- ONLINE COMMUNITY SURVEY ....................................................................................................................................................... 181 APPENDIX D - PARK & FACILITY EVALUATIONS ................................................................................................................................................. 197

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5 CHAPTER ONE EXECUTIVE SUMMARY

1.1 INTRODUCTION
The City of San Bernardino (“City”) stands at a defining moment one where its parks, recreation, and community services system can become a catalyst for transformation across neighborhoods, generations, and cultures.

From the dire conditions of filing for bankruptcy in Aug 2012 and closing out the case in 2022, the City has emerged stronger and in a forward-facing direction to meet and serve the community. The previous parks and recreation plan was done in 2008 and to guide the transformation towards a strategic, inclusive, and actionable roadmap for the next 10 years, the Parks and Recreation Department (“Department”) hired national planning leaders, Next Practice Partners to lead the planning process.

At its core, this plan is grounded in a simple but powerful belief: parks and recreation are essential infrastructure. They are not “nice to have” they are critical to public health, community safety, economic vitality, environmental resilience, and overall quality of life. In San Bernardino, where residents face economic disparities, evolving demographics, and access challenges, the role of parks becomes even more vital.

Ultimately, this Master Plan is a call to action. It is an opportunity to reimagine the role of parks and recreation in San Bernardino not just as spaces, but as experiences that connect people, strengthen communities, and shape a more resilient and inclusive future.

6 1.2 EXECUTIVE SUMMARY
This plan is built on a comprehensive and data-driven foundation. It integrates demographic analysis, national and local recreation trends, statistically valid survey results, facility and program assessments, and equity mapping. Just as importantly, it reflects the voices of the community. More than 2,000 residents representing diverse backgrounds, languages, and lived experiences participated in the engagement process, ensuring that this plan is not created for the community, but with the community.

The findings are clear. Residents value parks and recreation highly, yet face barriers to participation particularly around safety, maintenance, awareness, and accessibility. There is strong demand for improved lighting, connected trails, community centers, and inclusive programming that reflects the cultural richness of San Bernardino.

In response, this plan moves beyond “best practices” to “next practices.” It prioritizes equity as a foundation, innovation as a driver, and inclusion as non-negotiable. It recognizes that parks can— and must—serve as safe, welcoming, and vibrant community spaces for all residents, regardless of age, income, ability, or background.

1.2.1 COMMUNITY PROFILE
The analysis used demographic data from two sources: the U.S. Census Bureau and Environmental Systems Research Institute, Inc. (ESRI), a research and development organization specializing in Geographical Information Systems and population projections. Detailed information on demographics and trends is available in Chapter 2.

The City’s population is expected to marginally decline over 15 years while continuing to age and get more racially diverse in the same time period.

Total Population220,799
Median Age33.0
Per-Capita Household Income$24,119
Race/Etnicity70.24% Hispanic Orgin
7 Additionally, less than half the residents live within a 10 min walk to a park which is lower than the national
average of 55% and indicates than over 100,000 people in the City do not have access to a park within a 10 min walk.

1.2.2 PUBLIC INPUT SUMMARY
The Consulting Team’s philosophy was to meet people
where they are and ensure the most inclusive community input process possible. This was done through:
 Focus Groups
 Key Leadership Interviews
 Community Listening Sessions (in English, Spanish and American Sign Language)  Summary of Findings for Deaf & Hard of Hearing Parks & Recreation Stakeholders  Statistically Valid Survey
 Online Community Survey
 Master Plan Website
Over 2,000 individuals speaking over a dozen languages participated in the process. The findings from each stage of the public input process are summarized and highlighted in the following sections.

8 A broad number of community groups were engaged to participate in this process including:

The top priority outcomes from this plan based on the community listening sessions are (listed alphabetically):

1. Accessibility: Creating an accessible environment for people of all ages and abilities is another top priority. This can involve providing accessible pathways, parking, restrooms, and facilities, as well as considering the needs of people with disabilities in programming and events.

2. Cleanliness: Ensuring the park or recreational area is clean and well-maintained is crucial for creating a positive experience for visitors. This can involve regular cleaning, waste management, and maintenance of facilities and equipment.

3. Community Involvement: Encouraging community involvement and participation is important for creating a sense of ownership and pride in the park or recreational area.

This can involve opportunities for volunteering, programming, and communication.

4. Programming and Resources: Providing a range of programming and resources, including affordable programs, intergenerational connections, senior trips, and safe after-school activities, can help to create a thriving community and support the needs and interests of diverse groups.

5. Safety: Ensuring the safety of park users and visitors was cited as the top priority across these meetings. Attendees cited concerns with the unhoused population in the parks and wanted the department and the city to explore measures such as consistent patrols, well- lit pathways, and emergency response plans among others to address these issues.

Key Leaders/ Focus Group
San Bernardino City Council San Bernardino Office of the Mayor Art Organizations Community Partners-Faith Based
Cultural Groups Garcia Center
HOPE Culture Inclusion/CID
Lifting our Stories Little League Baseball
Music Creation Program Project Fighting Chance
Teens/Youth Young S. A. M. O. A
9 10
Statistically Reliable Survey
In addition to the community input, ETC Institute also conducted a statistically reliable survey of San Bernardino residents in Fall 2023. The goal was to collect a minimum of 400 completed surveys from residents. The goal was met with 419 completed surveys collected. The overall results for the sample of 419 households has a precision of at least +/-4.8 at the 95% level of confidence.

1.2.3 RECREATION PROGRAM ASSESSMENT
The Consulting Team conducted a Recreation Program Assessment for the core program areas including Youth and Adult Athletics, Aquatics, Senior Services, STEAM and After-School Programs, Adaptive Programs and Community Engagement and Special Events. Detailed information can be found in Chapter 5.1.

11 Key recommendations from the assessment include:

RECOMMENDATIONS
Expand Exercise and Wellness Programs: There is a high unmet need for fitness programming.

Expanding these offerings, particularly in underserved areas, will address the needs of over 30,000 households.

Increase Community and Cultural Events: Given the importance placed on community events, increasing both the frequency and diversity of events like cultural festivals, fairs, and outdoor concerts would help engage the wider community and address unmet needs.

Enhance Youth Programming: There is a strong need for after-school programs, leadership/mentoring, and programs for at-risk youth. Expanding these programs could foster positive development and crime prevention among youth.

Invest in Mental Health and Counseling Services: With rising demand for counseling and mental health programs, expanding these services would greatly benefit the community and address growing mental health concerns.

Targeted Senior Services: As senior programs are both a priority and a critical need, increasing the scope of fitness, social, and wellness activities for seniors should be a focus for future investment.

1.2.4 PARK AND FACILITY EVALUATIONS
The evaluation of park assets within the City is a cornerstone of our planning and maintenance scheduling efforts. Each park and its amenities are carefully assessed through thorough field observations by our dedicated staff, resulting in a comprehensive grading based on current conditions.

12 Our evaluation process uses a qualitative grading scale, complemented by numerical scores, to reflect both the quantity and quality of recreational opportunities available. Detailed assessment can be found in Chapter 5.2 and Appendix D.

In summary, the parks system reflects a mix of strong foundational assets and significant operational challenges.

While many parks provide ADA access to key amenities and offer a diverse range of recreational features including fields, courts, playgrounds, and shelters—overall connectivity within sites is inconsistent due to cracked walkways, limited internal circulation, and uneven terrain. Parking and transit access vary widely, with some areas undersized or difficult to access.

Facility conditions are similarly mixed, with some recently upgraded amenities in good condition, but others impacted by deferred maintenance, including damaged courts, aging infrastructure, and nonfunctional elements.

Safety and comfort remain the most pressing concerns, as the widespread presence of homeless encampments, inadequate lighting, and environmental factors such as noise and proximity to busy corridors affect both perception and usability. Maintenance levels are uneven, ranging from well-kept turf and amenities to sites experiencing significant deterioration, vandalism, and neglect.

Collectively, these conditions highlight the need for targeted reinvestment, improved safety strategies, and consistent maintenance standards to ensure parks are accessible, welcoming, and functional for all users.

13 1.2.5 FUNDING AND REVENUE STRATEGIES
The following section outline key funding and revenue strategies relevant to the Department.

These strategies reflect both current practices being utilized and areas of interest identified by staff for potential expansion or further exploration. Detailed strategies are available in Chapter

5.5. 14

1.2.6 EQUITY MAPS
Equity mapping builds upon the Level of Service analysis by examining how parks and recreation amenities are distributed across San Bernardino and whether residents have reasonable access to these resources.

The analysis presents a series of maps that illustrate how parks and recreation amenities are currently distributed throughout San Bernardino and where are there gaps and overlaps in offerings that need to be addressed. The full list of maps are in Chapter 5.7 while a sample map for Group Rental Pavilions is shown below.

15 1.2.7 VISIONING AND RECOMMENDATIONS
The Department staff with the Consulting Team participated in a Visioning Workshop to collaboratively shape its future direction. This interactive session brought team members together to refine the department’s core values, while creating a unified foundation for its goals and strategies. Detailed recommendations from that are in Chapter 6.

The core values that emerged from the workshop were:

The Big Moves aka major recommendations from the process are follows:

1. Enhanced Security and Safety Measures
o Install Security Cameras and Lighting: Ensure all major parks and recreation centers have adequate security cameras and lighting to enhance visitor safety and reduce incidents.
o Address Homelessness in Parks: Work with local agencies to provide resources for individuals experiencing homelessness and implement policies to ensure parks remain safe and welcoming for all visitors.
o Community Partnerships for Safety: Work with local law enforcement and social services to address homelessness in parks and ensure facilities remain welcoming for all visitors, focusing on both security and compassionate support.

2. Increase Funding for Sustainable Operations and Growth o Advocate for Budget Increases: Secure additional funding for operations, maintenance, and programming to ensure facilities are well-maintained and adequately staffed.

16 o Develop Partnerships and Sponsorships: Collaborate with local businesses, nonprofits, and community partners to obtain sponsorships and resources, supporting enhanced programming and facility upgrades.

3. Comprehensive Facility Upgrades and Renovations
o Modernize and Expand Facilities: Prioritize upgrades to restrooms, playgrounds, and community centers, focusing on providing modern amenities and specialized spaces for a variety of programming.
o Multipurpose Fields and Spaces: Invest in multipurpose fields and other adaptable spaces to accommodate diverse recreational activities and community events.

4. Investment in Staff Development and Competitive Compensation o Competitive Pay and Benefits: Increase salaries and benefits to attract and retain qualified staff, establishing the department as a top employer in the area. o Enhanced Training and Onboarding: Implement robust training and onboarding programs to equip staff with the skills needed to provide excellent service and manage facilities effectively.

5. Strengthen Branding and Community Engagement
o Unified Branding: Create a cohesive brand across all marketing materials, signage, and events to solidify the department’s identity and improve community recognition.
o Enhanced Community and City Council Support: Build strong relationships with the community and city council to foster advocacy for parks and recreation initiatives, ensuring continued support for long-term growth.

Additional strategies for multiple areas Recreation Programs and Facilities, Parks, Trails and Open Space, Maintenance and Operations, and Funding and Marketing are also provided in Chapter 6 and help shape the living, breathing action plan that staff would implement.

1.2.8 CONCLUSION
This Master Plan is more than a response to current conditions: it is a commitment to a different future. A future where parks are not simply places, but platforms for equity, safety, health, and belonging for everyone in San Bernardino.

San Bernardino stands at a pivotal moment. With strategic investment, public-private-non-profit partnerships, bold leadership, and a focus on “next practices,” its parks system can evolve into a defining asset for the city one that not only meets needs but also inspires possibility.

Ultimately, this plan is about more than parks. It is about people. It is about creating spaces where every resident regardless of age, income, or background can feel safe, connected, and proud to call San Bernardino home.

17 CHAPTER TWO COMMUNITY PROFILE

2.1 OVERVIEW
A key component of the Plan is a Community Profile. The purpose of this analysis is to provide the Department with insight into the community they serve. It also helps quantify the market in and around the City and assists in providing a better understanding of the types of parks, facilities, programs, and services that are most appropriate to equitably address the residents’ needs.

2.2 LAND ACKNOWLEDGEMENT
As a formal recognition, we acknowledge with respect that the land we currently occupy is the traditional territory of the San Manuel Band of Mission Indians. We express our honor and deep respect towards the Indigenous communities for their exceptional care of this land for generations, while enduring historical and ongoing injustices with unwavering resilience. We endeavor to work towards reconciliation, and to uphold the voices and sovereignty of Indigenous peoples as a fundamental commitment towards helping build equitable and inclusive communities.

2.3 DEMOGRAPHICS
The Demographic Analysis is a report that examines the characteristics of the population in the City, including age segments, race, ethnicity, and income levels. It covers the entire population of the City and uses historical patterns to make future projections. However, unforeseen circumstances during or after the time of the analysis could impact the validity of these projections.

The infographic below summarizes the City's population based on current estimates for 2024

Total Population220,799
Median Age33.0
Per-Capita Household Income$24,119
Race/Etnicity70.24% Hispanic Orgin
18 2.3.1 METHODOLOGY
The analysis used demographic data from two sources: the U.S. Census Bureau and Environmental Systems Research Institute, Inc. (ESRI), a research and development organization specializing in Geographical Information Systems and population projections. The data was obtained in July 2024 and reflects the actual numbers reported in the 2020 Census. ESRI used this data to estimate the current population in 2024, as well as a 5-year projection for 2029. The consulting team used straight-line linear regression to forecast demographic characteristics for 10 and 15-year projections in 2034 and 2039.

DEMOGRAPHIC ANALYSIS BOUNDARY
The City boundaries shown below were utilized for the demographic analysis.

19 2.3.2 CITY POPULACE

POPULATION
The population data for the City of San Bernardino from 2020 to 2039 indicates a slight decline.

In 2020, the population was 222,101. By 2024, it is estimated to decrease to 220,799, reflecting a -0.29% annual growth rate. The population is projected to remain almost stable at 220,771 by 2029, with a 0.00% growth rate. A continued slight decline is expected, with the population projected to be 219,825 in 2034 and 219,076 in 2039, having annual growth rates of -0.09% and -0.07%, respectively. Overall, the data suggests a minor but consistent population decrease over the next two decades.

20 AGE SEGMENT
The median age in San Bernardino is 33.0, which is younger compared to California's median age of 38.4 and the national median age of 39.3. The age segment data for San Bernardino from 2020 to 2039 shows notable demographic shifts. In 2020, the largest age group was 0-17 at 28%, followed by the 18-34 group at 27%, and the 35-54 group at 24%. By 2024, the 0-17 group decreases to 26%, while the 18-34 and 35-54 groups remain stable at 27% and 25%, respectively. By 2039, the 0-17 group further declines to 20%, whereas the 55-74 and 75+ age groups increase to 27% and 7%, respectively.

This data indicates an aging population over the next two decades, with a growing proportion of older residents (55+ age group) and a decreasing share of younger residents (0-17 age group).

21 RACE AND ETHNICITY DEFINITIONS
The minimum categories for data on race and ethnicity for Federal statistics, program administrative reporting, and civil rights compliance reporting are defined below. The Census 2020 data on race are not directly comparable with data from the 2010 Census and earlier censuses; therefore, caution must be used when interpreting changes in the racial composition of the US population over time. The latest (Census 2020) definitions and nomenclature are used within this analysis.
 American Indian – This includes a person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment
 Asian – This includes a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam  Black or African American – This includes a person having origins in any of the black racial groups of Africa
 Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands  White – This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa
 Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal Government; this includes a person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish culture or origin, regardless of race Census states that the race and ethnicity categories generally reflect social definitions in the U.S. and are not an attempt to define race and ethnicity biologically, anthropologically, or genetically.

We recognize that the race and ethnicity categories include racial, ethnic, and national origins and sociocultural groups.”
Please Note: The Census Bureau defines Race as a person’s self-identification with one or more of the following social groups: White, Black, or African American, Asian, American Indian and Alaska Native, Native Hawaiian and Other Pacific Islander, some other race, or a combination of these. While Ethnicity is defined as whether a person is of Hispanic / Latino origin or not. For this reason, the Hispanic / Latino ethnicity is viewed separate from race throughout this demographic analysis.

22 RACE
The racial segment data for the City of San Bernardino indicates that it is a majority-minority city, meaning the combined percentage of all non-White racial categories exceeds that of the 'White Alone' category. In 2020, 45% of the population identified as White Alone, while the remaining 55% comprised various non-White racial categories. By 2024, the percentage of White Alone decreased to 43%, with non-White racial categories increasing to 57%. This trend continues, and by 2039, the White Alone population is projected to further decrease to 39%, while non-White racial categories increase to 61%. This growing disparity highlights an increasingly diverse population over the next two decades.

23 ETHNICITY
The City's population was evaluated based
on Hispanic/Latino ethnicity, which the
Census Bureau views as separate from race.

It is worth noting that individuals who
identify as Hispanic/Latino may also belong
to any of the racial categories mentioned
earlier.

The Hispanic population data for the City
reveals a steady increase over the next two
decades. In 2020, 60% of the population
identified as Hispanic. This percentage rose
to 61% by 2024 and is expected to be at
62% by 2029. The upward trend continues
with projections indicating 64% by 2034 and
reaching 65% by 2039. This consistent
growth underscores the significant and
increasing presence of the Hispanic community in San Bernardino, highlighting its importance in the city's demographic composition.

INCOME
The income comparison data for the City
reveals that both per capita and median
household incomes are significantly lower than
the averages for California and the United
States. San Bernardino's per capita income is
$24,119, compared to California's $48,206 and
the national average of $43,829. Similarly, the
median household income in San Bernardino is
$62,777, which is considerably lower than
California's $97,646 and the national median
of $79,068. This data highlights the economic
challenges faced by San Bernardino residents,
indicating a substantial income gap compared
to state and national levels.

Note that per capita income refers to the
income earned by an individual, while median
household income is calculated based on the
total income of everyone over the age of sixteen living in the same household.

24 HISTORICALLY UNDERSERVED POPULATION CHARACTERISTICS
The 2024 demographic comparison for the City highlights significant challenges faced by historically underserved populations. The City has a higher percentage of foreign-born residents (21.8%) compared to the national average (13.7%), though slightly lower than California (26.5%).

Over half of the population (52.7%) speaks a language other than English at home, which is considerably higher than both the state (43.9%) and national (21.7%) averages, indicating a diverse linguistic community.

The City has a lower owner-occupied housing rate (48.9%) compared to California (55.6%) and the U.S. (64.8%), pointing to potential housing stability issues. Additionally, 9.2% of residents have a disability, slightly above the state average (7.1%) and similar to the national average (8.9%). Health insurance coverage is a concern, with 11.6% of residents uninsured, higher than both state (7.5%) and national (9.3%) rates. The poverty rate in San Bernardino is alarmingly high at 20.2%, significantly surpassing the state (12.2%) and national (11.5%) averages.

These statistics underscore the economic and social disparities within the City, highlighting areas in need of targeted support and intervention to improve the quality of life for its residents.

25 HOMELESS POPULATION
The City is addressing its growing homelessness crisis through various initiatives, including the allocation of $20 million in American Rescue Plan Act funds for a Homelessness Action Plan. This plan includes the construction of a navigation center offering essential support services like case management, healthcare access, job training, and assistance in finding permanent housing.

The 2024 Point-In-Time Homeless Count reports 977 unsheltered individuals and 440 in sheltered or transitional housing, indicating insufficient resources. Consequently, city officials declared homelessness a local emergency, allowing for accelerated zoning regulation changes and expanded housing options, including converting and constructing new buildings for emergency housing.

Partnerships with local non-profits, faith-based groups, and businesses are being strengthened to create a comprehensive support network for homeless individuals. The city also received a $35 million grant to build the San Bernardino Wellness Campus in collaboration with Lutheran Social Services of Southern California. This facility will feature 140 modular interim housing units with health and social services, slated to open in 2025.

Additionally, San Bernardino secured a $4.57 million Encampment Resolution grant to address homeless encampments along Waterman Avenue. This funding will provide permanent housing for 60 individuals and interim housing for at least 40 more, along with support services.

San Bernardino is making significant strides in tackling homelessness through these initiatives, demonstrating a commitment to investing in essential resources, innovative strategies, and community collaboration to ensure all residents have access to safe, stable housing.

COST OF LIVING
The cost-of-living index is a
measure of how expensive it is to
live in a particular area or city
compared to another area or city.

The index is typically calculated
by comparing the prices of a
basket of goods and services,
such as housing, transportation,
food, healthcare, and utilities, in
different locations.

The national average cost-of-living index in the United States is set at 100, and the cost-of-living index for a specific city or region is typically reported as a percentage of the national average.

For example, if the cost-of-living index for a city is 110, it means that it is 10% more expensive to live in that city than the national average.

With an overall cost of living index at 118.6, City residents encounter costs that are slightly above the national average. Examining the various aspects of living costs uncovers a diverse picture across different sectors.

San Bernardino's grocery index of 98.3 indicates grocery costs are slightly below the national average, allowing residents to purchase a broad range of fresh produce and household essentials without significant financial burden. The city also has a low health index of 86.7, making

26 healthcare more affordable compared to many other regions. This is especially beneficial for families and individuals with ongoing medical needs or chronic conditions.

On the other hand, the housing market in San Bernardino poses a challenge, with a housing index of 124.4. Residents face higher costs for renting and buying properties due to the city's close proximity to Los Angeles and the ever-increasing demand for housing in the region.

Despite high housing costs, many residents choose to live in San Bernardino for its thriving job market, diverse communities, and cultural attractions.

Utilities in San Bernardino are more expensive than the national average, with an index of 109.1.

Higher expenses for electricity, natural gas, and water services stem from the rising energy demands and limited resources in California. Furthermore, the cost of living in San Bernardino surpasses the national average in transportation, with an index of 111.3. Residents face higher costs for gasoline, public transportation, and vehicle maintenance, partly due to extensive commuting to Los Angeles and neighboring cities for work.

Lastly, San Bernardino's miscellaneous index, encompassing expenses such as clothing, dining out, and entertainment, stands at 110.7. This suggests that residents need to allocate a slightly larger portion of their income to indulge in life's luxuries and maintain their social lives.

The challenge of the above-average cost of living in San Bernardino is further intensified by the residents' substantially below-average income levels. Although healthcare and groceries are relatively affordable, residents must cope with higher costs for housing, utilities, transportation, and miscellaneous expenses. Despite these challenges, many people continue to call San Bernardino home, due to its vibrant communities, rich cultural scene, and promising job market.

2.3.3 10-MINUTE WALK
The Trust for Public Land firmly believes that
every person residing in U.S. cities should have
access to a high-quality park that is located within
a 10-minute walking distance from their home. To
make this vision a reality, they launched the "10-
Minute Walk Program" aimed at helping cities
expand access to green spaces for all. The Trust
for Public Land has conducted research, which has
revealed that parks that cater to a predominantly
people of color demographic are, on average, only
half the size of parks that primarily serve white
populations. Despite their smaller size, these parks
serve nearly five times as many people.

Additionally, parks that primarily serve low-
income households are, on average, four times
smaller than parks that serve high-income households.

The current statistics indicate that only 46% of the residents of San Bernardino have a park located within a 10-minute walking distance from their homes, which is lower than the national average of 55%. Additional information regarding the “10-Minute Walk Program” can be found at https://www.tpl.org/.

27 2.3.4 TREE EQUITY
A Tree Equity Score is a method used
by cities to evaluate how effectively
they are providing fair access to tree
canopy coverage for all residents. This
score uses a combination of factors,
such as the need for tree canopy
coverage and the priority for planting
trees in urban neighborhoods (which
are defined by Census Block Groups).

It is based on data related to tree
canopy coverage, climate,
demographics, and socioeconomics.

The score is calculated at the neighborhood (block group) level and then aggregated to the municipal level to provide an overall assessment of the city's performance in delivering equitable tree canopy coverage.

San Bernardino currently has a tree equity score of 65. Of the 161 block groups in San Bernardino:
 83 have a tree equity score below 70 (highest priority).  51 have a tree equity score between 70-79 (high priority).  24 have a tree equity score between 80-89 (moderate priority).  2 have a tree equity score between 90-99 (low priority)  1 have a tree equity score of 100 (no priority)
Neighborhoods with larger
percentages of people of color
and/or lower income households
living within them tend to have
lower tree equity scores, meaning
they have less tree canopy cover.

Figure 12 shows the percentage
breakdown for neighborhoods in
terms of tree canopy coverage in
relation to the percentages of
people in poverty living in San
Bernardino.

Additional information regarding
tree equity can be found at
https://www.treeequityscore.org/.

28 2.4 LOCAL RECREATION TRENDS
The Trends Analysis offers insights into recreational trends at the local level. This analysis utilizes data on trends sourced from the Environmental Systems Research Institute, Inc. (ESRI).

2.4.1 LOCAL SPORT AND LEISURE MARKET POTENTIAL
ESRI provided the following charts
depicting sports and leisure market
potential data for San Bernardino
residents. The Market Potential
Index (MPI) is utilized to measure
probable demand for a product or
service within defined service areas.

MPI scores display the likelihood
that an adult resident will partake in
certain activities when compared to
the national U.S. average. The
national average is set at 100, so
scores below 100 indicate lower-
than-average participation rates,
while scores above 100 indicate
higher-than-average participation
rates. The service area is evaluated against the national average across four categories: general sports, fitness, outdoor activity, and commercial recreation.

It is important to note that MPI metrics represent only one data point used to help determine community trends. Programmatic decisions should not be solely based on MPI metrics. The following charts compare MPI scores for 46 sport and leisure activities prevalent for residents in the City. The activities are grouped by type and listed in descending order, from highest to lowest MPI score. Index numbers of 100 or higher hold significance as they indicate a greater likelihood that residents within service areas will actively participate in those Department offerings. Conversely, below-average MPI scores suggest lower levels of participation in specific activities and may indicate a need for certain recreational spaces, amenities, and/or programs.

29 GENERAL SPORTS MARKET POTENTIAL
Soccer leads significantly with an MPI of 165, indicating a much higher-than-average participation rate compared to the national average. Volleyball (110), baseball (108), basketball (108), and football (102) also have higher-than-average participation rates. Softball (94), tennis (89), pickleball (71), and golf (61) fall below the national average, suggesting lower levels of interest in these sports within the community. This data highlights soccer as the most popular sport in San Bernardino, followed by moderate interest in volleyball, baseball, basketball, and football.

30 FITNESS
Zumba has the highest MPI at 158, indicating a significantly higher-than-average participation rate compared to the national average. Aerobics also shows strong participation with an MPI of 105. Other fitness activities such as jogging/running (88), Pilates (86), yoga (82), weight lifting (81), walking for exercise (78), and swimming (67) all fall below the national average, suggesting lower engagement in these activities within the community. This data highlights a particularly strong interest in Zumba and moderate interest in aerobics among San Bernardino residents.

31 OUTDOOR ACTIVITY
Mountain biking has the highest MPI at 95, followed closely by horseback riding and rock climbing, both at 94. Saltwater fishing has a slightly lower MPI at 92. Road bicycling (84), backpacking (79), archery (78), and hiking (73) all show moderate interest levels. Freshwater fishing (56) and canoeing/kayaking (51) have the lowest MPIs, indicating less engagement in these activities. Overall, the data highlights a relatively strong interest in mountain biking, horseback riding, rock climbing, and saltwater fishing among San Bernardino residents.

32 COMMERCIAL RECREATION
Chess has the highest MPI at 110, followed by playing video/electronic games on portable devices (109) and attending adult education courses (104). Playing video/electronic games on consoles also shows strong participation with an MPI of 102. Activities like painting/drawing/sculpting (99), visiting a zoo (95), spending $1-99 on sports/rec equipment (93), and visiting an indoor water park (93) have moderate interest levels.

Other activities with lower participation include photography (89), participating in a book club (85), overnight camping (83), visiting museums (81), playing musical instruments (80), playing cards (77), woodworking (77), and going to live theater (75). Spending $250+ on sports/rec equipment (74), birdwatching (71), and spending $100-249 on sports/rec equipment (68) have the lowest MPIs, indicating less engagement in these activities. Overall, the data highlights a particular interest in chess, video gaming, and adult education among San Bernardino residents.

33 2.5 KEY FINDINGS
Population Trends: The city's population shows a slight decline from 222,101 in 2020 to a projected 219,076 by 2039, with a consistent decrease in the annual growth rate. This trend highlights the need for sustainable planning to accommodate a stable yet aging population.

Demographic Shifts: San Bernardino's median age of 33.0 is younger than both state and national medians, but the city's demographic is aging. By 2039, the proportion of residents aged 55 and older is expected to grow significantly, while the share of younger residents (0-17) will decline, suggesting a need for age-specific recreational and social services.

Racial and Ethnic Diversity: San Bernardino is a majority-minority city, with non-White racial categories comprising over 55% of the population in 2020 and projected to increase to 61% by 2039. The Hispanic population is also steadily growing, making up 70% of the population by 2024 and projected to reach 76% by 2039. These trends underscore the importance of culturally inclusive programs and services.

Economic Challenges: The city's per capita income ($24,119) and median household income ($62,777) are significantly lower than state and national averages, reflecting substantial economic challenges. These economic disparities necessitate affordable recreational programs and services to ensure accessibility for all residents.

Historically Underserved Populations: San Bernardino has a higher percentage of foreign-born residents (21.8%) and those speaking languages other than English at home (52.7%), indicating a diverse and multicultural community. However, the city faces significant challenges, including lower homeownership rates (48.9%), higher disability rates (9.2%), higher uninsured rates (11.6%), and a high poverty rate (20.2%). Addressing these disparities requires targeted support and intervention programs.

Homelessness Initiatives: San Bernardino is actively tackling its homelessness crisis through various initiatives, including a $35 million grant to build the San Bernardino Wellness Campus, providing interim housing and essential services. The city also received a $4.57 million Encampment Resolution grant to address homeless encampments. These efforts reflect a strong commitment to addressing homelessness through comprehensive and collaborative approaches.

Recreational Preferences: The Market Potential Index (MPI) data reveals strong community interest in soccer, Zumba, mountain biking, chess, and video gaming. This information is crucial for planning recreational programs that align with resident interests, ensuring high participation rates.

2.5.1 CONCLUSION
San Bernardino faces significant challenges related to economic disparities, an aging population, and homelessness. However, the city is actively implementing strategies to address these issues through targeted support, inclusive programs, and community collaboration. By understanding and addressing the diverse needs of its residents, San Bernardino aims to create a more equitable and inclusive community, enhancing the quality of life for all.

34 CHAPTER THREE PUBLIC INPUT SUMMARY
The consultant team conducted an extensive public input process to ensure that everyone who wishes to share their input for the future of parks and recreation in San Bernardino has an opportunity to do so. This comprehensive approach will aid in establishing a better understanding of the current state of the Department and determining priorities for the future.

The process included:
 Focus Groups
 Key Leadership Interviews
 Community Listening Sessions
 Summary of Findings for Deaf & Hard of Hearing Parks & Recreation Stakeholders  Statistically Valid Survey
 Online Community Survey
 Master Plan Website
Over 2,000 individuals speaking over a dozen languages participated in the process. The findings from each stage of the public input process are summarized and highlighted in the following sections.

35 3.1 FOCUS GROUPS
Focus group interviews play a significant role in community involvement by establishing priorities for building a stand-alone Cultural Services Department for the City, improve safety, housing for unhoused, renovation of all existing amenities, and collaboration.

These interviews allow the department to learn what users value, their concerns, and unmet needs that the department could address. Here is a list of all of the individual groups:

Three primary questions were asked across all groups to spark conversations and gather information.

1. What are the strengths of the Parks & Recreation System?

2. What are the opportunities for improvement?

3. What is the top priority that should be addressed through this planning process?

1. Responsive: The department has recently become more active and is responsive to community needs and is starting to offer more events, festivals, and adult sports leagues.

2. Community engagement: The department has increased community engagement through better communication, social media utilization, and partnerships. The new leadership has improved energy and passion, and the teamwork and collaboration have improved greatly.

3. External Funding: The department has been successful in finding funding and grants to support its programs.

4. Outward-facing: The City department is the most outward-facing of all departments.

5. Transparency: The department has improved transparency, which is helping to improve trust within the community.

3.1.2 OPPORTUNITIES
Several opportunities for improvement were identified during these meetings. These include addressing safety concerns particularly with respect to the unhoused population in the parks, better community partnerships with MOUs to define relationships, increase technology throughout the city, improved maintenance standards, better programming, and more collaboration/partnerships.

1. Addressing safety concerns: This opportunity highlights the need for increased safety measures and security in parks and other community spaces, particularly with regards to addressing concerns around homelessness and mental health.

2. Better community partnerships with MOUs to define relationships: This opportunity highlights the need for stronger partnerships between the City and community organizations to work together towards common goals.

3. Better programming and more collaboration/partnerships: This opportunity emphasizes the need for a more robust and varied set of programs and activities in the community, as well as the importance of working with other organizations to achieve this.

4. Improved maintenance standards: This opportunity addresses the need for better upkeep and maintenance of parks and other community spaces.

5. Increased technology throughout the city: This opportunity recognizes the importance of technology in improving communication and access to information for community members.

37 3.1.3 TOP PRIORITY
Focus group interviews identified their top priority outcome from this plan. These included (alphabetically listed below):

1. Collaboration: Building strong relationships and collaboration between the city, community organizations, and residents is crucial for achieving the other priorities on this list and improving the overall quality of life for everyone in the community.

2. Housing for the unhoused: Addressing homelessness is an important priority, and providing adequate housing and support for those who are currently unhoused is a crucial step towards achieving this.

3. Improved safety: Safety is a key concern for any city, and it's important to prioritize measures that will help ensure that residents and visitors feel safe in their communities.

4. Renovation of all existing amenities: Ensuring that the city's existing amenities are up-to- date and in good condition is an important priority, as it helps to maintain the quality of life for residents and attract visitors.

5. Resource Center: A centralized location to find all resources for anyone in need. This can be a general center that has all the outreach information to redirect any community member.

38 3.2 KEY LEADERSHIP INTERVIEWS
The consulting team also interacted with the Key Leaders to acquire an internal viewpoint regarding significant strengths, opportunities, and priorities. Through these dialogues, the consultants gained valuable understanding of the values, concerns, and aspirations of the Key Leaders, as well as the desired direction for the Department to take.

3.2.1 STRENGTHS
In the Key Leadership interviews, they revealed numerous strengths of the department. Among the most frequently mentioned were engaging the community, summer events & outreach, and passionate staff.

1. Engaging the community: The parks and recreation department is highly praised for engaging the community where they are and setting the tone for approachable staff.

2. Marketing: The engagement on social media on behalf of the department is very helpful and shows what each park is doing in what part of the city.

3. Passionate staff: The staff is passionate, feels appreciated and valued, and is happy to work there. The department has also been praised for its marketing efforts, including a helpful program guide that hadn't been printed in 17 years prior.

4. Special and cultural events: The department's large special events, such as movies and concerts in the parks, create a sense of excitement and bring the community together.

Special and cultural events, like the Miracle on Court St., are seen as the lifeblood of the city and help people identify with the city's history and traditions.

5. Summer events and outreach: The department is known for its great summer events, increasing outreach, and increasing awareness in the community.

3.2.2 OPPORTUNITIES
Key Leadership interviews identified several opportunities for the department. These included:

1. Funding: Understanding the community demographics and people’s needs and helping prioritize funding.

2. Investing in the staff / training and development: Opportunities for cross-training for park operations staff / service, organization wide customer service training etc.

3. Policy: Update policies that are old or help create policies for those that are non-existent.

4. Self-sufficiency: Help the administrative arm become self-supporting to free leadership up to focus more on strategic issues.

5. Succession Planning: Focus on succession planning so that the department can function well even with changes in the future.

39 3.2.3. TOP PRIORITY
Key Leaderships interviews identified their top priority outcome from this plan update. These included:

1. Address safety concerns due to homeless users to make the parks more usable for all:

Safety is a top priority for any public space, and it is important to ensure that everyone feels safe in the parks. Addressing the homeless situation is crucial to making the parks more accessible for families and other users. This may involve working with social service agencies and providing outreach to homeless individuals to connect them with resources and services.

2. Create a destination style park in San Bernardino: Investing in a park that people want to visit and take pictures with can have a significant impact on the community. This could include creating a signature attraction or landmark within the park that becomes a draw for visitors. The success of Chicago's Millennium Park and its Bean sculpture could serve as a model for San Bernardino.

3. Create multipurpose, multigenerational spaces in each ward: Reconfiguring existing spaces and adding vibrancy through paint and other design elements can help create a sense of community ownership over the parks. Adding facilities for sports, aquatics, and other recreational opportunities can help attract a wider range of users and create a more vibrant community. Additionally, ensuring that parks are well-maintained and have clean bathrooms is crucial to making people feel good and promoting regular use.

4. Improve lighting at the parks: Good lighting can make a big difference in the safety and usability of a park. Installing new lighting fixtures or upgrading existing ones can help create a more inviting and secure environment for park users.

5. Upgrade playground materials: Replacing wood chips with a safer, more durable material and addressing wind coverage issues can improve the overall experience for families and children. Investing in high-quality, long-lasting playground equipment can also enhance the overall appeal of the parks.

40 3.3 COMMUNITY LISTENING SESSIONS
The consultant team also engaged with the San Bernardino public by hosting community listening sessions to gain an internal perspective on key strengths, opportunities, and priorities.

These conversations provided insight into what the public values, their concerns, and the direction they would like the Department to take.

These meetings were held on April 10, April 11 and April 12 in different parts of the city.  Listening Session #1 – Feldhym Library
 Listening Session #2 – First Baptist Church
 Listening Session #3 - Feldhym Library
A total of 126 community members participated in these meetings and shared the following input.

3.3.1 STRENGTHS
The listening sessions revealed that the department and staff have strengths in the physical property included in parks:

1. Community Centers: Community centers serve as hubs for social, cultural, and recreational activities. Parks and recreation departments can manage community centers and provide access to a wide range of programs and services.

2. Open Spaces: A large number of open spaces for the public to use.

3. Playgrounds: Playgrounds are an essential component of parks and recreation facilities.

In a growing population, multiple parents enjoy going to the parks in San Bernardino.

4. Sports Fields: These fields are used for a variety of sports, including soccer, baseball, and football.

5. Trails: Trails are important for both recreation and transportation. Trails offer hiking, biking, and other outdoor activities, promoting physical activity and a healthy lifestyle.

3.3.2 OPPORTUNITIES
The community input meetings identified several opportunities for the department, including expanding trail systems, arts & cultural spaces, lighting, and collaboration with nonprofit organizations. Listed alphabetically, the opportunities are:

1. Aquatic Features: Incorporating aquatic features, such as fountains, pools, or water play areas, can provide opportunities for recreation, relaxation, and water conservation.

2. Arts and cultural spaces: Integrating art and cultural spaces, such as artist centers or murals, can enhance the overall experience of the park or recreational area, and create a sense of community and cultural identity.

3. Collaborate with nonprofit organizations, schools: Partnering with nonprofit organizations or schools can provide opportunities for community engagement, education, and volunteerism, as well as bring additional resources and expertise to the park or recreational area.

4. Expand and connect the trail system: Creating or expanding a trail system can encourage physical activity, provide opportunities for exploration and recreation, and help connect different areas of the park or recreational area.
41 5. Lighting LED: As mentioned before, LED lighting can improve energy efficiency, reduce costs, enhance aesthetics, increase visibility, and improve accessibility for the park or recreational area.

3.3.3. TOP PRIORITY
Community input meetings identified their top priority outcome from this plan. These included (listed alphabetically):

6. Accessibility: Creating an accessible environment for people of all ages and abilities is another top priority. This can involve providing accessible pathways, parking, restrooms, and facilities, as well as considering the needs of people with disabilities in programming and events.

7. Cleanliness: Ensuring the park or recreational area is clean and well-maintained is crucial for creating a positive experience for visitors. This can involve regular cleaning, waste management, and maintenance of facilities and equipment.

8. Community Involvement: Encouraging community involvement and participation is important for creating a sense of ownership and pride in the park or recreational area.

This can involve opportunities for volunteering, programming, and communication.

9. Programming and Resources: Providing a range of programming and resources, including affordable programs, intergenerational connections, senior trips, and safe after-school activities, can help to create a thriving community and support the needs and interests of diverse groups.

10. Safety: Ensuring
the safety of
park users and
visitors was cited
as the top
priority across
these meetings.

Attendees cited
concerns with
the unhoused
population in the
parks and
wanted the
department and
the city to
explore measures
such as consistent patrols, well-lit pathways, and emergency response plans among others to address these issues.

42 3.4 SUMMARY OF FINDINGS FOR DEAF AND HARD

OF HEARING PARKS & RECREATION

STAKEHOLDERS
SiloHack interviewed Deaf and Hard of Hearing (D/HH) stakeholders to better understand recurring themes, challenges, successes, opportunities because of D/HH individuals’ participation across various parks and recreation services. The lack of equal access to facilities and programs is a significant barrier to their participation in most parks and recreation activities.

The need for more ASL interpreters and accommodations for D/HH individuals have been heavily emphasized, particularly in swimming instruction, after school programs, first aid/safety workshops, and city events. D/HH stakeholders also mentioned the need for additional outdoor programs that help promote D/HH participation, accessible or affordable transportation (e.g., to/from Deaf schools or communities), and improved outreach and marketing. Safety concerns, particularly for D/HH women, were also highlighted, along with the need for emergency stations at parks and trails.
_________________________________________
“Nature does not judge”
- Sko Flores, Founder of CorpsThat
_________________________________________

Select quotes from D/HH stakeholder interviews:
● “The City of Riverside Parks and Recreation has been improving over the last 5 years creating opportunities for equal access to DHH users. For example, our elementary/middle school director received approval from City of Riverside Parks and Recreation for setting up a deaf team to play against other hearing teams across various sport leagues throughout the year.” - Reagan Anders, PE Teacher, Communication Service for the Deaf Riverside ● “CSD Riverside as well as general D/HH community members are tired of asking if there's an interpreter going to be present [at events or classes/workshops] and frustrated with having to find someone who is willing to interpret, or whether we have to hire an interpreter and pay ourselves. ASL is considered as a secondary language to many… whereas it's our first.” - Reagan Anders, PE Teacher, CSD Riverside
● “Sometimes I don't feel safe because there isn’t an emergency station (blue lights with emergency button to press or similar) since I'm deaf and a woman so it gives me anxiety to go on hikes solo.” - Erica Hassler, Career Exploration Teacher, CSD Riverside ● “We need additional funding for our D/DHH students who can experience outdoor activities such as biking or so - most of them don't have transportation or equipment.” - Erica Hassler, Career Exploration Teacher, CSD Riverside
● “The barriers are typically economic, educational, social, risk management, legal and accessibility. CorpsThat aims to reduce barriers for the Deaf and hard of hearing community by providing affordable and accessible outdoor education.” - Sachiko (Sko) Flores, Founder of CorpsThat
43 ● “People are thinking more about access but still learning about what it means and the problem is that designers are not including deaf and disabled people in the process especially in the beginning stages.” - Alexa Vaughn, Landscape Architect, Founder of DeafScape and Design by Disabled
● “Having laws in place (e.g., ADA) are important, as it helps bring inclusiveness to the table, however, designers and clients as a whole need to include this in their work as a default.” - Alexa Vaughn, Founder of DeafScape

_________________________________________
“Access is always an afterthought.”
- Alexa Vaughn, Founder of DeafScape
_________________________________________

44 ● “We need to bridge the gap between the Deaf and Hard of Hearing community and the outdoor field, so that everyone can experience the benefits of working and recreating outside.” - Wanda Krieger, Founder of Trailblazing Terps

● “I love Colorado’s ASL climb “club” that hosts monthly events that are led and run by Deaf / signers at various gyms across alternating locations for any signers/new signers community.” - JamiLee Hoglind, D/HH Stakeholder from Colorado
● “I like attending outdoor movie drive-ins that include subtitles, hiking trails with ASL/signing hiking guides, art exhibitions, and theater/plays. casual deaf teams sports events. “Deaf night out” w/ community stakeholders sponsored or hosted by the city.`` - Sammi Bougerois, D/HH Stakeholder from Canada
● “As a child, I was able to join basketball and soccer teams at a parks & rec center in Minnesota that had some kind of collaboration/agreement with my deaf school during that time.” - Kaleen Hatfield, D/HH Stakeholder from Minnesota
● “I thought it was awesome how there was a Deaf Ranger at Yosemite National Park which is very well received by the Deaf community. Yosmite also provides videos in ASL and subtitles which should be mirrored everywhere.” Source:
https://www.nps.gov/yose/planyourvisit/deafservices.htm” - Sam Sepah, D/HH Stakeholder from the Bay Area
● “New York State has free disability access passes for state and county level parks as well as for hunting and fishing. These passes include swimming, camping, golf, and other activities that people with disabilities may not be able to otherwise afford as they have to spend more money on managing their disability. Additionally, the National park services in the national capital area [Washington, DC] partners with disability advocacy groups to host recurring events, and brings the resources so that people can fully participate and not just watch”. - Matthew Huray, D/HH Stakeholder from Virginia

45 _________________________________________
“Most designers think of ‘universal design’, but it’s not the same as inclusive design.” - Alexa Vaughn, Founder of DeafScape
_________________________________________

3.4.1 KEY ISSUES / BARRIERS FOR EXISTING PROGRAM AND

OFFERING PARTICIPATION
There are several key issues or barriers that can prevent Deaf and Hard of Hearing (D/HH) Park & Recreation users from fully participating in existing programs and offerings. As a result of varying stakeholder interviews

1. Communication Barriers. Communication is a significant barrier for deaf users who rely on sign language or other visual cues to communicate. Without access to qualified interpreters, captions, or other forms of visual communication, deaf users may struggle to understand instructions, ask questions, or participate fully in programs and activities.

2. Funding Barriers. Interpreters are costly ranging anywhere from $65 to $130 an hour depending on location, availability, and need. Additionally, targeting Deaf or signing staff members can come to an added cost particularly to, for instance, a facility that is already fully staffed. Captioning existing and planned video, or online, content can be pricey as well. There isn’t a centralized budget, let alone one that offers a streamlined approach to create annual, earmarked funding at the National Park Service level down to the City Parks & Recreation level.

3. Attitude Barriers. Negative attitudes or misconceptions about deafness and deaf culture can prevent park and recreation staff and volunteers from understanding the needs and preferences of deaf users. This can lead to a lack of accommodation and support for deaf users, resulting in reduced participation or exclusion from programs and activities.

4. Safety Barriers: D/HH park users do not feel safe in poorly lit and/or less traveled environments. For instance, city parks may not be well-lit. There are a lack of FAQs on directions, resources, emergency procedures. There aren’t very many emergency stations available in case D/HH users are at risk.

5. Design Barriers: Designs such as program design can also be a barrier for deaf users.

Programs that rely heavily on auditory information or spoken language may not be accessible to deaf users. Programs that require physical cues or cues that are not visual, such as clapping or whistling, may also be challenging for deaf users.

6. Classes or Activities Not Offered in American Sign Language (ASL). Classes or activities are not always offered in ASL, so participants face difficulty in securing ASL interpreters for activities (i.e. swimming classes, 50+ senior classes, etc.).

7. Lack of Transportation. There are a number of D/HH stakeholders who live outside of city vicinity due to affordability and/or are not close to public transportation access. Additionally, 46 students and staff at Deaf schools (e.g., Riverside and Fremont) do not have a way to reach the parks & recreational sites.

8. Lack of Marketing or Outreach. Many parks & recreation services do not know which D/HH social, advocacy, and/or educational organizations to target for opportunity announcements.

9. Lack of Cultural Training and Awareness. Lack of
awareness about the needs and preferences of deaf
users can be a barrier for park and recreation staff and volunteers. D/HH stakeholders are constantly tired of
requesting such accommodations when the city should
already be prepared or know what to do. Without
training and education on deaf awareness and
accessibility, staff and volunteers may not know how
to accommodate deaf users or be aware of the
challenges that they face in accessing programs and
activities.

3.4.2 OPPORTUNITIES FOR NEW

PROGRAMS
There are many opportunities for parks and recreation
departments to create new programs that support
inclusion for deaf park and recreation users. Here are
some ideas:

1. ASL-Interpreted Programs: Offer
programs that are ASL-interpreted for
deaf users, such as nature walks,
educational programs, or recreational
activities.

2. Deaf Sports Programs: Offer sports
programs that are designed specifically
for deaf users, such as deaf basketball or
deaf volleyball. Pickleball is a fast
growing deaf community activity. This
can help create a more inclusive
environment and provide opportunities
for deaf users to engage in physical
activity.

3. Deaf-Friendly Social Events: Offer
social events that are designed
specifically for deaf users, such as deaf
movie nights, game nights or potluck
dinners. This can help create a sense of community among deaf users and provide opportunities for social interaction. Also, providing accommodations for any general events with hearing/able- bodied folks can go a long way to build community ties.

47 4. Hire Subject Matter Expert or Dedicated Support Specialists: Hire an in-house expert or dedicated specialist preferably who are D/HH to provide ongoing expertise and support throughout the City Parks & Recreation department similar to what the City of Austin, Texas has done. Furthermore, this resource can also assist in training and development on inclusive culture for the city staff.

5. Deaf Mentoring Programs: Establish mentorship programs that connect deaf users with mentors who can help them navigate the park and recreation environment and provide guidance on different opportunities and resources available to them.

3.4.3 OPPORTUNITIES FOR PARTNERSHIPS
There are many opportunities for parks and recreation departments to create new partnerships that support inclusion for deaf park and
recreation users.

1. American Sign Language (ASL) Classes:

Partner with local ASL instructors or
organizations such as CorpsThat or Trailblazing
Terps to offer ASL classes for park and
recreation staff and volunteers. This can help
improve communication with deaf users and
create a more welcoming environment..

Contact local deaf organizations: Many local
deaf organizations offer free or low-cost sign
language services. Contacting these
organizations can be a good starting point in
finding affordable sign language services.

Additionally, look for volunteer interpreters:

Many interpreters are willing to provide their
services for free or at a reduced rate for
community events or for people in need. Reach
out to local interpreting schools, volunteer
centers, or social service agencies to find
volunteer interpreters. Lastly, contact schools
and universities as they offer interpreting
programs that offer sign language services as
part of their curriculum. Contacting these
schools and universities can be a good way to find highly qualified student interpreters (or staff) who are willing to provide their services for free or at a low cost.

Some government programs offer sign language interpretation services for free or at a low cost, such as vocational rehabilitation services or disability services.

Negotiate rates - if you need sign language services on a regular basis, consider negotiating rates with an interpreter or interpreting agency to get a lower price.

2. Captioning Services: Partner with captioning services such as DPAN - Deaf Professionals Art Network (DPAN) to provide captions for park and recreation instructional programs available

48 online or caption conferencing opportunities at no cost. This can help make these activities more accessible to Deaf users.

3. Deaf-Friendly Programming: Offer programming that is designed specifically for deaf users, such as ASL storytime for children or deaf-friendly exercise classes. Partner with local deaf organizations such as CorpsThat or Center on Deafness Inland Empire (CODIE), to help design and promote these programs.

4. Deaf Awareness Training: Provide training to park and recreation staff and volunteers on deaf awareness and how to communicate effectively with deaf users. This can help create a more inclusive and welcoming environment for all park and recreation users.

3.4.4 TOP PRIORITY OUTCOMES
Making parks and recreation programs more inclusive for deaf people involves making sure that the programs are accessible and accommodating for people who are deaf or hard of hearing.

Here are some suggestions:

1. ASL interpretation: Offer ASL interpretation for all programs and events. This ensures that deaf individuals can fully participate and understand what is being said.

2. Captioning: Caption videos, presentations, and any other visual materials used in the programs, to ensure that they are accessible to those who are deaf or hard of hearing.

3. Communication options: Provide a range of communication options for deaf individuals to choose from, such as written communication, interpreters, or assistive listening devices.

4. Train staff: Train all staff members on how to communicate effectively with deaf individuals, and provide resources on how to create an inclusive environment.

5. Engage with the deaf community: Work with local deaf organizations or individuals to gain insight into what is needed to make the programs more accessible and inclusive. This will help to ensure that the programs meet the needs of the deaf community.

6. Utilize technology: Utilize technology such as video conferencing or text messaging to allow deaf individuals to communicate more easily with program staff. There are various online 49 resources and mobile apps that can
provide sign language interpretation
services for free or at a low cost.

From a technology-enabled safety
perspective, Text to 911 capabilities (CA
has implemented an e911 program and
implement blue light alert stations at
press of a button (speakers will not work
for Deaf/HH users - aim for video or
text-based screen touch capabilities).

7. Create visual aids: Use visual aids such
as diagrams, pictures, and videos to help
convey information in a way that is
accessible to those who are deaf or hard
of hearing.

Overall, the key to making parks and
recreation programs more inclusive for
deaf individuals is to provide accessible
communication options and ensure that
staff members are trained on how to
create an inclusive environment. By
doing so, parks and recreation programs
can provide a welcoming and accommodating space for all members of the community, including those who are deaf or hard of hearing.

3.4.5 RECOMMENDED NEXT STEPS
1) Identify visual aids, tools, and/or training that educate City of San Bernardino Parks & Recreation staff and volunteers on how to effectively work, communicate, and support D/HH participants.
a) Create a sample visual aid resource checklist that the parks & recreation staff could use to better understand how to work with D/HH people.
2) Identify and list resources (e.g., agencies, tools/apps) that are readily available to facilitate ASL translation services for parks & recreation D/HH stakeholders. We recommend creating centralized accommodation in the main Parks & rec HQ.
3) Compile a list of community partners (e.g., D/HH advocacy organizations, colleges, universities) for collaboration projects with the City of San Bernardino Parks & Recreation. 4) Partner with CorpsThat and Trailblazing Terps for any instructional/training opportunities needing ASL translation and/or awareness campaigns such as:
● Teaching staff/volunteers ASL
● Swimming lessons
● Children activities at parks and facilities
● Outdoor safety (e.g., First Aid, CPR)

50 And ASL guided tours such as:
● Hiking trails (those with historical landmarks / popular sights) ● Rock climbing
● Kayaking
● Mountain biking

5) Work with a qualified inclusion and accessibility designer/consultant like Alexa Vaughn and Merge on current and/or planned design activities that largely concern D/HH users and to the larger disability community.
__________________________________
“We would love to see ASL interpreters readily available at Parks and Rec centers - they can be full- time, part-time (on call), or contract- based interpreters. It should not be difficult for a child or an adult to participate in their skill-building activities, sporting leagues, festivals, and events. - Kaleen Hatfield & Sammi Bourgeois, D/HH Stakeholders
_________________________________________

51 3.5 ETC STATISTICALLY VALID SURVEY

3.5.1 OVERVIEW
ETC Institute administered a needs assessment survey for the City of San Bernardino during the summer months of 2023. The survey will help determine park, facility, and recreation priorities for the community.

3.5.2 METHODOLOGY
ETC Institute mailed a survey packet to a random sample of households in San Bernardino. Each survey packet contained a cover letter, a copy of the survey, and a postage-paid return envelope.

Residents who received the survey were given the option of returning the survey by mail or completing it online at SbCitySurvey.org.

After the surveys were mailed, ETC Institute followed up with residents to encourage participation. To prevent people who were not residents of San Bernardino from participating, everyone who completed the survey online was required to enter their home address prior to submitting the survey. ETC Institute then matched the addresses that were entered online with the addresses that were 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 was to collect a minimum of 400 completed surveys from residents. The goal was met with 419 completed surveys collected. The overall results for the sample of 419 households has a precision of at least +/-4.8 at the 95% level of confidence.

The major findings of the survey are summarized in the following pages.

Full results of the survey can be found in Appendix B.

3.5.3 SAN BERNARDINO PARKS AND RECREATION FACILITIES
Use Overview. Sixty percent of respondents (60%) report visiting a City of San Bernardino park or recreation facility in the last year. Of those who had visited, the highest percentage (40%) visited less than once a month. The highest percentage of these respondents (46%) rated the physical quality of these facilities as “poor”, 36% rated “fair”, and 17% rated “good” or “excellent”.

Barriers to Use. Respondents were asked to select all the reasons that prevent their household from using parks, community centers, or aquatics facilities more often. Not feeling safe using parks/facilities (73%), criminal activity in the park (65%), and parks/facilities not being well maintained (56%) were the three barriers most often selected by respondents.

Organizations Used. Respondents were asked to select all of the organizations their household had used for recreation and sports activities in the past year. Neighboring cities (34%), City of San Bernardino Parks, Recreation & Community Services Department (27%), and public schools (25%) were the three organizations used most.

52 3.5.4 RECREATION PROGRAMS AND EVENTS PARTICIPATION
Participation Overview. Twenty-six percent (26%) of respondents report participating in recreation programs or events offered by the City of San Bernardino Parks, Recreation and Community Services Department in the past year. Of those respondents who participated, the highest percentage (48%) report participating in 2-3 programs or events followed by one program or event (38%). The highest percentage of these respondents (42%) rated these programs or events as “good” followed by “fair” (32%).

Participation Barriers. Respondents were asked to select all the reasons they are prevented from participating in City of San Bernardino Community Services Department programs more often.

Not knowing what is offered (47%), not feeling safe participating (38%), and old/outdated facilities (29%) were the three barriers most often selected by respondents

3.5.5 FUNDING AND OVERALL VALUE
Taxes. Respondents were asked to indicate the maximum amount of additional tax revenue they would be willing to pay to improve San Bernardino parks and recreation. The highest percentage of respondents (37%) indicated they would not be willing to pay any additional taxes followed by $3-$4 per month (21%) and $9 or more per month (18%).

Funding Allocation. Respondents were asked to allocate funding for parks and recreation with a hypothetical $100. On average, the most funding ($31.43) went to increasing safety and security followed by $21.43 towards improvements/maintenance of existing parks and $13.95 towards lighting in the parks.

Importance of Parks and Recreation. Most respondents (81%) believe it is “very important” for the City of San Bernardino to provide high quality parks, recreation facilities, and programs.

Given the COVID-19 pandemic, the highest percentage of respondents (37%) said there has been no change to their household’s perception of value of parks, trails, open spaces, and recreation followed by a significant increase (30%) or somewhat increase (19%).

Funding Amount. Based on respondents perception of value, most respondents (66%) would want the City of San Bernardino to increase funding for parks, recreation, trails, and open spaces.

3.5.6 OTHER MAJOR FINDINGS
Communication Methods. Respondents most often report learning about the City of San Bernardino parks, community centers, programs, and events via word of mouth (49%), social media (47%), or the recreation activity brochure (33%). Respondents would most prefer to receive communication via social media (54%), the recreation activity brochure (31%), or the city website (29%).

Benefits of Parks and Recreation. Respondents were provided with a list of 11 potential benefits of parks, facilities, recreation programs, and events and asked to rate their agreement with each.

Respondents most often agreed (rating “agree” or “strongly agree”) that parks and recreation preserves open space and protects the environment (60%), provides volunteer opportunities for the community (60%), and makes San Bernardino a more desirable place to live (57%).

53 Top Areas of Concern. Respondents were provided with a list of 25 potential areas of concern to their household and asked to select their top five areas of concern. Respondents most often selected homelessness and/or panhandling (67%), blight (62%), community safety (58%), sufficient neighborhood amenities (25%), economic development (22%), and ample space for kids to play (22%).

3.5.7 PARKS AND RECREATION FACILITIES/AMENITIES NEEDS AND

PRIORITIES
Amenity/Facility Needs: Respondents were asked to identify if their household had a need for 22 facilities/amenities and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities/amenities.

The three parks/facilities with the highest percentage of households that have an unmet need:
1) Safety lighting – 41,048 households
2) Walking paths in parks – 40,308 households
3) Multi-use hiking, biking, and walking paths – 39,546 households The estimated number of households that have unmet needs for each of the 22 facilities/amenities assessed is shown in the chart below.

54 Amenities/Facilities Importance: In addition to assessing the needs for each amenity/facility, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four amenities/facilities ranked most important to residents:
1) Multi-use hiking, biking, walking trails (38%)
2) Safety lighting (36%)
3) Community center (32%)
4) Large community parks (27%)
The percentage of residents who selected each amenity/facility as one of their top four choice is shown in the chart below.

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

Based the Priority Investment Rating (PIR), the following amenities/facilities were rated as high priorities for investment:
 Multi-use hiking, biking, walking trails (PIR= 196.3)  Safety lighting (PIR= 194)
 Walking paths in parks (PIR= 162)
 Large community parks (PIR= 156.3)
 Community center (PIR= 153.3)
 Small neighborhood parks (PIR= 146.3)
 Shaded picnic areas and shelters (PIR= 143.6)
 Environmental/nature education center (PIR= 123.1)
 Playgrounds with accessible amenities (PIR= 115.3)
 Outdoor exercise/fitness area (PIR= 114.8)
 Off-leash dog park (PIR= 111)
 Performing arts theater (PIR= 110.5)
 Outdoor swimming pool (PIR= 99.7)
The chart below shows the Priority Investment Rating for each of the 22 facilities/parks assessed on the survey.

56 3.5.8 RECREATION PROGRAM/ACTIVITY NEEDS AND PRIORITIES Activity/Program Needs: Respondents were asked to identify if their household had a need for 29 activities/programs and to rate how well their needs for each were currently being met.

Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various activities/programs.

The three activities/programs with the highest percentage of households that have an unmet need:
1) Exercise classes – 33,715 households
2) Community and cultural special events – 33,431 households 3) Adult fitness and wellness programs – 32,214 households The estimated number of households that have unmet needs for each of the 29 programs assessed is shown in the chart below.

57 Activities/Programs Importance: In addition to assessing the needs for each activity/program, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four activities/programs ranked most important to residents:
1) Adult fitness and wellness programs (31%)
2) Community and cultural special events (23%)
3) Exercise classes (20%)
4) Senior programs (16%)
The percentage of residents who selected each activity/program as one of their top four choices is shown in the chart below.

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

Based the Priority Investment Rating (PIR), the following activities/programs were rated as high priorities for investment:
 Adult fitness and wellness programs (PIR= 195.5)
 Community and cultural special events (PIR= 171)
 Exercise classes (PIR= 162.6)
 Outdoor environmental/nature camps and programs (PIR= 134.3)  Senior programs (PIR= 131.6)
 Counseling and mental health programs (PIR= 129.4)
 Programs for at-risk youth/crime prevention (PIR= 123.4)  Adult visual arts/crafts programs (PIR= 121.9)
 Trips and tours (PIR= 119.7)
 Cultural enrichment programs (PIR= 117.9)
 After school programs (PIR= 113.1)
 Adult performing arts programs (PIR= 112.6)
 Swim lessons (PIR= 107.6)
 Water fitness programs/lap swimming (PIR= 104)
The chart below shows the Priority Investment Rating for each of the 29 activities/programs assessed on the survey.

59 3.6 SURVEY COMPARISON REPORT
The Survey Comparison Report provides a comprehensive analysis and comparison of findings from two significant surveys conducted for the City of San Bernardino (City) Parks, Recreation and Community Services Department (Department): the ETC Statistically Valid Survey and the Online Community Survey via SurveyMonkey.

The objective of these surveys was to gather insightful feedback from the city's residents and park users, aiming to understand their satisfaction levels, preferences, and expectations regarding park facilities, programs, and services offered by the Department.

The ETC Statistically Valid Survey, recognized for its rigorous methodology and representative sampling, offers a detailed snapshot of community sentiment and perceptions, providing statistically reliable results. Conversely, the Online Community Survey, facilitated through SurveyMonkey, allowed for broader participation, enabling a wide range of stakeholders to express their opinions and preferences.

By comparing the insights gathered from both surveys, this report aims to highlight common trends, divergences, and unique perspectives that emerged from the different methodologies employed. Such a comparative analysis is crucial for the Department's strategic planning and decision-making processes, ensuring that both the statistically significant viewpoints and the broader community feedback are considered in shaping the future of the city's offerings.

Statistically Valid Survey• 419 households (Goal of 400) • Precision rate of at least +/- 4.8% at the 95% level of confidence• Residents were able to return the survey by mail, by phone or completing it online• Only scientific & defensible method to understand community needs•Translation services available in multiple languages including Spanish.

Online Community Survey• 319 responses • No precision rate or level of confidence due to there being no selection criteria for respondents• Questionnaire identical to the Statistically Valid Survey• Provides further insight on community expectations• Administered in English and Spanish 60 The following shows a side-by-side comparison of key results from each survey by question.

Full results from the Statistically Valid Survey can be found in the APPENDIX B..

Full results from the Online Community Survey can be found in the APPENDIX C.

3.6.1 DEMOGRAPHICS
In the demographic section of this report, we analyze the community demographics served by the Department based on responses from the ETC Statistically Valid Survey and the Online Community Survey via SurveyMonkey. Due to ETC’s approach of random sampling and ensuring a 95% level of confidence and a margin of error of +/- 5%, their survey results more accurately reflect the community’s demographics and are statistically reliable in comparison to online only surveys.

We examine respondent demographics such as age, gender and race to gain insights into the community's composition. Our findings are compared with the 2024 demographic estimates from The Environmental Systems Research Institute (ESRI) to understand how the survey data aligns with broader demographic trends.

Full demographic data can be found in Section (Insert link in report).

AGE

Ages 0-19 29% 43% 30%
Ages 20-34 17% 17% 24%
Ages 35-54 26% 25% 25%
Ages 55-74 22% 12% 17%
Ages 75+ 5% 2% 4%
The Online Community Survey shows a higher representation of younger residents (ages 0-19) at 43%, compared to 29% in the ETC survey and 30% in the actual city population. Both surveys align closely with the city’s demographics for ages 20-34 and 35-54, but the ETC survey has a higher representation of older adults (ages 55-74) at 22%, compared to 17% for the city and just 12% in the Online Survey. Representation for residents aged 75+ is fairly consistent across all sources.

61 GENDER

Female 50% 64% 51%
Male 49% 34% 49%
Non-Binary 1% 2% 0%
The ETC survey closely mirrors the city's gender breakdown, with 50% female and 49% male respondents, matching the city's population at 51% female and 49% male. However, the Online Community Survey is skewed towards female participation, with 64% female and only 34% male respondents. Additionally, the Online Survey includes a small percentage (2%) of non-binary participants, which is absent from the city's official demographics and slightly higher than the 1% represented in the ETC survey. These differences suggest that the Online Survey may have attracted more female participants than the ETC survey when compared to the city's actual population.

RACE/ETHNICITY

White Alone 48% 47% 23%
Black Alone 13% 11% 12%
American Indian 1% 7% 2%
Asian 4% 1% 4%
Pacific Islander 1% 1% 0%
Some Other Race 28% 34% 41%
Two or More Races N/A% N/A 17%
Hispanic (Ethnicity) 67% 71% 70%
The Survey Monkey survey significantly overrepresents White Alone respondents at 63%, which is 23% higher than the city demographics (40%) and 17% higher than the ETC survey (46%).

For the Asian population, the ETC survey reports 33%, closer to the city demographics (37%) than the Survey Monkey survey (24%). Additionally, the Survey Monkey survey reports 12% for Some Other Race, which is 3% higher than city demographics (9%) and much higher than the ETC survey (3%).

62 These discrepancies underscore the reliability of the ETC survey in providing a more accurate reflection of the city's racial and ethnic composition.

DEMOGRAPHIC OVERVIEW
In comparing the ETC Statistically Valid Survey and the Survey Monkey Online Community Survey to the City Demographics from ESRI, it is evident that the ETC survey more accurately reflects the city's demographic composition:

Age:
 The Survey Monkey survey overrepresents the 75+ age group by 12%.  The 20-34 age group is underrepresented in both surveys, with the ETC reporting 9% fewer and Survey Monkey 13% fewer than city demographics.

Gender:
 The Survey Monkey survey reports 34% female respondents, which is 17% lower than the city demographics (51%) and 16% lower than the ETC survey (50%).  For male respondents, the Survey Monkey survey reports 65%, which is 16% higher than both the city demographics and the ETC survey (both at 49%).

Race/Ethnicity:
 The Survey Monkey survey significantly overrepresents White Alone respondents by 23% compared to city demographics.
 The Asian population is underrepresented in both surveys, with the ETC reporting 4% fewer and Survey Monkey 13% fewer than city demographics.  The Survey Monkey survey overreports Some Other Race by 3%, compared to city demographics.

These discrepancies highlight that the ETC survey's figures for age, gender, and race/ethnicity are closer to the city's actual demographics, underscoring the importance of rigorous survey methodologies. The following results showcase the contrast and similarities between the two survey findings.

63 3.6.2 VISITATION/PARTICIPATION
HAVE YOU VISITED/PARTICIPATED…

Visited parks and/or
recreation facilities in the
past 12 months
96% 98%
Participated in programs in
the past 12 months
41% 50%

HOW OFTEN HAVE YOU VISITED CITY OF SAN BERNARDINO PARKS AND/OR RECREATION FACILITIES DURING THE PAST 12 MONTHS?

5+ times a week 19% 29%
2-4 times a week 29% 33%
Once a week 19% 14%
1-3 times a month 19% 15%
Less than once a month 14% 8%

HOW MANY PROGRAMS OR EVENTS OFFERED BY THE CITY OF SAN

BERNARDINO HAVE YOU OR MEMBERS OF YOUR HOUSEHOLD
PARTICIPATED IN DURING THE PAST 12 MONTHS?

1 program/event 31% 24%
2-3 programs/events 42% 53%
4-6 programs/events 20% 14%
7+ programs/events 7% 9%

The comparative analysis of visitation and participation data from the ETC Statistically Valid Survey and the Online Community Survey via SurveyMonkey shows higher engagement among

64 online respondents. A greater proportion of SurveyMonkey respondents reported visiting parks and/or recreation facilities in the past 12 months (98% vs. 96%) and participating in programs (50% vs. 41%) compared to those surveyed by the ETC Institute.

The frequency of park visits reveals that SurveyMonkey participants visit recreation facilities more frequently, with 29% visiting 5+ times a week compared to 19% in the ETC survey.

Additionally, 33% of online respondents reported visiting 2-4 times a week, slightly higher than the 29% reported in the ETC survey.

Participation in programs also differed, with more online respondents participating in 2-3 programs/events (53% vs. 42%) and slightly fewer participating in 1 program/event (24% vs. 31%).

These findings suggest that the online community survey might attract a more actively involved segment of the community, indicating a potential area of focus for targeted engagement and program development efforts.

3.6.3 PHYSICAL CONDITION/QUALITY

HOW WOULD YOU RATE THE PHYSICAL CONDITION OF ALL THE CITY OF

SAN BERNARDINO PARKS AND/OR RECREATION FACILITIES YOU HAVE VISITED?

Excellent 28% 26%
Good 61% 59%
Fair 10% 14%
Poor 1% 1%

65 HOW WOULD YOU RATE THE OVERALL QUALITY OF THE CITY OF SAN

BERNARDINO PROGRAMS OR EVENTS IN WHICH YOUR HOUSEHOLD HAS PARTICIPATED IN?
The ETC Statistically Valid Survey and the Survey Monkey Online Community Survey show similar ratings for the physical condition of San Bernardino parks and recreation facilities. Most respondents rated the facilities as either excellent or good, with 28% and 61% from the ETC survey and 26% and 59% from the Survey Monkey survey, respectively. A small percentage rated the facilities as fair (10% ETC, 14% Survey Monkey) or poor (1% in both surveys).

For the overall quality of programs or events, both surveys again show similar results. In the ETC survey, 35% rated the quality as excellent and 59% as good, compared to 32% and 61% in the Survey Monkey survey.

Both surveys had 6% of respondents rating the quality as fair and 0% as poor.

These findings suggest a high level of satisfaction with both the physical condition of the facilities and the quality of the programs offered.

Excellent 35% 32%
Good 59% 61%
Fair 6% 6%
Poor 0% 0%

66 3.6.4 BARRIERS

REASONS THAT PREVENT YOU OR MEMBERS OF YOUR HOUSEHOLDS FROM

VISITING CITY OF SAN BERNARDINO PARKS, AND/OR RECREATION FACILITIES MORE OFTEN. (TOP FIVE RESPONSES)

REASONS THAT PREVENT YOU OR MEMBERS OF YOUR HOUSEHOLD FROM PARTICIPATING IN CITY OF SAN BERNARDINO PROGRAMS MORE OFTEN. (TOP FIVE RESPONSES)
The comparison between the ETC Statistically Valid Survey and the Survey Monkey Online Community Survey highlights several barriers preventing households from visiting San Bernardino parks and recreation facilities more often.

The top barriers in both surveys include lack of shade (22% ETC, 29% Survey Monkey) and lack of restrooms (20% ETC, 26% Survey Monkey). Other notable barriers are the lack of desired amenities (17% ETC, 28% Survey Monkey) and using parks/facilities in other areas (13% ETC, 17% Survey Monkey). Distance from home is also a factor, with 12% in the ETC survey and 14% in the Survey Monkey survey citing it as a reason.

Lack of shade (22%) Lack of shade (29%)
Lack of restrooms (20%) Lack of amenities we want to use (28%) Lack of amenities we want to use (17%) Lack of restrooms (26%) Use parks/facilities in other cities/county
(13%)
Use parks/facilities in other cities/county
(17%)
Too far from our home (12%) Too far from our home (14%)

Too busy/not interested (34%) Program times are not convenient (31%) I don't know what is offered (23%) Too busy/not interested (29%) Program times are not convenient (22%) I don't know what is offered (28%) The program I want is not offered (18%) The program I want is not offered (25%) Classes are full (12%) Classes are full (20%)

67 For participation in city programs, the primary barriers include being too busy or not interested (34% ETC, 29% Survey Monkey) and inconvenient program times (22% ETC, 31% Survey Monkey).

A lack of awareness about what is offered is also significant (23% ETC, 28% Survey Monkey), along with the unavailability of desired programs (18% ETC, 25% Survey Monkey).

Lastly, full classes are a concern, with 12% in the ETC survey and 20% in the Survey Monkey survey noting this issue. These insights suggest areas for improvement to enhance community awareness, engagement and participation.

3.6.5 NEEDS

NEED FOR RECREATION FACILITIES/AMENITIES BY PERCENTAGE OF

RESPONDENTS WHO INDICATED NEED (TOP FIVE RESPONSES)

Walking paths in parks (90%) Trees (99%)
Benches (89%) Walking paths in parks (98%)
Trees (88%) Multi-use hiking, biking, walking trails (paved or unpaved) (96%)
Bicycle and pedestrian access/connection to
parks (88%)
Benches (96%)
Restrooms (88%) Large community parks (96%)

68 NEED FOR RECREATION PROGRAMS/ACTIVITIES BY PERCENTAGE OF

RESPONDENTS WHO INDICATED NEED (TOP FIVE RESPONSES)
The comparison between the ETC Statistically Valid Survey and the Survey Monkey Online Community Survey reveals key needs for recreation facilities and amenities. Both surveys highlight a strong demand for walking paths in parks (90% ETC, 98% Survey Monkey) and benches (89% ETC, 96% Survey Monkey). Trees are also a high priority, with 88% in the ETC survey and 99% in the Survey Monkey survey. Other important amenities include bicycle and pedestrian access (88% ETC) and large community parks (96% Survey Monkey).

For recreation programs and activities, community and cultural special events are the top need, with 63% of ETC respondents and 79% of Survey Monkey respondents indicating a need.

Both surveys also show significant demand for adult fitness and wellness programs (49% ETC, 67% Survey Monkey) and recreation swim (49% ETC, 66% Survey Monkey). Exercise classes and cultural enrichment programs are also highly desired, though the Survey Monkey survey indicates a slightly higher overall need for these programs.

Community and cultural special events (63%) Community and cultural special events (79%) Adult fitness and wellness programs (49%) Cultural enrichment programs (68%) Recreation swim (49%) Adult fitness and wellness programs (67%) Exercise classes (48%) Recreation swim (66%)
Cultural enrichment programs (47%) Exercise classes (63%)

69 3.6.6 IMPORTANCE

FACILITIES/AMENITIES MOST IMPORTANT TO HOUSEHOLDS BY

PERCENTAGE OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF

THEIR TOP FIVE CHOICES (TOP FIVE RESPONSES)

PROGRAMS/ACTIVITIES MOST IMPORTANT TO HOUSEHOLDS BY

PERCENTAGE OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF

THEIR TOP FIVE CHOICES (TOP FIVE RESPONSES)
The comparison between the ETC Statistically Valid Survey and the Survey Monkey Online Community Survey highlights key facilities and amenities that are most important to households.

Both surveys rank multi-use hiking, biking, and walking trails highly (33% ETC, 29% Survey Monkey). Restrooms and bicycle/pedestrian access are also top priorities in both surveys. The ETC survey emphasizes small neighborhood parks (20%), while the Survey Monkey survey places importance on large community parks (25%) and trees (23%).

Multi-use hiking, biking, walking trails (paved
or unpaved) (33%)
Multi-use hiking, biking, walking trails (paved
or unpaved) (29%)
Bicycle and pedestrian access/connection to
parks (24%)
Large community parks (25%)
Restrooms (23%) Restrooms (24%)
Walking paths in parks (21%) Bicycle and pedestrian access/connection to parks (24%)
Small neighborhood parks (20%) Trees (23%)

Community and cultural special events (23%) Community and cultural special events (27%) 55+ fitness and wellness programs (17%) 55+ fitness and wellness programs (23%) Recreation swim (16%) Adult fitness and wellness programs (22%) Adult fitness and wellness programs (16%) Recreation swim (19%) Water fitness programs/lap swimming (12%) Water fitness programs/lap swimming (17%)

70 For programs and activities, community and cultural special events are the top priority in both surveys (23% ETC, 27% Survey Monkey). Both surveys also value 55+ fitness and wellness programs, with higher importance in the Survey Monkey survey (17% ETC, 23% Survey Monkey).

Recreation swim, adult fitness programs, and water fitness/lap swimming are important across both surveys, with the Survey Monkey respondents indicating a slightly higher interest in these activities.

3.6.7 PRIORITY INVESTMENT RATING
The Priority Investment Rating (PIR), crafted by ETC Institute, serves as an analytical framework designed to assist agencies in objectively assessing where to focus their parks and recreation investment efforts. This tool helps in pinpointing which facilities / park types / amenities and programs / offerings / activities the community views as most deserving of funding and development priority.

It evaluates the significance residents assign to various facilities / park types / amenities and programs / offerings / activities and their expressed unmet needs — aspects that are either partially addressed or completely overlooked, compared against the highest-rated facility/program. Recognizing the critical balance between addressing unmet needs and valuing the community's prioritization, the PIR assigns equal weight to these factors.

Each facility or program is then scored on a 0-200 scale, facilitating a comprehensive approach to guiding future investment decisions in parks and recreation projects.

More information regarding PIR can be found in SECTION (Add Link in Report)

71 FACILITIES/AMENITIES (TOP FIVE)

PROGRAMS/ACTIVITIES (TOP FIVE)
The comparison between the ETC Statistically Valid Survey and the Survey Monkey Online Community Survey highlights the top priorities for investment in facilities and amenities. Both surveys indicate a strong preference for multi-use hiking, biking, and walking trails, with priority investment ratings of 177 in the ETC survey and 200 in the Survey Monkey survey.

Restrooms are also a top priority in both surveys, with ratings of 170 (ETC) and 173 (Survey Monkey). The Survey Monkey respondents place higher importance on large community parks (178) and trees (172), whereas the ETC survey emphasizes shade structures (125) and shaded picnic areas (122).

For programs and activities, community and cultural special events are the highest priority in both surveys, with priority investment ratings of 175 (ETC) and 200 (Survey Monkey). Adult fitness and wellness programs and recreation swim also receive high ratings in both surveys. The ETC survey gives a slightly higher priority to exercise classes (144) and 55+ fitness programs (132), while the

Multi-use hiking, biking, walking trails (paved
or unpaved) (177)
Multi-use hiking, biking, walking trails (paved
or unpaved) (200)
Restrooms (170) Large community parks (178)
Bicycle and pedestrian access/connection to
parks (139)
Restrooms (173)
Shade structures (125) Trees (172)
Shaded picnic areas (122) Bicycle and pedestrian access/connection to parks (167)

Community and cultural special events (175) Community and cultural special events (200) Adult fitness and wellness programs (167) Adult fitness and wellness programs (135) Recreation swim (159) Recreation swim (135)
Exercise classes (144) 55+ fitness and wellness programs (129) 55+ fitness and wellness programs (132) Water fitness programs/lap swimming (120)

72 Survey Monkey survey highlights water fitness programs/lap swimming (120) as a key area for investment.

3.6.8 OVERALL PERCEPTIONS

WHAT IS THE MAXIMUM AMOUNT OF ADDITIONAL TAX REVENUE YOU

WOULD BE WILLING TO PAY TO IMPROVE THE CITY OF SAN BERNARDINO'S

SYSTEM WITH THE PARKS, TRAILS, RECREATION FACILITIES AND PROGRAMS MOST IMPORTANT TO YOUR HOUSEHOLD?
The comparison of willingness to pay additional tax revenue to improve San Bernardino's parks, trails, recreation facilities, and programs shows that a significant portion of respondents from both the ETC Statistically Valid Survey and the Survey Monkey Online Community Survey are willing to contribute.

In both surveys, the highest percentage of respondents are willing to pay $9 or more per month (31% ETC, 35% Survey Monkey). Other notable categories include $5-$6 (20% ETC, 16% Survey Monkey) and $3-$4 (19% in both surveys).

A similar percentage of respondents in both surveys (21% ETC, 20% Survey Monkey) indicated they are not willing to pay anything additional.

Per
Month

$9+ 31% 35%
$7-$8 9% 10%
$5-$6 20% 16%
$3-$4 19% 19%
Nothing 21% 20%

73 IF YOU HAD $100, HOW WOULD YOU ALLOCATE THE FUNDS AMONG THESE PARKS AND RECREATION CATEGORIES? (TOP FIVE RESPONSES)

When asked how they would allocate $100 among various parks and recreation categories, respondents from the ETC Statistically Valid Survey and the Survey Monkey Online Community Survey showed differing priorities. The ETC survey respondents prioritized improving and maintaining existing parks and recreation facilities ($25.36) and expanding existing indoor facilities ($18.29).

In contrast, Survey Monkey respondents favored the acquisition and construction of new park land and open space ($27.85) and improvements to existing parks, pools, and recreation facilities ($23.72).

Both surveys valued the expansion of program offerings ($13.00 ETC, $11.13 Survey Monkey) and enhancing park landscaping with native and biodiverse plantings ($11.13 ETC, $13.52 Survey Monkey), though to varying extents.

Improve/maintain existing parks and
recreation facilities ($25.36)
Acquisition and construction of new park
land and open space ($27.85)
Expand existing indoor facilities ($18.29) Improvements to existing parks, pools, and recreation facilities ($23.72)
Develop new indoor facilities ($16.83) Add amenities to existing parks, pools, and recreation facilities ($20.65)
Expand program offerings ($13.00) Replace or enhance existing park landscaping with native and biodiverse plantings ($13.52)
Replace or enhance existing park landscaping
with native & biodiverse plantings ($11.13)
Expand program offerings ($11.13)

74 3.6.9 SUMMARY
Demographic Representation: The ETC Survey more accurately reflects community demographics in terms of age, gender, duration of stay in San Bernardino, and race when compared to the Online Survey. The Online Survey particularly overrepresented the 75+ age group and White demographic, while underrepresenting the 20-34 age group, females, and Asian populations.

Visitation/Participation: The Online Survey respondents reported higher engagement, with a greater proportion indicating they visited parks, used facilities, and participated in programs within the past 12 months compared to the ETC Survey respondents. This suggests that the online platform may attract a segment of the community more actively involved with city offerings.

Physical Condition/Quality: Respondents from both surveys rated the physical condition and quality of parks, facilities, and programs positively. Minor differences in perceptions were noted, suggesting overall satisfaction with the condition and quality of the city assets.

Barriers to Participation: Key barriers preventing more frequent visitation and participation included lack of shade, lack of restrooms, and inconvenient program times. The Online Survey also highlighted a lack of desired amenities and full classes as significant barriers.

Needs and Priorities: Walking paths, trees, and small neighborhood parks were among the top needs for facilities and amenities. Both surveys showed high demand for community and cultural special events and adult fitness and wellness programs. The Online Survey respondents showed a stronger need for large community parks and cultural enrichment programs.

Importance and Investment Priority: Multi-use hiking, biking, and walking trails, restrooms, and bicycle/pedestrian access were prioritized by both surveys. The Priority Investment Rating (PIR) highlighted multi-use trails and community and cultural special events as top investment priorities, with slight variations in priorities between the two surveys.

Overall Perceptions and Investment Preferences: Both groups of respondents favored improving and maintaining existing facilities and developing new trails and indoor spaces. There was a significant willingness to pay additional tax revenue to improve the city's parks and recreation offerings, with a notable percentage of respondents willing to pay $9 or more per month.

The analysis highlights the ETC Statistically Valid Survey as the most accurate and reliable source for understanding community needs and preferences due to its rigorous methodology and representative sampling. While the SurveyMonkey Online Community Survey captures diverse opinions and fosters broad engagement, the ETC survey better reflects the City of San Bernardino's entire demographic. This comparative analysis ensures that input is accurately weighted and validated for informed decision-making by city leadership and staff. 75 3.7 Website
The consulting team redesigned the project website www.mysbparks.com to be multi-lingual, ADA accessible and mobile friendly. This was used to share previous planning documents, provide ongoing plan updates, promote opportunities for community engagement and to share input via the open-ended comment option on the home page.

76 CHAPTER FOUR INCLUSION AUDIT

4.1 OVERVIEW
On April 10th & 11th, 2023, an inclusion audit was conducted as part of the Next Practice Partners Master Plan for San Bernardino Parks, Recreation and Community Services (SBPRCS). Audit purpose was to identify barriers, goals and a clear vision to help the department on the pathway toward inclusion. This was conducted with a focus on the all-encompassing disability community by Lisa Drennan of MERGE Inclusion Consulting.

4.1.1 SOURCE OF INFORMATION & DATA COLLECTED
This summary report outlines an evaluation of the user journey with details provided by San Bernardino community members, both internal and external to the Parks, Recreation and Community Services Department. It is created by information obtained through these sources:
 Onsite evaluation of program spaces lead by Michael Schicora (Aquatic Supervisor & Risk Manager) and Chris McClain (Community Service Center Supervisor)  Survey interview with Mike, Chris and Director, Lydie Gutfeld  Direct observation and evaluation of on-line and marketing pieces  Evaluation of policies and procedures to ensure inclusive practices for internal staff  Four stakeholder focus group meetings with users
 A primary focus of the inclusion tour was the Center for Individual Development (CID) facility, but also included a visit to 5th Street Center, Hernandez Community Center & Seccombe Lake.

4.1.2 ASSESSMENT FORMAT / OUTLINE
An inclusivity assessment tool was used to conduct the survey interview, broken into two categories, each with sub categories:

CENTER FOR INDIVIDUAL DEVELOPMENT (CID): Staffing
Structure | Training & Resources | Community Member Profile | Events & Programs
ORGANIZATIONAL PRACTICES (DEPARTMENT-WIDE):

77 4.2 FINDINGS – CID SPECIFIC

4.2.1 CID AUDIT FOCUS AREA: STAFFING STRUCTURE
What current positions are there with inclusion background/experience? Any CTRS positions? Chris McClain and his 4 part-time staff who work exclusively at the CID. Chris’s journey of working with individual with disabilities started when he was younger and began volunteering at CID. Michael Schicora has a personal interest and experience in working with individuals with disabilities, but no formal education or job positions with that focus. Both have a strong commitment, dedication and openness to wanting to create inclusive environments.

There are 4 current staff under Michael who are going to school for Therapeutic Recreation.

Aquatic staff run adaptive programming at the Jerry Lewis Center. Director, Lydie Gutfeld also comes to her position with a therapeutic recreation background and support of these services.

User groups who participate at CID generally come with their own staff who are trained to support individuals with disabilities.

How is inclusion experienced by community members of San Bernardino who have disabilities? What is the percentage of specialized versus fully inclusive models of participation offered by SBPRCS?
Approximately 90% of disability inclusion support and offerings occur at the CID, which is a specialized or adaptive setting, with the space, instruction, and class content specifically designed to meet the needs of individuals with intellectual, developmental, physical or other disabilities or neurodiversity. Within all other facilities/programs of SBPRCS, specialized disability inclusion occurs in adaptive swim programs at the Jerry Lewis Center and other aquatic facilities. There are also programming specifically designed for and supporting older community members to meet their needs and interests. This provides significant inclusive support, as 36.0% of people ages 65 and older, reported at least one disability.

Of note, more recently, efforts to bring inclusive practices to city-wide events are occurring through Chris bringing a sensory tent and resources designed to support neurodiverse community members with sensory needs or other individuals that would benefit from these supports.

Does SBPRCS/CID currently hire individuals with disabilities as employees? Volunteers? Aware of any current staff who identify as having a disability and/or accommodations needed?

Currently no, but Chris and Lydie have begun discussions on this topic and would like to explore starting an initiative focused on recruitment, training and system wide education on being a peer or supervisor to an employee with a disability. No accommodations requested from employees.

Department wide, inclusion is seen as something that happens at CID, or something that Chris and his staff do. ~ Michael Schicora, Aquatics Supervisor & Risk Manager 78 4.2.2 CID AUDIT FOCUS AREA: TRAINING AND RESOURCES

What professional development opportunities are there for inclusion focused staff? Chris McClain takes approximately 2 trainings a year with a Therapeutic Recreation focus.

If not through Professional Development, where else do inclusion focused staff increase their knowledge on inclusive practices, tools and resources?

Chris reports that all other learning is by the
experience of community partners (agencies
that support the disability community) or
networking. Chris also does networking with
other Therapeutic Recreational professionals in
the field and through NRPA. Chris expressed a
desire for increasing professional development
in this area. Michael Schicora has s strong
background with Special Olympics, and draws
from that experience

What training, on-boarding, and resources are
provided for staff in traditional positions/
programs to enhance their disability inclusion
capacity?
There is an inquiry made of aquatics staff as to
their interest in working with this population.

For those that express interest, they are directed
to the Red Cross Special Needs segment of
training. No further disability specific training is
offered or utilized at this time as reported by
Chris and Michael.

79 4.2.3 CID AUDIT FOCUS AREA: COMMUNITY MEMBER PROFILE Who is participating at CID? What is the level of support needed?

Chris shared information for individuals who participate in the CID program. Regarding other programs and centers throughout the city, there is limited participation of individuals identified as having disabilities and/or it hasn’t been tracked.

Most everyone who participates in CID is coming via a human service agency or the Anderson School (which abuts the CID property). Agencies utilize the spaces within the facility like a rental, fully staffed at a 1:3 ratio. The primary agencies are: Morning Star, Social Vocational Services, First Step Independent Living, In Roads Creative Programs. Anderson school serves students with moderate to severe disabilities between the ages of 12 to 22 in a pre-vocational setting. CID also has offerings in a traditional recreation format where they provide instruction and support staff in a 1:6 ratio and individuals sign up for the classes of their choice. In this setting, the family member or direct support professional from the supporting agency generally wait outside of the classroom allowing for increased socialization
and growth in independence, although
in some cases, individuals come with a
1:1 support staff to assist throughout
the class. In all cases, these offerings
are provided in a specialized /adaptive
model, specifically designed for and
attended by individuals with various
disabilities. There is little or no
opportunities for participation in an
activity alongside peers without
disabilities.

Prior to the Covid pandemic the
typical profile of attendees ranged
from “severe to moderate” disabilities
(higher support needs), but more
recently the profile is more “moderate to high functioning” (lower support needs).

QUESTION: Who is NOT participating? Who are you not reaching? Individuals served at CID7,000in 2022
Youth & Teen Ages14-22years old
Adult Age Ranges Within 22-30'syears old
Average Support Needs RatingLOWER SUPPORTS

80 Children age 1-13 years old. Some programming was cut due to the Covid pandemic. Of note, they are seeking to bring back The Sunshine Club for participants from 4-13 years old.

Currently an audience that is not reached would be adults older than 22 years with disabilities who are living in a group home. Most participating are coming via the
programs where they receive services during the day or
they are under 22 years old and coming through their IEP supported school or vocational program. Once a person
hits the age of 22, there is a significant drop off on
participation.

4.2.4 CID AUDIT FOCUS AREA: EVENTS
& PROGRAMMING
What are typical programs
offered through CID? What is
the most popular
programs/events?
Offerings generally fall into 5
categories: Sports, Arts &
Crafts, Media, Aquatics or
Social Events. Chris has 4 part
time staff who wear many hats
and will share in the instruction
of these specialized classes.

Coverage for aquatics offerings
is assisted by Michael and his
team who have taken part in a
specialized training in aquatics.

Staff support ratios for these
offerings are generally 1:3 for
outside group rentals, or 1:6 for
the specialized programs. The
most popular programs are
anything that involves dancing,
karaoke, arts, beautification
days and the annual prom (all
specialized and all offered
exclusively at CID)

81 How is this information shared with the community?
Class details are shared via the CID newsletter (Spring 2023 | December 2022 | Fall 2022 | Summer 2022 ), social media, or print flyer (see photo right)

In what other spaces throughout the city are inclusion
strategies and supports being practiced?

Recently, CID started to provide a “sensory tent” to larger city-wide events. These spaces provide opportunities for community members who are neurodiverse or have sensory considerations to have the tools and supports to self-regulated, address sensory needs, and have a choice on how they participate either by gaining the reset to participate successfully in the larger event, choosing to explore sensory stimuli or a combination of both.

4.3 DEPARTMENT WIDE FINDINGS

4.3.1 ORGANIZATIONAL PRACTICES: MISSION STATEMENT
Does the department's mission clearly reflect a belief about inclusion of people with disabilities and other differences? Do agency vision and values articulate support of inclusion of people with disabilities and other differences?

 At the core of their beliefs and demonstrated through all conversations and interactions observed, there is a commitment to inclusion of all dimensions of diversity, including individuals with disabilities.
 A Mission Statement fully expressing these beliefs is not evident on the San Bernardino website’s City Vision, Goals & Guiding Principles or in the specific Parks and Recreation page. The only mention of disability is relative to CID.  A Mission Statement including disabilities is in the works.

4.3.2 ORGANIZATIONAL PRACTICES: STAFF BUY IN AND SUPPORT Do all levels of staffing show support for inclusion (administration, managers and front-line staff, and volunteers)? Is training, support and resources provided at all levels?

 Department designated ADA coordinator or point of contact to coordinate inclusion:

Aquatic Supervisor & Risk Manager and Community Service Center Supervisor  Inclusion training is offered for managers as a general overview on disability inclusion, wrapped into training. Other specifics may be covered in conference sessions selected by individual managers. Most front-line staff do not have specific training for disability inclusion.

4.3.3 ORGANIZATIONAL PRACTICES: COMMUNICATION &

MARKETING
Are inclusive practices in place in department communication and marketing? Is the user experience accessible and inviting?

82  Person first language is in place in communications. Overall current suggested terminology is in place with the exception of the term “Authority for the Handicapped” (an outdated, not utilized term in the inclusion field)
 Photos representing the disability community are visible in CID marketing only.  Utilization of photos to “tell a story” or get a message across could be increased. In many cases, too much information/text on flyers.
 No invitation or language welcoming people with disabilities via text or photos on programming areas on the website (outside of CID)
 On Aquatics specific pages and through videos, no mention of disabilities, no signs of lifts or other adaptive equipment
 Closed captions on videos shared not always in place
 Agency website could benefit from a simple design, consistent navigation, alt text for graphics, high contrast and consistent larger font (at least 16pt).

4.3.4 ORGANIZATIONAL PRACTICES: POLICY AND PROCEDURES
Do policies and procedures support inclusive practices? Is there an evaluation process in place?

 Emergency warnings and evacuation procedures for a safe exit of people with disabilities not in place. Staff are not currently trained in these procedures.  Written policy of the use of service animals or use of motorized mobility devices not in place.
 Financial barriers addressed through financial assistance available and aides/personal attendant for a person with a disability attend at no cost.  Most programs have an evaluation process at the end of services, but it does not include feedback on inclusion, accessibility or use of supports and accommodations

83 4.3.5 ORGANIZATIONAL PRACTICES: REGISTRATION ASSESSMENT Outside of CID, when an individual with a disability registers to participate in programming, what intake process is in place to conduct a needs assessment or information gathering?

 There is no process in place to ask if
additional information or accommodations
may be needed for participation in the
program. If it is brought up, it is by the
community member being vocal to
advocate for their needs, not via a system
in place.

 No system in place to conduct a needs
assessment, no written directions on
connecting with an inclusion point of
contact.

 If questions or situations arise, department
staff would reach out to Chris or Michael.

 Pre-program meetings or orientations for
participants in place is not a standard
practice offered, although if anyone asked,
it would be arranged.

4.3.6 ORGANIZATIONAL PRACTICES: SUPPORTS AVAILABLE
Outside of CID, what staffing support is available for participants with disabilities? Are inclusive strategies in place? Is adaptive equipment available?

 Support is provided within the current staffing structure only. Additional staff or volunteers not always available (or worked into the staffing plan) to assist when needed.  Peers do not provide assistance with inclusion and inclusion orientation/training is not in place for peers.
 Using inclusive strategies like positive behavioral supports, visual tools, transition countdowns, built in socialization efforts, and accommodations are not practices in place in department programming.
 Sensory space and tools are recently being offered to community members, implemented by CID staff into larger city-wide events.
 Activities are not consistently being modified to meet the needs of individuals with disabilities when needed (mostly as there is minimal participation from this population into typical programming). Options would include: activity space, length or rules, visual tools, option for cooperative versus competitive, sensory breaks, skill level modifications or task/activity analysis breakdown.
 The department does not have standing partnerships with agencies supporting the disability community (outside of CID)
 Adaptive equipment is provided at CID or in aquatic settings as mandated only.

84 4.4 STAKEHOLDER INTERVIEW SUMMARY
As part of the kick off campaign, small group interviews were conducted to engage community members and staff of SBPRCS were asked to share from their experience, what works (strengths), what can be different (opportunities) and what would be their priority outcome from the Master Plan. The following impressions were recorded by Lisa Drennan via an inclusion lens.

 CID, their staff, the facility and the programming offered it is their pride; it is a tremendous resource for the community
 Mostly “disability inclusion” is seen as a function exclusively of CID, thus other programs have not seen it as a responsibility of theirs, they default to CID to provide support and programming.
 There is a movement toward exploring more partnerships with community organizations and agencies. Most are seeing the benefits of these collaborative relationships.  A strong commitment to the older population in their community through specialized centers, programming and dedicated staff providing services and support.  Outside of the Senior Centers and CID, there are no systems in place within the community centers to provide support and services to the specific needs of older adults or persons with disabilities.
 The culture of special education within the school districts is moving more toward the growth of development of vocational skills and more toward inclusive settings.

STAKEHOLDER’S RESPONSES TO STRENGTHS | OPPORTUNITIES | PRIORITY OUTCOMES

STRENGTHS:
o authentic representation “staff team” are like me – can engage more community members o availability and options throughout the city for recreation and social engagement o opportunities for volunteerism “feeling more purposeful” o From a staff perspective, it is never boring = challenges them to be creative and open- minded
o The work is impactful, you can immediately reap the benefits of having “made someone’s day”

OPPORTUNITIES:
o Centralized schedule of all that is being
offered throughout the city
o Increase marketing, increase the reach to
those who aren’t attending
o Inclusive practices to be in place in all
settings not just CID
o Improve the skills and confidence of
staff who don’t have experience or the
comfort level of working with people
with disabilities through training and
make it standard for new staff coming on
board

85 o Keep the cost to participate low or reduced for those who may have a financial barrier o Addressing the barriers community members experience when approaching parks and recreation spaces where individuals experiencing houselessness are staying. Mental health challenges demonstrated present a higher level of discomfort and fear for community members.
o Beautification days are a huge hit! Ideas to get Cal State students involved presented. o Design each center and the supports provided for the community it is in. A “reflection of your community” approach – not cookie cutter.

PRIORITY OUTCOME:
o Transportation addressed (for seniors and individuals with disabilities) o More resources to help build, strengthen and enhance inclusion practices through all area’s in services and programs
o Training for staff to become more comfortable, confident and competent to include in community members with disabilities.
o Increased communication with a core centralized place to find out what is happening and available city-wide.
o Inclusive practices are in place in all settings: for example, utilizing visual tools.

4.5 SUMMARY

4.5.1 KEY ISSUES / HURDLES FOR EXISTING PROGRAM PARTICIPATION Hurdles the SBPRCS staff team faces in increasing participation in specialized offerings or toward the creation of more inclusive programming.

Identified hurdles include:
 not having the tools/confidence to work with
individuals with disabilities (resources and/or
training)
 lack of understanding that inclusive strategies can
be performed by all (thinking you have to be
highly educated)
 current system defaults to CID “they do inclusion”
mindset – so rely solely on Chris and his team to
provide offerings
 funding toward quality equipment and support

Hurdles toward getting non-inclusion staff on board with inclusion (staff of traditional programs).

Identified hurdles include:
 “it’s not my job” mindset
 there is a willingness to want to know more but the training and resources aren’t there  don’t like change, unwilling to take on “more responsibilities” (note: more fall into the above statement on willingness than this category)
 just don’t think it’s something they should be doing because “CID takes care of those folks”

Hurdles that impact current community members from joining in on CID offerings meaningfully participating in existing programs offered outside of CID?

86 Identified hurdles include:
 transportation to get to/from offerings
 lack of communication “people don’t know that CID is here” or “they don’t think they can join in on typical programs”
 individuals or their family/staff don’t feel confident that the program staff will be able to engage and support them
 need more clear messages that “you are welcomed”
 communication and collaboration between SBPRCS & the City (or state) around disability inclusion efforts/offerings
 need more “tell your stories” to generate interest, see “what’s possible”

Hurdles toward reaching others who are not participating?

Identified hurdles include:
 there are no true inclusive programs or efforts so word isn’t out within the disability community that all are welcomed
 without transportation, no one would even think outside the box to consider recreation offerings through SBPRCS
 we don’t know where they are, where they live
 we don’t facilitate a solid network within the disability community – cross agency collaboration is needed
 need more multi-lingual ways of communicating (and also connecting to the DH/H and blind community)

4.5.2 OPPORTUNITIES FOR NEW PROGRAMS, SUPPORTS OR

PARTNERSHIPS
 Shift from “inclusive programs” to “organizational commitment” will open up opportunities for community members with disabilities to have choice in what they participate in. With strong professional development/training in place there will be an increase in the capacity to welcome, engage and support individuals with disabilities into existing programs.  Increase “sensory tent” supports to major events and/or sensory kits being available at all settings.
 Build a stronger relationship with human service agencies with existing connections. Reach out to partner with The Arc of San Bernardino, 796 E. Sixth Street, San Bernardino, CA 92410 PHONE: (909) 884-6484.
 Collaborative events and educational forums with disability support agencies and public schools to raise awareness and opportunities for increased participation in CID and community center-based programming open to supporting the disability community.  Build programming to support children at CID, with a focus on step up programming approach to increase participation in their home base community center when greater independence is achieved.
 Partner with local universities to engage volunteers to support inclusion programming growth and for special events like beautification days.

87 4.5.3 TOP PRIORITY OUTCOMES
 Centralized calendar particularly as more inclusive offerings from the community centers are being developed.
 Versions of staff training that is customized for staffing level and programming type in disability inclusion is a standard practice at all sites. Create an orientation video to be shared with all new employees of SBPRCS to ensure inclusion principles and practices are in place on day one.
 Develop an intake process to be used with family members or support agencies to best communicate services/supports, learn more about the individual seeking to participate and to develop a plan for accommodations and modifications that will lead to successful participation.
 Website and all marketing materials using the most up to date inclusive language and accessibility features.
 Inclusion specialists at each programming site, who act in a consulting role to share inclusive strategies and practices with staff running traditional programs and ensure that suggested inclusive strategies (i.e. visual tools) are in place at all settings.

4.5.4 SUMMARY STATEMENT
Figure 11: Art Instructor Assists A Community Member
The strengths of the team at the Department
perfectly compliment what is needed for
undertaking an inclusion initiative toward
organizational commitment, ensuring that
community members with diverse abilities
are welcomed, engaged and supported to be
successful in all areas of programming and
services. This journey will take guts, pride,
creativity, drive, commitment and a vision –
all of which are vitally strong and clear from
this team.

Through the audit process, it has been
unveiled that the essence of CID is
exemplary. The staff team, under Chris
McClain’s direction have created a vibrant,
enriched center that offers a space
specifically for individuals with disabilities to
explore, to laugh, to allow their inner artist,
musician, athlete to shine, and to BELONG!

The pride that the CID exudes is evident in the
success of its programming, in the
partnerships established in the community, in
the successes and smiles shared, in the commitment to beautifying the space through community efforts. Our goal through this Master Plan would be to take this energy, the culture established, the core principles and strategies practiced, the recognition that everyone has something of value

88 to contribute, and bring these to the greater San Bernardino community centers, services and events offered.

The staff team who oversees recreation and services to the San Bernardino community have the heart, the will and the desire to learn, to change and be more inclusive in their practices. Having this mindset is a large percentage of what is needed on this inclusion journey. Inclusion training, introduction to resources, development of sound policy, procedure and practices is where we will build the walls and move toward a strong culture of inclusion.

The Department leadership will be an essential aspect of this organizational commitment to inclusion. Through their actions, experience and expressed views on disability inclusion, they have set the tone that this is where we are heading, and have the skills and determination to lead the charge.

89 CHAPTER FIVE RESOURCE ANALYSIS
The Resource Analysis section of the Plan provides a comprehensive evaluation of the city’s recreational assets, including programs, parks, aquatics, and service delivery. This section is designed to give a thorough understanding of the current state of these resources and identify areas for future investment and improvement.

Key components include:
 Recreation Program Assessment, which reviews the range and effectiveness of the city's offerings
 Parks Assessment, which evaluates the condition and functionality of the park system,  Aquatics Assessment, which addresses both operational and non-operational aquatic facilities
 Level of Service Analysis examines how well the city meets residents' recreational needs  Equity Mapping to highlight areas of disparity to ensure all community members have equitable access to recreational resources.

Together, these analyses form the foundation for strategic recommendations to enhance San Bernardino’s parks and recreation system for future generations.

5.1 RECREATION PROGRAM ASSESSMENT

5.1.1 OVERVIEW OF PROGRAMS AND SERVICES
The Department
offers a robust
range of programs
aimed at improving
the quality of life
for residents of all
ages. These include
arts and crafts,
athletics, aquatics,
senior services,
STEAM education,
and adaptive
recreation
programs. The
Department is
dedicated to
providing inclusive,
engaging, and
educational experiences.

90 Furthermore, its special events such as the weekly Farmers Market, Spooktacular Halloween, Veterans Day celebrations, and the Miracle on Court Street play a key role in fostering community spirit and cultural engagement.

5.1.2 PROGRAM HIGHLIGHTS
YOUTH AND ADULT ATHLETICS:

Programs like Youth Soccer, Lil’ Sluggers Baseball, and Adult Basketball and Flag Football provide excellent opportunities for residents to engage in physical activity, build social connections, and promote community engagement.

These programs offer a well-rounded athletic experience across age groups, enhancing both physical and mental well-being.

However, accessibility can sometimes be impacted by space limitations and facility availability, especially during peak seasons when fields are shared with local schools and parks. Investing in additional or upgraded athletic facilities could help meet the growing demand for sports programming.

AQUATICS:

Aquatic
programming is
a cornerstone
of the
department,
with year-round
swimming
lessons, lap
swim sessions,
and water
aerobics at the
Jerry Lewis
Swim Center.

Seasonal events
such as
Swimming with Santa and the Pumpkin Plunge inject a festive element into aquatics, making it enjoyable for families.

To further expand access, particularly in underserved areas, increased funding and outreach efforts are necessary. Enhancing programming at additional pool facilities could also broaden the reach of aquatic activities to a more diverse group of residents.

SENIOR SERVICES:

The senior population in San Bernardino is well served by a variety of programs that emphasize health and wellness, social interaction, and skill development. The department's fitness classes, social clubs, and craft workshops help keep older adults engaged. A critical component of senior services is the Senior Nutrition Program, which provides over 68,000 meals annually, addressing food security. However, further marketing efforts are needed to raise awareness of these essential services, ensuring that all seniors in need can benefit from these programs.

91 STEAM AND AFTER-SCHOOL PROGRAMS:

The Department’s STEAM (Science, Technology, Engineering, Arts, and Mathematics) offerings, such as the Robotics Club and Culinary Classes, are designed to inspire creativity and lifelong learning. These programs offer valuable enrichment opportunities for youth, especially in high- risk neighborhoods.

Additionally, the after-school programs provide crucial academic support, arts and crafts opportunities, and leadership development. Expanding these offerings could further support the intellectual and emotional growth of the city’s younger residents.

ADAPTIVE PROGRAMS:

The department’s adaptive recreation programs cater to individuals with disabilities, ensuring inclusivity across all activities. Programs like adaptive swim lessons and the Sunshine Club create a welcoming environment for all participants, regardless of ability. However, expanding funding for additional facilities and programming would further enhance these offerings, allowing the department to serve a larger portion of the population with special needs.

COMMUNITY ENGAGEMENT AND SPECIAL EVENTS
The department shines in its organization of community-focused special events, such as the Spooktacular Halloween and the Miracle on Court Street holiday celebration. These events are well attended and serve as a key part of the city's community-building efforts. They provide residents with an opportunity to connect with neighbors and celebrate cultural traditions.

While these events have been successful, a more in-depth community satisfaction survey could help refine event offerings and better meet residents' expectations, further enhancing community engagement.

5.1.3 OPPORTUNITIES FOR IMPROVEMENT
FACILITY UPGRADES AND MAINTENANCE:

Many of the department's parks and facilities are in need of improvements, particularly in terms of drought-friendly landscaping and the modernization of playground equipment. Recent upgrades at facilities like Lytle Creek Park and the Hernandez Center have been positive, but continued investment is required to enhance both the aesthetic appeal and usability of public spaces. Improved maintenance and renovations will ensure that these spaces remain welcoming and functional for all residents.

EXPANDED YOUTH PROGRAMS:

While there is already a strong foundation of youth programming, there is an opportunity to further expand offerings in mental health support, leadership development, and technology education. By focusing on these areas, the department could better align its programming with the needs of today’s youth. This could involve increasing partnerships with local schools, tech companies, and mental health organizations to offer more comprehensive support for young people.

INCLUSIVE PROGRAMMING:

The department has made significant strides in providing adaptive programs for individuals with disabilities, but there is room to expand inclusivity across all offerings. Incorporating more bilingual services and conducting outreach to underserved communities could help ensure that 92 residents from all backgrounds can fully participate in recreational activities. This would create a more equitable system of program access and engagement throughout the city.

5.1.4 RECREATION PROGRAM/ACTIVITY NEEDS AND PRIORITIES
The Priority Investment Rating (PIR) is a tool developed by the ETC Institute to help organizations like parks and recreation departments make informed decisions about where to allocate resources. It provides an objective way to prioritize investments in recreational programs and activities based on two key factors:

1. Unmet Needs: This refers to the number of households or individuals who express a need for a particular program or service but report that this need is only "partly met" or "not met" at all. The greater the number of unmet needs, the higher the priority for investment.

2. Importance: This measures how important a particular program or activity is to the community. Survey respondents rank their top choices for programs that they consider the most valuable to their household. Programs that are highly important to residents are given more weight in the PIR calculation.

How PIR is Calculated
The PIR gives equal weight to both the importance of a program and the number of unmet needs for that program. It is essentially a combination of:
 The demand for the program (unmet need).
 The significance of that program to the community (importance).

The higher the PIR, the more urgent the need is for investment in that program.

Why PIR is Important
 Objective Decision-Making: PIR helps to eliminate subjective judgments in deciding which programs to prioritize for funding. By balancing both need and importance, it gives a clear picture of where resources would have the most impact.  Resource Allocation: Parks and recreation departments typically have limited budgets.

PIR allows these organizations to focus their investments on the programs that will provide the greatest benefit to the community.
 Community Impact: Using PIR ensures that the programs that matter most to residents and that have significant unmet needs receive attention first, helping to improve the overall quality of life in the community.

Based the Priority Investment Rating (PIR), the following activities/programs were rated as high priorities for investment:
 Adult fitness and wellness programs (PIR= 195.5)
 Community and cultural special events (PIR= 171)
 Exercise classes (PIR= 162.6)
 Outdoor environmental/nature camps and programs (PIR= 134.3)  Senior programs (PIR= 131.6)
 Counseling and mental health programs (PIR= 129.4)
 Programs for at-risk youth/crime prevention (PIR= 123.4) 93  Adult visual arts/crafts programs (PIR= 121.9)
 Trips and tours (PIR= 119.7)
 Cultural enrichment programs (PIR= 117.9)
 After school programs (PIR= 113.1)
 Adult performing arts programs (PIR= 112.6)
 Swim lessons (PIR= 107.6)
 Water fitness programs/lap swimming (PIR= 104)
The chart below shows the Priority Investment Rating for each of the 29 activities/programs assessed on the survey.

RECOMMENDATIONS
Expand Exercise and Wellness Programs: There is a high unmet need for fitness programming.

Expanding these offerings, particularly in underserved areas, will address the needs of over 30,000 households.

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Invest in Mental Health and Counseling Services: With rising demand for counseling and mental health programs, expanding these services would greatly benefit the community and address growing mental health concerns.

96 5.2 PARK AND FACILITY EVALUATIONS
The evaluation of park assets within the City of San Bernardino is a cornerstone of our strategic planning and maintenance scheduling efforts. Each park and its amenities are carefully assessed through thorough field observations by our dedicated staff, resulting in a comprehensive grading based on current conditions. This systematic process ensures that we understand the performance of individual assets, rather than evaluating the park system as a whole.

Our evaluation process uses a qualitative grading scale, complemented by numerical scores, to reflect both the quantity and quality of recreational opportunities available. This approach facilitates transparent prioritization for repairs, upgrades, and future enhancements. Each park is rated consistently and comparatively against similar facilities across the system.

97 Full Park and Facility Evaluations can be found in Appendix B.

98 5.2.1 METHODOLOGY
As part of the City of San Bernardino park system
assessment, each asset is evaluated using a
standardized grading system. These evaluations
are based on in-depth field observations
conducted by qualified staff, focusing on the
condition and functionality of individual amenities.

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

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

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

FAIR (Score: 2)
Site amenities are in fair condition, indicating ongoing maintenance issues and a noticeable decline in appearance or functionality. The wear and tear observed is often due to age and high usage, and while amenities remain usable, they may detract from the overall experience. More frequent maintenance and moderate repairs are needed to prevent further deterioration.

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

As part of the comprehensive evaluation of the City of San Bernardino park system, all parks were assessed using a standardized set of criteria to ensure consistent, objective, and meaningful evaluations. This assessment helps identify strengths, areas for improvement, and opportunities for future investments. Each park was reviewed based on its accessibility; physical condition, user safety, and ongoing maintenance needs to support the long-term success and enjoyment of San

99 Bernardino public spaces. Each category was given a numerical score between 0-5, with 5 being best.

ACCESS AND CONNECTIVITY
This category evaluates how easily and safely park users can reach and navigate through each park.

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

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

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

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

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

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

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

To visually support this information, an aerial site plan is included for each park, clearly identifying the location of all existing amenities. Additionally, all data has been compiled and stored in a comprehensive Geographic Information System (GIS) database, which has been provided to the City. This valuable resource supports ongoing planning, project management, 100
and informed decision-making as the City continues to develop and enhance its parks and recreational facilities.

Summaries and maps for all parks like the ones below can be found in Appendix B

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PARKS AND FACILITIES ASSESSED

PARK ACRES PARK ACRESAl Guhin Park 28 Littlefield Shultis Park 15Anne Shirrells Park 12 Lytle Creek Park 17.9Blair Park 34 Meadowbrook Fields 4.96Bobby Vega Park 3.62 Meadowbrook Park 14.12Bryce Hanes Park 2.9 Newberry Memorial Park 1.53Campo Santo Cemetery/Park 5 Newmark Field 5.02Colony Park 6.4 Nicholson Park 9.52Del Rosa School Field 0.5 Norton Gym 3.72Del Vallejo School Field 6 Nunez Park 22.04Delmann Heights Park 19.7 Palm Field 22.3Encanto Park 8.9 Perris Hill Park 64.4Freddie Spellacy Park 1.5 Richardson School Field 1Golden Valley School Field 1 Ronald Reagan Park 5.4Guadalupe Field 2.25 San Bernardino Soccer Complex 47Guiterrez Field 1.98 Seccombe Lake Park 44Harrison Canyon Park 6 Speicher Park 28Horine Park 5.67 Tom Gould Park 0.5Jack Reily Park 2.4 Tom Minor Park 4.8La Plaza Park 2.04 Wildwood Park 24.2Lionel E Hudson Park 10.1

SAN BERNARDINO PARK SITES ASSESSED
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LOCATION MAPS

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FINDINGS

5.2.2 GENERAL OBSERVATIONS

ACCESS & CONNECTIVITY
ADA access is generally provided to key amenities including restrooms, basketball and tennis courts, the skate park, ballfields, outdoor stage, and playground areas, with accessible routes from designated entrances; however, internal park access is sometimes limited, and walkways are cracked or uneven due to settling.

Parking is predominantly street-based, though some sites offer adjacent school or dedicated parking lots, many of which are undersized or in poor condition and would benefit from slurry sealing and restriping.

Several locations feature flat topography, while others include slopes, elevation changes, stair access to lower ballfields, or sites positioned at the bottom of hills.

Additional observations note limited walkways, locked gates restricting field access, long walks from parking areas to amenities, good trail connectivity at select sites, generally well-maintained playground equipment with some surfacing needing replenishment, and no significant ponding water issues.

PARKACCESS & CONNECTIVITYCONDITION & FUNCTIONALITY SAFETY & COMFORTMAINTENANCEOVERALL ASSESSMENT SCOREPARKACCESS & CONNECTIVITYCONDITION & FUNCTIONALITY SAFETY & COMFORTMAINTENANCEOVERALL ASSESSMENT SCOREAl Guhin Park 1.40 2.90 2.40 2.752.36Littlefield Shultis Park 2.30 2.50 1.40 2.002.05Anne Shirrells Park 2.20 2.70 2.40 2.252.39Lytle Creek Park 1.50 2.60 1.60 2.251.99Blair Park 2.00 2.33 2.80 3.002.53Meadowbrook Fields 1.40 1.90 1.40 1.751.61Bobby Vega Park 1.70 2.10 0.80 2.001.65Meadowbrook Park 1.60 2.00 1.00 1.751.59Bryce Hanes Park 2.90 3.70 1.20 2.752.64Newberry Memorial Park 1.60 2.10 1.80 2.502.00Campo Santo Cemetery/Park 0.50 0.33 2.20 2.001.26Newmark Field 1.20 2.50 2.80 3.252.44Colony Park 2.90 3.44 3.20 3.503.26Nicholson Park 1.10 1.40 0.80 0.000.83Del Rosa School Field 1.40 1.40 1.60 1.501.48Norton Gym 0.30 1.10 1.00 1.000.85Del Vallejo School Field 1.80 1.40 2.40 1.751.84Nunez Park 2.10 2.40 0.80 1.501.70Delmann Heights Park 1.40 1.80 1.20 1.251.41Palm Field 0.80 1.60 2.20 1.501.53Encanto Park 1.50 1.60 0.80 1.501.35Perris Hill Park 2.10 2.80 0.80 2.251.99Freddie Spellacy Park 2.00 2.60 2.20 2.252.26Richardson School Field 1.00 1.30 2.20 2.001.63Golden Valley School Field 0.70 1.10 1.40 0.750.99Ronald Reagan Park 1.40 1.30 1.40 2.001.53Guadalupe Field 1.00 1.80 1.80 2.001.65San Bernardino Soccer Complex 1.70 2.60 2.20 3.002.38Guiterrez Field 1.40 1.80 1.40 1.501.53Seccombe Lake Park 2.00 2.10 0.60 1.751.61Harrison Canyon Park 1.80 2.00 2.20 2.002.00Speicher Park 1.70 2.40 2.20 2.752.26Horine Park 1.00 1.30 1.50 1.501.33Tom Gould Park 1.60 1.89 1.00 1.251.43Jack Reily Park 1.89 2.30 2.20 2.502.22Tom Minor Park 1.50 2.50 1.80 2.752.14La Plaza Park 2.00 2.44 1.60 1.751.95Wildwood Park 1.30 2.40 1.20 1.751.66Lionel E Hudson Park 1.60 2.70 1.80 2.752.21 Poor 0-1, Fair 2, Good 3, Great 4-5 Poor 0-1, Fair 2, Good 3, Great 4-5SAN BERNARDINO PARK ASSESSMENT SCORES 106
Transit access varies: some parks have adjacent bus stops, while others are bordered by train tracks or busy streets, making them less inviting for pedestrians.

Parking availability is also inconsistent, ranging from angled street parking to small onsite lots with accessible stalls.

Overall circulation is mixed, with some parks providing good-loop concrete walks and others relying heavily on turf or slopes down to sidewalks, resulting in limited edge permeability.

CONDITION & FUNCTIONALITY EVALUATION
The parks offer a wide range of recreational amenities, including soccer and baseball fields, football fields, tennis and basketball courts, handball courts, grass volleyball courts, playgrounds, exercise stations (including a newly installed area), open turf, shade shelters, a unique raised bandshell, and a memorial wall.

Some sites have been recently upgraded and provide adequate parking with solar lighting, while others have gravel or paved lots that would benefit from slurry sealing, striping, resurfacing, or improved layout.

Overall conditions vary: several fields, bleachers, snack bars, and lighting systems are in good condition, and new tree plantings and mature canopy are positive features. However, maintenance issues are present, including cracked asphalt courts, broken concrete walkways, concrete uplift from tree roots, bent or damaged benches, stressed turf and plantings, nonfunctioning drinking fountains, fencing damage, statue disrepair, and picnic shelter lighting needs.

One site consists solely of a memorial wall with no additional recreational amenities, and another ballfield associated with a school is fenced and locked.

SAFETY & COMFORT
Across multiple parks, there is a consistent presence of homeless encampments and related activity affecting park operations, maintenance, and public perception. Encampments are commonly located along perimeter walls, particularly on the west and southeast sides, as well as near drainage channels and along northern boundaries adjacent to streets. Tents have been observed on basketball courts and other open areas, and picnic shelters, tables, and park benches are frequently being used for extended stays. In several cases, parking lots especially on the western portions of parks contain accumulated trash and serve as gathering areas for individuals and vehicles, with activity that may be associated with illicit behavior.

Many parks remain equipped with positive recreational amenities, including playgrounds (some new and in good condition), courts, fields, and shelters; however, the presence of encampments, lack of lighting in shelters, freeway noise at certain sites, and proximity to residential areas or drainage infrastructure contribute to ongoing challenges. While some visits occurred early in the morning when activity was limited, overall observations indicate that homeless use and related impacts are widespread across the park system and are influencing site conditions, maintenance needs, and user experience.

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MAINTENANCE
Overall site conditions vary significantly across the parks. Some locations feature predominantly turf plantings that are fairly well maintained, with amenities such as regularly placed trash receptacles and fields and bleachers in good condition.

In contrast, other parks show notable deterioration, including dry or dead turf, broken or missing bleacher seating, worn-out exercise equipment, and a playground damaged by an apparent intentional fire despite being fenced. One park appears largely abandoned, with one of two ballfields in good condition while the recreation center and concession stand are boarded up.

Additional concerns include vegetation management challenges due to ground squirrel activity, as well as visible vandalism and graffiti.

Full Facility & Park Evaluations can be found in Appendix D.

5.3 RECOMMENDED PARKS IMPROVEMENT PLAN
The Recommended Parks Improvement Plan (RPIP) for San Bernardino serves as a strategic framework for prioritizing, funding, and delivering critical infrastructure and facility projects that enhance the city’s livability, sustainability, and long-term growth. This plan focuses on targeted investments in parks, recreational amenities, community centers, and public spaces to meet the evolving needs of San Bernardino diverse and growing population.

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

General Fund, DIF, CDBG and various potential grant opportunities.

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

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

1. Projects that are planned and have secured funding

2. Projects that are planned but not yet funded

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

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The following chart provides a comprehensive, park-by-park breakdown of estimated improvement costs along with the projected phases for implementation. This visual summary offers a clear look at how capital improvement efforts are distributed across San Bernardino park system and when each project is anticipated to be completed.

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

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

San Bernardino Parks Master PlanRecommended Parks Improvements PlanMarch 2, 2026Overall Summary4:55 PMTOTAL PROJECTS PLANNED FUNDED $22,200,000PARKS PLANNED FUNDED $22,200,000FACILITIES PLANNED FUNDED $0TRAILS PLANNED FUNDED $0TOTAL PROJECTS PLANNED NEED FUNDING $300,000PARKS PLANNED NEED FUNDING $300,000FACILITIES PLANNED NEED FUNDING $0TRAILS PLANNED NEED FUNDING $0TOTAL PROJECTS COMPLETED $12,000,000PARKS COMPLETED $12,000,000FACILITIES COMPLETED $0TRAILS COMPLETED $0 109

San Bernardino Parks Master PlanSite by Site Summary6:58 PMParksAcres Completed Planned Planned P1 P2 P3TOTALFunded Need FundingFY 25/26 FY 26/27 FY 28 & beyond495.37 $12,000,000 $22,200,000 $300,000 $23,700,000 $2,000,000 $6,800,000$34,500,000Al Guhin Park 28.00$0 $0 $0$0 $0 $0$0Anne Shirrells Park 12.00$0 $0 $0$0 $0 $0$0Blair Park 34.00$0 $0 $300,000$0 $300,000 $0$300,000Bobby Vega Park 3.62$0 $0 $0$0 $0 $0$0Bryce Hanes Park 2.90$0 $0 $0$0 $0 $0$0Campo Santo Cemetery/Park 5.00$0 $0 $0$0 $0 $0$0Colony Park 6.40$0 $0 $0$0 $0 $0$0Del Rosa School Field 0.50$0 $0 $0$0 $0 $0$0Del Vallejo School Field 6.00$0 $0 $0$0 $0 $0$0Delmann Heights Park 19.70$0 $0 $0$0 $0 $0$0Encanto Park 8.90$0 $0 $0$0 $0 $0$0Freddie Spellacy Park 1.50$0 $0 $0$0 $0 $0$0Golden Valley School Field 1.00$0 $0 $0$0 $0 $0$0Guadalupe Field 2.25$2,000,000 $0 $0$0 $0 $0$2,000,000Guiterrez Field 1.98$0 $0 $0$0 $0 $0$0Harrison Canyon Park 6.00$0 $0 $0$0 $0 $0$0Horine Park 5.67$0 $0 $0$0 $0 $0$0Jack Reily Park 2.40$0 $0 $0$0 $0 $0$0La Plaza Park 2.04$0 $1,500,000 $0$0 $1,500,000 $0$1,500,000Lionel E Hudson Park 10.10$0 $0 $0$0 $0 $0$0Littlefield Shultis Park 15.00$0 $0 $0$0 $0 $0$0Lytle Creek Park 17.90$0 $200,000 $0$0 $200,000 $0$200,000Meadowbrook Fields 4.96$0 $0 $0$0 $0 $0$0Meadowbrook Park 14.12$0 $0 $0$0 $0 $0$0Newberry Memorial Park 1.53$0 $0 $0$0 $0 $0$0Newmark Field 5.02$0 $0 $0$0 $0 $0$0Nicholson Park 9.52$9,000,000 $0 $0$9,000,000 $0 $0$9,000,000Norton Gym 3.72$0 $0 $0$0 $0 $0$0Nunez Park 22.04$0 $0 $0$0 $0 $0$0Palm Field Park 22.30$0 $6,800,000 $0$0 $0 $6,800,000$6,800,000Perris Hill Park 64.40$0 $0 $0$0 $0 $0$0Richardson School Field 1.00$0 $0 $0$0 $0 $0$0Ronald Reagan Park 5.40$0 $0 $0$0 $0 $0$0San Bernardino Soccer Complex 47.00$0 $0 $0$0 $0 $0$0Seccombe Lake Park 44.00$0 $13,700,000 $0$13,700,000 $0 $0$13,700,000Speicher Memorial Park 28.00$1,000,000 $0 $0$1,000,000 $0 $0$1,000,000Tom Gould Park 0.50$0 $0 $0$0 $0 $0$0Tom Minor Park 4.80$0 $0 $0$0 $0 $0$0Wildwood Park 24.20$0 $0 $0$0 $0 $0$0Facilities Square Footage Completed Planned Planned P1 P2 P3 TOTALFunded Need FundingFY 25/26 FY 26/27 FY 28 & beyond99,231$0 $0 $0 $0 $0 $0$0Center for Individual Development (CID)16,340$0 $0 $0$0 $0 $0$0Delmann Heights Community Center 10,668$0 $0 $0$0 $0 $0$0Fifth Street Senior Center 12,350$0 $0 $0$0 $0 $0$0Lytle Creek Community Center 4,050$0 $0 $0$0 $0 $0$0Verdemont Community Center 1,440$0 $0 $0$0 $0 $0$0Perris Hill Senior Center 7,604$0 $0 $0$0 $0 $0$0Ruben Campos Community Center 9,735$0 $0 $0$0 $0 $0$0Rudy C. Hernandez Community Center16,800$0 $0 $0$0 $0 $0$0Norton Recreation Center 20,244$0 $0 $0$0 $0 $0$0 March 2, 2026
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5.4 AQUATICS ASSESSMENT
Aquatic Design Group performed an assessment of all City of San Bernardino recreational bodies of water: pools, splash pads, water slide and spa. Two (2) of the six (6) aquatic facilities are operational and in use for programs. The four (4) facilities that are not operational or in use for programs are in varying states of deterioration.

5.4.1 OPERATIONAL
The Jerry Lewis Family Swim Center, now open year-round, contains an outdoor rec pool, a wading pool, two (2) splash pads and a water slide with a receiving pool. The facility has thirty- five (35) code concerns and twenty-seven (27) maintenance concerns. These concerns combined with enhancement opportunities call for nearly $6 million to bring the pools, splash pads, and water slide into compliance as well as minimally modernize them.

The Center for Individual Development (CID) Pool is in operation and contains an indoor rec pool and spa. The facility has eleven (11) code issues, four (4) maintenance issues and one (1) enhancement opportunity. These concerns call for nearly $500,000 to bring the pool and spa into compliance and minimally modernize them.

5.4.2 NOT OPERATIONAL
The Hernandez Pool, Delmann Heights Pool, Encanto Pool and Nunez Pool are not in operation.

The Hernandez and Delmann Heights Pools have water in them, whereas the Encanto and Nunez Pools are drained.

The Hernandez Pool contains an L-shaped lap / rec pool and has nine (9) code concerns and seven (7) maintenance concerns. These concerns call for nearly $1.7 million to bring the pool into compliance and minimally modernize it.

The Delmann Heights Pool contains an outdoor lap / rec pool and has seven (7) code concerns and seven (7) maintenance concern. These concerns call for nearly $400,000 to bring the pool into compliance and minimally modernize it.

The Encanto Pool contains an outdoor lap / rec pool and has eight (8) code concerns and six (6) maintenance concerns. These concerns call for nearly $1.4 million to bring the pool into compliance and minimally modernize it.

The Nunez Pool contains an outdoor rec pool and splash pad and has nine (9) code concerns and nine (9) maintenance concerns. These concerns call for nearly $2.3 million to bring the pool and splash pad into compliance and minimally modernize them.

Jerry Lewis
Family Swim
Center
Center for
Individual
Development
(CID) Pool
Hernandez
Pool
Delmann
Heights
Encanto Pool Nunez Pool
$5,743,491.00 $454,296.00 $1,651,722.00 $333,830.00 $1,337,910.00 $2,256,576.00

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Summary
The aquatic facilities for the City of San Bernardino proudly serve the San Bernardino community. They have provided many years of service but in the last two to three years many have not been in operation. Although they have been maintained well, they need repairs to continue to serve safely and effectively.

With the incorporation of code and future maintenance items the facilities will operate more efficiently and be safer for both patrons and staff while providing the same level of programming currently offered. Significant costs will be required to rectify code and maintenance items at each existing facility. Additional dollars will be needed to modernize or update to both maintain and improve programs.

As time passes not only do drained pools and their equipment deteriorate quicker than in-use pools, but rising costs for construction may make the total cost of bringing the facilities back online more unrealistic.

It may be worth considering the consolidation of the number of City aquatic facilities. Focusing on newer and fewer facilities can reduce operating costs and allow the City to provide the community with more consistent programming experiences.

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5.5 FUNDING AND REVENUE STRATEGIES ANALYSIS

5.5.1 INTRODUCTION
A sustainable parks and recreation system requires a balanced and diversified funding strategy.

While public funding remains the foundation of most municipal park systems, successful departments increasingly rely on a combination of public investment, user-based revenues, partnerships, and external funding sources to support both operations and capital improvements.

The Department currently utilizes several funding mechanisms to support park maintenance, recreation programs, and facility operations throughout San Bernardino. Through staff feedback and review of existing practices, several opportunities were identified to strengthen current funding sources while also exploring additional revenue strategies that could enhance long-term financial sustainability.

The following sections outline key funding and revenue strategies relevant to the Department.

These strategies reflect both current practices being utilized and areas of interest identified by staff for potential expansion or further exploration.

5.5.2 EXTERNAL FUNDING
External funding sources provide opportunities to supplement traditional public funding without increasing the direct tax burden on residents. These strategies often rely on partnerships, community engagement, and private-sector collaboration.

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The Department has experience utilizing several forms of external funding, including volunteer initiatives, fundraising events, and partnerships with community organizations. These approaches have proven effective in building community ownership of parks and recreation while generating supplemental financial support.

Partnerships with nonprofit organizations, schools, community groups, and private entities present additional opportunities to leverage shared resources and expand program offerings.

Strengthening these partnerships may allow the Department to deliver programs and services more efficiently while broadening access to recreational opportunities for residents across San Bernardino.

Corporate sponsorships and naming rights represent another potential external funding source.

These strategies allow businesses and organizations to financially support parks, facilities, or programs in exchange for recognition. Implementing these approaches typically requires the establishment of clear policies to guide sponsorship levels, recognition standards, and long-term agreements.

Staff also identified interest in strengthening community-based fundraising efforts, including donations, foundations, and “friends” organizations that support parks and recreation initiatives.

While some of these approaches may currently occur on an informal basis, establishing more formal structures could help increase their effectiveness.

Emerging strategies such as crowdfunding were also noted as potential opportunities for project- specific fundraising efforts. When paired with effective community outreach and marketing,

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these platforms can provide residents with opportunities to directly support improvements to their local parks.

5.5.3 CAPITAL FUNDING
Capital funding strategies are essential for supporting the development, renovation, and long- term maintenance of park facilities and infrastructure. As communities grow and facilities age, consistent investment in capital improvements becomes increasingly important to maintaining safe, high-quality recreation environments.

The Department currently relies on a combination of public funding and external funding sources to support capital projects throughout the park system. Staff indicated interest in exploring additional approaches that may expand the Department’s ability to implement park improvements and facility upgrades.

Public-private partnerships may represent one potential strategy for capital investment, particularly for specialized recreation facilities, sports complexes, or unique amenities. These partnerships can help leverage private investment while maintaining public access and community benefits.

Additional capital funding opportunities may include facility naming rights, capital fundraising campaigns, and targeted donations tied to specific park improvements. These strategies can provide supplemental resources to support capital development while strengthening community engagement in park projects.

5.5.4 USER FEES
User fees are a common and effective revenue source for parks and recreation systems. Fees associated with programs, facility rentals, leagues, and special events allow agencies to recover a portion of the costs associated with delivering services.

The Department currently utilizes user fees for certain programs and facility uses. Staff feedback suggests that periodic evaluation of fee structures may help ensure that pricing reflects both operational costs and community affordability.

Many parks and recreation departments utilize cost recovery frameworks that align pricing with the level of public benefit provided by each program or service. Programs that serve broad community interests may remain subsidized, while specialized services or premium offerings may generate higher levels of cost recovery.

Opportunities may also exist to increase revenue through expanded facility rentals, increased program participation, and enhanced marketing of recreational opportunities. Careful management of fee structures can help maintain accessibility while supporting the Department’s financial sustainability.

5.5.5 GRANTS
Grant funding represents a significant opportunity for parks and recreation agencies to secure financial support for both capital projects and program initiatives. Federal, state, and regional grant programs frequently provide funding for park development, environmental improvements, recreation programming, and public health initiatives.
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The Department has successfully pursued grant opportunities in the past and continues to seek grant funding to support park improvements and community programs throughout San Bernardino. Staff indicated interest in continuing and potentially expanding these efforts.

Successfully securing grant funding often requires dedicated capacity to identify opportunities, prepare applications, and manage reporting requirements. Aligning park projects with broader community priorities such as health, environmental sustainability, youth development, and community resilience can increase competitiveness for available grant funding.

Given the range of grant programs available for parks and recreation initiatives, continued pursuit of grant funding will remain an important component of the Department’s funding strategy.

5.5.6 TAX SUPPORT
Tax-based funding provides the foundational financial support for most municipal parks and recreation systems. These revenues support essential functions including park maintenance, staffing, program delivery, and facility operations.

While tax funding provides stability, it is often subject to broader economic conditions and competing municipal priorities. As a result, many communities seek to supplement tax support through additional funding mechanisms that diversify revenue sources.

For residents of San Bernardino, continued public investment remains essential to maintaining the park system and supporting accessible recreation opportunities throughout the community.

Communicating the value and benefits of parks and recreation services can help reinforce community understanding of the importance of these investments.

5.5.7 FRANCHISES AND LICENSES
Franchise agreements, concessions, and licensing opportunities can provide supplemental revenue while enhancing the services available within park facilities.

These agreements allow private vendors or service providers to operate within park spaces while providing financial return to the Department through lease agreements, revenue sharing, or licensing fees. Examples may include food concessions, equipment rentals, recreation service providers, or event vendors.

Expanding franchise and licensing opportunities in appropriate park locations may enhance visitor experiences while generating additional revenue to support park operations. Establishing clear policies and expectations for these agreements can help ensure that services align with community priorities and maintain high-quality visitor experiences.

5.5.8 KEY OPPORTUNITIES
Based on staff feedback and analysis of current practices, several opportunities were identified to strengthen the Department’s overall funding strategy.  Strengthen Partnership Opportunities: Expanding partnerships with nonprofit organizations, community groups, schools, and private partners may allow the Department to leverage shared resources, expand programming, and increase community engagement.
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 Formalize Sponsorship and Naming Opportunities: Developing policies that support sponsorships and naming rights could provide new revenue sources while strengthening relationships with local businesses and organizations.
 Expand Community-Based Fundraising: Creating more structured approaches to donations, foundations, or “friends of the parks” organizations could increase community investment in park improvements and recreation programs.  Enhance Grant Capacity: Continuing to pursue grant funding and strengthening internal capacity for grant identification and management could provide additional resources for capital improvements and community programming.
 Evaluate User Fee Structures: Periodic review of program and facility fee structures may help ensure alignment with operational costs while maintaining equitable access to services.
 Explore Innovative Funding Strategies: Emerging tools such as crowdfunding and targeted capital fundraising campaigns may provide opportunities to engage residents in supporting specific park improvements or recreation initiatives.

5.6 LEVEL OF SERVICE ANALYSIS
The Level of Service (LOS) analysis evaluates the availability of parks, recreation facilities, and amenities relative to the population they serve. By comparing existing parkland and recreation infrastructure to recognized benchmarks and community needs, the analysis helps determine how well the Department’s system is positioned to serve current residents and accommodate future growth.

The results provide a data-driven framework for identifying gaps in park acreage, facilities, and amenities, helping guide future investments that support community health, active lifestyles, and equitable access to recreation opportunities across San Bernardino.

City of San BernardinoSchool DistrictSB CountyWater DepartmentTotal InventoryMeet Standard/Need ExistsMeet Standard/Need ExistsNeighborhood Parks 71.54 - - - 71.54 0.32 acres per 1,000 0.40 acres per 1,000 Need Exists17 Acre(s)Need Exists20 Acre(s)Community Parks 269.06 - - - 269.06 1.21 acres per 1,000 1.25 acres per 1,000 Need Exists8.3 Acre(s)Need Exists17 Acre(s)Regional Parks 64.40 - 1,340.00 - 1,404.40 6.33 acres per 1,000 5.00 acres per 1,000 Meets Standard - Acre(s) Meets Standard - Acre(s)Total Developed Park Acres 405.00 - 1,340.00 - 1,745.00 7.86 acres per 1,000 6.65 acres per1,000 Meets Standard - Acre(s) Meets Standard - Acre(s)Specialty Parks / Fields / Facilities 320.00 - - 11.16 331.16 1.49 acres per 1,000 1.00 acres per 1,000 Meets Standard - Acre(s) Meets Standard - Acre(s)Total Park Acres 725.00 - 1,340.00 11.16 2,076.16 9.36 acres per 1,000 7.65 acres per1,000 Meets Standard - Acre(s) Meets Standard - Acre(s)TRAILS: Trails (paved and unpaved) 9.86 - 3.80 2.46 16.12 0.07 mile per 1,000 0.15 mile per 1,000 Need Exists17 Mile(s)Need Exists18 Mile(s)OUTDOOR AMENITIES: Basketball Courts 16 0.9 16 1.00 court per 13,532 1.00 court per 15,000 Meets Standard - Court(s) Meets Standard - Court(s)Tennis Courts 25 - - 25 1.00 court per 9,058 1.00 court per 10,000 Meets Standard - Court(s) Meets Standard - Court(s)Pickleball Courts 8 - 8 1.00 court per 29,589 1.00 court per 12,000 Need Exists11 Court(s)Need Exists12 Court(s)Ball Fields (Diamond) 30 1.8 32 1.00 field per 6,979 1.00 field per 8,000 Meets Standard - Field(s) Meets Standard - Field(s)Multi-purpose Fields (Rectangular) 32 0.1 1 33 1.00 field per 6,704 1.00 field per 6,500 Need Exists1 Field(s)Need Exists2 Field(s)Football Fields (Dedicated) 2 1.0 3 1.00 site per 73,972 1.00 site per 80,000 Meets Standard - Site(s) Meets Standard - Site(s)Playgrounds 39 1.0 40 1.00 site per 5,548 1.00 site per 6,000 Meets Standard - Site(s) Meets Standard - Site(s)Group Rental Pavilions 3 - 3 1.00 site per 73,972 1.00 site per 25,000 Need Exists6 Site(s)Need Exists6 Site(s)Outdoor Swimming Pools 8 0.4 1 9 1.00 site per 23,608 1.00 site per 40,000 Meets Standard - Site(s) Meets Standard - Site(s)Skate Parks 3 - 3 1.00 site per 73,972 1.00 site per 60,000 Need Exists1 Site(s)Need Exists1 Site(s)Splash Pads 7 - 1 8 1.00 site per 27,740 1.00 site per 30,000 Meets Standard - Site(s) Meets Standard - Site(s)Dog Parks 2 - 2 1.00 site per 110,959 1.00 site per 50,000 Need Exists2 Site(s)Need Exists3 Site(s)INDOOR AMENITIES: Indoor Aquatic Space 3,500 - - - 3,500 0.02 SF per person 0.05 SF per personNeed Exists7,596 Square FeetNeed Exists7,946 Square FeetIndoor Recreation Space 128,851 - - - 128,851 0.58 SF per person 1.00 SF per personNeed Exists93,066 Square FeetNeed Exists100,073 Square Feet221,917 228,924 2025 Estimated Population 2035 Estimated Population Current Service Level based upon populationRecommended Service Levels;Revised for Local Service Area Additional Facilities/Amenities Needed Additional Facilities/Amenities Needed

5.7 EQUITY MAPPING
Equity mapping builds upon the Level of Service analysis by examining how parks and recreation amenities are distributed across San Bernardino and whether residents have reasonable access to these resources. Service area mapping evaluates the proximity of parks and facilities to surrounding neighborhoods, helping identify areas where residents may face barriers to accessing recreational opportunities.

By overlaying park service areas with demographic and population data, the Department can better understand how access to parks aligns with community needs and where additional parks, amenities, or programming may have the greatest impact.

The following analysis presents a series of maps that illustrate how parks and recreation amenities are currently distributed throughout San Bernardino. These tools compare existing parkland and facility inventory to population-based benchmarks and recommended service standards.

The tables summarize current levels of service for park acreage and key recreation amenities, while the accompanying maps illustrate the geographic reach of parks and facilities across the community. Together, these resources provide a clear snapshot of the system’s strengths, highlight areas where gaps in service may exist, and help guide future planning decisions aimed at improving access and ensuring equitable recreation opportunities for residents across San Bernardino.

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5.7.1 BALL FIELDS (DIAMOND)

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5.7.2 BASKETBALL COURTS

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5.7.3 COMMUNITY PARKS

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5.7.4 DOG PARKS

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5.7.5 FOOTBALL FIELDS (DEDICATED)

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5.7.6 GROUP RENTAL PAVILIONS

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5.7.7 INDOOR AQUATIC SPACE

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5.7.8 INDOOR RECREATION SPACE

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5.7.9 MULTIPURPOSE FIELDS (RECTANGULAR)

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5.7.10 NEIGHBORHOOD PARKS

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5.7.11 OUTDOOR SWIMMING POOLS

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5.7.12 PICKLEBALL COURTS

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5.7.13 PLAYGROUNDS

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5.7.14 REGIONAL PARKS

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5.7.15 SKATE PARKS

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5.7.16 SPECIALTY PARKS / FIELDS / FACILITIES

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5.7.17 SPLASH PADS

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5.7.18 TENNIS COURTS

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5.7.19 TRAILS (PAVED AND UNPAVED)

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CHAPTER SIX VISIONING
In October 2024, the Department, in partnership with Next Practice Partners, held a visioning workshop with staff to collaboratively shape its future direction. This interactive session brought team members together to refine the department’s core values, while creating a unified foundation for its goals and strategies. The workshop delved into what it means to serve the community, focusing on the values that drive the department’s work and inspire its services.

The outcomes of this workshop set the stage for strategic priorities that will guide the department in enhancing programs, strengthening community connections, and improving facilities. Through these efforts, the department aims to create an inclusive, safe, and vibrant environment that meets the evolving needs of San Bernardino residents.

6.1 CORE VALUES

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6.2 BIG MOVES

6. Enhanced Security and Safety Measures
o Install Security Cameras and Lighting: Ensure all major parks and recreation centers have adequate security cameras and lighting to enhance visitor safety and reduce incidents.
o Address Homelessness in Parks: Work with local agencies to provide resources for individuals experiencing homelessness and implement policies to ensure parks remain safe and welcoming for all visitors.
o Community Partnerships for Safety: Work with local law enforcement and social services to address homelessness in parks and ensure facilities remain welcoming for all visitors, focusing on both security and compassionate support.

7. Increase Funding for Sustainable Operations and Growth o Advocate for Budget Increases: Secure additional funding for operations, maintenance, and programming to ensure facilities are well-maintained and adequately staffed.
o Develop Partnerships and Sponsorships: Collaborate with local businesses, nonprofits, and community partners to obtain sponsorships and resources, supporting enhanced programming and facility upgrades.

8. Comprehensive Facility Upgrades and Renovations
o Modernize and Expand Facilities: Prioritize upgrades to restrooms, playgrounds, and community centers, focusing on providing modern amenities and specialized spaces for a variety of programming.
o Multipurpose Fields and Spaces: Invest in multipurpose fields and other adaptable spaces to accommodate diverse recreational activities and community events.

9. Investment in Staff Development and Competitive Compensation o Competitive Pay and Benefits: Increase salaries and benefits to attract and retain qualified staff, establishing the department as a top employer in the area. o Enhanced Training and Onboarding: Implement robust training and onboarding programs to equip staff with the skills needed to provide excellent service and manage facilities effectively.

10. Strengthen Branding and Community Engagement
o Unified Branding: Create a cohesive brand across all marketing materials, signage, and events to solidify the department’s identity and improve community recognition.
o Enhanced Community and City Council Support: Build strong relationships with the community and city council to foster advocacy for parks and recreation initiatives, ensuring continued support for long-term growth. 140

6.3 STRATEGIES

6.3.1 RECREATION PROGRAMS AND FACILITIES

FACILITY AND INFRASTRUCTURE UPGRADES
 High-Functioning WiFi and Technology: Ensure WiFi availability across all recreation facilities to support modern programming needs, including e-sports, computer labs, and online class registrations. Equip facilities with enhanced technology for coding, gaming, and STEM-related programs.
 Updated Furniture and Restrooms: Upgrade facilities with new tables, chairs, family restrooms, and improved amenities to enhance visitor experience.  Security and Safety: Install security measures like cameras, alarm systems, and improved lighting to ensure the safety of staff and visitors.

EXPANDED AND INCLUSIVE PROGRAM OFFERINGS
 Diverse Class Offerings: Increase the variety of classes, such as ceramics, ESL and Spanish language classes, trade skills, and fitness classes (e.g., Zumba, Chair Yoga, Chair Chi).
 Intergenerational Programming: Offer programs that encourage intergenerational engagement, such as family dances, lock-in activities, and adult-specific programming.  Sports and League Programs: Expand sports leagues to include activities like pickleball (youth and adult leagues), dodgeball, kickball, and specialty fitness events like reverse triathlons. Establish an inclusive sports program, including Special Olympics.

COMMUNITY AND CULTURAL EVENTS
 Seasonal and Cultural Celebrations: Host events like Black History Month and Juneteenth celebrations to promote cultural awareness. Plan large community gatherings such as 4th of July fireworks, pet and car shows, food truck festivals, and night farmers markets.
 Specialty Runs and Walks: Organize unique fitness events, including citywide 5K runs, glow runs, and “amazing race” competitions to engage the community in active living.  Art and Cultural Walks: Establish an Art Walk downtown and support local artists by adding murals and creative spaces within parks.

RECREATIONAL OUTREACH AND SATELLITE FACILITIES
 Mobile Recreation (‘Rec on the Go’): Launch mobile recreation services to reach underserved neighborhoods, providing access to games, activities, and classes. Set up satellite facilities to increase accessibility across San Bernardino.  Environmental and Outdoor Programming: Promote environmental awareness through programs that utilize local parks and trails. Develop camping options and “walk-through experiences” for immersive nature engagement.

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HEALTH, WELLNESS, AND JOB SKILLS DEVELOPMENT
 Health and Wellness Programs: Introduce a range of health programs for various age groups, including CPR classes, senior wellness programs, and yoga in parks.  Employee and Community Wellness: Implement employee wellness programs to support staff, along with community job skills and prep classes to help residents build career- ready skills.
 Support Services: Offer counseling support to address community needs, particularly for youth and families.

INNOVATIVE FACILITIES AND ACTIVITY SPACES
 Indoor/Outdoor Sports Complex: Develop a sports complex with multiple courts and fields to host a variety of sports and league activities under one roof.  Activity and Event Spaces: Create rentable spaces, such as banquet halls, and add archery ranges, dog parks, and fitness equipment in parks. Provide drinking/water fill stations throughout parks to enhance comfort.
 Computer Labs and Enhanced STEM Spaces: Equip facilities with computer labs and resources for coding, JAVA programming, and other STEM activities to prepare youth for tech-driven careers.

6.3.2 PARKS, TRAILS, AND OPEN SPACE

ENHANCED SECURITY AND SAFETY MEASURES
 Comprehensive Security Systems: Install fencing, security cameras, and improve ranger patrols in parks to ensure visitor safety. Increase enforcement of park rules and municipal codes, with regular patrols by rangers to maintain a secure environment.  Lighting Improvements: Enhance lighting across all parks, trails, and open spaces, especially near entrances, pathways, and restrooms to improve safety after dark.  Pest Control and Gopher Hole Repairs: Implement routine pest control and address issues like gopher holes to ensure a safe environment for all visitors.

IMPROVED ACCESSIBILITY AND INCLUSIVITY
 ADA-Compliant Facilities: Upgrade facilities to improve accessibility, including ADA- compliant entrances, pathways, and playgrounds to ensure inclusivity.  Public Restrooms with Self-Cleaning Features: Ensure all restrooms are open during park hours, well-maintained, and self-cleaning to accommodate high-traffic usage.  Additional Parking: Expand parking at high-traffic parks such as Perris Hill, Speicher, and Verdemont to accommodate more visitors.

ENHANCED VISITOR AMENITIES
 Shade Structures and Trees: Add shade structures over playgrounds, picnic areas, and sports fields. Increase tree planting to provide natural shade, cooling, and aesthetic beauty.
 Seating and Tables: Place benches near park entrances, along trails, and near playgrounds. Include rentable tables and seating options to support gatherings and events.
 Dog-Friendly Facilities: Expand the number of dog parks across the city, ensuring amenities like fenced areas, poop bag dispensers, and water stations at all locations. 142

UPGRADES TO RECREATIONAL FACILITIES AND AMENITIES
 Enhanced Playgrounds and Specialty Facilities: Upgrade playgrounds at key locations (e.g., Hernandez, Nunez, La Plaza) with modern, safe equipment. Develop specialty facilities such as skate parks, splash pads, and fitness structures for diverse recreational opportunities.
 Multipurpose Fields and Trails: Create multipurpose fields to support a range of sports and activities. Develop bike trails with secure bike holders, and add hiking trails for outdoor enthusiasts.
 Maintenance and TLC for Westside Parks: Prioritize maintenance and upgrades for parks on the west side of the city, focusing on cleanliness, landscaping, and safety.

SUSTAINABLE LANDSCAPING AND ECO-FRIENDLY INITIATIVES
 Indigenous Plant Landscaping: Use indigenous plants in landscaping to create eco- friendly and sustainable park spaces. This reduces water usage and maintains the natural beauty of San Bernardino.
 Trash and Recycling Stations: Increase the number of trash cans and recycling stations throughout parks. Encourage cleanliness with adequate waste disposal facilities.  Water Conservation: Install self-cleaning and efficient water fountains and drinking stations to promote hydration and environmental responsibility.

ENHANCED COMMUNITY ENGAGEMENT AND VISIBILITY
 More Signage and Wayfinding: Install clear signage throughout parks to improve wayfinding, including directions to restrooms, playgrounds, and trails.  Community Support and Partnerships: Foster relationships with community organizations and political leaders to support park improvements, security, and programming.
 Public WiFi Availability: Implement high-functioning WiFi across parks to increase accessibility and encourage longer visits, supporting a digital-friendly environment for visitors.

6.3.3 MAINTENANCE AND OPERATIONS

FACILITY AND EQUIPMENT MAINTENANCE
 Routine Maintenance Schedules: Establish consistent schedules for regular maintenance tasks, including tree care, pool and field upkeep, and pest control, both indoors and outdoors.
 Custodial Accountability: Hold custodial staff accountable for daily cleaning standards across all facilities, with quarterly deep cleaning for community centers.  Facility and Equipment Upgrades: Update restroom facilities, including ADA-compliant stalls and changing tables. Upgrade locker rooms, install key card entry systems, and provide modern amenities such as EV charging stations and solar-powered lighting.

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SAFETY AND SECURITY ENHANCEMENTS
 Security Upgrades: Increase fencing, security cameras, and safety call boxes in key areas, and implement a badge entry system for staff at all facilities.  Vandal-Proof and Durable Amenities: Use vandal-proof materials for high-traffic amenities to reduce maintenance costs and preserve facilities.  Expanded Park Security: Hire part-time staff for park ranger roles and enforcement to ensure safe, well-monitored spaces, and enforce local regulations like Muni Codes.

SUSTAINABLE AND ECO-FRIENDLY PRACTICES
 Sustainable Landscaping and Irrigation: Utilize drought-tolerant/native plants to conserve water and implement sustainable irrigation systems. Regularly overseed turf and ensure consistent landscaping upkeep.
 Solar-Powered Infrastructure: Transition lighting to solar-powered LED systems to reduce energy consumption and operational costs. Install carports with solar panels in parking lots.
 Community Involvement Programs: Launch an “Adopt-a-Park” program to engage local community members in park maintenance and encourage collective responsibility for clean, green spaces.

STAFF DEVELOPMENT AND TRAINING
 Comprehensive Staff Training: Conduct annual trainings on playground and municipal codes, food handling, self-defense, and other relevant areas to ensure staff are well- prepared for their roles.
 Cross-Training and On-Call Staffing: Cross-train staff across various maintenance tasks to ensure flexibility and coverage, with on-call staff available for emergency repairs or high-traffic times.
 Regular Department Meetings and Updates: Hold monthly meetings to review procedures, address maintenance challenges, and ensure alignment across the department.

COMMUNITY-FOCUSED BEAUTIFICATION AND IMPROVEMENTS
 Park and Facility Upgrades: Prioritize updates to parking lots, community gardens, courts, and outdoor theaters. Repaint parking lot striping and pressure-wash courts for a polished appearance.
 Increased Signage and Wayfinding: Maintain and update signage for clear communication throughout parks and facilities. Add wayfinding signs and informational boards to guide visitors.
 Adopt a Consistent Beautification Standard: Enhance facility frontage with indigenous plants and landscaping. Create a unified visual standard for park entrances and communal areas.
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6.3.4 FUNDING AND MARKETING

STRENGTHENED BRANDING AND DIGITAL PRESENCE
 Unified Social Media and Branding: Consolidate all Instagram accounts and social media channels into a single, centralized account to maintain brand consistency. Ensure cohesive branding with a standardized logo, color scheme, and staff attire.  Interactive Digital Engagement: Install QR codes in parks to provide easy access to park history, programming information, and hotspots. Improve digital engagement through interactive social media posts, monthly radio/TV updates, and an electric billboard for event announcements.
 Modernized Community Center Tech: Upgrade technology in community centers to allow easy updates on TV screens for events, programs, and announcements, making information more accessible to visitors.

EXPANDED FUNDING SOURCES AND PARTNERSHIPS
 Dedicated Grant Writer: Hire a grant writer to pursue funding opportunities specific to parks and recreation. Seek grants for special programs, equipment upgrades, and community improvement projects.
 Corporate and Community Partnerships: Forge partnerships with local and national corporations (e.g., San Manuel, Amazon, Tesla) for sponsorships, program support, and fundraisers. Develop “Adopt-a-Park” initiatives to encourage community investment.  Diverse Fundraising Strategies: Increase revenue through fundraisers, merchandise sales, and sponsorships for events. Establish a foundation to manage donations and endowments for park improvements.

ENHANCED MARKETING AND COMMUNICATION
 Create a Dedicated Marketing Budget: Allocate funds for marketing activities, including print materials, digital advertising, and branded event equipment like canopies and table covers.
 Regular Newsletters and PSAs: Use newsletters, PSAs, and targeted mailers to keep the community informed about upcoming events, volunteer opportunities, and park updates.

Maintain an up-to-date email list for digital communication.  Cross-Organizational Collaborations: Work with school districts, non-profits, and local businesses to share facilities, co-host events, and leverage their marketing channels for wider outreach.

IMPROVED BUDGET TRANSPARENCY AND UTILIZATION
 Detailed Budget Reporting: Ensure transparency in budget allocations and expenditures.

Regularly communicate budget updates with staff and stakeholders to promote accountability and facilitate better spending decisions.  Line-Item Budgets for Programs: Implement line-item budgets for specific programs, allowing for better tracking and allocation of funds for contract classes, public arts, tree services, and community outreach.
 Increased Budgets for Training and Events: Allocate additional funds for staff training, conferences, and special programs to foster professional development and increase engagement with the community.

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INNOVATIVE MARKETING CHANNELS AND PROMOTIONAL MATERIAL
 Customized Event Merchandise: Provide staff with branded merchandise, including event-specific items like canopies and table covers, to enhance visibility at events and create a professional appearance.
 Print and Digital Advertising: Invest in both print (brochures, flyers) and digital (electronic signs, electric billboards) advertising. Advertise events and programs in local publications and collaborate with businesses to increase reach.
 Interactive Public Displays: Install and maintain electronic signs, such as the digital sign at Perris Hills, for real-time updates on park activities. Use these platforms to highlight events, sponsorships, and community contributions.

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CHAPTER SEVEN CONCLUSION
This Master Plan is more than a response to current conditions: it is a commitment to a different future. A future where parks are not simply places, but platforms for equity, safety, health, and belonging for everyone in San Bernardino.

The data, engagement, and analysis throughout this plan point to a clear reality: residents value parks deeply, but face real barriers to access particularly around safety, maintenance and awareness. At the same time, the community’s voice is equally clear in its optimism. There is a shared belief that parks and recreation can be one of the most powerful tools to address broader challenges facing the City, from economic disparities and public health to social connection and opportunities for the youth.

This plan establishes a path forward grounded in that belief. It calls for prioritizing safety and trust, reinvesting in existing parks and facilities, expanding access through trails and connectivity, and delivering programs that reflect the cultural vibrancy and diversity of the San Bernardino community. It emphasizes inclusion not as an initiative, but as a standard ensuring that historically underserved populations, including multilingual communities, individuals with disabilities, and Deaf and Hard of Hearing residents, are fully integrated into the park experience.

Equally important, this plan recognizes that transformation will not happen through infrastructure alone. It will require partnerships, community ownership, and a continued commitment to listening. The engagement of over 2,000 residents across languages, neighborhoods, and lived experiences reflects the foundation for this work and must remain central as the plan is implemented.

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CHAPTER EIGHT APPENDICES

APPENDIX A- NATIONAL TRENDS IN RECREATION

METHODOLOGY
The Sports & Fitness Industry Association’s (SFIA) Sports, Fitness & Leisure Activities Topline Participation Report 2024 was used to assess national recreation participatory trends. Participation statistics were derived from a nationwide study conducted in 2023 by Sports Marketing Surveys USA (SMS), a Buffalo Groupe Company. This study was guided by SFIA and seven other sports industry associations within the Physical Activity Council (PAC) and was designed and launched by Digital Research (DRI). All other data are attributed to the SFIA/SMS research partnership.

In 2023, a total of 18,000 online interviews were conducted with a representative nationwide sample of individuals from U.S. proprietary online panels, covering people aged six and older.

Strict quotas for gender, age, income, region, and ethnicity were followed to ensure a balanced sample.

The sample size of 18,000 completed interviews provides a high degree of statistical accuracy.

While all surveys are subject to some standard error, the results are highly reliable. For example, a sport with a participation rate of five percent has a confidence interval of plus or minus 0.32 percentage points at the 95 percent confidence level.

A weighting technique was applied to balance the data to reflect the total U.S. population aged six and above. Variables used for weighting included gender, age, income, ethnicity, household size, region, and population density. The total population figure used was 306,931,382 people aged six and older.

All category and activity names follow SFIA terminology.

OVERALL PARTICIPATION IN THE U.S.

The number of active participants in
the U.S.—defined as anyone who
engaged in at least one activity
during the calendar year—has risen
for the 10th consecutive year. In
2013, 213.2 million people were
active, and by 2023, this number had
grown to 242.0 million, marking a

13.5% increase or nearly 30 million
more Americans participating in
activities. This trend indicates that
Americans are increasingly
prioritizing physical activity.

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Every sports category—fitness sports, outdoor sports, individual sports, racquet sports, team sports, water sports, and winter sports—saw an increase in the number of participants. Notably, winter sports, team sports, racquet sports, and water sports all experienced participation growth of over 9%. Winter sports led with a 22% growth rate, followed by team sports at 10.8%. All tracked winter sports saw increased participation, and 20 out of 24 team sports had higher participation rates in 2023 compared to 2022. Team sports participation has surpassed pre- pandemic levels, with 25.7% of Americans aged 6 and older playing a team sport in 2023, compared to 23.4% in 2019.

Racquet sports gained five million more participants in 2023 than in 2022. While most racquet sports saw increased participation, table tennis experienced a slight decline. Pickleball, in particular, continued its rapid rise in popularity, reaching 13.6 million participants in 2023—a

51.8% increase from the previous year and a 223.5% growth since 2020. For context, pickleball's participation is now nearly the size of outdoor soccer, which has 14.1 million participants.

The two largest participation categories, fitness and outdoor activities, also showed modest increases. Outdoor participation grew by 4.1% year-over-year, while fitness activities saw a 0.6% increase. Fitness sports remain the most popular, with around 208 million participants, making it the only category with over 200 million participants.

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PARTICIPATION BY GENERATION
Across all generations, fitness and outdoor activities remain the most popular sports categories.

Here is a breakdown of participation trends for each generation:

Baby Boomers (1945-1964):
 Participation Rates (2023): Fitness (68.6%), Individual Sports (23.8%), Outdoor Sports (45.3%), Racquet Sports (8.6%), Team Sports (5.5%), Water Sports (9.4%), Winter Sports (4.0%).
 Trends (2019-2023): Significant increases in participation across most categories, with the largest growth seen in Racquet Sports (55.5%) and Team Sports (28.0%).

Generation X (1965-1979):
 Participation Rates (2023): Fitness (66.9%), Individual Sports (32.7%), Outdoor Sports (54.2%), Racquet Sports (14.1%), Team Sports (17.8%), Water Sports (14.5%), Winter Sports (9.8%).
 Trends (2019-2023): Notable growth in Racquet Sports (39.7%) and Water Sports (33.5%). Team sports saw a significant increase of 48.7%.

Millennials (1980-1999):
 Participation Rates (2023): Fitness (68.2%), Individual Sports (43.8%), Outdoor Sports (61.3%), Racquet Sports (21.1%), Team Sports (33.4%), Water Sports (19.7%), Winter Sports (17.5%).
 Trends (2019-2023): Growth in all categories except for small declines in Fitness (-0.1%), Outdoor Sports (6.6%), and Racquet Sports (19.9%).

Generation Z (2000+):
 Participation Rates (2023): Fitness (56.5%), Individual Sports (46.1%), Outdoor Sports (61.6%), Racquet Sports (24.5%), Team Sports (55.9%), Water Sports (18.4%), Winter Sports (20.6%).
 Trends (2019-2023): Team Sports saw the largest increase (48.7%), with significant growth in Racquet Sports (35.2%) and Water Sports (43.1%).

Key Trends:
 Team Sports: The largest one-year increase for Gen Z, Gen X, and Boomers, with over 10% growth year-over-year.
 Declines: Millennials experienced small declines in Fitness Sports, Outdoor Sports, and Racquet Sports, each less than 1.5%.

Overall, participation in physical activities is increasing across all generations, indicating a growing emphasis on physical and mental health among Americans.

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INACTIVITY IN THE U.S.

The inactivity rate in the U.S. continued its downward trend in 2023, with 64.9 million people, or

21.2% of Americans, classified as inactive. This marks a 5.3% decrease from the 2022 figure of

68.6 million people and represents the lowest inactivity rate since SFIA began tracking in 2008.

The pandemic has clearly shifted priorities for many Americans. Prior to the pandemic, the inactivity rate had remained steady at around 27%. However, since 2020, inactivity has steadily declined, indicating that a focus on active and healthy lifestyles has become the new normal for millions.

In contrast to the previous year, when certain age groups (18-24 and 25-34) saw increases in inactivity, 2023 saw declines in inactivity across all age groups. Furthermore, inactivity rates for every age group in 2023 were significantly lower than in 2018.

While there remains a notable disparity in inactivity rates between income levels—13.1% for households earning over $100,000 compared to 38.2% for those earning under $25,000—it is encouraging that every income level experienced a decrease in inactivity. The most significant reduction occurred in the $50,000-$74,999 income bracket, which saw a 4.1% decrease from the previous year and an 8.5% drop from 2021.

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NATIONAL PARTICIPITATION

FITNESS
Walking for Fitness remains the most popular activity, with a slight decrease of 0.6% over the past year but maintaining stable participation over the three years (114,039 participants in 2023). This activity's enduring popularity is likely due to its accessibility, minimal equipment requirements, and the ability to incorporate it into daily routines easily. Despite the slight drop in the past year, its stable participation rate over three years suggests it remains a favored choice for many individuals seeking low-impact exercise.

Free Weights (Dumbbells/Hand Weights) is the second most popular activity, showing a modest increase of 1.4% over the past year and a 1.1% increase over three years, reaching 53,858 participants in 2023. This activity's consistent growth indicates a steady interest in strength training and resistance exercises, possibly driven by increased awareness of the benefits of muscle strengthening and the convenience of performing these exercises at home or in gyms.

Running/Jogging, the third most popular activity, has seen a slight increase of 1.0% over the past year, although it experienced a 4.6% decline over the three-year period, with 48,305 participants in 2023. While the recent uptick suggests a rebound in interest, the overall decline may reflect the impact of external factors such as the pandemic, which could have affected outdoor activities and group events like marathons. Nonetheless, running remains a significant fitness activity, valued for its cardiovascular benefits and relatively low cost.

Beyond the top three activities, the data reveals a mix of trends across various other fitness activities. Notably, activities such as Yoga, Stationary Cycling (Recumbent/Upright), and Swimming for Fitness have shown moderate to significant increases in participation. Pilates Training, Barre, and Tai Chi have experienced remarkable growth, indicating a rising interest in diverse forms of exercise that offer flexibility, balance, and low-impact training. Conversely, activities like High Impact/Intensity Training and Bodyweight Exercise have seen slight decreases, reflecting shifting preferences or external influences such as the COVID-19 pandemic. Overall, the data paints a dynamic picture of fitness trends, with many activities gaining traction while others fluctuate, underscoring the evolving landscape of physical fitness among the US population.

Walking for Fitness 114.0 million
Free Weights (Dumbbells) 53.9 million
Running/Jogging 48.3 million
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TEAM SPORTS
Basketball remains the most popular team sport, with 29,725 participants in 2023, reflecting a

5.6% increase over the past year and a 7.1% increase over the three-year period. This steady growth underscores basketball's widespread appeal, likely due to its accessibility, the popularity of professional leagues, and its presence in school and community sports programs.

Baseball is the second most popular team sport, showing a 7.6% increase over the past year and a 5.9% increase over three years, reaching 16,655 participants in 2023. The resurgence in baseball participation might be attributed to revitalized interest in the sport at both amateur and professional levels, as well as the efforts of various programs aimed at engaging youth in baseball activities.

Outdoor Soccer ranks third, with 14,074 participants in 2023, an 8.1% increase from the previous year and a significant 13.1% increase over three years. Soccer's growing popularity in the United States is likely driven by the increasing visibility of soccer leagues, international tournaments, and grassroots efforts to promote the sport among young athletes.

Beyond the top three, several other sports have shown notable trends. Volleyball (Court) and Swimming on a Team have experienced significant growth, with Volleyball (Court) seeing a

13.4% increase over the past year and a 27.6% increase over three years. Similarly, Swimming on a Team saw a 14.6% increase over the past year and a 27.3% increase over three years.

Conversely, some sports such as Beach Volleyball, Roller Hockey, and Rugby have experienced declines, reflecting shifting interests and possibly the impact of external factors like the COVID- 19 pandemic. Overall, the data illustrates a dynamic landscape of team sports participation, with some activities gaining traction while others face challenges.

Basketball 29.7 million
Baseball 16.7 million
Soccer 14.1 million
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INDIVIDUAL ACTIVITIES
Bowling remains the most popular individual activity with 47,558 participants in 2023, marking a modest 1.5% increase over the past year. Despite this recent growth, bowling has seen a 6.8% decrease over the three-year period, suggesting some fluctuations in its popularity. The slight rebound in participation could be attributed to the reopening of recreational facilities and bowling alleys post-pandemic, allowing more people to engage in this social yet competitive activity.

Golf (on- or off-course) follows closely, with 45,029 participants in 2023. This activity has experienced a notable 9.6% increase over the past year and a significant 22.2% growth over three years. The surge in golf's popularity may be linked to its suitability for social distancing, making it a favored sport during and after the pandemic. Additionally, the flexibility of playing on- or off-course has likely contributed to its broad appeal.

Trail Running is the third most popular activity, with 14,885 participants in 2023. It has seen an impressive 12.3% increase over the past year and a substantial 25.6% rise over the three-year period. The growing interest in trail running reflects a broader trend towards outdoor and adventure activities, as more people seek ways to stay fit while enjoying nature and the outdoors.

Beyond the top three activities, several other individual sports have shown notable trends.

Horseback Riding, Ice Skating, and Roller Skating (2x2 Wheels) have all experienced significant growth, with Horseback Riding seeing the highest increase at 17.2% over the past year and

26.9% over three years. Conversely, activities like Boxing/MMA for Fitness have seen declines, with a 14.4% drop over the past year and a 15.0% decrease over three years. Overall, the data illustrates a dynamic landscape of individual sports participation, with some activities gaining popularity while others face challenges.

Bowling 29.7 million
Golf 16.7 million
Trail Running 14.1 million
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OUTDOOR ACTIVITIES
Day Hiking is the most popular outdoor activity, with 61,444 participants in 2023. It saw a 3.1% increase over the past year and a 6.3% increase over the three-year period. This consistent growth indicates a strong and increasing interest in hiking, likely driven by the activity's accessibility and the health benefits of spending time outdoors.

Freshwater Fishing follows as the second most popular activity, with 42,605 participants in 2023. This activity experienced a 1.9% increase over the past year and has remained relatively stable over three years with a minimal 0.1% growth. The steadiness in participation suggests that freshwater fishing remains a favored pastime for many, possibly due to its relaxing nature and the abundance of freshwater fishing locations.

Road/Paved Surface Bicycling is the third most popular activity, with 42,243 participants in 2023. However, it saw a 3.0% decrease over the past year and a 5.0% decline over three years.

Despite the decline, it remains a significant activity, highlighting the varying trends and preferences in outdoor cycling activities.

Beyond the top three, several other activities have shown notable trends. Indoor Climbing, BMX Bicycling, and Fly Fishing have all experienced significant growth. For example, Indoor Climbing saw a 10.0% increase over the past year and a 14.8% rise over three years, reflecting growing interest in climbing sports. Conversely, activities like RV Camping and Target Shooting with rifles have seen declines, indicating changing preferences or external factors impacting participation.

Overall, the data illustrates a dynamic landscape of outdoor activities, with some gaining popularity and others facing challenges.

Hiking (Day) 61.4 million
Fishing (Freshwater) 42.6 million
Bicycling (Road/Paved) 42.2 million
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RACQUET SPORTS
Tennis remains the most popular racquet sport with 23,835 participants in 2023. It has experienced a steady 1.0% increase over the past year and a 10.1% increase over the three-year period. This consistent growth reflects tennis's enduring appeal, likely due to its wide accessibility, numerous playing facilities, and the sport's physical and social benefits.

Table Tennis is the second most popular racquet sport, with 15,359 participants in 2023.

However, it has seen a 2.9% decrease over the past year and an 8.9% decline over the three- year period. Despite this decline, table tennis remains a significant activity, possibly due to its convenience as an indoor sport and its popularity in both casual and competitive settings.

Pickleball has shown remarkable growth, with 13,582 participants in 2023, making it the third most popular racquet sport. It experienced an impressive 51.8% increase over the past year and a staggering 223.5% increase over the three-year period. The explosive growth of pickleball can be attributed to its easy learning curve, low equipment cost, and suitability for all age groups, which have contributed to its rapid adoption across various communities.

Beyond the top three, other racquet sports such as Badminton, Cardio Tennis, Racquetball, and Squash have shown varied trends. Badminton and Squash have seen moderate increases in participation, with Squash experiencing a notable 13.0% growth over three years. Cardio Tennis has witnessed a significant rise, with a 27.3% increase over the past year and a 43.1% increase over three years, indicating a growing interest in fitness-oriented racquet sports. Conversely, Racquetball has remained relatively stable with minor fluctuations. Overall, the data illustrates dynamic participation trends in racquet sports, with some activities gaining significant traction while others face challenges.

Tennis 28.8 million
Table Tennis 15.4 million
Pickleball 13.6 million
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WATER ACTIVITIES
Recreational Kayaking is the most popular water activity, with 14,726 participants in 2023. It experienced an 8.6% increase over the past year and a 13.3% increase over the three-year period. This consistent growth highlights the rising appeal of kayaking as a versatile and accessible outdoor activity that can be enjoyed in various water bodies, from lakes to rivers.

Canoeing follows as the second most popular water activity, with 9,999 participants in 2023.

Canoeing saw a 5.0% increase over the past year and a 4.2% increase over the three-year period.

This steady growth suggests that canoeing remains a favored pastime, appreciated for its combination of physical exercise and the opportunity to explore natural waterways.

Snorkeling is the third most popular water activity, with 7,489 participants in 2023. It saw a modest 1.5% increase over the past year, although it experienced a slight decline of 3.1% over the three-year period. Despite this decline, snorkeling continues to attract enthusiasts interested in exploring underwater environments and marine life.

Beyond the top three activities, several other water activities have shown significant growth. For instance, Jet Skiing, Stand Up Paddling, Sailing, and Rafting have all seen notable increases in participation. Scuba Diving experienced a substantial 15.2% increase over the past year and an

18.4% increase over three years, reflecting a growing interest in underwater exploration and diving. Conversely, some activities like Snorkeling have faced minor declines, indicating shifting preferences among water sports enthusiasts. Overall, the data illustrates a dynamic landscape of water activities, with many gaining popularity and others experiencing fluctuations.

Kayaking (Recreational) 14.7 million
Canoeing 10.0 million
Snorkeling 7.5 million
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WINTER SPORT TRENDS
Alpine/Downhill/Freeski/Telemark Skiing is the most popular winter sport, with 13,144 participants in 2023. It saw a modest 2.2% increase over the past year but experienced an 8.4% decline over the three-year period. Despite the overall decline, skiing remains highly popular, likely due to the established infrastructure of ski resorts and the sport's enduring appeal.

Sledding/Saucer Riding/Snow Tubing follows as the second most popular winter activity, with 9,896 participants in 2023. This activity experienced a 4.5% increase over the past year and a

5.5% increase over the three-year period. The steady growth suggests that sledding and snow tubing remain popular winter activities, especially among families and younger participants.

Snowboarding is the third most popular winter sport, with 8,978 participants in 2023. It saw a significant 10.0% increase over the past year and a 13.9% increase over the three-year period.

The growth in snowboarding participation reflects its continued appeal, particularly among younger and more adventurous individuals who enjoy the sport's dynamic and freestyle elements.

Beyond the top three, several other winter sports have shown notable trends. Cross-country skiing and snowshoeing have experienced substantial growth, with cross-country skiing seeing a

9.6% increase over the past year and a 11.5% increase over three years, and snowshoeing witnessing a 20.7% increase over the past year and a 12.2% rise over three years. Winter Fat Biking and Alpine Touring have shown remarkable growth, with Alpine Touring experiencing a

17.0% increase over the past year and a 122.9% increase over three years, indicating a growing interest in these niche winter sports. Conversely, snowmobiling has shown more modest growth.

Overall, the data illustrates a diverse landscape of winter sports participation, with some activities experiencing significant growth while others remain stable or face challenges.

Skiing (Alpine) 13.1 million
Sledding 9.9 million
Snowboarding 9.0 million
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PARTICIPATION HIGHLIGHTS
 Pickleball remains the fastest-growing sport in the U.S., with participation reaching 13.6 million people, marking a 51.8% increase in one year and an impressive 223.5% growth over the last three years.
 Team Sports saw increased participation in 20 out of 24 categories from 2022 to 2023.

Notably, team swimming led with a 14.8% year-over-year increase, while court volleyball grew by 13.4%.
 Health Club-Based Activities such as treadmill use, stair-climbing machines, stationary cycling (both recumbent and upright), and rowing machines experienced significant participation increases from 2022.
 Class-Based Fitness Activities including Barre, Pilates, aquatic exercise, boot camp-style training, dance, and yoga also saw substantial gains in participation from 2022 to 2023.  Trail Running and Day Hiking continued to grow in popularity, with trail running participation up 12.3% and day hiking up 3.1% from 2022.  Team Sports Play Occasions increased by 200 million in 2023 compared to 2022, though this number is still 200 million occasions below the pre-pandemic peak in 2019.  Winter Sports saw an increase in total participation across all categories compared to the previous year.
 Golf (both on and off-course) maintained its momentum, with overall participation rising by 3.9% from 2022. This was largely driven by an 18.8% increase in off-course golf, while on-course golf showed a modest increase of 9.6%.

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APPENDIX B- STATISTICALLY VALID SURVEY

RESULTS

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APPENDIX C- ONLINE COMMUNITY SURVEY

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7%1%11%1%47%34%American Indianor Alaska NativeAsian or AsianIndianBlack or AfricanAmericanNative Hawaiianor other PacificIslanderWhite orCaucasianOther (pleasespecify)Which of the following best describes your race/ethnicity? 197

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

It is important to note that this information does not reflect any changes made to the park sites since August 2023.

Additionally, all data has been compiled and stored in a comprehensive Geographic Information System (GIS) database, which has been provided to the City. This valuable resource supports ongoing planning, project management, and informed decision-making as the City continues to develop and enhance its parks and recreational facilities.

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Mayor and City CouncilMay 6, 2026

Mayor and City Council
May 6, 2026