2025 Leisure Needs and
Public Arts Assessment
CITY OF SANTA MARIA, CA
Attachment A
Presented by:
Berry, Dunn, McNeil & Parker, LLC
2211 Congress Street, Portland, ME 04102
207.541.2200
Art Thatcher
Manager | Berry, Dunn, McNeil & Parker, LLC
[email protected]
Chad Snow
Principal | Berry, Dunn, McNeil & Parker, LLC
[email protected]
Submitted On:
10/7/2025
Section 1:
Introduction of the Planning Context ...........4
1.1 Purpose of this Plan .........................................5
1.2 Recreation and Parks Overview................. 5
1.3 Highlights of the Planning Process and
Schedule....................................................................6 Project Schedule ....................................................6 Section 2:
What We Want —Our Community, Trends, and
Identified Needs ...............................................7
2.1 Demographic Profile ......................................8 Introduction ......................................................8 Sources ...............................................................8 Population..........................................................8 Age Distribution ..............................................9 Section 3:
Trends Analysis ...............................................10
3.1 Introduction .......................................................11
3.2 Local Trends .....................................................11 Local Program Participation .......................11
3.3 National Trends ..............................................13 Section 4:
Community Needs Assessment ....................14
4.1 Introduction and Methodology .................15
4.2 Staff SWOT ......................................................15
4.3 Leadership Interviews .................................16
4.4 Community Workshop ................................17
4.5 Social Pinpoint ..............................................22 Survey ................................................................23 Budget Prioritization ...................................24 Interactive Map ..............................................25 Social Pinpoint Conclusion........................26
Section 5:
How We Are Getting it Done — Recreation
Program Assessment .....................................27
5.1 Introduction .....................................................28 Program Development ................................29
Essential Takeaways ....................................30 Program Assessment and Strategy ......30
Program Overview and Sustainability ..35
Closing Summary ..........................................36 Section 6:
Goals, Objectives, Recommendations and
Action Table ....................................................37 Recommendations ..............................................38 Goal 1: Continue to Improve Organizational
Efficiencies .............................................................39 Goal 2: Improve and Enhance Programming
and Service Delivery ............................................41 Goal 3: Invest in Current Infrastructure and
Address Aging Facilities ..................................43 Goal 4: Increase Financial Sustainability ...45
Action Plan and Prioritization ........................45 Implementation Guidelines/Strategies .......52
Table of Contents
3 TABLE OF CONTENTS
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Introduction of the
Planning Context
Section 1
4 CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
1.1 Purpose of this Plan
The City of Santa Maria (City) knew it was time to update the 2019 Leisure Needs Assessment and Action Plan to assess the current community desires and plan for future recreational needs.
As a result of the 10 month-long process, the City is poised to implement realistic and justifiable recommendations and now has an accurate assessment of unmet needs in the Recreation and Parks System.
1.2 Recreation and Parks Overview
Santa Maria is a city on the Central Coast of California in northern Santa Barbara County. It is approximately 65 miles (105 km) northwest of Santa Barbara and 150 miles (240 km) northwest of downtown Los Angeles. Its population is 112,208 as of January 2025, making it the most populous city in the county and the Santa Maria-Santa Barbara, CA Metro Area.
The city is notable for its wine industry and Santa Maria–style barbecue.
The Recreation and Parks Department Director is responsible for the daily operations and management of the department, providing staff support to the City Manager’s Office, City Council and Recreation and Parks Commission as well as
supervising a staff of 30 full-time and 32 permanent part-time, assigned to five major divisions: Parks, Landscape Districts, Urban Forest, Recreation, and Administration.
The department operates 234 acres of developed parkland in 31 neighborhood and community parks, part of the 1,774- acre Los Flores Ranch Park property, seven major recreation facilities offering specialty recreation classes and programs and support to community-based recreation programs, the Abel Maldonado Community Youth Center, the Hagerman
Softball Complex, Paul Nelson Aquatics Center, Elwin Mussell Senior Center, Veterans Memorial Center and other community centers. The department provides programs in aquatics, youth and adult sports, therapeutics and senior services, Special Olympics, community classes and events, youth and teen
programs, and the Mayor’s Task Force on Youth Safety. It also runs the City’s Urban Forest Program.
Mission Statement
To enrich the lives of the
residents of Santa Maria and
surrounding areas through
the provision of quality
recreation and park facilities,
programs, and services,
while being intuitive and
responsive to the leisure
needs of our customers.
5 INTRODUCTION OF THE PLANNING CONTEXT
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
1.3 Highlights of the Planning Process and Schedule
1 | Data Collection
• Project kick-off
• Confirm goals
• Develop work plan
• Facilitate kickoff meeting
• Demographics analysis
PROJECT SCHEDULE
2 | Engagement
• Develop strategy
• Social Pinpoint site
• Engage staff
• Focus groups
• Leadership interviews
• Engagement summary
3 | Analysis
• Recreation program
assessment
• Trends analysis
• Review public art master plan
• Financial Review
4 | Action Plan
• Finding presentation
• Action plan and implementation strategies
workshop
• Draft Leisure Services Assessment Master
Plan update
• Draft Public Art Master Plan update
5 | Public Presentation
and Final Report
• Public presentation and feedback
• Final Leisure Services Assessment Master
Plan update
• Final Public Art Master Plan update
6 INTRODUCTION OF THE PLANNING CONTEXT
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
What We Want —
Our Community,
Trends, and Identified
Needs
Section 2
7 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
2.1 Demographic Profile
INTRODUCTION
BerryDunn developed a demographic review
of the City of Santa Maria, providing a detailed
analysis of household and economic data as part
of the master plan process. This analysis offers
insight into the potential market for community
parks, trails, waterways, and recreation
programs/services by highlighting where and
how the community will change. The full Trends
and Demographics Report was provided as a
staff document during the planning process.
SOURCES
BerryDunn sourced population from the
California Department of Finance, and age
distribution, income, race/ethnicity, and other
household characteristic data from Esri ArcGIS
Business Analyst, using February 2025 U.S.
Census estimates. Santa Maria’s boundaries
were used as the geographic area for this
review. BerryDunn also compared California and
U.S. data to Santa Maria, where applicable, for
additional context.
POPULATION
Santa Maria’s estimated population is 112,208 as of January 1, 2025, or 1.19 percent more than a year ago (a revised estimate of 110,885), according to new population revisions issued May 1 by the California Department of Finance (DOF). The new figures place Santa Barbara County’s population at 447,132. Santa Maria has 25.09 percent of the residents in the County – one in every four residents in the County. This is projected to decrease slightly by 2030, indicating a slowing growth rate in coming years. Santa Barbara County and San Luis Obispo County have significantly larger populations than the City of Santa Maria, with Santa Barbara County consistently having about four times the population and San Luis Obispo County about 2.5 times.
Figure 1: Population Change (2025-2030)
112,208
447,132
279,337
111,646
444,896
277,940
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
City of Santa Maria
Santa Barbara County
San Luis Obispo County
2025
2030
Source: California Department of Finance, 2025
8 WHAT WE WANT —OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
AGE DISTRIBUTION
Santa Maria’s 2024 age distribution shows a balanced population spread, with the largest groups being young adults (20 – 34 years) at 22.9%, adults (35 – 54 years) at 24.7%, and youth (19 years and younger) at 31.4%. Older Adults (55 – 74 years) account for 15.9%, and seniors (75+ years) represent the smallest share at 5.3%. Santa Maria has a significantly younger population, with a higher percentage of youth (31.4%) and young adults (24.7%) compared to both counties, while San Luis Obispo and Santa Barbara counties have a greater proportion of older adults (55–74 years) and seniors (75+ years), particularly San Luis Obispo, which has the highest share of seniors at 10.0%, nearly double of Santa Maria’s 5.3%.
Figure 2: Age Distribution
31.4%
22.9%
24.7%
15.9%
5.3%
20.0%
21.1%
23.1%
25.8%
10.0%
24.4%
23.5%
23.3%
20.6%
8.2%
Senior
(75+ years)
City of Santa Maria
San Luis Obispo County
Santa Barbara County
Adult
(35-54 years)
Young Adult
(20-34 years)
Older Adult
(55-74 years)
Youth
(0-19 years)
Source: Esri Business Analyst, 2025
9 WHAT WE WANT —OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Trends Analysis
Section 3
10 CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Recreational trends and preferences evolve over time, and this report highlights current parks and recreation trends locally and across the United States. Local trends are analyzed using Esri ArcGIS Business Analyst, while national trends are drawn from sources such as the Sports and Fitness Industry Association (SFIA), the American College of Sports Medicine (ACSM), and the National Recreation and Park Association (NRPA). The report provides Santa Maria with a high-level overview of trends in facilities, programming, policies and procedures, engagement, and participation. By exploring these trends, The City of Santa Maria can gain valuable insights into communities’ evolving recreational habits and preferences, helping identify areas for growth, opportunities, improvement, and inclusivity.
3.1 Introduction
The following sections summarize regional and national trends that are relevant to the City of Santa Maria, CA as it relates to the provision of recreation and parks services.
The information contained in this report can be used by staff when planning new programs, considering additions to parks and new park amenities, and creating the annual budget and capital improvement plan. Understanding trends can also help an organization reach new audiences. Trends can also help determine where to direct additional data collection efforts within an organization.
3.2 Local Trends
LOCAL PROGRAM PARTICIPATION
In Santa Maria, the three most popular fitness activities are walking for exercise (27.4%), weightlifting (13.3%), and swimming (11.7%), all of which have lower participation rates compared to California’s participation rates of 32.6%, 16.0%, and 14.6%, respectively.
Figure 3: Local Participation in Fitness Activities, 2024
27.4%
13.3%
11.7%
9.5%
8.8%
8.0%
4.3%
2.7%
Walking for
Exercise
Weight
Lifting
Swimming
Jogging or
Running
Yoga
Aerobics
Zumba
Pilates
Santa Maria
California
11 TRENDS ANALYSIS
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
In Santa Maria, the three most popular sports are basketball (6.4%), golf (5.3%), and soccer (5.1%), with basketball and soccer having higher participation rates than California’s 5.8% and 4.0%, while golf is lower than the state’s 7.2%.
Figure 4: Local Participation in Sports Activities, 2024
6.4%
5.3%
5.1%
4.0%
3.1%
2.6%
2.3%
1.9%
Basketball
Golf
Soccer
T ennis
Baseball
Volleyball
Football
Pickleball
Santa Maria
California
12 TRENDS ANALYSIS
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
3.3 National Trends
The following tables demonstrate the change in time from over the past five years (2018 to 2023) for sports that are relevant to the planning from the SFIA 2024 Topline Report. This data was gathered from the U.S. population age six and over.
Table 1 shows the top activities by participation and growth rate over the past five years (2018 – 2023) from the latest SFIA report.
Table 1: National Sports Participation by Selected Sports 2023 Participation (Millions) Five-Year Growth
(2018-2023)
Team Sports
Basketball 29.7 M +4.3%
Baseball 16.6 M +1.0%
Football (Flag) 7.2 M +2.0%
Lacrosse 1.9 M -1.0%
Soccer (Outdoor) 14 M +4.3%
Softball (Fast-Pitch) 2.3 M +0.9%
Swimming on a Team 3.3 M +2.1%
Volleyball (Court) 6.9 M +2.3%
Raquet Sports
Tennis 28.8 M +6.3%
Pickleball 13.5 M +35.7%
Aerobic Exercise
Running/Jogging 48.3 M -0.5%
Individual Activities
Skateboarding 8.9 M +7.3%
Trail Running 14.8 M +8.3%
Outdoor Activities
Bicycling (Mountain/Non-Paved Surface) 9.2 M +1.4%
Bicycling (Road/Paved Surface) 42.2 M +1.8%
13 TRENDS ANALYSIS
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Community Needs
Assessment
Section 4
14 CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
4.1 Introduction and Methodology
Staff/community engagement is a key element when it comes to planning and development for local governments, serving as a two-way process between community residents and the local agency.
In most cases, it provides a platform for staff and residents to share and voice their opinions in the hopes of informing agency decisions that impact their quality of life.
In most instances, community engagement processes have the capacity to create a shared vision of the City of Santa Maria’s plans and—when successful—help create an outcome that reflects staff, and community values and likely increases their support.
The City of Santa Maria worked closely with the BerryDunn team to hold staff and community focus groups, public workshops, and leadership meetings. A total of 44 stakeholders attended focus groups; 16 stakeholders attended public workshops.
Public
Workshops
16 Leadership
Interviews
6 Focus
Groups
44 Staff
SWOT
19 4.2 Staff SWOT
To engage City of Santa Maria Recreation and Parks
Department staff from the beginning of the process,
BerryDunn developed an online survey using SurveyMonkey to gather initial staff input. The survey sought to explore strengths, weaknesses, opportunities, and threats, as perceived by staff, to the organization. The survey was administered in October 2024 and received 19 responses.
Current State of Recreation
• Wide variety of offerings
• Diverse and inclusive offerings
• Need to refresh programming
• Programs offered at low or no cost
80% of staff indicated availability of local recreation programs, activities and services as very important
80% of staff
indicated
availability of local
and recreation
programs, activities
and services as
very important.
15 COMMUNITY NEEDS ASSESSMENT
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Top Highest Priorities for Programs, Activities and Services • Community events
• After school programs
• Arts programs
• Youth athletic leagues
• Educational/Life Skills
4.3 Leadership Interviews
The BerryDunn consulting team facilitated leadership interviews with the mayor, City Council members, internal partners, and Department directors on October 21, 2024. The following section summarizes conversations and comments from five leadership interviews with City of Santa Maria leaders.
PRIORITIES FOR THE DEPARTMENT
OVER THE NEXT 5 YEARS
Develop new programs, don’t
just eliminate existing programs
KEY ISSUES IN
THE COMMUNITY
Secure appropriate funding
Enhance public art
Access and address service gaps
Dedicate enterprise funding and
negotiate with developers to
install public art
Improve active recreation
opportunities
Align growth and services
Diversity of the community,
78% Hispanic
Exposing youth to arts
and culture
Perception of use of funding
(fix potholes vs install public art)
Access, reaching those not
currently being reached
Communication with the public
Provide services within the
current budget
16 COMMUNITY NEEDS ASSESSMENT
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
4.4 Community Workshop
The BerryDunn consulting team facilitated community engagement workshops (two sessions) and focus group sessions (four sessions) with a variety of stakeholders representing the community, including individuals from the school district, libraries, and community clubs and groups. The following sections summarize conversations and comments from the January 14 to January 16 engagement period.
Community Engagement Goals
• Design an engagement process that places
a strong emphasis on engaging hard-to-
reach community members.
• Engage stakeholders who represent
multiple demographics and interests.
• Provide Santa Maria staff and leadership
with opportunities to participate in the
discussion and offer perspectives on City
provided services.
Desired Community Engagement Outcomes
• Help ensure participation that represents
Santa Maria’s diverse residents and their
varying recreational interests.
• Gather information for the final plan that
provides clear guidance and priorities
for Santa Maria staff and residents and
captures community input.
Focus group participants were asked about additional programs and services, additional facilities and amenities to increase programs and services, and what were their top priorities for the next 5 years. See the next page for their top responses.
17 COMMUNITY NEEDS ASSESSMENT
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Additional Programs and Services
Additional Facilities and Amenities to
Increase Programs and Services
Arts, STEAM, outdoor
activities and multi-
generational engagements
Visual and
performing arts
classes
Afterschool
programs
Outdoor recreation
and trips
Additional
special events
Additional
community centers
within walking
distance
Expanded field and
gym space
Additional and
improved sports
lighting
Specialized sports
facilities; pickleball,
futsal, and full sized
outdoor courts
Safe biking, walking
and hiking trails
Comfort and convenience
amenities: shade, benches,
restrooms, game tables
and outdoor fitness
Improve
transportation
18 CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Priorities For the Next 5 Years
Focus on
accessibility, safety
and community
engagement
Enhance staffing
and budget
Improve
communication
efforts
Improve
programming and
services for youth,
seniors and diverse
cultural groups
Expand
transportation and
improve walkability
Foster community identity
through large scale cultural
events, arts, and partnerships
that strengthen local pride and
engagement
Modernize facilities
and parks, improve
safety
19 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
In addition to the focus groups, two open public workshops were held to gather additional input from the community. Workshop participants were asked about new programs and activities they would like to see offered, and new spaces and amenities for future programs and services. Below are the combined top responses from the workshops.
New Programs/Activities
Outdoor Recreation
Programs
Visual Arts Programs
and Installations
Festivals
Community Gardens Investing in
Culturally Competent
Programming
Fitness Classes and
Special Events
20 CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
New Space and Amenities For Future Programs
Walking Paths Gymnasiums / Indoor Soccer
Pickleball CourtsBike Racks / Lockers Performance Arts Center Natural SpacesAll Wheels Park
21 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
4.5 Social Pinpoint
Social Pinpoint is a powerful tool that helps agencies
gather feedback and insights from community
stakeholders. Utilizing the engagement features
on Social Pinpoint allows agencies to easily collect
and analyze feedback from a range of community
stakeholders including residents, customers,
businesses, and employees.
The Social Pinpoint site for the City of Santa Maria’s
Leisure Needs Assessment was active from December
17, 2024, to April 15, 2025, and the site received over 2,700 site visits. During this time, the site generated 1,382 contributions, including 1,007 survey responses,
180 budget prioritization tool responses, 129 ideas wall responses, and 66 interactive mapping tool comments.
Additional survey responses in both English and
Spanish were also collected through pop-up events
and tabling efforts held throughout the community.
Figure 5: The City of Santa Maria Social Pinpoint Landing Page Online Engagement
by the Numbers
2,792 Site Visits
1,899 Visitors
1,382 Total Contributions
1,007 Survey Responses
180 Budget Prioritization
Tool Responses
129 Ideas Wall Responses
66 Interactive Mapping
Tool Comments
22 COMMUNITY NEEDS ASSESSMENT
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
SURVEY
The Social Pinpoint site featured a short, eight-question survey for community members. One question asked participants to rank their top three highest-priority programs, activities, and services offered by the City. The average rating of each category is depicted in Figure 6. The top priorities identified were adult activities and youth sports, both averaging 2.11 out of three. Other highly ranked areas included active aging, teen activities, and youth activities, indicating strong community interest across age groups.
Figure 6: Please rank your top three highest priorities for programs, activities, and services Youth Sports
Adult Activities
Teen Activities
Active Aging
Youth Activities
Aquatic Exercise
Adult Sports
Outdoor Activities
Swim Lessons
Active Living/Senior
2.11 2.11
2.04 2.04
2.02 2
1.99 1.9
1.89 1.63
Another question asked respondents to indicate how important the availability of local recreation, programs, activities, and services are to them and their family members. Most respondents (74%) consider the availability of local recreation programs, activities, and services to be very important (46%) or important (28%).
23 COMMUNITY NEEDS ASSESSMENT
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Figure 7: How important is the availability of local recreation programs, activities, and services? Very Important
46%
Important
28%
Neutral
18%
Somewhat
Important
5%
Not at all
Important
3%
BUDGET PRIORITIZATION
The budget feature gathered insights on how stakeholders would prioritize funding for key facilities, amenities, and programs. Participants were given a virtual budget of $100 to allocate across various items. A total of 180 responses were received, resulting in a combined budget allocation of $17,077.
The budget prioritization indicates a strong focus on expanding youth and teen programs ($4,645), followed by support for cultural activities ($3,310) and an outdoor entertainment venue ($2,944).
Lower priority was given to installation of additional public art ($2,340) and expanding active living/ senior programming ($1,464).
Figure 8: Budget Responses Summary
$4,645
$3,310
$2,944
$2,374
$2,340
$1,464
Expand youth
and teen
programs
Expand special
events and
cultural activities
Build an outdoor
entertainment
venue
Expand adult
programming
Install additional
public art
Expand active
living/senior 50+
programming
24 COMMUNITY NEEDS ASSESSMENT
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
INTERACTIVE MAP
The interactive map feature allowed community members to share location-specific ideas and feedback on public art and recreational spaces managed by the City of Santa Maria. Community members were encouraged to leave comments on topics such as preferred locations for outdoor entertainment venues, current recreation areas, potential new recreation opportunities, and ideal spots for public art installations.
Figure 9: Interactive Map Comments Overview
25 COMMUNITY NEEDS ASSESSMENT
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
SOCIAL PINPOINT CONCLUSION
The City of Santa Maria’s Social Pinpoint
engagement for its Leisure Needs Assessment
collected extensive community feedback from
over 1,300 individual contributions. Outdoor
activities, teen programs, and youth sports
emerged as having the highest participation,
while adult activities and youth sports were
rated as the highest programmatic priorities.
Most respondents emphasized the importance
of local recreation programs, with 74% stating
they are either “important” or “very important”
to their families.
Community feedback revealed strong support
for expanding recreational programming
across all age groups, with a particular focus
on creating more inclusive, accessible, and
culturally enriching experiences. There was a
consistent call for improved and modernized
outdoor spaces, more diverse youth and teen
activities, family-friendly programs, and better
aquatics access. Residents also expressed
a desire for more public art installations,
especially in underutilized or high-visibility
areas, and support for events that celebrate
local culture. The budget prioritization tool
echoed these sentiments, with the highest
virtual investments going toward youth/teen
programs and outdoor entertainment venues.
Location-based feedback identified needs
for improved park maintenance, expanded
trail systems, new outdoor venues, and
enhanced safety features. Suggestions included
converting vacant spaces into recreation hubs,
establishing bike and walking corridors, and
offering intergenerational programs such as art
installations, escape rooms, and “mom and me”
events.
Extensive community feedback from over 1,300 individual contributions Outdoor activities, teen programs, and youth sports emerged as having the highest participation
Adult activities and youth sports were rated as the highest programmatic priorities Most respondents emphasized the importance of local recreation programs, with 74% stating they are either “important” or “very important” to their families Strong support for expanding recreational programming across all age groups, with particular focus on creating more inclusive, accessible, and culturally enriching experiences Improved and modernized outdoor spaces, more diverse youth and teen activities, family friendly programs, and better aquatics access
The budget prioritization tool’s highest virtual investments going toward youth/teen programs and outdoor entertainment venues
26 COMMUNITY NEEDS ASSESSMENT
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
How We Are
Getting it Done —
Recreation Program
Assessment
Section 5
27 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
5.1 Introduction
The City of Santa Maria’s Recreation and Parks
Department, in partnership with BerryDunn,
conducted a comprehensive Recreation
Program Assessment grounded in community
engagement. Through an online survey, focus
groups, and stakeholder interviews, the process
gathered insights on current recreational use
and future needs.
Access to recreational opportunities promote
healthy lifestyles and community well-being
and the variety of City provided programming
serves as a primary attraction for residents and
visitors. The goal of the Recreation Programs
Assessment is to guide the delivery of programs
and services that contribute to the local
community with the opportunity to enhance
regional programming. This assessment
uncovers insights regarding programming and
includes the following items:
• A systematic program analysis,
assessment, and evaluation process that
will guide staff as they navigate current
programming efforts and future needs.
• Identification of program categories,
programming gaps, and future program
considerations.
• Guidance in determining the most
effective/efficient programs and the
delivery of those programs.
The assessment provides information for
additional opportunities within a growing
community, which, in turn, will serve
generations of residents and visitors for years
to come. It also provides ideas for broader
community needs, including opportunities for
all ages, while evaluating existing programs and
their life cycles.
The reports and data used to conduct this
assessment included participation data, focus
group and stakeholder interviews, and an open
online survey. Internal meetings were held with
Department staff and key leadership to provide
insight into existing programs for the analysis
and service recommendations.
The assessment included input that can be
considered to help make future programming
investment decisions for the City.
1. What are the current core programs offered
by the Department, and do they align with
community preferences?
2. Does the variety of recreation programming
meet the needs of the community?
3. What is the appropriate balance between
program access and revenue?
4. Are there any challenges that may hinder
the Department from delivering high-quality
programs and services?
5. Is the City investing in the appropriate level
of resources for recreation?
The program evaluation will provide a
thorough framework for making informed
decisions regarding programming investments.
Addressing these aspects will help ensure
that programs not only meet community
needs but also foster a vibrant and inclusive
environment that supports overall well-being
and engagement.
28 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
PROGRAM DEVELOPMENT
Understanding core services in the delivery
of recreation and parks services will allow the
Department to improve upon those areas while
developing strategies to assist in the delivery
of other services. The basis of determining
core services should come from the vision and
mission developed by the Department,
as well as what brings the greatest community
benefit in balance with the competencies of the
Department, current trends, and the market.
The Department should pursue program
development around the priorities identified by
resident feedback, program evaluation process,
and research. The following criteria should be
examined when developing new programs.
• Need: outgrowth of a current popular
program, or enough demonstrated demand
to successfully support a minimal start
(one class for instance)
• Budget: accounting for all costs and
anticipated (conservative) revenues should
meet cost-recovery target established by
the Department
• Location: appropriate, available and
within budget
• Instructor: qualified, available and
within budget
• Materials and supplies: available and
within budget
• Marketing effort: adequate and
timely opportunity to reach the intended
market, within budget (either existing
marketing budget or as part of a new
program budget)
Moreover, new leisure and recreation trends
may drive different needs. It is very easy to
focus on programs that have worked for several
years, especially if they are still drawing enough
interested participants to justify the program’s
continuation. Starting new programs, based on
community demand and/or trends, can be risky
due to the inability to predict their success.
If the program interest seems great, as with
those identified in the citizen survey, then the
programs should be expanded. Available space
may hinder new or expanded opportunities in
some cases.
Using historical participation levels to determine
program popularity and participant feedback
can be helpful in deciding if programs should be
continued. In addition, utilizing citizen surveys
and participant feedback, and researching
trends in park and recreational programming are
useful in determining future programming needs
and desires.
29 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
ESSENTIAL TAKEAWAYS
The City of Santa Maria ranks 61st in population density when compared to other California cities.
Its natural diversity provides residents with a variety of recreation experiences, yet the city understands the need to revisit programming areas to stay relevant with today’s changing demographics.
Observed challenges include:
• Managing operations and maintenance
of parks.
• Helping to ensure sustainable funding and
pricing practices for services.
• Addressing outdated and underutilized
facilities.
• Addressing health disparity outcomes
through programming opportunities.
• Providing more security in community
facilities and at parks/recreation facilities.
• Maintaining a cutting-edge philosophy for
recreation trends and innovation.
However, challenges also present opportunities
that often serve as the guiding light for new
growth. Potential opportunities are:
• Developing a program vision on how to
best serve residents and visitors.
• Sustainable delivery of programs and
activities—alongside staff and partners—
and evaluate current fee-based program
services by way of reviewing privatization
opportunities and challenges.
• Considering the restructuring of
existing programming to drive energy
toward programming places and
spaces; repurposing and re-envisioning
underutilized spaces to maximize the
potential of new programs.
PROGRAM ASSESSMENT AND STRATEGY
Recreation and parks core program areas generally include a wide range of activities and services and often align with a mission to enhance the quality of life for individuals and communities. While specific programs may vary based on departmental goals, they are all designed to improve the quality of life for residents. Although many departments adhere to core programming guidelines, individual programs may be tailored to meet the unique needs and objectives of the community. The Department’s core program areas are provided below with a description, its purpose and includes staff-established goals and outcomes.
30 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Table 2: City of Santa Maria’s Core Program Areas, Description, and Internal Goals/Desired Outcomes
Santa Maria’s Program Description Internal Goals/Desired Outcomes Community Activities
Build relationships between diverse
cultures through an educational
festive experience that creates a
positive community connection.
• Foster more cultural understanding, tolerance, and
positive communication within neighborhoods.
Active Living Senior 50+
To provide intergenerational
programming that engages all
demographics socially, physically,
and emotionally while creating a
welcoming environment.
• Integrate local school calendars to plan
intergenerational programs while meeting the needs
of our current senior population.
• Increase the usage of the Elwin Mussell Senior Center by 2% each year.
Adult Programs 18+
Exercise, fitness, and wellness
activities and education to promote
healthy lifestyles for all ages.
• Provide programs and facilities for all age segments to have a measurable positive impact on the physical
and mental health of the community.
• Increase class offerings from zero to five by end of 2025.
Aquatics
To promote water safety, fitness,
and skill development through a
variety of activities, including swim
lessons, lifeguard training, and
recreational swimming. We aim to
foster confidence, improve swimming
abilities, and encourage a healthy,
active lifestyle. Our programs are
designed for all age groups and skill
levels, ensuring that everyone has
the opportunity to safely enjoy and
benefit from aquatic activities.
• Introduce a broader range of aquatic activities to
cater to different age groups and levels
• Increase participation and engagement in aquatics
programs, including family-friendly events,
community swim days, and special seasonal activities
• Emphasize the benefits of aquatic exercise as a low- impact activity that improves physical and mental
well-being, integrating wellness programs tailored for
youth, adults, and seniors.
31 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Santa Maria’s Program Description Internal Goals/Desired Outcomes Adult Sports
Offer a variety of recreational
programs that promote physical
activity, social connection, and healthy
competition. These include leagues
and drop-in options for sports like
basketball, softball, soccer, volleyball,
and pickleball.
Adult:
• Identify community interests and barriers and
prioritize relevant programs, identify barriers to
participation such as cost, scheduling conflicts, or
transportation, and design inclusive and accessible
offerings.
• Evaluate facility adequacy and whether current sport facilities meet community needs.
Youth Sports
Provide structured and inclusive
recreational sports opportunities for
children and teens. These programs
cater to various skill levels and age
groups, promoting physical fitness,
teamwork, and personal development.
• Promote Equity in Access: Ensure all youth, including those from underserved communities and those with
physical or developmental challenges, have equitable
access to sports programs.
• Build Community Connections: Strengthen
community ties by actively involving families,
volunteers, and local organizations in youth sports
programming.
• Offer Diverse Skill-Building Programs: Introduce a
variety of sports that reflect community interests and
provide fundamental skills training.
32 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Santa Maria’s Program Description Internal Goals/Desired Outcomes Youth and Teen
Supportive Environment: The Abel
Maldonado Community Youth Center
offers a safe, supervised space for
teens ages 12-18, featuring free
tutoring, mentorship, and a range of
academic and recreational resources.
Comprehensive Facilities: Teens have
access to a technology center, media
room, sports court, fitness center,
entertainment center, and on-site food
at the McClelland St. Market.
Youth Empowerment: Programs focus
on building confidence, positive social
connections, and life skills, especially
for “at-promise youth”, helping them
to thrive academically physically, and
socially.
Teens Ages 12-18
• Provide daily appropriate recreational programming
that will encourage teens to visit the Youth Center in
a safe and supervised environment.
Youth Ages 5-12
• Provide safe, skill-building programs and positive
outlets for youth during out-of-school hours to
help prevent youth violence and support healthy
development in the community.
Outdoor Recreation
Los Flores Ranch strives to engage
participants in various outdoor
programs and events such as hiking,
mountain biking, horseback riding,
nature walks, wildlife viewing, and
outdoor education. The ranch caters
to diverse age groups, interests,
and abilities, providing inclusive and
enjoyable experiences while utilizing
trails and natural open space.
• Expand and enhance outdoor recreation programs
that connect participants with nature and promote
environmental stewardship by incorporating
outdoor education, analyzing recreation trends,
and evaluating current program success to increase
participation and park visitation.
These core programming areas collectively foster a vibrant, healthy, and connected community by maximizing the benefits of parks, open spaces, and recreational activities. A review of current City programs shows that the Department remains committed to supporting the majority of these key focus areas.
The Department-identified core program areas are categorized by age group/market segments within the Department and can be seen in Table 3. Each program area’s focus is categorized as 33 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
either primary (noted with a “P”) and in purple or secondary (noted with a “S”) signifying a service gap or a service already offered by a nearby town or municipality in gray. These areas provide opportunities for new programs to be considered or developed.
Table 3: City Core Program Area Focus
Core Program Area
Pre-school
<5
Elementary
Ages 6-12
Teens
Ages
13 – 17
Adults
Ages 18+
Seniors
Ages 55+
All Age
Programs
Community
Activities P
Active Living Sr
50+ P
Adult Programs
18+ P S
Aquatics P
Youth Sports P P
Adult Sports P P
Youth & Teen P P
Los Flores Ranch/
Outdoor Rec. P
As evidenced in the core program area of focus, a service gap exists for pre-school (<5) with the potential for expanding programs in other areas. The following opportunities to expand, enhance, or modify programming should be considered:
• Expand Pre-School Programs: Introduce
dedicated programs for children under
age 5 to engage in activities suited to
their developmental stage with parental
involvement.
• Promote Inclusive Events: Increase the
variety and accessibility of events for
all age groups, working to ensure broad
participation and engagement across
different interests.
• Balance Offerings for Teens: Work to
ensure sufficient program opportunities for
teens, while maintaining a strong focus on
outdoor social and challenge programs or
events.
• Evaluate Program Effectiveness: Regularly
assess program impact and participation
to help ensure they meet the needs of the
community and adjust as necessary.
34 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
PROGRAM OVERVIEW AND SUSTAINABILITY
The City of Santa Maria Recreation and Parks Department offers a wide range of programs to encourage community participation. Staff assessed each program, classifying them by type and cost recovery tiers (Tier 1-5) as well as their “life cycle” within a workbook. These reviews provide the opportunity to evaluate the public benefit, allocation of resources, and financial sustainability.
Programs are grouped into three service categories based on community value and the benefit of public vs. private and are summarized below with key features, alignment with community needs, accessibility, and revenue goals.
Current programs were categorized into three types of services based on public vs. private benefits and importance to the community. The categories can be found in Graph 1 as listed below:
1. Classification Overview
• Essential — High public good, core to department mission, may require a high subsidy from the city.
• Important — Programs have a mixed benefit with broad community interest and moderate subsidy.
• Value-Added — Primarily private good with a niche interest, limited to no subsidy.
2. Tier Levels/Cost Recovery Expectations
The tier levels represent the expected level of cost recovery. • Tier 1 (0%) Full community benefit with highest subsidy • Tier 2 (0-25%)
• Tier 3 (25-50%)
• Tier 4 (50-75%)
• Tier 5 (75-100%) Primarily an individual benefit; little to no subsidy
3. Key Insights by Program Category
All activities were placed in appropriate categories with a summary of their classifications and tier levels/cost recovery noted below.
As the BerryDunn team analyzed the data provided by staff, it was determined that a visual representation of the data would be best suited for the assessment. Graphs 1 and 2 serve as the visual representation of the data and fall within one of the categories noted above.
Graph 1 - Program Classification by Category represents the number of programs in each category that are considered Essential, Important, or Value-Added. 35 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Graph 1: Program Classification by Category
Program Category
Community Activites
Active Living/Seniors
Adult Programs
Aquatics
Youth Sports
Adult Sports
Youth/Teen Programs
Outdoor Rec/LFR
Number of Programs
0 5
10 15
20 25
Essential
Important
Value Added
Program categories span cost recovery Tiers 1 through 5, aligning with their public benefit and revenue potential. This distribution can be found below by category in Graph 2.
Graph 2: Cost Recovery Tier Distribution by Category
Program Category
Community Activites
Active Living/Seniors
Adult Programs
Aquatics
Youth Sports
Adult Sports
Youth/Teen Programs
Outdoor Rec/LFR
Number of Programs
0 5
10 15
20 25
Tier 1
Tier 2
Tier 3
Tier 4
Tier 5
CLOSING SUMMARY
Over the next five to 10 years, programming should be at the heart of the Recreation and Parks Department’s priorities. Focusing on efforts to expand access, ensure safety, and foster community connections will be key in delivering inclusive, high-quality offerings. With an understanding that strengthening staff capacity can be challenging with tight budgets, consideration can be given to a restructuring of program priorities that support growth and improvement of programs. This can be primarily focused on youth, active adults, and culturally diverse communities. Enhancements to access such as transportation, walkability, and facility upgrades will make it easier for all residents to participate.
The Department should consider programming that has a focus on year-round activity with greater promotion of resources; the addition of large-scale events and arts initiatives will help build a stronger sense of community and pride throughout the town. 36 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Goals, Objectives,
Recommendations and
Action Table
Section 6
37 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Residents and community leaders are increasingly recognizing that recreation programs, and leisure services are essential to creating and maintaining communities where people want to live, work, play, socialize, recreate, learn, and visit. These programs and services should be investments in the long-term vitality and economic sustainability of any active and desirable community. Santa Maria is committed to providing comprehensive, high-quality programs and leisure services to the community. The following section outlines the complete list of recommendations and action plans that will position the City toward the future of maintaining and improving the quality of life for its residents and visitors.
RECOMMENDATIONS
The following recommendations are made based on the entirety of the leisure needs assessment planning update process which was inclusive of members of the community. The public was given many opportunities to participate through focus groups, stakeholder meetings, public meetings and workshops, and an interactive website (Social Pinpoint) that included a community survey.
This section describes ways to enhance the level of service and the quality of life with improvements through dedication to customer service, improved programming and leisure service delivery, organizational efficiencies, consideration of new amenities to increase programming and leisure services and increased financial opportunities.
The following goals were identified for the city to focus on:
1. Continue to Improve Organizational Efficiencies
2. Improve and Enhance Programming and Service Delivery
3. Invest in Current and New Amenities to Increase Programming and Service Delivery
4. Improve Financial Sustainability
38 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Goal 1 Continue to Improve Organizational Efficiencies
Objective 1.1 – Maintain existing quality of service.
The public, stakeholders and city leadership all rated access to recreational programs, activities and services as very important to them and the community. The department should continue to provide a wide variety of offerings that are diverse and inclusive.
Objective 1.2 – Maintain existing quality standards for programs and services.
The public responded strongly, emphasizing the need for Recreation and Parks to maintain and enhance existing programs and services. Public engagement participants rated the quality of programs and services as very good and well run. The department should continue to maintain high expectations for the quality of programs and services offered to the community.
Objective 1.3 – Staff appropriately to meet current demand and maintain established quality of service.
As new facilities, amenities, programs and services are developed, and existing parks, trails, and facility upgrades are implemented, it is important to ensure that staffing levels are adequate to maintain current performance standards. The demand for new programs, activities and services requires additional manpower be focused in these areas of delivery. This would indicate the need for additional resources and most likely new program and marketing positions within the Department.
To ensure high skill-level and up to date competencies of current and future staff, update training curriculums to include advancements in the industry, job descriptions and duties to remain cutting edge. Ensure that staff have adequate and appropriate resources to do their jobs. Continue to assess the advantages and disadvantages of using contractual services for part-time, seasonal, and instructional positions. Review the current volunteer program and look for additional opportunities to engage volunteers. Ensure proper training is part of any volunteer position.
Objective 1.4 – Increase appropriate partnerships within the community.
The Santa Maria Recreation and Parks Department currently partners with a number of agencies to provide programs and activities to the community. Continue to review partnership agreements and work with the School District and other community partners to increase access to facilities, amenities, programs and services.
39 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Objective 1.5 – Maintain and keep current the Department Standard Operating Procedures (SOP) and Policies.
The Department should review and update all departmental policies, procedures, and processes regularly. As part of that review, the department should engage staff in the review process, and where appropriate, user and staff surveys and feedback should be included.
Since the Recreation and Parks Department is governed by City Code and internal standards of operations and policies, the Department should continue to review the City Code Chapter for Recreation and Parks every five years and recommend updates as needed. 40 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Goal 2 Improve and Enhance Programming and Service Delivery Objective 2.1 - Enhance special event programming.
As identified by focus groups and survey respondents, expanding opportunities, and enhancing special event programming was identified as a priority. The Department should continue to work with neighborhoods, cultural organizations, and other service providers to explore new community and cultural events, possibly themed by the community or season of the year. The Department should continue to look for opportunities to expand events and activities based on the demand and trends of the community demographics.
Objective 2.2 - Continue to grow programs and services accessible to citizens of all abilities.
The Department should continue to evaluate current offerings for people with special needs. As opportunities arise and facilities become available, consider additional programs. Annually review the number of programs and distribution of programs for the special needs population and look for opportunities to increase and/or more equitably distribute programs and services.
Also work with the indigenous population and non-English speakers to develop programs and deliver services that are culturally competent and meet their needs. Work with advocate groups and nonprofits to design and deliver programs and services.
Objective 2.3 - Continue to address recreational programming and activity needs of the community.
Santa Maria should continue to look for opportunities to expand indoor recreational programs and activities. The community would like to see additional programs for tweens, teens, people with special needs, and seniors. Fitness and wellness programming and services were another top priority from the public engagement process. Look for opportunities to install outdoor fitness equipment to help meet this demand.
As new programs are developed, continue to monitor recreational trends to stay current with programming and demand. As popularity in program offerings and activities increases, continue to look for opportunities to expand programs around working hours and commuting citizens schedules. Continue to explore opportunities to produce, attract, promote, and maintain events.
Continue to monitor participation and demand for family-centered recreational programs and adjust to meet the needs of the community.
Objective 2.4 - Explore opportunities for non-traditional recreation and serve as the primary gateway for citizens and visitors to access.
A top priority of the public engagement process was the desire by the community to increase and provide more outdoor recreational and adventure-based programming such as hiking, biking, and rock climbing. The city has an abundance of opportunities with the diversity of the natural environment. Additionally, the city should consider non-traditional recreation such as bike parks, 41 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
futsal, pickleball and disc golf for new programming opportunities. Consideration should also be given to non-sports programming such as instructional programs, life skills, visual and performing arts, gaming, and Science, Technology, Engineering, Arts and Math (STEAM) opportunities.
As new programs and services are developed, continue to monitor recreational trends to stay current with programming and demand. Consider becoming the innovator for new activities by offering introductory classes and clinics, along with rental equipment to allow citizens and visitors to try and explore new sports.
Objective 2.5 - Continue to utilize technology to improve customer service and efficiency.
The Department should continue to use a mixed-method approach to communicating with the public about programs, services, and opportunities such as mobile marketing. Some of the techniques include SMS and MMS messages, mobile apps, push notifications, location-based promotion, in-app advertising, mobile search ad, and social media marketing platforms. Young adults engage in mobile data applications at much higher rates than adults ages 30 and older.
Usage rates of mobile applications demonstrate that chronologically across four major age cohorts, Millennials tend to get information more frequently using mobile devices. 42 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Goal 3 Invest in Current Infrastructure and Address Aging Facilities Objective 3.1 - Maintain existing facilities, parks, trails, and open spaces.
Maintenance of facilities and amenities should remain a top priority. The Department should continue to monitor the condition of existing parks, trails and pathways, and facilities, as these facilities have been identified by residents as being of high importance. Providing additional staff and resources to ensure continuous maintenance of these areas should be considered.
Objective 3.2 - Add indoor recreation space.
Based on feedback from focus group participants and the survey results, a top priority of the community is a desire for additional indoor recreation space. The Department should continue to explore opportunities to add additional indoor recreation space either through partnerships, purchase of an existing facility, or construction of a new facility. The community has identified the need and desire for an indoor multipurpose recreation facility with gymnasiums, fitness and weight areas, class and meetings spaces, and wellness/yoga spaces.
Objective 3.3 - Upgrade comfort, convenience, and customer service amenities to existing facilities.
A top priority from leadership interviews, public engagement, and the community survey was the addition of shade at outdoor facilities. The Department should develop a plan to install shade at playgrounds, athletic facilities, and spectator seating areas. Additionally, as the Department upgrades and improves existing facilities, they should explore opportunities to add restrooms, security lighting, benches, bike racks and other amenities at existing parks and facilities.
Objective 3.4 - Develop additional outdoor recreational facilities and amenities.
Continue to explore expansion of existing facilities to meet demand and increase outdoor programming opportunities, adding additional fields and courts, outdoor fitness gyms and all- wheels parks to meet the needs identified in the leisure needs assessment process. Facilities and amenities should be developed to ensure everyone has safe access to a recreation space within a 15-minute walk or 3-mile drive from their residence. A high priority for focus group participants, teens and survey respondents, was access to outdoor adventure sports.
The Department should further explore at existing/new parks , adding adventure sports and outdoor activities such as all-wheels parks, pump tracks, skate bowls and parks, small-sided soccer/futsal, as well as nature-based programs, and an entertainment venue to increase programming and attract new users.
When asked about new and additional facilities and amenities, focus group participants and survey respondents rated as high priorities new and upgraded playgrounds, additional walking paths, bike lockers, and outdoor courts.
43 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Objective 3.5 - Address current and future needs for athletic fields.
As demand warrants, explore opportunities to add rectangle and diamond fields as usage increases.
To help increase field time, add sports field lighting to new facilities and improvements to the lighting at existing facilities where appropriate.
Objective 3.6 - Monitor Americans with Disabilities Act (ADA) access to parks, trails, and facilities.
The Department should continue to work to make its programs and services accessible to all people of all abilities. The ongoing self-evaluation of ADA standards must be a high priority for the Department, especially in terms of access. Focus groups participants and survey respondents indicated the need for accessible playgrounds.
44 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Goal 4 Increase Financial Sustainability
Objective 4.1 - Explore additional funding through the pursuit of grant.
The Department currently takes advantage of grant opportunities available for programming and facility improvements. The Recreation and Parks Department should continue to pursue all grant opportunities at the federal, state, regional, and local levels.
The Department should consider new grant opportunities available for programming and parks, trails, and facility improvements. One area many communities are taking advantage of is combining recreation facilities with emergency shelter projects to be eligible for the Federal Emergency Management Agency (FEMA) and state emergency management funds.
Objective 4.2 - Continue current cost recovery and revenue generation practices.
The Department has a history of operating programs and facilities that are revenue generating to supplement the department’s general fund allocation. Many Recreation and Parks Departments around the country have a mechanism to collect activity fees and use those fees to lower the subsidy from the General Fund and grow recreational opportunities for the community.
Objective 4.3 - Partner with other service providers, when possible, to develop programs, services, and facilities to meet demand and growing trends.
The Department currently partners with organizations to provide recreational opportunities for the community and visitors, which becomes less of a burden for the organization. As popularity of parks, trails, program offerings, services and activities increase, continue to look for opportunities to expand programs, services and amenities while working with other service providers within the community, and continue to formalize these agreements in writing.
ACTION PLAN AND PRIORITIZATION
The following Goals, Objectives, and Action Items for the recommendations are drawn from the public input, inventory, level of service analysis, findings feedback, and all the information gathered during the master update planning process. The primary focus is maintaining, sustaining, and improving Santa Maria’s parks, trails, facilities, programs, and services. Funding availability, staff buy- in, and political and community support will play significant roles in future planning efforts.
Time frame to complete is designated as:
• Short-term (up to 3 years)
• Mid-term (4-6 years)
• Long-term (7-10 years)
• Ongoing (occurs on a continuous basis)
45 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
GOAL 1: CONTINUE TO IMPROVE ORGANIZATIONAL EFFICIENCIES Objective 1.1 - Maintain the existing quality of service goals.
Actions Time Frame to Complete
1.1.a: Continue to provide a wide variety of offerings that are diverse and inclusive.
Ongoing
3.1.b: Continue to evaluate programs and services to ensure citizen satisfaction with programs and services offered.
Short-Term Ongoing
Objective 1.2 - Maintain existing quality standards for programs and services.
Actions Time Frame to Complete
1.2.a: Continue to maintain a high expectation for the quality of programs and services offered to the community.
Ongoing
Objective 1.3 - Staff appropriately to meet demand and maintain established quality of service.
Actions Time Frame to Complete
1.3.a: As new facilities, amenities, and services are developed, and existing parks, trails, and facility upgrades are implemented, it is important to ensure that staffing levels are adequate to maintain current performance standards.
Ongoing
1.3.b: Update training curriculum to include advancements in the industry, job descriptions and duties to remain cutting- edge and ensure a highly skilled work force.
Ongoing
1.3.c: Continue to assess the advantages and disadvantages of using contractual services for part-time, seasonal, and instructional positions.
Ongoing
1.3.d: Review the current volunteer program and look for additional opportunities to engage volunteers.
Ongoing
Objective 1.4 - Increase potential partnerships within the community.
Actions Time Frame to Complete
1.4.a: Build on existing partnerships. Ongoing
46 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
1.4.b: Continue to review partnership agreements and work with the School District and other community partners to increase access to facilities, amenities, programs and services.
Ongoing
Objective 1.5 - Maintain and keep current the Department SOP and Policies.
Actions Time Frame to Complete
1.5.a: Continue to review and update all departmental policies, procedures, and processes regularly.
Ongoing
1.5.b: As part of that review, the department should engage staff in the review process.
Ongoing
1.5.c: Continue to review the City Code Chapter for Recreation and Parks five years and recommend updates as needed.
Ongoing
GOAL 2: IMPROVE AND ENHANCE PROGRAMMING AND SERVICE DELIVERY Objective 2.1 - Enhance special event programming.
Actions Time Frame to Complete
2.1.a: Expand opportunities and enhance existing special event programming based on demand and trends in community
demographics.
Mid-Term
2.1.b: Continue to work with neighborhoods, cultural organizations, and other service providers to explore new community and cultural events.
Ongoing
Objective 2.2 - Continue to grow programs and services accessible to citizens of all abilities.
Actions Time Frame to Complete
2.2.a: Continue to evaluate current offerings for people with special needs. As opportunities arise and facilities become available, consider additional programs.
Short-Term
2.2.b: Annually review the number of programs and distribution of programs for the special needs population and look for opportunities to increase and/or more equitably distribute programs and services.
Ongoing
47 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
2.2.c: Work with the indigenous population and non-English speakers to develop programs and deliver services that are culturally competent and meet their needs. Work with advocate groups and nonprofits to design and deliver programs and services.
Short-Term Ongoing
Objective 2.3 - Continue to address recreational programming and activity needs of the community.
Actions Time Frame to Complete
2.3.a: Continue to look for opportunities to expand indoor recreational programs and activities.
Ongoing
2.3.b: Look for opportunities to increase programs for tweens, teens, people with special needs, and seniors.
Ongoing
2.3.c Fitness and wellness programming and services were another priority from the public engagement process. Look for opportunities to install outdoor fitness equipment to help meet demand.
Short-Term
2.3.d: Continue to monitor participation and demand for family- centered recreational programs and adjust to meet the needs of the community.
Ongoing
Objective 2.4 - Explore opportunities for non-traditional recreation and serve as the primary gateway for citizens and visitors to access.
Actions Time Frame to Complete
2.4.a: A top priority of the public engagement process was the desire by the community to increase and provide more outdoor recreational and adventure-based programming such as hiking, biking, and rock climbing.
Short-Term
2.4.b: Consideration should also be given to non-sports programming such as instructional programs, life skills, visual and performing arts, gaming, and STEAM opportunities
Short-Term
2.4.c: Continue to monitor recreational trends to stay current with programming and demand.
Ongoing
2.4.d: Consider becoming the innovator for new activities by offering introductory classes and clinics, along with rental equipment to allow citizens and visitors to try and explore new sports.
Mid-Term
48 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Objective 2.5 - Utilize technology to improve customer service and efficiencies.
Actions Time Frame to Complete
2.5.a: Continue to use a mixed-method approach to communicating with the public about programs, services, and opportunities such as mobile marketing.
Ongoing
GOAL 3: INVEST IN CURRENT INFRASTRUCTURE AND ADDRESS AGING FACILITIES Objective 3.1 - Maintain existing facilities, parks, trails, and open spaces.
Actions Time Frame to Complete
3.1.a: Continue to monitor the condition of existing parks, trails and pathways, and facilities.
Ongoing
3.1.b: The city should consider providing appropriate staff and resources to ensure continuous maintenance of these areas.
Short-Term
3.1.c: Maintenance projects and annual maintenance needs should be funded on a regular schedule to address the aging infrastructure.
Priorities for future maintenance projects for these areas should continue to be developed and reviewed regularly.
Ongoing
Objective 3.2 - Add indoor recreation space
Actions Time Frame to Complete
3.2.a: Based on feedback from focus group participants and the survey results, a top priority of the community is a desire for additional indoor recreation space. Continue to explore opportunities to add additional indoor multipurpose recreation space either through partnerships, purchase of an existing facility, or construction of a new facility.
Mid-Term
Objective 3.3 - Upgrade comfort, convenience, and customer service amenities to existing facilities.
Actions Time Frame to Complete
3.3.a: A top priority from leadership interviews, public engagement, and the community survey was the addition of shade at outdoor facilities. The Department should develop a plan to install shade at playgrounds, athletic facilities, and spectator seating areas.
Short-Term
49 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
3.3.b: As the Department make upgrades to and improve existing facilities, they should explore opportunities to add restrooms, security lighting, benches, bike racks and other amenities at existing parks and facilities.
Ongoing
Objective 3.4 - Develop additional outdoor recreational facilities and amenities.
Actions Time Frame to Complete
3.4.a: Continue to explore expansion of existing facilities to meet demand and increase outdoor programming opportunities.
Ongoing
3.4.b: Develop facilities and amenities to ensure all citizens have safe access to a recreation space within a 15-minute walk or 3-mile drive from their residence.
Ongoing
3.4.c: High priorities included new and upgraded playgrounds, additional walking paths, bike lockers, and outdoor courts.
Ongoing
3.4.d: Explore opportunities at existing parks and as new parks are developed, to add adventure sports and outdoor activities such as all-wheels parks, pump tracks, skate bowls and parks, futsal, as well as nature-based programs, and outdoor entertainment venue to increase programming and attract new users.
Short-Term Ongoing
Objective 3.5 - Address current and future needs for athletic fields.
Actions Time Frame to Complete
3.5.a: As existing parks are renovated and new parks developed, explore opportunities to add rectangle and diamond fields to meet increases in need and demand.
Short-Term
Mid-Term
3.5.b: Increase field time with the addition of sports field lighting to new facilities and improvements to the lighting at existing facilities where appropriate.
Short-Term
Objective 3.6 - Monitor ADA access to parks, trails, and facilities.
Actions Time Frame to Complete
3.6.a: Continue to work to make programs and services accessible to all people of all abilities. Continued self-evaluation of ADA standards must be a high priority for the Department especially in terms of access.
Short-Term Ongoing
50 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
GOAL 4: REDUCE OPERATIONAL SUBSIDY
Objective 4.1 - Explore additional funding through the pursuit of grants.
Actions Time Frame to Complete
4.1.a: Continue to pursue all grant opportunities at the federal, state, regional, and local levels.
Ongoing
4.1.d: One area many communities are taking advantage of is combining recreation facilities with emergency shelter projects to be eligible for FEMA and state emergency management funds.
Short-Term
Objective 4.2 - Continue current cost recovery and revenue generation practices.
Actions Time Frame to Complete
4.2.a: Continue operating programs and facilities that are revenue generating to supplement the department’s general fund allocation using the existing cost recovery model.
Ongoing
Objective 4.3 - Partner with other service providers, when possible, to develop programs, services, and facilities to meet demand and growing trends Actions Time Frame to Complete
4.3.a: Continue to look for opportunities to expand programs, services and amenities while working with other service providers within the community, and continue to formalize these agreements in writing.
Ongoing
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2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
IMPLEMENTATION GUIDELINES/STRATEGIES
The following is a listing of suggestions for successful implementation of the Recreation and Parks Master Plan.
These elements represent the commitment and discipline required to integrate the process into daily operations, both now and in the future.
• The Recreation and Parks Master Plan becomes the guidepost for the Department. When decisions or responses to the community are needed, the plan becomes the reference point for decision-making and whether new issues or responses to the community are of higher importance than what has been established as the existing direction. • The Recreation and Parks Master Plan information should be included as part of the new employee orientation program.
• Post the Executive Summary of the plan on the website and track results on the site. This will assist in providing the community with information about the Department’s strategic direction and its commitment to results. It may also be helpful to print a color brochure of the Executive Summary to distribute to interested partners and community members to provide a quick snapshot of the plan.
• A staff member or team should have responsibility of being the Project Manager or “champion” of the plan’s implementation to help ensure success. This champion is responsible for monitoring the plan’s progress and works with other staff, City management, and other departments to effectively integrate the plan within operations. • A staff member or team should be assigned accountability for each recommendation. The project leader will have responsibility for tracking progress of the plan. 52 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
• Regular reporting of the Recreation and Parks Master Plan’s progress should occur. Divide the plan into separate fiscal years and report one year at a time, as an ongoing annual work plan.
Each action item for the year should include a list of strategies that support its completion.
The strategies are developed prior to each year for the upcoming list of action items and are developed by the staff members involved in completing the action item. It is the project leader’s responsibility to report on his/her action items in a quarterly report. A suggestion is to enter each year’s data on a spreadsheet or strategic planning software that lists the goals, objectives, action items, start dates, completion dates, and the name of the staff member responsible for the action items completion.
• At the end of the year, perform an annual review of the Recreation and Parks Master Plan and document any changes to objectives and action items to reflect changes in priorities. This process can be included at an annual review meeting in which successive years’ objectives and action items are discussed as part of the annual budget process. Action items will tie into both the operating and capital budget process.
• Update major stakeholders on the plan’s implementation and results on an annual basis. • Conduct staff meetings on a quarterly or semi-annual basis to review the progress on implementation of the plan.
• Post a chart of each year’s recommendations on office walls in administrative areas with a check-off column designating completion as part of a visual management program. • If there are ideas for new strategies that arise throughout the year, include them on a written “parking lot” and review them as part of the annual just-in-time review to determine if they change or replace any existing strategies or action items. • At the five-year mark of the plan, complete a shortened update, including repeating the statistically valid survey and demographic projections. Adjust existing recommendations as necessary.
53 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Plan becomes the
guide post for the
department.
Implement knowledge
of plan for new
employee orientation
program.
Establish a staff member
of team to serve as
project champions.
Assign member or team
recommendations and
hold accountable.
Post Executive
Summary of the plan
on the Agency’s
website.
Print a color brochure
of the Executive
Summary.
Divide the plan
into separate fiscal years
and report 1 year at a
time as ongoing work
plan.
Develop strategies for
each action item.
Each member reports
on his/her action item
in a quarterly report.
Develop a spreadsheet
or use strategic
planning software
listing goals, objectives,
action items, start dates,
completion dates, and
staff member’s name.
1 3
2 4
5 6
Knowledge Base Conquer and Divide Reporting and Formatting Figure 10: Implementation Strategies
54 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
At the end of the year,
perform annual review of
the plan and document
changes to objectives
and action items and note
priority changes.
Update major
stakeholders on plan’s
implementation on an
annual basis.
Conduct staff
meetings on a
quarterly or semi-
annual basis to
review progress.
Post a chart of each
year’s recommendation
on office walls in
administrative areas
with check-off column.
If new ideas arise
throughout the year
include them on a written
“parking lot” and review
to see of they add to or
replace existing initiatives.
At the five-year mark
of the plan, complete
a shortened update
including a repeat of the
statistically valid survey
and demographic
projections.
Adjust recommendations
as necessary.
7 8
9 10
11 12
Tell the Story Monitor and Revise Review and Renew
55 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
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