Figure 4-13: Top Three Future Facility Priorities – Intercept Survey

About 54 percent of intercept respondents selected making improvements and/or renovating existing amenities at parks as one of their top three choices. Preserving open space (45 percent) and increasing trail and pathway connectivity (43 percent) were also highly selected, as shown in Figure 4-13. As in the statistically valid survey, 69 percent of intercept respondents indicated that improved conditions and maintenance of parks and facilities are the most important factors for increasing their utilization. Additionally, 41 percent of respondents would like to see better lighting in parks and trails.

FIGURE 4-13: Top Three Future Facility Priorities – Intercept Survey

ADDITIONAL COMMENTS AND SUGGESTIONS

I am happy to know the City of Oceanside has a desire to improve itself for the benefit of its residents. Keep it up! Thanks!

Honestly I didn’t know that many of these things existed. If I received a physical catalog or just a postcard letting me know that I could check out City of Oceanside Activity Guide, that would be fantastic.

The summer programs are great! My kids are teens, so they’ll be transitioning from attending beach camps to leading them soon. The parks are beautiful and well maintained. Adding (fencing off) an area for loose dogs at each park and school would be great.

Clear signs directing residents to nearby facilities would greatly affect our family’s usage! Thanks for the work you do daily on our behalf!

More shade protection on the playground. On sunny days it’s hard to use it. Everything is getting very hot.

4.3 PROGRAM ANALYSIS

4.3.1 Program Development

The City offers a variety of recreation services and programs that seek to meet the needs of the community. These services benefit individuals, families, businesses, and neighborhoods as a whole. Assessing current program offerings, determining program gaps, and finding community needs will allow the Parks and Recreation Division to identify improvement areas and develop strategies to assist in the delivery of other services. To do so, the City should develop a vision and mission to help identify the core services that will bring the greatest community benefits. It is also important to maintain regular dialogue with users and residents, as well as analyzing current trends, the market, and the data obtained during the community outreach efforts.

The Oceanside Parks and Recreation Division should pursue program development around the priorities identified by the program evaluation process, research, and community input, including community events, hobby/interest programs, fitness and wellness programs, nature programs, among others. According to the survey, the top three highest priority programs are community events, fitness and wellness programs, and outdoor recreation programs. The following criteria should be analyzed 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 targets 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 intended market; (either existing marketing budget or as part of new program budget).

New programs should be based on community demand and trends. Careful consideration, planning, and communication with the community is required. Due to the inability to predict the success of certain activities and programs, the City should engage in continuous creative assessments, surveying, research, and planning for viability. Additionally, new programs should be well advertised to provide the best possibility of success. Available facilities and funding must be considered when adding or expanding programs, as this may hinder potential opportunities in some cases.

4.3.2 Program Evaluation

All current programs should be evaluated annually to determine if they should be continued, changed, or discontinued. A few simple questions should be asked about each program that includes:

Is participation increasing or decreasing? Is there information contained in user feedback that can be used to improve the program? Are cost recovery goals being met? If not, can fees be realistically increased or costs reduced? Can the program be offered by a more suitable or more qualified provider? Is this program taking up facility space that could be used for expansion of more popular programs or new programs in demand by the community?

4.4 SUMMARY OF KEY FINDINGS

According to the input received through the community outreach process, the parks, recreation facilities, and programs are actively used by Oceanside’s residents. Key issues were identified through stakeholder meetings and interviews, community workshops, pop-up events, a community survey, a review of existing documents, an inventory, and a geographic distribution analysis. All the information obtained from the aforementioned sources was analyzed and recommendations were developed to address the following key issues: Improve walking and biking connections to parks. Preserve open space. Create additional trails through open space. Make improvements and/or renovate existing amenities of parks.

CHAPTER 5

RECOMMENDATIONS

5.1 GENERAL RECOMMENDATIONS

These recommendations are derived from all of the community and staff input received including stakeholder interviews, community workshops, intercept surveys, statistically valid surveys, pop-up outreach, and staff interviews. The recommendations are also informed by the geographic distribution analysis (GDA), geographic gap analysis, and funding considerations.

The following discussion describes ways to increase Population Based Standards, distribution, and the quality of the parks and recreation system. This is accomplished through adding and enhancing amenities, as well as a commitment to the affordability of services and programs, upgrading programs and service delivery, improving organizational efficiencies, and augmenting financial opportunities. The following are goals that will help to improve the quantity and quality of the existing park system:

Goal 1: Improve Connectivity to Parks

Objective 1.1 Locate missing gaps in pedestrian and bicycle connectivity to parks, recreational facilities and open space.

Gaps in pedestrian and bicycle connectivity to the existing parks and community centers are shown on figures 3-3 - 3-4. A more detailed analysis of missing gaps should be conducted to further identify specific connectivity improvements throughout the park system. Updating the Bike and Pedestrian Master Plan for increased park connectivity is recommended.

Objective 1.2 Develop plans to fill in the missing gaps in pedestrian and bicycle connectivity.

It is recommended that where feasible, these gaps should be closed through the use of capital projects. This may take the shape of new sidewalks, improved sidewalks, new park entrances, new trails, bike lanes, safety improvements at intersections, and streetscape enhancements.

Objective 1.3 Work with other departments and private developers to implement the Bike and Pedestrian Master Plan to construct public improvements to increase the connectivity to parks.

The capital improvement projects listed in Objective 1.2 may be under several different departments/divisions’ jurisdictions including: Public Works Department, Transportation Engineering Section, Development Services, Neighborhood Services Department, and Economic Development. It is recommended that departments work closely to devise a coordinated method for designing, funding, and constructing these improvements.

Goal 2: Renovate Existing Parks and Facilities

Objective 2.1 Create additional recreational facilities and amenities.

Based on the existing facilities GDA and the PBS analysis, recommendations have been made for what types of facilities are deficient and in what areas of the city they are most needed. The park infill maps also list what types of facilities can be added to the existing park space. It is recommended that the City include the addition of these facilities and integrate them into programmed park upgrades, and future developments that need to finance these amenities.

Objective 2.2 Maintain and improve existing facilities, parks, trails, and open spaces.

Parks and Recreation should work with Public Works to evaluate the condition of existing parks and trails on a routine basis. Evaluation methods should be developed to measure the quality of maintenance. Training of staff to guarantee that maintenance is up to City standards should happen on a continuous basis. Maintenance staffing should be observed and corrected as needed to meet present need for services, and an employment strategy for upcoming growth should be established. Bi-annual examinations of all facilities, parks, trails, and open spaces should be executed. Maintenance projects and annual maintenance demands should be undertaken on a consistent basis to decrease an accumulation of maintenance. Maintenance tasks should be prioritized and reviewed routinely. This should include developing costs, plans, and phasing recommendations.

Objective 2.3 Improve customer satisfaction through adding support amenities to existing facilities.

Parks and Recreation should work with Public Works to investigate opportunities to improve customer satisfaction by adding shade, storage buildings, security enhancements, restrooms, lighting, benches, signage, and other amenities appropriately at existing parks.

Goal 3: Preserve Open Space

Objective 3.1 Work with other departments and landowners to preserve existing open space.

Preserving open space ranked the third highest priority in the statistically valid survey and scored highly in all other public outreach. The City should work with the owners of open space, especially those that are public sector or a land preservation organization, to assist in protecting open space in areas where it is appropriate. These areas would include sensitive habitat, steep slopes, buffers to sensitive areas, including along streams, and areas recommended for trails.

Objective 3.2 For new development seeking a discretionary permit, work with the applicant to preserve open space where appropriate.

It is recommended that City staff work with applicants of discretionary projects to preserve open space in beneficial areas, such as those listed in Objective 4.2. Preserving open space can be deemed as a community benefit to the project.

Objective 3.3 Work with Planning Division to develop a Trails Master Plan.

It is recommended that the Division, in conjunction with the Planning Division, develop a Trails Master Plan to provide a blueprint for the development of a system of interconnected trails and pathways that will connect open spaces, public facilities, and other regional parks. These trails will provide recreation and transportation opportunities, as well as health benefits for residents.

Goal 4: Create Additional Trails through Open Space

Objective 4.1 Locate open space areas for new trails. As part of this Master Plan process, locations for possible new trails were explored (Figure 5-1). The City should continue to identify additional areas that have good potential for trails through a City Trails Master Plan process. The ideas in this chapter regarding trails should only be considered a starting place for further investigation.

Objective 4.2 Develop plans to build new trails through open space including mountain biking trails. It is recommended the City develop plans for the design and construction of new trails as identified in a City Trails Maser Plan and include the cost of developing the plans and construction of the trails in the CIP.

Objective 4.3 Locate new trails within new development and new parks where appropriate. The City should work with applicants of discretionary projects to coordinate the inclusion of trails within new development where appropriate.

Goal 5: Augment Programs

Objective 5.1 Improve special event offerings and facilities. Using trends and program priorities expressed through the surveys, the Division should add special events where a demand or trend in the parks and recreation exists. Event facilities should be expanded and improved as part of the CIP.

Objective 5.2 Routinely analyze the usage of the programs, facilities, and services and make appropriate adjustments based on collected data.

The Division should routinely measure the amount of participation in its programs, facilities, and services to determine the levels of usage. With this data, the division can make appropriate changes to its programs that reflects demand, which may result in needed facility expansions or renovations. Evaluations should be conducted at the end of each program to determine the participants’ level of satisfaction. This evaluation can assist in programming changes or adjustments. Monitor trends and demand in recreation and revise/add recreational opportunities appropriately.

Objective 5.3 Work with other service providers to enhance/develop programs to address changing needs and trends. As needs and trends change, work with other recreation providers to supplement the needs of changing interests. Create written agreements with service providers. Develop a web site where a member of the community can find out about all the other service providers’ recreational opportunities.

Objective 5.4 Monitor the costs of programs and services. The Division should augment programs and services as demand increases. Staff should monitor resource allocation, spending, and cost recovery. Proper education of staff will help keep costs in-line. Program and services employees should be routinely observed and changes should be made to meet present needs. Future programs and services’ costs should be identified and analyzed.

Goal 6: Enhance Division Efficiencies

Objective 6.1 Improve internal and external communication about division activities, events and services. The Division should increase the use of a number of effective marketing tools and strategies actively

promoting parks and recreation services in the community. These tools can include email, social media, websites, flyers, newsletters, and street banners. The Division should consider bringing back the Parks and Recreation Guide. This comment was made throughout the public outreach effort. In addition, the Division should review marketing efforts on a regular basis and explore additional partnerships that will further enhance the Division’s communication and marketing efforts within the community.

Objective 6.2 Keep up with increasing demand by increasing staffing properly. As facilities, programs, and services are enhanced, it is necessary to have appropriate staffing levels. This may necessitate new positions.

Goal 7: Expand Financial Opportunities

Objective 7.1 Investigate supplementary funding sources. Funding sources should be researched and matched with potential improvements. Sources such as donations, grants, sponsorships, fees, and naming rights are some examples of what should be considered. Previous sponsors should be frequently communicated with to maintain the association and leverage previous investments.

Objective 7.2 Create a best practice pricing model. Develop a pricing process to regulate a consistent technique of pricing and services throughout the Division. A resource allocation and cost recovery procedure should be based in values, vision, and the City mission, while generating positive revenues to support the City’s park system. Success and effectiveness should be reviewed yearly.

Objective 7.3 Study prospects to grow private sponsorships. The Division should continue to grow sponsor partnerships for special events, activities, and programs. Present and future sponsorships should be encouraged to continue their support.

Objective 7.4 Track grant and charitable opportunities. New grant opportunities for programming, facility improvements, and connectivity enhancements should be sought after and this includes at the federal, state, regional, and local levels. The Division may want to contemplate hiring a new position or contracting with a dedicated grant writer to explore, propose, and follow grants.

Goal 8: Construct New Park Facilities

Objective 8.1 Study additional land acquisition and development funding for new parks. Utilize the GDA findings to identify where gaps in distribution and quantities exist. Based on state standards of equity, utilize the park gaps and facility deficiencies in this Master Plan to determine what new parks may be needed, what facilities are missing in the area and the amount of acres the community is short in. Then assign developer impact fees or developer agreements to decrease these deficiencies based the expected population of these new developments. Keep track of available land for purchase or require dedication of lands from developments.

Objective 8.2 Implement existing park design and master plans. For those parks that have already received master planning efforts, design or construction documents, Park and Recreation should work with Public Works to develop capital projects and implement them. Prioritize those within the park gaps first.

5.2 DETAILED RECOMMENDATIONS

5.2.1 Geographic Gaps in Park Facilities

As seen in Figure 5-1, there are a few areas of the city that have gaps in accessibility to park facilities as measured by the goal of a 15-minute walk for neighborhood parks or a 5-minute drive for community parks and special facilities. Several criteria were looked at to ascertain if there were other potential facilities that can be shared; is it near a school, near an accessible Home Owner’s Association park, or near a partner facility. Next it was analyzed if the gap area was next to a City trail, open space, City owned land, other agency owned land, or other vacant land.

Below are detailed descriptions and figures depicting possible locations, using the evaluation criteria above, for parks to assist in filling in the gaps of park facilities.

Area A This area, as seen in Figure 5-2 on page 116, is located north of Route 78, east of El Camino Real, and south of Oceanside Boulevard. There is a sizable residential community here that is lacking in access to park facilities. These are older communities that were built before developers typically built amenities in the subdivisions, and before the Quimby Act. There is a golf course, the El Camino Country Club, in the area with other recreation amenities but it is a private golf course that requires membership fees, therefore, this is not considered a public asset. It is recommended that the city look into park opportunities in one or both of the areas shown in greater detail in figure 5-3. Both of these areas are under private ownership, but are relatively flat on top of the canyon, and have good access to the street system. Potential site A1 is 238,962 SF in size. Potential site A2 is 78,907 SF. Area B

Area B is south of Mesa Drive, North of Oceanside Boulevard, east of College Drive, and west of Melrose Drive. It is a large area and is a mixture of residential, commercial, and public institution. On Figure 5-4 on page 118, there are three areas that could be potential locations for new parks and a potential trail system connecting the three parks with the surrounding community. Area B1 is 839,683 SF in size. It is a combination of flat and rolling terrain. Area B2 is 615,840 SF in size and is a combination of rolling hills and flat terrain. Area B3 is much smaller in size at 26,590 SF and is owned by Vista Unified School District.

Potential site area B4, as seen in figure 5-6, is a proposed trail connection to the park located along Avenida De La Plata. This would connect this park deficient area to this park.

Site area B5, as seen in figure 5-6, is the existing Temple Heights Elementary School. There does not currently exist an MOU for the public to access its facilities. It is recommended that an MOU be put in place so that the community can access its recreation facilities. Facilities at this school include basketball courts, playgrounds, handball courts, multi-purpose fields, and foursquare courts.

Potential site areas B6 and B7, as seen on figure 5-7, are located next to a residential area and commercial area. Area B6 is mostly flat in terrain, is well connected to the neighborhood street system, and is 13,357 SF. Area B7 is also mostly flat and is 67,711 SF. It is owned by the Regency Hills Association.

Area C Area C is south of 76 and east of Melrose Drive, as seen in Figure 5-8 on page 122. The residential area is next to a large portion of open space. Potential Site Area C1, owned by the State of California, is at the intersection of Spur Avenue and Belmont Park Road and is 129,167 SF. There is some slope to this terrain but with some minor grading, amenities can be developed. It is also recommended that trails be developed throughout this area.