Gretchen Shepherd Romey, Mayor Ken Ude, Vice Mayor Steven ... Manager/San... · current City...

STRATEGIC PLAN CRITICAL SUCCESS FACTORS

• Engaged and Connected Residents• Efficient, Responsive, and Effective City Services• Safe Community• Fiscally Responsible and Transparent City Government

BACKGROUND

Historically, San Marino’s recreation program has been a traditional fee-for-service operation, heavily focused on youth and contract class offerings, with a few key community events and a small smattering of adult and active adult activities. As a result of direction given almost 20 years ago in 2001, the department has focused on programming that returns at least a 70% cost recovery and has been successful every year. Since community-building programs are typically expensive with little revenue in return, this has had the unfortunate side effect of rendering the San Marino recreation program largely individual-focused. Since the cost recovery mandate left little room for error in terms of generating revenue (the national average for cost recovery, calculated in the same manner that San Marino has used, is approximately only 27% - significantly lower than San Marino’s), the program also became understandably risk averse when it came to offering new programming that might not be immediately successful. This lack of creativity in programming, the emergence of a desire for more community building, and questions about the City’s recreation-related spending led to a push for an overhaul of the San Marino recreation program.

This discussion about the future of recreation programming has been going on since prior to the current City Manager’s arrival in San Marino in 2017. The June 2018 discussion at the City Council level culminated in the formation of a Blue Ribbon Committee, with members appointed by the Council from the community. In October 2018, the Committee presented its recommendations. In further discussions with the Committee about its recommendations, there

TO: Mayor and City Council

FROM: Marcella Marlowe, Ph.D., City Manager

BY: Josette Espinosa, Interim Community Services Director Robert Zubiate, Management Analyst

DATE: April 24, 2020

SUBJECT: REVIEW AND APPROVAL OF PROPOSAL FOR RE-ENVISIONED RECREATION PROGRAMMING

Gretchen Shepherd Romey, Mayor Ken Ude, Vice Mayor

Steven W. Huang, DDS, Council Member Susan Jakubowski, Council Member

Steve Talt, Council Member

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was general agreement among the Committee, the Recreation Commission, and staff that a professionally-conducted survey was needed. As a result, in 2019, the City Manager signed an agreement with GreenPlay, a nationally recognized company that operates as a consortium of experts to help agencies enhance their parks, recreational services, open spaces, and other related programs. GreenPlay was chosen to develop and execute a Recreation Needs Assessment survey that would be distributed to residents to gain information. GreenPlay distributed two surveys throughout the month of October 2019. One survey was sent to a random sample of San Marino residents via mail in order to secure the statistically valid survey requested by the Blue Ribbon Committee and Recreation Commission. The mailed surveys required respondents to have a San Marino address and gave them a one-time passcode if the respondent preferred to submit an online version of the survey. A second survey was opened online for all members of the community to submit responses. Both surveys closed on October 28, 2019. The results from the Recreation Needs Assessment survey were returned to staff in January 2020. A community meeting was held on January 23, 2020 to present the findings of the survey to San Marino residents, and the formal presentation to City Council occurred on January 31, 2020. The findings of the survey were not intended to establish a course of action, but instead to serve as a guide for staff in developing a recommendation for the future of recreation programming. As such, staff has continued to engage in dialogue with GreenPlay, Blue Ribbon Committee Members, Recreation Commissioners, and other members of the community. Such discussion has yielded this phased-in proposal for the future programming of recreation in the San Marino community. Staff extends its gratitude to the Council’s Recreation Liaisons, Vice Mayor Ude and Council Member Talt, for their contributions and support. DISCUSSION Putting together a comprehensive proposal for a revised recreation program is a difficult task. Different portions of the community are looking for different things, and even staff members and Council Members may not have the same end result in mind. The fact is that one proposal will not, and cannot, satisfy all. The goal is to meet somewhere in the middle and still have a vibrant Community Services Department. In offering this first discussion to the City Council, staff has chosen to defer most heavily to the results of the community survey, while still incorporating – as much as possible – the perspectives of Blue Ribbon Committee Members, Recreation Commissioners, Council Members, and our own professional expertise of industry standards and best practices. Some preferences are, unfortunately, mutually exclusive and staff again chose to let the community’s voice from the survey guide our way.

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Contrary to what we might have anticipated, major findings in both the GreenPlay survey and the Blue Ribbon Report were clear that the community wants more recreation. We look forward to guidance from the City Council if there are areas where a different goal might be pursued or a different voice might be prioritized. Overall, the survey made clear that recreation is valuable to the quality of life in San Marino; we just need to find the right way to offer it. Ultimately, staff’s goal is to propose a San Marino recreation program that is more innovative and entrepreneurial in nature, and more in line with what the community wants in a “real time” manner. Challenges There are several challenges to contend with, and we have offered recommendations for the Council’s consideration.

1. San Marino Center and Preschool & Before/After School Programs As discussed elsewhere, staff is recommending that the San Marino Center be renovated into a robust community center that would also house recreation staff, much like the Crowell Public Library is a robust gathering place that also houses library staff. There are many reasons for this recommendation, including the creation of a true community services “campus,” the difficulty in fully utilizing the current Stoneman site, and the initial sentiment that recreation become more focused and pared down in its offerings. While we continue to believe that this is the right answer, it does create other issues. Because of its smaller size and lack of outdoor play area, current offerings like preschool and the before/after school programs will not be possible at the San Marino Center. Our recommendation for preschool is to utilize a third-party organization to provide a full-day, fully licensed, and high quality preschool. This will ensure that the San Marino community has an enhanced resource available to them and removes the potential liability and extensive staffing needs from the City. For the before and after school programs, our proposal is to relocate these to school sites. This will require a joint use agreement with San Marino Unified School District. Relocating to the schools will be the only avenue to continue to provide this program, which has 100% San Marino residents and a full cost recovery. In preliminary discussions with the SMUSD Superintendent, given the current COVID-19 climate, the District is not prepared to make commitments related to this. It is also always possible that the District will elect to pursue its own contract with a before-and-after-school-program provider, which would eliminate the need for a City-sponsored program.

2. Stoneman

The future of Stoneman School has been discussed in the community for quite some time. It is an old facility, with many deferred maintenance needs. It is also remarkably large and portions of it are potentially historic. Finally, it is a school intended for young children, so the bathroom facilities, etc., are sized for that purpose. Our recommendation is that the City vacate its use of Stoneman. Although not tied to this recreation recommendation,

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ideas for Stoneman include leasing it out, selling it as-is, or subdividing it and working with a developer to create residential and/or commercial units.

3. Rental Use and Revenue A significant portion of the revenue generated by Recreation, and a key part of our cost recovery strategy, has been facility rentals. The two facilities that generate the most revenue are Stoneman and the San Marino Center. We rent portions of Stoneman to many different groups, including a local church and the Chinese Club. The San Marino Center is used for a Bridge Club, Garden Club, City Club, and other private rentals. Vacating Stoneman and relocating our recreation staff and programs to the San Marino Center impacts our ability to use both as rental facilities. As such, we might have a potential disruption to long-standing groups and we would likely see a reduction in revenue. However, we recommend applying any eventual revenue generated by actions taken with regard to Stoneman to offset these losses.

4. Program Net Cost

The tension between cost and programming always exists. On the one hand, some view recreation as a revenue-generating operation and express concern when costs seem “too high.” As an example, one of the findings suggested by the Blue Ribbon Committee was to limit Recreation’s net cost to the equivalent of 1% of revenue, or just under $300K per year. (For informational purposes, in our audited financial statement from FY 2018-19, the net cost was $492,502, or just under $500K.) Not every member of the Blue Ribbon Committee agreed with this, but it was indeed included in the report. We have also previously heard the suggestion that recreation programming be 100% cost recovered, which would mean that the net cost would be $0. If revenue is the top priority, programs such as well-established contract classes, preschool, and facility rentals are key. If these programs are removed or decreased, then the net cost of recreation will increase significantly. On the other hand, others view recreation as the City’s responsibility to bring people together and offer quality of life services. In this view, programming skews more towards community events as opposed to fee-for-service classes, seniors (called “active adults” here), health and wellness, and creative pop-up events. These types of programs traditionally have little revenue for a variety of reasons, but typically because significant fees are not usually charged. Increasing programs in these areas will cause the net cost of recreation to increase. Based on the results of the survey, the community appears to prefer the latter perspective. As a result, staff has tailored our recommendations towards broader community building programming with a lower cost recovery threshold. We could, of course, charge significant fees for these activities, but that might negatively impact participation.

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Overview of Recommendation From a management and leadership perspective, continual community and internal auditing will be implemented in order to ensure that programs are meeting the needs of our changing community. These tools are imperative to ensure all community services stay relevant, are cost effective, and continue to be valued by the residents. They will also yield critical insight about which programs and classes to discontinue that no longer fit the criteria our residents’ desire. In terms of programming, staff’s recommendation is a broader, yet more focused, slate of programming to include:

• Expanded programs for underutilized City treasures such as Lacy Park, the Old Mill, and the Crowell Public Library;

• Expanded community event programming; • Drop-in programs, virtual programming, and culturally relevant content; • Increased young adult, adult, and active adult activities to complement the youth

programs; and • Health and wellness emphasis for community members of all ages.

In terms of programming fees, staff recommends an immediate increase in fees. For residents, fees for programs that continue will have an 8% increase from the current fee. For non-residents, instead of a flat $5 extra cost, programs will be 16% higher than the current fee. Changing the fees will help us to stay in line with increasing cost recovery desires and bring added value to the community. Finally, in terms of community relationships, a robust recreation program must develop strategic community partnerships. This will allow for increased visibility, engagement with community stakeholders, and ultimately elevate the quality of recreation in the City of San Marino. Staff anticipates deepening our relationships with the San Marino Unified School District, the Chinese Club, and the Huntington Library, Art Museum, and Botanical Gardens, to name a few. Process and Timeline The 2020 vision for recreation programming in the City of San Marino is one of traditional values, transformative programming, increased collaboration with community partners and dynamic wellness initiatives. Much like the notable figures of San Marino’s past, Huntington, Patton and countless others, we are at a point in history where how we proceed forward will shape the daily lives of our residents for generations. We have been given the opportunity to reimagine what cultural enrichment can look and feel like and have laid out strategic steps to achieve, what we believe, will be award worthy programming. These recommendations have been influenced by many years of professional experience, insight to national trends and resources, and a true passion for improving the quality of life of every community member. Achieving a complete program overhaul does not happen overnight. Since the proposal assumes a move into a renovated San Marino Center, the transition period is likely to take approximately

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two years, with the new program fully operational in Year 3, which would be FY 2022-23. Although this proposal describes the fully robust recreation program (Phase 3), we acknowledge that a phased-in approach will be necessary. Accordingly, staff proposes a three phase progression, as follows:

Phase 1 – FY 2020-21 • Design work underway for San Marino Center renovation• Continue current programming at Stoneman and/or San Marino Center• Initiate programming at Lacy Park and Crowell Library

Phase 2 – FY 2021-22 • Construction underway for San Marino Center renovation• Continuing Stoneman/San Marino Center programming either occurs at Stoneman (if still

available) or at an alternate site (Lacy Park, SMUSD site, etc.) – temporarily reduceprogramming, if needed for space reasons

• Programming continues, and continues to expand, at Lacy Park and Crowell Library• Initiate programming at Old Mill and SMUSD sites

Phase 3 – FY 2022-23 • Move recreation programming and staff into San Marino Center• Discontinue use of Stoneman, if still being utilized• Expand to full offerings at San Marino Center• Audit and expand programming at Crowell Library, Lacy Park, Old Mill, and SMUSD sites

The program areas are described in Attachment 1. Attachment 2 provides a summary of all of the programming that will occur (presented by program area), how the programming will be phased in, and our best projection of the anticipated revenues and expenditures. Attachment 3 compiles all of the financials on one page. For more detail on each program, Attachment 4 offers some in-the-weeds information.

FISCAL IMPACT & PROCUREMENT REVIEW

There is no fiscal impact or procurement review applicable at this time.

However, the budget will be impacted in the future, depending on the direction given by the City Council. The first review by the City Council of the potential budget impact will be at next month’s budget meeting. The projected budgets for the transition years (FY 2020-21 and FY 2021-22) are difficult to pin down. As a result, we are focusing our budget projections on Phase 3 (FY 2022-23), which is when we expect the new programming slate to be fully operational. Please find that information in Attachments 2 and 3.

Ultimately, we believe that the survey tells us that the majority of the community wants Recreation to serve the same function as the Library – a gathering place that sponsors community-building events and offers a safe space for San Marino residents to connect, learn, and enjoy the community. According to our FY 2018-19 audited financial statement (the same one

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referenced about Recreation earlier in this report), the Library’s total net cost was $1,356,131. The higher net cost compared to Recreation has given the Library a wonderful ability to be creative, offer exciting programming for free, take risks with new programs, and adapt with the community. Our recreation program looks forward to those same opportunities in the future, in a similarly beautiful newly renovated facility.

Given the decision to align with the survey results (prioritizing community-building program over reducing expenditures and increasing revenues), the net cost for recreation programming is expected to decrease from approximately $493K to about $482K. There are ways to decrease that number further, should the Council prefer: sponsorship opportunities for community-wide events are plentiful, the frequency of activities can be decreased, and the quality of materials and vendors doesn’t always need to be top-notch.

LEGAL REVIEW

The City Attorney’s Office has reviewed this report and approved it as to form.

RECOMMENDATION

Staff recommends that the City Council discuss the re-envisioned Recreation Programming Proposal. If the City Council supports the proposal, direction should be provided to staff to incorporate Phase 1 of the re-envisioned program into the Community Services Department’s FY 2020-21 Draft Budget and continue to fine tune the programming and phases. The City Council will have the opportunity to review the proposed budget in detail at a later budget meeting.

If the City Council concurs with staff’s recommendation, an appropriate motion would be, “I move to direct staff to incorporate Phase 1 of the re-envisioning proposal, as discussed and supported by the City Council on April 24, 2020, into the Community Services Department’s FY 2020-21 Draft Budget.”

ATTACHMENTS

1. Summary of Program Areas2. Overview of Programming Proposals by Program Area - financials estimated for Phase 3

(FY 2022-23), when program is expected to fully operational3. Full Program Estimated Financials for Phase 34. Detailed Description of all Programming Proposals by Program Area

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SUMMARY OF PROGRAM AREAS

YOUTH PROGRAMS

Youth programming is imperative to the mental and physical well-being of the youth within the City of San Marino. Through enrichment activities, sports, and other programs, youth are able to advance themselves academically, physically, and mentally. The opportunity for youth to take on part-time positions within their own city through Recreation will also enable them to grow professionally.

ADULT PROGRAMS

The majority of adult offerings take place through the Crowell Public Library. Adult programming helps individuals engage with one another in a variety of environments to enhance themselves or to simply partake in leisurely activities. Future adult offerings will supplement these current activities with semi-structured and virtual formats due to the changing cultural landscape. This will provide flexibility for those who may have busier lives or who simply want to participate at times that are more convenient for them. As a cost-effective measure, we will couple these offerings with our collection of contract classes (see below).

ACTIVE ADULT PROGRAMS

Current active adult programing consists of strategic partnerships to offer relevant services and resources to our aging population. San Marino active adults serve in many positions within city government and community organizations that have proven indispensable. Recreation recognized the need to increase activities and explore dynamic opportunities so these individuals can interact with their community on a larger scale. Our aim is to enhance the health and wellness of the active adult population within the City of San Marino.

SPECIAL EVENTS

Special events hold immense value to our community because they bring out families, individuals, and visitors in a setting in which strangers becomes neighbors. Special events are an opportunity to energize entire groups of people, whether for a ceremony, a celebration, or to break out of the humdrum of the everyday. One of the most resounding comments from the community is that residents enjoy special events and they want to see more events by the Recreation Division. Special events are transformative agents to bring separate houses, neighborhoods, and persons to be a part of the collective City of San Marino.

Staff will coordinate regular meetings with representatives from community groups, such as City Club, Rotary Club, and SMUSD, to create a master calendar and explore partnership opportunities. This strategy will outline what events are occurring and will mitigate the chances that events will occur at the same time. The Recreation Division is also exploring the possibility of sponsorship opportunities to enhance collaboration of community partners and potentially reduce event costs.

CONTRACT CLASSES

Contract classes allow residents to choose from a wide variety of topics and sessions that cater to their individual tastes. The Recreation Division prides itself on offering tailored classes to meet the high-level expectations of the San Marino community.

ATTACHEMENT 1

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Recreation aims to continue to offer up-to-date and culturally-relevant classes in order to ensure that the unique personalities of our community feel welcomed and heard. Additionally, Recreation will continue to explore partnerships with existing San Marino organizations to teach courses.

Furthermore, past financial data shows that contract classes are another revenue-generator for the City of San Marino. Due to high participation numbers, Recreation recognizes the positive impact of classes on our residents’ health and wellness. The selection and variety of contract classes depends largely on the spaces that are available. For example, Stoneman School allows for more educational and intimate classes to take place. Whereas, classes taught at the San Marino Center or Lacy Park are less intimate but more active.

AQUATICS

We believe there is a desire by the community to continue offering an aquatics program as an avenue of employment for our youth, a staple of the Southern California lifestyle, and an opportunity to maintain physical fitness. Families and persons of all ages are able to access the pool during the summer months through the Recreation Division’s Aquatics Programs. Historically, financial data and participation figures indicate that the aquatics programs are not well-attended and are not high cost-recovery. However, Recreation has found a viable option through a third-party contractor to cost-effectively offer aquatics and also found marketing avenues to increase participation.

ADMINISTRATION

The functions of full-time and part-time personnel are crucial to ensuring the efficient day-to-day operations of the Recreation Division. An essential core group of full-time staff develop and execute a wide scope of community services for the benefit of San Marion residents. Effective training is critical to the success of any division. Recreation will continue to explore opportunities for all staff to be abreast of the latest developments in the profession. Personnel also support the Recreation Commission and City Council who provide directives and decisions for Recreation.

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YOUTH PROGRAMS

PROGRAM/ACTIVITY LEVEL NOTES REVENUES EXPENDITURES NET

Family Life Enrichment (Preschool & Toddler Programs)

2

Ages 0 - 5 -Continue current preschool program in Phase 1-Transition to 3rd-party administrator beginning in Phase 2-Continue to offer other toddler classes (not preschool)

$29,106 $92,239 ($63,133)

Education Enrichment (Before/After School Care) 2

Ages 5-12 -Continue current program in Phase 1-Relocate all activities to SMUSD sites beginning in Phase 2

$203,700 $227,406 ($23,706)

Camp Lacy 2 Continue to offer $163,904 $137,864 $26,040

Playdates at the Park 1 -Introduce in Phase 1-Full cost recovery, with surplus revenue likely $4,796 $3,461 $1,335

Story Walk 1

Ages 0 – 5 in Phase 1 -Expand to other age groups in subsequent years-One time cost only ($6,000) requested in Library budgetfor FY 20-21

N/A N/A N/A

After School Teen Pilot Program 2

Introduce in Phase 2 (develop in Phase 1) -Charge a minimal fee to cover the costs of the 2 part-time staff we currently use to supervise the large groupthat congregates in the Library; in return, the city willoffer eSports competition video games.-Programs such as these take time to develop a following.Membership may be slow the first year, but should achievea 70% cost recovery margin by Year 3, if not sooner.

$22,050 $27,384 ($5,334)

Youth Commission 3 Introduce in Phase 2 (develop in Phase 1) -Staffing costs to support the Commission (agendas, etc.) $0 $4,789 ($4,789)

Community Services w/ SMUSD 3

-Proposed partnership with SMUSD-City pays for part-time staff; grants might offset costs-Partnership will allow for multi-generational mentoring,community service hours, and more

POSSIBLE COST SAVING OPTION: -Reduce staff hours

$0 $6,967 ($6,967)

Youth Health & Wellness Fair 1

Introduce in Phase 2 (develop in Phase 1) -Partnership between City and SMUSD-Cost includes part-time staff for Fair day only

$0 $2,316 ($2,316)

TOTALS FOR PHASE 3 $423,556 $502,427 ($78,871)

LEVEL (PYRAMID OF PRIORITIES)

1 = Community for Community 2 = Community for Individual 3 = Individual Benefit

ATTACHEMENT 2

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ADULT & ACTIVE ADULT PROGRAMS


Trips & Excursions 3 Active Adults Continue and enhance $27,543 $58,877 ($31,334)

Smarter Living Series 3 Active Adults Enhance with a published “Resource and Support Guide” $0 $2,236 ($2,236)

Drop-In Kickball Pilot Program 2

Adults -Introduced in Phase 1-Full cost recovery

Provided via contract instructor, so costs are included in Contract Classes program area

Paint Nights 3

Adults -Introduced in Phase 1 by Library-Additional enhancements with Recreation in Phase 2-Cost entails staffing

Included in Library budget

Social Enrichment 2

Adults -Proposing quality programs for active seniors,professional speaker series, music, dance

POSSIBLE COST SAVING OPTIONS: -Sponsorships by local businesses and/or communitymembers-Reduce the number of offerings

$0 $10,802 ($10,802)

Drop-In Programs 2 Adults-Yoga -Introduced in Phase 1-Full cost recovery

Provided via contract instructor, so costs are included in Contract Classes program area

Technology Education Series Enhancement 3

Active Adults- Enhancement to the Smarter Living Series -Introduced in Phase 1-Cost includes part-time staff and a technologyprofessional on limited occasions

$0 $2,316 ($2,316)

Wellness Checks 3

Active Adults - Aging Community -Introduce in Phase 2 (develop in Phase 1)-Extent of offerings contingent on Council’s approval

POSSIBLE COST SAVING OPTIONS:-Virtual check-ins only (would limit to only seniors withcomputers or smartphones)

$0 $4,659 ($4,659)

TOTALS FOR PHASE 3 $27,543 $78,889 ($51,346)



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COMMUNITY EVENTS


All City Track Meet* 1 Continue to offer $6,050 $9,983 ($3,933)

Independence Day Celebration** 1 Continue to offer $55,000 $64,855 ($9,855)

Memorial Day 1 Continue to offer $0 $7,475 ($7,475)

San Marino Summer Concert Series 1

-Introduced in Phase 1-Proposal includes three concerts

POSSIBLE COST SAVING OPTIONS:-Sponsorships by local businesses and/or communitymembers -Reduce the number of concerts-Reduce the quality of the bands

$0 $19,072 ($19,072)

Movie In the Park 1 -Introduced in Phase 1 $500 $1,918 ($1,418)

Flashlight Egg Hunt 1 -Introduced in Phase 1 with a broader age group-Replaces current egg hunt with enhancements $3,000 $8,169 ($5,169)

Lacy Park Community Camp Out 1

-Introduced in Phase 1

POSSIBLE COST SAVING OPTIONS:-Increase admission fees-Adjust the event timeframe to a more cost-effectiveseason (could have weather implications)

$2,800 $6,522 ($3,722)

TOTALS FOR PHASE 3 $67,350 $117,993 ($50,643) *Includes 281 Restricted Donations Fund**Includes 104 Fourth of July Fund



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CONTRACT CLASSES


Contract Classes 2

Examples of current Contract Classes that will continue to be offered are: -Chinese Language Immersion-Musical education-Computer programming-Musical theater

$165,810 $166,151 ($341)

Drop In Classes (Based on Community Input) 2

Introduced in Phase 1 -Examples include: Yoga, Mandarin virtual chat, Dance,eSports, Tennis

-Full cost recovery-Offerings will depend largely on the available spaces andvenues to host classes with the goal to bring more to LacyPark and the Crowell Library

Included in estimate



TOTALS FOR PHASE 3 $165,810 $166,151 ($341)



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AQUATICS


Aquatics 3 Continue to offer in-house in Phase 1

Aquatics 3

Contract out with 3rd Party vendor in Phase 2 -This is a high-risk and expensive program that will bereduced and contracted to an outside responsible poolmanagement company

$28,747 $68,111 ($39,364)

TOTALS FOR PHASE 3 $28,747 $68,111 ($39,364)



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ADMINISTRATION


Facility Rentals --

Phase I Availability -Stoneman-San Marino Center-Crowell Public Library-Lacy Park

Facility Rentals --

Phase 2 Availability -Stoneman (tentative, depending on Council’s planforward with Stoneman)-Crowell Public Library-Lacy Park

*San Marino Center not available for rentals due toconstruction

Facility Rentals* --

Phase 3 Availability -Crowell Public Library-Lacy Park-San Marino Center (dependent on available space)-Stoneman (unlikely, depending on Council’s plan forwardwith Stoneman)

$3,600 $63,124 ($59,524)

TOTALS FOR PHASE 3 $3,600 $63,124 ($59,524) *Includes 105 San Marino Fund



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SUMMARY OF ALL PROGRAMMING PROPOSALS

PROGRAM/ACTIVITY PHASE 1 NET PHASE 2 NET PHASE 3 NET LEVEL

Family Life Enrichment $129,745 ($63,133) ($63,133) 2

Education Enrichment ($22,397) ($23,706) ($23,706) 2

Camp Lacy $26,444 $26,040 $26,040 2

Playdates at the Park $889 $1,107 $1,335 1

Story Walk This program is included in the Library’s budgets as part of an enhancement to the already-existing Story Time. Approximately $6,000 is budgeted for guide posts in FY 20-21 for this program. 1

After School Teen Pilot Program ($7,384) ($6,384) ($5,334) 2

Youth Commission ($2,302) ($4,789) ($4,789) 3

Community Services w/ SMUSD ($6,950) ($6,967) ($6,967) 3

Youth Health & Wellness Fair ($2,270) ($2,316) ($2,316) 1

Trips & Excursions ($29,908) ($31,334) ($31,334) 3

Smarter Living Series ($2,200) ($2,236) ($2,236) 3

Drop-In Kickball Pilot Program Program included with Contract Classes and is expected to be a full cost-recovery activity 2

Paint Nights This program is included in the Library’s budget and therefore not reflected in this report. The anticipated impact is expected to be de minimis. 3

Social Enrichment ($10,710) ($10,802) ($10,802) 2

Drop-In Programs Program included with Contract Classes and is expected to be a full cost-recovery activity 2

Technology Education Series Enhancement ($2,270) ($2,316) ($2,316) 3

Wellness Checks ($4,567) ($4,659) ($4,659) 3

All City Track Meet ($3,817) ($3,933) ($3,933) 1

Independence Day Celebration ($9,855) ($9,855) ($9,855) 1

Memorial Day ($7,302) ($7,475) ($7,475) 1

San Marino Summer Concert Series ($19,072) ($19,072) ($19,072) 1

Movie In the Park ($1,418) ($1,418) ($1,418) 1

Flashlight Egg Hunt ($5,120) ($5,169) ($5,169) 1

Lacy Park Community Camp Out ($3,655) ($3,722) ($3,722) 1

Contract Classes $67,789 ($58,185) ($341) 2

Aquatics ($105,604) ($39,364) ($39,364) 3

Facility Rentals $25,552 ($30,660) ($59,524) --

LEVEL (PYRAMID OF PRIORITIES) 1 = Community for Community 2 = Community for Individual 3 = Individual Benefit

ATTACHEMENT 3

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YOUTH PROGRAMS

1 Family Life Enrichment (Preschool and Other Toddler Programs, Ages 0 – 5)

Description

Children up to the age of five are eligible to participate in a variety of classes at the Stoneman School. These classes foster and encourage socialization, teach and increase cooperation, and enhance listening skills. Children are engaged in activities that provide them with a solid educational foundation.

Frequency and Duration Most classes meet monthly, Monday – Friday, throughout the year. Tiny Toddlers is a monthly program, meeting Monday – Friday, August – May. Classes are currently offered from 9 AM to 12 PM.

Participation FY 17-18 FY 18-19 FY 19-20 Est.

R: 701 NR: 1,644 R: 556 NR: 1,297 R: 368 NR: 878

Anticipated Fiscal Impact Phase 2: Limited Offerings or potential

Lease agreement

FY 20-21 (PHASE 1) FY 21-22 (PHASE 2) FY 22-23 (PHASE 3)

$129,745 ($63,133) ($63,133)

2 Education Enrichment (Before/After School Care, Ages 5 – 13)

Description Students in San Marino Unified School District may participate in Before School activities at individual school sites and/or After School activities that take place at the Stoneman School.

Frequency and Duration Monday through Friday while SMUSD is in session. Daycare opportunities are also made available for holidays.


R: 1,172 NR: 0 R: 1,615 NR: 0 R: 1,504 NR: 0

Anticipated Fiscal Impact Phase 2: Moved to SMUSD sites

and/or San Marino Center


($22,397) ($23,706) ($23,706)

3 Camp Lacy (Summer Camps)

Description

Camp Lacy offers an exciting blend of activities and experiences with a non-competitive approach to summer Camp Lacy is for children entering K – 8th grade. Participants are given the opportunity to learn age appropriate activities. The recreational programs help participants promote their physical and mental wellbeing, and confidence.

Frequency and Duration Weekly sessions with morning and afternoon options from June 1 through July 31


R: 683 NR: 296 R: 549 NR: 235 R: 250 NR: 106

Anticipated Fiscal Impact FY 20-21 (PHASE 1) FY 21-22 (PHASE 2) FY 22-23 (PHASE 3)

$26,444 $26,040 $26,040

ATTACHEMENT 4

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4 Playdates at the Park (Ages 1 – 5)

Description

Currently, all of the offerings at Recreation involve registration and scheduled sessions that may not fit well in the lives of busy families. Therefore, we propose the creation of Playdates at Lacy Park. The Playdates would be a drop-in offering in which families would pay a nominal fee and children would socialize with one another in a semi-structured, monitored environment.

Frequency and Duration Weekly dates and times would be selected during the spring and summer months to provide families different options during which they may attend. (Estimated 48 classes)


$889 $1,107 $1,335

5 After School Teen Pilot Program

Description

The Crowell Public Library is one of the prized facilities in the City of San Marino; however, it struggles to accommodate the surge of students from neighboring schools when students are released from classes. We propose the establishment of an After School Teen Pilot Program in the Barth Community Room. Students will participate in a multitude of activities that cater to the interests of the modern generation (e.g. e-sports, Chinese-language game competitions, nutritious culinary lessons, etc.). Students would pay a nominal fee for the Center and would be required to participate in the Center’s activities if they choose to remain at the Library. This will help alleviate the negative impact on patrons who enjoy the Library and the burden on staff to monitor the behaviors of the students. We plan on expanding these offerings year-to-year by strategically partnering with community organizations.

Frequency and Duration Monday through Friday from 2:50 PM to 6:00 PM on Regular Days or 12:30 PM to 4:00 PM on Minimum Days while SMUSD is in session


($7,384) ($6,384) ($5,334)

3-18

3

6 Story Walk

Description

The Crowell Public Library holds a special place in the heart of the community and recognizes the impact it can have on residents. As a new program, the Library devised Story Walk. This program would revolve around Lacy Park in which guideposts would be covered with sections of a chosen book or other piece of literature. Library staff would walk children by each post and read aloud the story. This program strives to encourage reading in children but also physical activity in a stimulating environment. Recreation would also utilize the posts by placing instructional diagrams of various exercises and poses so passersby’s can also engage themselves in physical activities.

Frequency and Duration Several sessions that occur throughout the year, frequency to be determined


This program is included in the Library’s budgets as part of an enhancement to the already-existing Story Time. Approximately $6,000 is budgeted for guide posts in

FY 20-21 for this program.

7 Youth Commission

Description

Staff proposes the establishment of a Youth Commission to serve as an advisory body to the City Council on matters pertaining to youth within the City of San Marino. A previous recommendation was made to place individual youth members on each of the existing Boards and Commissions. However, comments from the community and City Council pointed out that some of the advisory bodies require specialized knowledge or experience to make sound decisions. The Youth Commission would host several community events (e.g. tree planting, community service days, etc.) and allow youth in the City to engage in a forum designed for their unique voice.

Commissioners would be from the ages of 13 through 17 and must be residents within the City of San Marino. The Commission would be composed of five members serving staggered two-year terms. A full-time staff member would act as a liaison to the Youth Commission.

Frequency and Duration Commissioners would meet on a monthly basis


($2,302) ($4,789) ($4,789)

3-19

4

8 Robust Community Services Program with SMUSD

Description

The City of San Marino is exploring additional areas to work more closely with the San Marino Unified School District to identify community service opportunities within the City that students can apply for to satisfy the requirements of service hours. This proposal seeks to help students fill in community service hours and allow them to graduate with real-world work experience, in addition to a better understanding of municipal government.

Frequency and Duration Opportunities would be provided throughout the year, depending on the activities occurring throughout the City

Anticipated Fiscal Impact Note: Dependent on further

discussions with SMUSD


($6,950) ($6,967) ($6,967)

9 Youth Health & Wellness Fair

Description

A yearly event, planned in conjunction with SMUSD and their health and wellness partners. The event would be held at San Marino High School and would showcase community resources, nutritional workshops, fitness, and wellness components.

Frequency and Duration Annually

Anticipated Fiscal Impact Note: Dependent on further

discussions with SMUSD


($2,270) ($2,316) ($2,316)

3-20

5

ADULT PROGRAMS

10 Social Enrichment (Adults)

Description

The majority of adult offerings take place through the Crowell Public Library. Adult programming helps individuals engage with one another in a variety of environments to enhance themselves or to simply partake in leisurely activities, such as educational talks or conversations in Mandarin. Future adult offerings will supplement these current activities with semi-structured and virtual formats due to the changing cultural landscape. This will provide flexibility for those who may have busier lives or who simply want to participate at times that are more convenient for them. As a cost-effective measure, we will couple these offerings with our collection of contract classes.

Frequency and Duration Trips occur throughout the year approximately once a month


Do Not Collect Do Not Collect Do Not Collect


This program is included in the Library’s budget and therefore not reflected in this report.

11 Trips and Excursions (Active Adults)

Description

The Community Services Department offers a variety of daytime excursions to anyone of 55 years of age or older to some of Southern California’s finest museums, theaters, and landmarks. Trip expenses are covered primarily by admission fees.

Frequency and Duration Trips occur throughout the year approximately once a month


R: 141 NR: 214 R: 81 NR: 158 R: 67 NR: 111


($29,908) ($31,334) ($31,334)

3-21

6

12 Smarter Living Series (Active Adults)

Description

As our world evolves so do the ways in which residents live their day-to-day lives. Staff recognized the unique challenges that face our aging population. The Smart Living Series addresses topics such as safety, personal finances, and fraud. While designed for older adults, the Series can be beneficial for residents of all ages.

In addition, staff are exploring the option of creating a resource guide for active adults. Recreation identified the need to provide an outlet to channel resources for adults that address mental health, physical wellness, financial support, or other topics. Research is being conducted to determine the best form of delivery for this service. Delivery options include a resource guide stationed at the Recreation front office, brochures, mailers, and virtual formats.

Frequency and Duration Six sessions that occur throughout the year


73 164 29


($2,200) ($2,236) ($2,236)

13 Drop-In Kickball Pilot Program (Adults)

Description Kickball is back! In response to rising national trends, Recreation will bring back the nostalgic playground game, kickball, as a drop-in program. Individuals ages 18 and over are eligible to participate.

Frequency and Duration Meets once a month during evening hours, May through October


Program included with Contract Classes and is expected to be a full cost-recovery activity

14 Paint Nights (Adults)

Description

An increasingly popular trend in leisurely activities is the paint night. Participants will be able to gather together at either the Schow Patio Garden at the Crowell Public Library or the Old Mill. The program is currently slated to be included in the Library’s FY 2020-21 budget and may be expanded into the Recreation budgets of following years.

Frequency and Duration To be determined, during spring and summer


This program is included in the Library’s budget and therefore not reflected in this report. The anticipated impact is expected to be de minimis.

3-22

7

15 Social Enrichment (Adults)

Description

Community Services would like to offer a wide variety of social enrichment events that bring together the adult population of our community. We propose offering events, such as Jazz Dance Nights, Today’s Travel Trends, and SM Lecture Series (a format similar to Ted Talks). These would help energize the interactions between our adults through a variety of topics and activities. Many of these activities may also be translated into a virtual format.

Frequency and Duration Pilot events would run on a quarterly basis and may be expanded if success is high


($10,710) ($10,802) ($10,802)

16 Drop-In Programs (Adults)

Description

The Recreation Division proposes offering several drop-in programs, such as Yoga at Lacy Park, Walk with a Doc, Zumba, or Bootcamp. These programs may have a nominal fee for participants to mitigate the costs associated with instructors or supplies. A multitude of activities would be offered that cater to the different interests of the adult community, but that also do not conflict with current offerings from businesses or organizations in the City. Many of these activities may also be translated into a virtual format.

Frequency and Duration To be determined


Program included with Contract Classes and is expected to be a full cost-recovery activity

17 Technology Education Series Enhancement (Active Adults)

Description

Comparable to the Smart Living Series, the Technology Education Series seeks to provide knowledge for residents of the older age bracket but with a focus on technology. Many residents are not familiar with rapidly-upgrading smartphones, laptops, smart home devices, and other electronics. The Technology Education Series will work to provide the skills and knowledge of operating everyday electronics in a supportive environment. This enhancement will be coupled with the intergenerational mentorship program in partnership with the Crowell Public Library and SMUSD.



($2,270) ($2,316) ($2,316)

3-23

8

18 Wellness Checks (Active Adults)

Description

We propose the establishment of Wellness Checks, in which volunteers would conduct house visits or phone calls to individuals that sign up for the service. As our population gets older they may be less apt to leave the home. Several members of the community are also home-bound due to illness, physical disability, or other ailments that limit their mobility. This service would work closely with public safety officers to ensure home-bound residents are in safe living situations. Many of these Checks may also be translated into a virtual format.



($4,567) ($4,659) ($4,659)

3-24

9

COMMUNITY EVENTS

19 All City Track Meet

Description

One of the greatest celebrations for families in the City of San Marino is the All City Track Meet, an opportunity for children from ages 7 to 15 to partake in a friendly competition of speed and teamwork. With events ranging from relays to sprints to long jump, children are able to showcase their physical and mental willpower that offers them the chance to move on to regional competitions.

Frequency and Duration Annually within the month of February


R: 356 NR: 0 R: 342 NR: 0 R: 362 NR: 0


($3,817) ($3,933) ($3,933)

20 Independence Day Celebration

Description

One of the, if not the, most loved events is the Independence Day Celebration. The Celebration is a grand community gathering set in the immaculate Lacy Park that features games, activities, food, and a spectacular fireworks show in the evening. This event helps to provide concrete evidence that special events truly can bring a community together and allow for strangers to become neighbors.

Frequency and Duration Annually on the 4th of July


9,319 8,511 9,159


($64,855) ($65,089) ($65,089)

21 Memorial Day

Description

San Marino recognizes the service and impact of military personnel. As such, the City participates in Memorial Day at the Lacy Park War Memorial to remember and honor the military personnel who died while serving in the United States Armed Forces. Events such as this help to convey the solemn nature of the community and helps to unite individuals around a single, powerful purpose.

Frequency and Duration Annually on Memorial Day, the last Monday in May


Do Not Collect Do Not Collect Do Not Collect


($7,302) ($7,475) ($7,475)

3-25

10

22 Egg Hunt

Description

A favorite activity for the little ones is the annual Egg Hunt also set in Lacy Park. Youth are able to dash across the Park grounds in search of hidden eggs filled with treats and trinkets. Although the Hunt itself is quick, children enjoy the occasion to run at the speed of light in an outdoor setting. Additional activities also take place on the sidelines, including face painting, crafts, and other games.

Frequency and Duration Annually within the month of April


1,935 R: 1,363 NR: 1,601 Event Cancelled


This program is modified into Flashlight Egg Hunt.

23 San Marino Summer Concert Series

Description

One of the largest requests from the Recreation Needs Assessment survey was the establishment of a San Marino summer concert series, similar to those executed by the Cities of Manhattan Beach, Santa Monica, South Pasadena, and Beverly Hills. These concerts would feature local bands and musicians of varying genres and may be set in Lacy Park or other appropriate venues. The Recreation Division will explore matching sponsorship opportunities to help mitigate costs.

Frequency and Duration Three concerts during the months of June through August


($19,072) ($19,072) ($19,072)

24 Movie in the Park

Description

A movie in Lacy Park would be a smaller scale special event designed to simply bring residents from their homes and in a cozy, family-friendly environment. Light refreshments and small games would also be provided. Currently, staff project to conduct one showing every year and may increase the number of showings depending on the level of success.

Frequency and Duration One movie during the summer


($1,418) ($1,418) ($1,418)

3-26

11

25 Flashlight Egg Hunt

Description

Staff recognize that the Egg Hunt is a wonderful activity for children who are much younger. However, staff also aim to expand the Egg Hunt and enhance it so youth of older ages can also thoroughly enjoy the festivities. Therefore, staff are proposing that the Egg Hunt be moved to later in the day just before sunset. Toddlers and young children will participate in their own Hunt while the sun is still out. Once the sun sets, the older children will then bring out flashlights and hunt for glow-in-the-dark eggs. Contract instructors will be showcasing their classes throughout the event.

Frequency and Duration Annually within the month of April


($5,120) ($5,169) ($5,169)

26 Lacy Park Community Camp Out

Description

Lacy Park is greatly adored and treasured by the City of San Marino. To further enhance the use of Lacy Park, Recreation proposes the establishment of Camp Out Night in the Park. The camp would be supervised by Recreation staff and permit participants to sleep under the starlit sky. Camping activities and games would be offered in addition to meals.

Frequency and Duration Annually during the summer


($3,655) ($3,722) ($3,722)

3-27

12

CONTRACT CLASSES

27 Contract Classes

Description

Contract classes give participants the opportunity to learn or engage in a wide variety of topics that cater to their individual tastes. Recreation strives to offer a large selection of classes in order to ensure that the unique personalities of the community feel welcomed and heard.

Examples of current Contract Classes that will continue to be offered are Chinese Language Immersion, musical education, computer programming, and musical theater.

Frequency and Duration Throughout the year


R: 1,859 NR: 1,021 R: 2,236 NR: 958 R: 1,114 NR: 484

28 Contract Classes

Description

Based on feedback from participants and the community at-large, Recreation will pare down the class offerings in order to expand on other areas, such as special events. In addition, the majority of the contract classes offered through Recreation require sufficient space and facility availability, which is one of the major benefits of the current location. Reduction of facility space and community auditing would require Recreation to cut classes by approximately 70%.

Examples of new Contract Classes that will be offered are drop-in activities (yoga, Mandarin virtual chat, and dance), e-sports, and tennis.

Frequency and Duration Throughout the year


$67,789 ($58,185) ($341)

3-28

13

AQUATICS

29 Aquatics

Description

The Recreation Division contracts with San Marino High School for the aquatics programs that occur during the summer months. Participants can enjoy free recreational swim, private swim lessons, or other activities.

Frequency and Duration Annually during the months of June and July


1,680 1,607 1,403

30 Aquatics

Description

Staff recommends that the aquatics programs be reduced and contracted to a third-party company. This would allow funding and personnel to be redirected to expanding upon other activities, such as special events or youth programs. The Phase 1 plan would eliminate some recreational swimming and would impact users the least due to extremely low participation. The Phase 2 plan would contract services to a third-party administrator (USA Pools) and offer a limited selection of activities, including private swim lessons. The Phase 3 plan would continue the aquatics programs as modified.

Frequency and Duration During the months of June and July


($105,604) ($39,364) ($39,364)

3-29

14

ADMINISTRATION

Both the Blue Ribbon Committee and the respondents in the Recreation Needs Assessment survey stipulated that there was a need to improve marketing and outreach to further the mission of Recreation in creating a sense of community. In addition, past challenges with data collection and financial reporting indicated the need to make significant updates to software used by the Recreation Division.

The primary way in which residents received information regarding Recreation offerings was through the Community Services Guide. Over time, staff concluded that the Guide was not useful or fruitful. Therefore, staff will identify ways to condense the Guide. As stated earlier in the Special Events section, staff will also hold regular meetings with key members of the public to coordinate events and activities. These meetings will also serve to help cross-market activities for each collaborative organization.

Recreation currently uses an outdated version of RecTrac, software that helps manage the registration and financial information for programs. RecTrac, while sufficient, does not fully address the needs for a streamlined registration processes (including online registration), reporting on participant demographics, and payment capabilities that connect directly with the City’s Finance Department. Therefore, staff request for the procurement of ActiveNet, a sophisticated software program that addresses all of the deficiencies previously mentioned. Through ActiveNet, participants will be able to submit their registrations online, rentals for all City facilities will be consolidated into an online portal, and mobile notifications will be made available. These are only some of the key benefits that will come from the procurement of ActiveNet.

31 Current Facility Rentals

Description

Several city-owned facilities are available for the public to rent for parties, meetings, or other gatherings. These facilities are:

• San Marino Center• Stoneman School• Crowell Public Library• Lacy Park• Thurnher House

Frequency and Duration Throughout the year depending on availability

Rentals for Stoneman and San Marino Center

FY 17-18 FY 18-19 FY 19-20 Est.

64 54 60

32 Proposed Facility Rentals

Description

Based on discussion regarding the future of Recreation, the following facilities are expected to be available for rentals:

• San Marino Center (limited)• Crowell Public Library• Lacy Park• Thurnher House (limited)

Frequency and Duration Throughout the year depending on availability


$25,552 ($30,660) ($59,524)

3-30

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