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Home My WebLink About12 TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENTMEETING DATE: NOVEMBER 7, 2017 TO: JEFFREY C. PARKER, CITY MANAGER FROM: DAVID A. WILSON, DIRECTOR, PARKS AND RECREATON SERVICES SUBJECT: TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT SUMMARY The Tustin Area Senior Center Needs Assessment has been completed and the final report has been submitted. RECOMMENDATION It is recommended that the City Council: 1. Review the Tustin Area Senior Center Needs Assessment final report; and 2. Direct staff to initiate Phase #1 Operational Plan; creation of new programs, expansion of marketing strategy and facility hours, and formation of local collaborations; and 3. Refer Tustin Area Senior Center facility improvement options to the Community Services Commission for review and recommendation to the City Council for possible inclusion in the Capital Improvement Program (CIP) for financing and funding. FISCAL IMPACT The amount of the Consultant Services Agreement (CSA) with RJM Design Group for the completion of the needs assessment was $67,964. Phase #1 Operational Plan has limited fiscal impact on the department budget of $1,600 - $2,000 for increased part-time staff hours for provision of proposed Saturday morning facility operation. Facility Improvement options to be considered in the future vary from $250,000 to $15.9 million dollars depending on the level of proposed improvements or development. CORRELATION TO THE STRATEGIC PLAN This recommendation advances Strategy 6b of Goal A in the City of Tustin Strategic Plan regarding Economic and Neighborhood Development in that it provides direction for future resources for senior services. BACKGROUND On November 1, 2016, the City Council authorized a CSA with RJM Design Group to conduct a program and facility needs assessment for the Tustin Area Senior Center. The objective of this study was to conduct a focused examination of existing programs and facilities, assess senior needs, determine what resources are necessary to serve the current and future needs of senior citizens, analyze significant findings, determine new senior programs and activities, and evaluate the possibility and feasibility of renovating or constructing a new senior center facility. The needs assessment process included the following: 1. In November 2016, staff began meeting with RJM to start the process by collecting information and data on existing programs and services currently being offered at the Senior Center. This data collection process included a tour of three (3) comparable senior center facilities (Irvine, Newport Beach, and Huntington Beach) which was completed on February 17, 2017. 2. A Community Outreach Plan included several action items: a. Sixteen (16) Stakeholder Interviews with key City leaders, partner agencies, volunteers, and staff were completed over a two-day period. b. A Community Workshop was held on February 23, 2017, with eighty-five (85) Senior Center patrons and various community members working in small groups to provide their perspectives on the future of the Senior Center and its programs. c. A User Questionnaire/Survey was distributed to Senior Center patrons to share their opinions and thoughts on current and future needs; 236 User Questionnaires/Surveys were collected over a four (4) month period. 3. RJM Design Group evaluated all of the data collected and developed a Gap Analysis that identified potential program and facility opportunities. This needs assessment is intended to be utilized as a guide to provide City leaders and staff direction to develop a strategic plan of action to advance our mission to enable area seniors to age in place, and remain in their homes with a high quality of life for as long as possible through the provision of appropriate based community services and programs. RJM presented a draft report and preliminary presentation to the Community Services Commission on May 17, 2017. Ily submit te, , Dav(d A. Wilson Direct6r, Parks and Recreation Services Attachment: Tustin Area Needs Assessment Final Report TUSTIN BUILDING OUR FUTUAE HONORING OUR FAST APPENDIX CITY OF TUSTIN r ^1V J TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT OCTOBER 2017 Prepared By: DESIGN Rj M GROUP APPENDIX TABLE OF CONTENTS Section One - Existing Conditions Demographic Analysis ............................................... A-1 Section Two - Community Involvement Stakeholder Interview Summary ............................. A-13 User Questionnaire Summary .................................. A-25 Community Workshop Summary ............................ A-33 Section Three - Needs Assessment Trends Analysis.......................................................... A-42 Section Four - Recommendations Additional Funding Sources .................................... A-57 TUSTIN 0 a HIST T BUILDING OUR FUTURE HONORING OUR PAST CITY OF TUSTIN TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT Socio -Demographic Analysis and Projections April 5, 2017 The demographic context of the City population can create a valuable perspective for understanding current senior facility and program requirements and, moreover, for anticipating senior facility and program needs in the future. Demographic characteristics such as age, presence of children, ethnicity and income have been demonstrated in past research to have a relationship to overall recreating patterns and needs. For those reasons, historical change and emerging directions of the entire resident population and demography of the City as well as among those 60 years and older are important considerations as the City plans for and moves forward with senior facility and program decisions. Five analyses have been prepared as a foundation for understanding City residents' senior facility and program needs and preferences now and in the future. ♦ A review of historical population and household growth for all residents of the City and for residents of the County as a whole for perspective, examining data as of 2000 and 2010. This data describes the actual size of the overall City resident population base and how it has changed over time. An updated estimate for population in the City and the County as of 2015 is provided by the American Community Survey and, as of 2016, by the California Department of Finance. ♦ A review of historical population and household growth for senior residents (60 years or older) of the City and for senior residents of the County as a whole for perspective, examining data as of 2010 and 2015. ♦ A review of historical demographic trends for all residents of the City and County as a whole for perspective, examining data as of 2000 and 2010. The data describes the actual make-up of the community and how it is changing over time, using many demographic factors, such as age, presence of children, household size, ethnicity, and income. Estimates from the 2015 American Community Survey are also included. ♦ A review of historical demographic trends for senior residents (60 years or older) of the City and for senior residents of the County as a whole for perspective, examining data as of 2010 and 2015. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT A-1 APPENDIX ♦ A forecast of total population and household growth to 2040 for the City, relying upon the OCP -2014 Growth Forecast by City. The forecast is an important element because facility and program needs today must be viewed in the context of future needs to effectively and sustainably plan for future facilities and programs. HISTORICAL POPULATION GROWTH FOR ENTIRE CITY POPULATION Table 1, Population and Demographic Trends in the City of Tustin presents a sixteen -year history of population growth within the City and County. As Table 1 illustrates, population growth in the City during the 2000 to 2010 time frame occurred at an 11.9% rate, with approximately 800 new City residents documented each year on average. The City population growth rate of 11.9% between 2000 and 2010 compares with a 5.8% rate of growth for the County as a whole. Thus, the City population growth rate during this time frame was more than twice the County overall rate. HISTORICAL SENIOR POPULATION GROWTH Table 2, Senior Population and Demographic Trends in the City of Tustin presents a five-year history of senior population growth within the City and County. As Table 2 illustrates, senior population (60 years and older) growth in the City during the 2010 to 2015 time frame occurred at a 16.5°/% rate, with approximately 300 new City senior residents documented each year on average. The City senior growth rate of 16.5% between 2010 and 2015 compares with a 12.5% rate of growth for County seniors. Thus, the City senior population growth rate during this time frame was higher than the County overall rate. A-2 TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX HISTORICAL DEMOGRAPHIC TRENDS FOR ENTIRE CITY POPULATION To enhance the analysis of population growth previously provided, a collection of demographic characteristics for the overall City resident population was compiled for 2000 and, for comparison, 2010 and 2015. This collection of characteristics has been prepared for the City and the County and is also presented in Table 1. Table 1 highlights the following demographic trends. ♦ Average household size in the City grew in the decade from 2000 to 2010; from 2.82 persons per household in 2000 to 2.98 persons per household in 2010, opposing the trend observed in the County (from 3.00 in 2000 to 2.99 in 2010). Estimates for 2015 and 2016 for the City and the County suggest a possible uptick in population per household (to 3.08 persons per household for the City and 3.04 in the County in 2015 ) Table 1 POPULATION AND DEMOGRAPHIC TRENDS IN THE CITY OF TUSTIN Iltem 2000 2010 2015 %of Total 2016• 0610 10-15 2000 2010 2015 %of Total 2016• D0.1D 1015 Total Population 67,504 75,540 78.787 82.717 •' 11.9 4.3 2,846.289 3010,232 3.116.069 3,183.011 " 5.8 35 Occupied Housing Units 23.831 25.203 25.340 27.029 •' 5.8 0.5 935.287 992.781 1.009.363 1.024.810 '• 6.1 1.7 Persons Per Household 2.82 2.98 3.08 304" 57 3.4 300 2.99 3.04 306" -0.3 1.7 Median Household Income 555,985 $73,170 $71,897 30.7 -1.7 558,820 $70.880 $76,509 20.5 7.9 Perron of Population by Age' Under 5yeers 5.815 5.731 5.988 7.6% -1.4 4.5 216.014 191,691 190,080 6.1% -11.3 -0.8 5 to 9years 5,540 5,736 4,964 63% 3.5 .13.5 231928 198.769 196,312 63% -14.3 -12 10,014years 4.376 51422 5,594 7.1% 23.9 3.2 204.119 210.195 205.661 6.6% 3.0 -2.2 15to 19 years 3881 5261 5.279 67% 35.6 0.3 194.543 227,689 215009 69% 170 5.6 20 to 24 years 4.804 4,918 5,515 7.0% 2.4 12.1 189.996 213.601 227.473 7.3% 12.4 6.5 25 t0 34 years 13, 798 12.677 13.157 16.71A -8.1 3.8 466.324 413.528 436.250 14.0% -11.3 5.5 35 to 44 years 11,930 12,356 12.370 15.7% 3,6 0.1 477,289 439.043 430,018 13.8% -8.0 -2.1 45 to 54y as 7.780 10,298 10.636 13.5°.6 32.4 3.3 350.739 444.185 454.946 14.6% 23.1 2.4 55 to 64 years 4776 6,708 8.036 10.2% 40.5 19.8 724,574 321,854 361,464 11.6% 43.3 12.3 65 years and over 4,804 6,433 7.170 9.1% 33.9 1L5 280.763 349.677 381.355 12.8% 24.5 9.1 Median Age 31.8 33.4 34.2 5.0 2.4 33.3 36.2 37.1 8.7 2.5 Population by RKWEthrrdty Mite 30.264 26.317 25.685 32.61A -13.0 -2.4 1.458.978 1.328.499 1.320.060 42.4% .8.9 -0.6 Hspanic 23,110 30,024 31.698 40.2% 29,9 5.6 875.579 1,012,973 1.054,499 34.2% 15.7 5.1 Asiar✓Pacific Islander 10207 15.391 16.831 21.4'h 50,8 9.4 391.W6 540.834 594.995 19.1% 38.0 10.0 Black 1,785 1,535 1.848 2.3°h -14.0 20.4 42.639 44.000 48,196 1.5% 3.2 9.5 Other 2,138 2,273 2.725 3.5% 6.3 19.9 77,197 83.926 88,329 2.8% 8.7 5.2 Households That Are: Households with Children <189.418 10.465 10.111 39.9% 11.1 -34 378.343 375.387 368.414 36.5% -0.8 -1.9 Households without Chiltren<16 14,413 14.738 15.229 60.1% 23 3.3 556.944 617.394 640.939 63.5% 10.9 38 One PaNhb sause hold 5,734 5,178 5.220 20.&A 47 0.8 197.650 207.849 214.906 212% 5.2 34 Percent of Houselholds That Are: Owners 11,829 12,813 12.822 50.6% 8.3 0.1 574.456 58&313 582,151 57.7% 2.4 -1.0 Renters 12.002 12,390 12.518 49.4% 3.2 1.0 360.831 404,168 427,202 42.3% 12.1 5.6 Median Owner -Occupied Housing Velue $273,300 $573,100 $514,500 109.7 -10.2 5270.000 552&200 5553.600 95.6 4.8 Median Gross Rent 5925 $1.424 S1.543 53.9 8.4 $923 $1.402 57.548 51.9 10.4 •• Calif. Dept of Finance Estimates Source. 2000 and 2010 Census. 2015 Amencen Community Survey 5 -Year Estimate. Calaomia Department of Finance 12016 E5 Fstmates7. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT A-3 APPENDIX ♦ As Exhibit 1 reveals, during the 2000 to 2010 time frame, the greatest growth in overall City population by age group was evidenced among City residents 55 to 64 years of age (41%), those 15 to 19 years of age (36%), those 65 years and over (34%), and residents 45 to 54 years of age (32%). Estimates for 2015 by age group suggest continued growth in the volume of City residents 55 to 64 years and those 65 years or older. The trend in City population 60 years or older is similar to that evidenced in many communities, a reflection of the aging of a group known as the Baby Boomers. Growth in this age group in the City confirms the importance of assuring that facilities and services tailored to the special interests of seniors or mature adults are adequate to serve this burgeoning population group. 50% 40% 30% 20% 10% 0% -10% -20% Exhibit 1 Population Change by Age Group City of Tustin: 2000-2010 vs. 2010-2015 A U1 j N N W A CJI 4M + j N W A V� 01 A t0 A A A A A r2000-2010 2010 2015 Referring back to Table 1, the pattern of growth in the City's population from 2000 to 2010 by age group was comparable to the pattern among County residents where the highest rates of population growth were documented among residents 55 to 64 years of A-4 TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX age (up 43%), among those 65 years of age or older (up 25%), and among residents 45 to 54 years (up 23%). ♦ Exhibit 1 also reveals that those age groups evidencing the greatest decline during the 2000 to 2010 time frame included residents 25 to 34 years of age (down 8%) and residents less than 5 years of age (down 1%). Similar age group declines were noted Countywide during the decade prior to 2010. Based on 2015 estimates, declines are estimated for City residents 5 to 9 years. ♦ Referring back to Table 1, examining the population of the City by age, residents 5 to 14 years of age (the primary youth sports population group) represented 15% of the total population in 2000 and an estimated 13% in 2015. Seniors 55 and over comprised nearly 14% of City residents in 2000 and grew to an estimated 19% in 2015. ♦ Examining the City population by race and ethnicity, Exhibit 2 illustrates that the 2015 estimate identifies the largest share of the population to be Hispanic (40%) while those describing themselves as White represent one-third of the population (33%). An additional 21% of City residents are Asian/Pacific Islander. As shown on Table 1, this compares with the County profile which is primarily White (42%) followed by Hispanic (34%) and Asian/Pacific Islander (19%). 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Exhibit 2 Population by Race/Ethnicity City of Tustin: 2015 Hispanic White Asian Black TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT A-5 APPENDIX ♦ Exhibit 3 illustrates change in the City population by race and ethnicity where increases were noted among those identifying themselves as Asian/Pacific Islander or Hispanic while declines in the number of residents identifying themselves as White or Black occurred from 2000 to 2010. As Table 1 shows, similar race or ethnic diversification was also noted in the County trends. Exhibit 3 Change in Population by Race/Ethnicity City of Tustin: 2000 to 2010 60% 50% 51% 40% 30% - -� 30% 20% 10% 0% Asian Hispanic White Black -10% -13% -14% -20% -1 - - - ♦ Table 1 also illustrates that more than four of every ten City households (42%) in 2010 were households with children less than 18 years. A similar pattern was noted Countywide (38%). A-6 TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX Table 2 SENIOR POPULATION AND DEMOGRAPHIC TRENDS IN THE CITY OF TUSTIN % change % change Item 2010 2015 %of Total 2010-2015 2010 2015 %of Total 2010-2015 City of Tustin Orange Count Total Population 75,540 78,787 4.3 3,010,232 3,116,069 3.5 Population 60 Years and older 9,356 10,903 13.8°/ 165 496,404 558,471 179% 12.5 Female Population 60 Years and older 5,307 6,258 57.4% 17.9 274,903 308276 552% 12.1 Male Population 60 Years and older 4,049 4,645 42.6% 14.7 221,501 250,195 44.8% 13.0 Total Occupied Housing Units 25,203 25,340 0.5 992,781 1,009,353 1.7 Households with people 60 years and older 5,303 5,868 23.2% 107 268,440 307,444 305% 14.5 Percent of Population 50+1 Group. 50 to 54 years 4,721 5,042 6.4% 6.8 213,589 227,473 7.3% 6.5 55 to 59 years 3.785 4,333 5.5% 14.5 175,127 199,428 6.4% 13.9 60 to 64 years 2,923 3,703 4.7% 26.7 146,727 162,036 5.2% 10.4 65 to 69 years 2,108 2,285 2.9% 8.4 107,421 127,759 4.1% 18.9 70 to 74 years 1,546 1,576 2.0% 1.9 80,033 93,482 3.0% 16.8 75 to 79 years 1,148 1,576 2.0% 37.3 63,133 68,554 22% 8.6 80 to 84 years 864 867 1.1% 0.3 49,570 52,973 1.7% 6.9 85 years and over 767 867 1.1% 13.0 49,520 56,089 1.8% 13.3 Median Age of Population 60 Years and Older 68.8 68.7 -0.1 70.0 69.6 -0.6 Population 60+ by Race/Ethnicity: Mite 5,290 6,040 55.4% 14.2 313,935 349,044 62.5% 11.2 Hispanic 1,159 1,777 16.3% 53.3 63,534 85,446 15.3% 34.5 Other 2,907 3,086 28.3% 6.2 118,935 123,981 222% 4.2 Foreign Bonn Population 60 Years and Older 3,478 4,436 40.7% 27.5 149,955 200,943 36.0% 34.0 Households: Total One Person Households 5,178 5,220 20.6% 0.8 207,849 214,906 212% 3.4 One -Person Households 60+ 2,073 2,112 360% 19 97,712 107298 349% 9.8 Linguistically Isolated Population 60+ 2,105 3,063 28.1% 45.5 99506 133,475 23.9% 34.1 Senior Households That Are. Owners 3,903 4,025 68.6% 31 209,115 232,735 757% 11.3 Renters 1,400 1,843 31.4% 31.6 59,325 74,709 24.3% 25.9 Median Owner -Occupied Housing Value Seniors $567,200 $546,500 -3.6 $590,900 $554,300 -6.2 Median Gross Rent Seniors $1.255 $1.489 18.6 $1,234 $1,343 8.8 Source: 2010 Census. 2015Amencan Community Survey 5 -Year Estimate. HISTORICAL DEMOGRAPHIC TRENDS FOR CITY SENIOR POPULATION Referring back to Table 2, with the above described demographic trends for the overall resident population as perspective, a comparison of demographic characteristics for the City senior population was compiled for 2010 and 2015. Table 2 documents the following demographic trends for seniors. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT A-7 APPENDIX ♦ As Exhibit 4 reveals, during the 2010 to 2015 time frame, the greatest growth in overall City population by senior age group was evidenced among City residents 75 to 79 years of age (37%), those 60 to 64 years of age (27%), those 55 to 59 years (15%) and seniors 85 years and over (13%). 40% 30% 20% 10% 0% Exhibit 4 Population Growth by Senior Age Group City of Tustin: 2010-2015 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85+ ♦ Referring to Table 2, it is evident that the pattern of growth in the City's population from 2010 to 2015 by senior age group was different than the pattern among County residents where the highest rates of population growth were documented among senior residents 65 to 69 years of age (up 19% vs. 8% in the City), among those 70 to 74 years of age (up 17% vs. 2% in the City), and among residents 55 to 59 years (up 14% vs. 15% in the City). A-8 TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX ♦ Exhibit 5 illustrates that the largest share of the 2015 senior population is estimated to be White (55%) compared with a 33% share of the overall City population. Those seniors describing themselves as Hispanic represent 16% of the senior population compared with 40% of the entire City population. An additional 28% of City senior residents are of other ethnicity/race, including Asian/Pacific Islander. Table 2 documents that this compares with the County senior profile which is primarily White (63%) followed by Hispanic (15%) and other (22%), including Asian/Pacific Islander. 60% 50% 40% 30% 20% 10% 0% Exhibit 5 Population by Race/Ethnicity City of Tustin: 2010 to 2015 Hispanic White 'er ❑Seniors ❑City TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-9 APPENDIX ♦ Examining Exhibit 6, Change in Population by Race/Ethnicity, the greatest percentage growth from 2010 to 2015 was among seniors identifying themselves as Hispanic (53%), a much larger change than the City as a whole (at 6%). Those seniors identifying themselves as White also increased by 14% compared with a decline of 2% City-wide. Referring back to Table 2, similar race or ethnic diversification among seniors was also noted in the County trends. 55% 45% 35% 25% 15% 5% -5% Exhibit 6 Change in Population by Race/Ethnicity City of Tustin: 2010 to 2015 Hispanic White Other ❑ Seniors ❑ City A-10 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX • Table 2 further illustrates the distribution of senior population by gender within the City and the County. The 2015 share of senior female population overall in the City is 57% and 55% in the County. Exhibit 7 illustrates the share of City seniors by gender while Exhibit 8 reveals that the City female senior population grew faster between 2010 and 2015 than the male senior population (18% vs. 15%). 60% 50% 40% 30% 20% 10% 0% 20% 15% 10% 5% 0% Exhibit 7 Senior Population by Gender City of Tustin: 2015 Female Male Exhibit 8 Senior Population Change by Gender City of Tustin: 2010-2015 Female Male TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT A-11 APPENDIX FORECAST OVERALL CITY POPULATION GROWTH Table 3 presents a forecast of population growth within the City extending to 2040 based on the OCP -2014 Growth Forecast by City. As Table 3 illustrates, population growth in the City between 2020 and 2040 is expected to occur at a rate of less than 1% per year. It should be noted that the 2016 estimated population provided by the California Department of Finance is greater than the forecast at 2020 (82,717 vs. 81,792). Table 3 CITY OF TUSTIN POPULATION ESTIMATES AND PROJECTIONS A-12 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX Annual Change Population/ Year I Population Number Percent Households Household Census (4/1)' 2000 67,504 23,831 2.82 804 1.2% 2010 75,540 25,203 2.98 Jan. 1 st: 2016'" 82,717 1,196 1.6% 27,029 3.04 Projections (1/1) 2020"' 81,792 27,857 — 2.94 231 0.3% 2025"` 82,949 28,331 — 2.93 31 0.0% 2030"' 83,105 28,331 — 2.93 •8 0.0% 2035`" 83,065 28,331 — 2.93 -17 0.0% 2040`" 82,981 28,331 — 2.93 Sources: ' 2000 and 2010 Census. " State of California, Department of Finance E-5 estimate. OCP -2014 Growth Forecast by City Household projections estimated by consultant based on OCP -2014 Housing Units adjusted for 2016 DOF vacancy rate of 2.4%. A-12 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX TUSTIN 0 BUILDING OUR FUTURE HONORING OUR PAST CITY OF TUSTIN TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT Summary of Responses by Question: Stakeholders Interview Summary February 16, 2017 1. What are the positive attributes of the Tustin Senior Center? • Sense of community. • Warm and welcoming. • Very friendly staff. • Second home for most who utilize Center. • Friendship, Recreation, Education, and Resources. 2. Are their challengesfrom your viewpoint, with the Tustin Senior Center? • Lack of parking, storage space, and staff. • Homeless issue in the park is an issue in the delivery of services at the Center. • Communication and collaboration. 3. What issues f obstacles are facing the Tustin Senior Center in the delivery of senior services? • Lack of parking, space, and staff. 4. What impact do we want to have in the community? • To meet the needs of our senior population. S. What are the future opportunities? • Legacy project and potential for funding from the selling of lots. • School district site and a potential trade for acreage at the Legacy. • How to attract younger seniors. • Development of fitness program and fitness center. • Development of Resource Center offering case workers, assessments, mental health and other referrals. • Intergenerational programs. 6. What do we need to do differently? • Need additional full-time staff to have full-time until Spm. • Closes with only part-time staff. • Lacking inter -generational activities. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-13 APPENDIX 7. Are there new recommendations related to development of a new senior center that you would like to see discussed within this Needs Assessment? • Expand by possibly moving into the park, Tustin Legacy and/or School District property. • Lack of staff. • Development of fitness and social services programming. • Should recommend that Audit Committee review any financial plans. • Coordination with Old Town Revitalization and commercial core. • Possibly work with the downtown sector regarding the development of a parking structure. 8. What upgrades or changes would you like to see incorporated? • More space, parking, fitness, and social services programming. • Kitchen upgrade. 9. Are there unmet needs and/or opportunities within the community? • Attention/outreach to those who are not coming, such as southern portion of Tustin and home bound seniors. • Transportation program should be expanded. • Social services/case management for seniors. • Adult day-care. A-14 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX INTERVIEWEE #1 1. What are the positive attributes of the Tustin Senior Center? • Friendship • Recreation, Education, and Resources • Food bags and lunch program • Need to provide resources for our city 2. Are their challenges, from your viewpoint, with the Tustin Senior Center? • Yes there are due to the diversity and number of patrons that come to the Center daily. • Should improve on diversity of games and programs for ethnic populations. 3. What issues/obstacles are facing the Tustin Senior Center in the delivery of senior services? • Being able to motivate and manage the diverse group of seniors that come to our Center for Services. 4. What impact do we want to have in the community? • A positive impact is what we want to have in the community by meeting the needs of our patrons every day that they visit the Center. • May be a population that we are missing. 5. What are the future opportunitiesT • Future growth based upon the changes and needs of the community. • Offer new classes when there is an interest expressed. • "Opportunity comes out of the need." 6. What do we need to do differently? • Continue to focus on the areas of service that are provided along with adding new ideas to make our center better. 7. Are there new recommendations related to development of a new senior center that you would like to see discussed within this Needs Assessment? • Not sure if we need a new Center. • Maybe it should be enlarged. • Need for additional parking. 8. What upgrades or changes would you like to see incorporated? • Adding another floor by building another level to our Center. 9. Are there unmet needs and/or opportunities within the community? • We already meet many of the needs of our community but there is always room for improvement. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-15 APPENDIX INTERVIEWEE #2 1. What are the positive attributes of the Tustin Senior Center? • It is a destination and a home for our seniors. • Our seniors donate over 30,000 (high) volunteer hours per year to the Senior Center. • Gift Shop pulls in over $13,000 annually 2. Are their challenges, from your viewpoint, with the Tustin Senior Center? • Our biggest challenge is space. • Space for parking, classrooms, storage of equipment and staff offices. • Past the breaking point. • How to expand? Park is an option but is used for concerts and is the only park in downtown. • Old school building is tied to political implications. 3. What issues/obstacles are facing the Tustin Senior Center in the delivery of senior services? • I think we need more staff. • Plus I think we need to employ a mental health professional to help with senior issues. • Just the pure numbers coming through the door. 4. What impact do we want to have in the community? • Being a destination home for our community. • Need to expand into social services and mental health expert. 5. What are the future opportunities? • Tustin Legacy is expanding rapidly bringing new residents to Tustin and more seniors. Need to meet their needs accordingly. • Transportation will improve but will need supplies and staffing. 6. What do we need to do differently? • Full-time staff for closure at 9:00. 7. Are there new recommendations related to development of a new senior center that you would like to see discussed within this Needs Assessment? • Would like to seethe "new Senior Center" incorporate anew building with the current building and expand using the adjacent park. • Coordinate with Old Town. 8. What upgrades or changes would you like to see incorporated? • Newsletter. 9. Are there unmet needs and/or opportunities within the community? • We are in the process of expanding our transportation program. • We are acquiring two new buses. • Our goal is to be of greater service to seniors who lack transportation. A-16 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX INTERVIEWEE #3 1. What are the positive attributes of the Tustin Senior Center? • Social aspect of center. • Good vibrant programs. 2. Are their challenges, from your viewpoint, with the Tustin Senior Center? • Parking. • More creative activation. • Communication and collaboration. 3. What issues/obstacles are facing the Tustin Senior Center in the delivery of senior services? • More outreach especially for home delivered meals. 4. What impact do we want to have in the community? • To be a top Senior Center. • Difference maker with their voice being heard. 5. What are the future opportunities? • Potential to expand and grow. • Communication is the key. 6. What do we need to do differently? • More communication with SeniorServ. 7. Are there new recommendations related to development of a new senior center that you would like to see discussed within this Needs Assessment? • Look for patterns and trends for growth in senior population. • Make sure facility is prepared to handle the changes. • Transportation program—coordinate with SeniorSery to cut on parking need. 8. What upgrades or changes would you like to see incorporated? • Kitchen upgrade, especially if the number increase. 9. Are there unmet needs and/or opportunities within the community? • Develop a sustainable financial plan. • Reach out to seniors who need services. • Mental Health services. • Limited number available in the Tustin area. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-17 APPENDIX INTERVIEWEE #4 1. What are the positive attributes of the Tustin Senior Center? • Services to the community. • Tustin does a better job than most cities. • Well utilized Center that is at capacity. 2. Are their challenges, from your viewpoint, with the Tustin Senior Center? • Parking, storage, and lack of space. • Possible to go second story. • Homeless issue in the park is an issue in the delivery of services at the Center. • Need to coordinate with the County especially the Council on Aging. 3. What issues/obstacles are facing the Tustin Senior Center in the delivery of senior services? • Lack of space and funding. • Growth of senior populations. 4. What impact do we want to have in the community? • Provide services to the community. 5. What are the future opportunities? • Legacy project. • The selling of the lots could provide funding for a new Center within the Legacy or for renovations/ expansions at current site. • Should recommend that Audit Committee review any financial plans. 6. What do we need to do differently? • N/A 7. Are there new recommendations related to development of a new senior center that you would like to see discussed within this Needs Assessment? • Consider funding options that may be available through the Legacy project. 8. What upgrades or changes would you like to see incorporated? • Possible to go up with a second floor at the existing site. 9. Are there unmet needs and/or opportunities within the community? • Growth of senior population with Orange County and Tustin. A-18 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX INTERVIEWEE #5 1. What are the positive attributes of the Tustin Senior Center? • Impressive staff at all levels. • Open to new ideas. • Good friends developed at Center lunches and activities. 2. Are their challenges, from your viewpoint, with the Tustin Senior Center? • North side wifi spotty. 3. What issues/obstacles are facing the Tustin Senior Center in the delivery of senior services? • Hardly any personal issues. • Except when movie popcorn runs out. 4. What impact do we want to have in the community? • To be known as the haven for older folk that past city leaders and employees have established. 5. What are the future opportunities? • Continuing to be open to new activities like the Special Olympics • Bocce practice, challenge tournaments, and more service club sponsored lunches. 6. What do we need to do differently? • Center users tend to become attached to favorite employees, although re -assignment is inevitable over time. 7. Are there new recommendations related to development of a new senior center that you would like to see discussed within this Needs Assessment? • He is willing to review and comment on new recommendations as they are brought forward. 8. What upgrades or changes would you like to see incorporated? • More robust wifi. 9. Are there unmet needs and/or opportunities within the community? • He is willing to review and comment on new recommendations as they are brought forward. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-19 APPENDIX INTERVIEWEE #6 1. What are the positive attributes of the Tustin Senior Center? • Welcoming • volunteering • excellent programming • great services • gives purpose • resource for the community 2. Are their challenges, from your viewpoint, with the Tustin Senior Center? • Parking • not enough storage space • specific staff position for resource allocation • homeless next to Center needing services as well 3. What issues/obstacles are facing the Tustin Senior Center in the delivery of senior services? • Short staff • larger facility • newer equipment. 4. What impact do we want to have in the community? • Central gathering area for seniors • gives purpose to our seniors • keeps them active S. What are the future opportunities? • More space equals more programs equals more impact 6. What do we need to do differently? • Recognize or seniors more frequently at City Council 7. Are there new recommendations related to development of anew senior center that you would like to see discussed within this Needs Assessment? • Include new center • social services • transportation options • affordable housing 8. What upgrades or changes would you like to see incorporated? • Same as above 9. Are there unmet needs and/or opportunities within the community? • Outreach A-20 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX INTERVIEWEE #7 1. What are the positive attributes of the Tustin Senior Center? • Committed group of people who have the right attitude • Gentle group • Seniors committed to being here 2. Are their challenges, from your viewpoint, with the Tustin Senior Center? • Space is the major issue • Staff is good at creating special events, especially for those from ethnic populations 3. What issues/obstacles are facing the Tustin Senior Center in the delivery of senior services? • Center has no social workers or case workers • Need a better aspect of fitness in our services for seniors. 4. What impact do we want to have in the community? • Meeting the needs of the community • Find way to get out to those who are not participating • Lacking of senior services within the southern portion of Tustin 5. What are the future opportunities? • Legacy program and growth of transportation program • Potential for new bus routes within Orange County • School district site and a potential trade for acreage at the Legacy 6. What do we need to do differently? • More community events such as the Pastafest • Encourage families • We are lacking in inter -generational activities. 7. Are there new recommendations related to development of a new senior center that you would like to see discussed within this Needs Assessment? • What do seniors in Tustin need? • Reach out to those who are coming • How do we get the opinions of those who are not coming to the Center? 8. What upgrades or changes would you like to see incorporated? • Kitchen upgrade • Dishwasher is not working 9. Are there unmet needs and/or opportunities within the community? • Transportation • Buses to serve other parts of the Community. Loop around the city. • Pay attention to demographics. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-21 APPENDIX INTERVIEWEE #8 1. What are the positive attributes of the Tustin Senior Center? • Resources that are available • Sense of community • Transportation program 2. Are their challenges, from your viewpoint, with the Tustin Senior Center? • How to attract younger seniors, develop a fitness program • Outgrown space and location • No social workers at the Center 3. What issues/obstacles are facing the Tustin Senior Center in the delivery of senior services? • Development of an adult day-care program either at the Center or within Tustin. 4. What impact do we want to have in the community? • Sense of community • Seniors are here to see their friends • Have an exceptional transportation program S. What are the future opportunities? • Intergenerational programs • Younger ages of seniors 6. What do we need to do differently? • N/A 7. Are there new recommendations related to development of a new senior center that you would like to see discussed within this Needs Assessment? • How to expand either here or elsewhere • Additional staffing 8. What upgrades or changes would you like to see incorporated? • Storage and additional space • Open until 9 now but without full-time staff 9. Are there unmet needs and/or opportunities within the community? • What are the needs of those who are not here? A-22 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX INTERVIEWEE #9 1. What are the positive attributes of the Tustin Senior Center? • Warm and welcoming • Very friendly staff • Second home for most who utilize Center 2. Are their challenges, from your viewpoint, with the Tustin Senior Center? • Space • Nice to be in Old town Tustin but facility has outgrown space • Parking is an issue • Staffing has not kept up with growth • Need social services worker and adult day-care • Growth of transportation program 3. What issues/obstacles are facing the Tustin Senior Center in the delivery of senior services? • Keeping up with the growth in populations • Fitting in with the younger seniors • Doing inter -governmental programs • Lack of fitness programs • Staff is not dedicated to the Center and have other job duties including special events. 4. What impact do we want to have in the community? • Continue outreach to the community • Lots of great programs but the needs are great S. What are the future opportunities? • Social service programs and staff • Improve fitness programming • Develop library • School district property and the Legacy program 6. What do we need to do differently? • They do everything they can with limited staff • Need additional staff to have full-time until 9 • Closes with only part-time staff 7. Are there new recommendations related to development of a new senior center that you would like to see discussed within this Needs Assessment? • Relationships are excellent but coordination with police • More personnel 8. What upgrades or changes would you like to see incorporated? • Possibly to move into the park, Tustin Legacy and School District property. 9. Are there unmet needs and/or opportunities within the community? • They are doing everything they can to meet the needs of seniors • Social Services is missing TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-23 APPENDIX Tustin Area Senior Center Needs Assessment 11 INTERVIEWEE #10 1. What are the positive attributes of the Tustin Senior Center? • Active Center 2. Are their challenges, from your viewpoint, with the Tustin Senior Center? • Number of caretakers and home bound seniors • Homeless in the park is an issue • Has increased over the last two year and makes patrons feel uncomfortable 3. What issues/obstacles are facing the Tustin Senior Center in the delivery of senior services? • Resource based programming is needed • Seniors have strong opinions 4. What impact do we want to have in the community? • Serving the needs of Tustin seniors. 5. What are the future opportunities? • Coordination with Old Town Revitalization and commercial core • Possibly work with the downtown sector in the development of a parking structure 6. What do we need to do differently? • N/A 7. Are there new recommendations related to development of anew senior center that you would like to see discussed within this Needs Assessment? • Coordination with Old Town, parking and Legacy program. 8. What upgrades or changes would you like to see incorporated? • Unsure 9. Are there unmet needs and/or opportunities within the community? • Growth of senior population and the number of home bound. A-24 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX TASC User Questionnaire April, 2017 1 PROJECT OVERVIEW 1.1 PROJECT GOALS The user questionnaire was part of the preparation of the Tustin Area Senior Center Needs Assessment. The purpose of the questionnaire was to provide an opportunity for public involvement in the Needs Assessment and to solicit user input on a variety of issues. 1.2 PROJECT METHODOLOGY • The questionnaire was made available to users during March and April. • Questionnaires were available at TASC. • Questionnaire length was 12 questions. • User questionnaire completions totaled 236. • The following analysis and report of findings examines all responses received. Subjects explored in the context of the user questionnaire included: • Frequency of use of TASC • One Facility Would Like to See Added at TASC • One Program or Service Would Like to See Added at TASC • Satisfaction with Facilities, Services, Programs at TASC • Satisfaction with Parking Area Safety at TASC • Benefits Sought in Activities Choices at TASC or Elsewhere • Participation in Seven Selected Activities at TASC or Elsewhere • Participation in Ten Selected Activities at TASC or Elsewhere • Participation in Ten Selected Activities Mostly at TASC • Information Sources for Recreation Facilities and Services • Familiarity with "The Compass" Publication • Readership of 'The Compass" Publication • Selected Demographic Characteristics TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-25 APPENDIX TASC User Questionnaire April, 2017 2 KEY FINDINGS The following highlights of the responses to the TASC User Questionnaire analyze the share of respondents actually answering each of the questions. Those who did not respond to one or more questions are excluded from these figures and non -response rates are highlighted when significant. Less than half of the respondents (4651o) reported living within the City of Tustin. The next largest group of respondents reported living in North Tustin (19%), Santa Ana (12%), or Irvine (11 %). User questionnaire respondents are most often between the ages of 60 and 89 years (representing 91% of respondents.) Those who completed the questionnaire were also most often female (77%), a homeowner (8251o), and reported their race%thnicity as White (75%). Nearly half of respondents to the user questionnaire (4851o) reported that their household income is less than $40,000 annually. The following table presents a comparison of demographic characteristics of questionnaire respondents to benchmark data for the 2010 total population 60 and over (Seniors) in the City of Tustin. This comparison reveals that TASC programs and facilities are attracting a disproportionately high share of females, Seniors who own their homes, and Seniors reporting their race/ethnicity as White. Therefore, opportunities exist to develop programs, facilities and marketing strategies that target City Senior males, Seniors who rent their home, and non-White Seniors. Nearly nine of every ten respondents (88%) stated they visit TASC at least three times per month. When asked what one facility to add at TASC, 69% of respondents provided either no answer or stated "none" or "they are satisfied. " Remaining answers that received five responses or more included "fitness equipment/gym area" (2851o), 'improved or expanded parking" (16%), "a table tennis room" (75/o) and "a swimming pool" (7%). A-26 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX TASC Users City Seniors* Female Share of Population 77% 57% Homeowners 82% 74% Race/Ethnicity: White 75% 57% * 2010 Census This comparison reveals that TASC programs and facilities are attracting a disproportionately high share of females, Seniors who own their homes, and Seniors reporting their race/ethnicity as White. Therefore, opportunities exist to develop programs, facilities and marketing strategies that target City Senior males, Seniors who rent their home, and non-White Seniors. Nearly nine of every ten respondents (88%) stated they visit TASC at least three times per month. When asked what one facility to add at TASC, 69% of respondents provided either no answer or stated "none" or "they are satisfied. " Remaining answers that received five responses or more included "fitness equipment/gym area" (2851o), 'improved or expanded parking" (16%), "a table tennis room" (75/o) and "a swimming pool" (7%). A-26 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX TASC User Questionnaire April, 2017 When asked what one service, class, or activity to add at TASC, 58% of respondents provided either no answer or stated 'none" or "they are satisfied." Remaining answers that received five responses or more included "fitness/exercise classes" (17%), "arts and crafts" (12%), "dance classes" (12%), "enhanced computer services" (6%) and "table tennis (6%). More than nine of every ten respondents (97%) reported being either "somewhat satisfied " or "very satisfied" overall with the facilities, services, and programs available at TASC. An additional 3% of those polled stated they are not very" or "not at all satisfied. " These six respondents had an opportunity to explain why they are not satisfied and only three responded. Their answers therefore are too few to be statistically meaningful. Nearly nine of every ten respondents (95%) reported being either "somewhat satisfied " or "very satisfied" overall with safety in the parking area, park, or general areas surrounding TASC. An additional 5% of those polled stated they are not very" or "not at all satisfied. " The high levels of satisfied users and the large share of respondents offering no suggested facility or program improvements point to a user constituency that finds the current TASC facilities, programs, and services acceptable for meeting their needs. Nearly one-third of those polled (32%) stated that they are seeking opportunities to improve physical fitness, health and well being as a benefit in their activity choices at TASC or elsewhere. Opportunities for hobby, self improvement, or lifelong learning was identified as the primary benefit sought by a comparable share (30%) of those completing the user questionnaire. The third largest share of respondents (23%) reported seeking opportunities to gather and socialize with others while opportunities to give back through volunteer work were identified by 14% of respondents. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-27 APPENDIX TASC User Questionnaire April, 2017 Benefits that were identified to be of greatest importance to TASC users represent potential opportunities in future strategic planning of programs, services, facilities, and branding/marketing messages. Non -response rates for this series of questions ranged from 27% to 45%. Of the seven activities or services tested, only three were reportedly used by more than 45% of those answering. These three included Volunteering (58%), Health & Wellness Screenings (56%), and Low Cost or Free Meals (4751o). Remaining participation reported by tested activity included Support Groups (26%), Insurance and Legal Services (23%), Transportation (17%), and Hearing/Telephone Assistance (6%). Non -response rates for this series of questions ranged from 25% to 51 %. Of the ten program types tested, two programs (Seasonal or Holiday Events at 73% and Fitness/Exercise, Tai Chi, Zumba and Yoga at 69%) were reportedly used by more than 50% of respondents. Remaining participation reported by tested program included Group Travel or Trips (42%), Arts and Crafts (4091o), Bridge, Canasta, Pinochle, Table Tennis, Bingo (40%), Music, Dance or Performing Arts (39%), Friday Night Movie Matinees (39%), Computer Classes (34%), Walking Classes (15%), and Bocce Ball, Lawn Bowling, Shuffleboard (10%). Non -response rates for this series of questions ranged from 33% to 51%. Of the ten program types tested, two were reportedly used at TASC by more than 50% of respondents (Fitness/Exercise, Tai Chi, Zumba and Yoga at 63% and Seasonal or Holiday Events at 62%.) Remaining participation reported at TASC by tested program included Arts and Crafts (43%), Friday Movie Matinees (38%), Group Travel or Trips (37%), Bridge, Canasta, Pinochle, Table Tennis, Bingo (37%), Computer Classes (359/o), Music, Dance or Performing Arts Classes (32%), Bocce Ball, Lawn Bowling, Shuffleboard (12%), and Walking Classes (8%). A-28 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX TASC User Questionnaire April, 2017 When asked where they usually get information about recreation programs, senior services or facilities available in the Tustin Area, the top three answer categories were 'TASC Quarterly Compass" (45%), 'TASC Monthly Calendar" (199,o) and "Call or go to TASC" (18%). These three response categories received 81% of responses. It is noteworthy that only 4% of respondents indicated use of web -based information sources. Nearly nine in ten respondents (8891o) stated they are familiar with the publication, 'The Quarterly Compass. " Of those who are familiar, 87% stated they regularly read or refer to 'The Quarterly Compass" for information on programs, services, or facilities available at the Tustin Area Senior Center. A review of sources reported that are usually used to get information about TASC as well as awareness and readership of "The Quarterly Compass" suggest that the current publications and sources are effectively reaching the user respondents. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-29 APPENDIX TASC User Questionnaire April, 2017 Tustin Area Senior Center User Questionnaire The Tustin Area Senior Center is interested in the opinions of users of the Center regarding existing Center facilities and programs as well as future Center priorities. We hope you will answer the following questions. Response frequencies exclude "no answer" responses. 1. How often have you participated in recreation, events, activities, classes or lessons at the Tustin Area Senior Center or elsewhere in the past year? (Check one box) ❑ More than once a week (63%) ❑ Once a week or 3 to 4 times per month (25%) ❑ Several times a year (5%) ❑ Once a year (1%) ❑ Once or twice a month (5%) ❑ No use (1%) 2. In which community do you live? (Check one box) ❑ Tustin (46%) ❑ North Tustin (19%) ❑ Irvine (11%) ❑ Santa Ana (12%) ❑ Orange (6%) ❑ Costa Mesa (0%) ❑ Other (please write in) (6%) 3. Please indicate which age group includes your age. (Check one box) ❑ 50 to 59 years (4%) ❑ 60 to 69 years (23%) ❑ 70 to 79 years (39%) ❑ 80 to 89 (30%) ❑ 90 to 99 (4%) ❑ 100 or older (<1%) 4. What is the one facility you would most like to see added at the Tustin Area Senior Center to meet your needs? (Write in your one response below.) Fitness/Exercise Facilities/Equipment (28%) Improved Parking (16%) Table Tennis Room (7%) Swimming Pool (7%) Other (42%) 5. What is the one service, class, or activity you would most like to see added at the Tustin Area Senior Center to meet your needs? (Write in your one response below.) Fitness/Exercise (17%) Arts and Crafts (12%) Dance (12%) Enhanced Computer (6%) Table Tennis (6%) Other (47%) A-30 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX TASC User Questionnaire April, 2017 6. Please describe your overall satisfaction with facilities, services, and programs at the Tustin Area Senior Center using the following categories. (Check one box) ❑ Very satisfied (73%) ❑ Somewhat satisfied (25%) ❑ Not very satisfied (2%) ❑ Not at all satisfied (1%) 7. If you answered "not very" or "not at all" satisfied in Question 5, why did you say that? Not applicable (92%) 8. Please describe your overall satisfaction with safety in the parking area, park, or general areas surrounding the Tustin Area Senior Center using the following categories. (Check one box.) ❑ Very safe (61%) ❑ Somewhat safe (34%) ❑ Not very safe (4%) ❑ Not at all safe (1%) 9. Reflecting upon your activity patterns, which of the following benefits do you feel is most important when you seek activities at the Tustin Area Senior Center? (Check one box) ❑ Opportunities for hobby, self-improvement or lifelong learning (30%) ❑ Opportunities to give back to the community through volunteer work (14%) ❑ Physical fitness, health and well-being (32%) ❑ Opportunities to gather and socialize with others (23%) 10. Please answer yes for each of the following activities you have participated in during the past year at the Tustin Area Senior Center or elsewhere. (Circle yes or no for each activity.) Volunteering Yes (58%) Low Cost or Free Meals or Food Yes (47%) Insurance or Legal Services Yes (23%) Support Groups Yes (26%) Hearing and Telephone Assistance Yes (6%) Transportation Program Yes (17%) Health & Wellness Screenings Yes (56%) 11. Please answer yes for each of the following activities you have participated in during the past year at the Tustin Area Senior Center or elsewhere. (Circle yes or no for each activity.) Music, Dance, or Performing Arts Classes Yes (39%) Fitness, Exercise, Tai Chi, Zumba, Yoga Classes Yes (69%) Walking Classes Yes (15%) Friday Movie Matinees Yes (39%) Art or Craft Classes Yes (40%) Computer Classes Yes (34%) Bridge, Canasta, Pinochle, Table Tennis, Bingo Yes (40%) Seasonal or Holiday Events Yes (73%) Bocce Ball, Lawn Bowling, Shuffleboard Yes (10%) Group Travel or Trips Yes (42%) 12. Please answer yes for each of the following activities you used mostly at the Tustin Area Senior Center. (Circle yes or no for each activity.) Music, Dance, or Performing Arts Classes Yes (32%) Fitness, Exercise, Tai Chi, Zumba, Yoga Classes Yes (63%) TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-31 APPENDIX TASC User Questionnaire April, 2017 12. (Continued from previous page) Please answer yes for each of the following activities you used mostly at the Tustin Area Senior Center. (Circle yes or no for each activity.) Walking Classes Yes (8%) Friday Movie Matinees Yes (38%) Art or Craft Classes Yes (43%) Computer Classes Yes (35%) Bridge, Canasta, Pinochle, Table Tennis, Bingo Yes (37%) Seasonal or Holiday Events Yes (62%) Bocce Ball, Lawn Bowling, Shuffleboard Yes (12%) Group Travel or Trips Yes (37%) 13. If you need information about recreation programs, senior services or facilities available in the Tustin Area, where do you usually get that information? (Check one box) ❑ Tustin Area Senior Center Quarterly Compass (45%) ❑ Tustin Area Senior Center Monthly Calendar (19%) ❑ City of Tustin "Tustin Today" Quarterly Recreation Catalog (6%) ❑ Tustin Area Senior Center Website (2%) ❑ Call or go to the Tustin Area Senior Center (18%) ❑ City of Tustin Website (1%) ❑ Call or go to City Hall (0%) ❑ Friends or relatives (7%) ❑ Newspaper (1%) ❑ Other (please write in) (<1%) 14. Are you familiar with the Tustin Area Senior Center publication, "The Compass"? (Check one box) ❑ Yes (88%) 15. If you answered yes in Question 13, do you regularly read or refer to The Compass for information on programs, services, or facilities available at the Tustin Area Senior Center? (Check one box) ❑ Yes (87%) And now a few questions about you so we can match needs to groups of people. 16. What is your gender? (Check one box) Female (77%) ❑ Male (23%) 17. Do you own or rent your home? (Check one box) ❑ Own (82%) ❑ Rent (14%) ❑ Other (Please write in (4%) 18. Please tell me the racial or ethnic group with which you identify? (Check one box) ❑ White (75%) ❑ Hispanic/Mexican American (7%) ❑ Asian/Pacific Islander (14%) ❑ Black or African American (2%) ❑ Other (Please write in ) (2%) 19. Which of the following ranges includes your annual income before taxes? (Check one box) ❑ Less than $20,000 (18%) ❑ $60,000 to $69,999 (7%) ❑ $20,000 to $29,999 (16%) ❑ $70,000 to $79,999 (6%) ❑ $30,000 to $39,999 (13%) ❑ $80,000 to $89,999 (4%) ❑ $40,000 to $49,999 (12%) ❑ $90,000 to $99,999 (2%) ❑ $50,000 to $59,999 (11%) ❑ $100,000 and above (9%) A-32 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX TUSTIN E HONORING Ilan 1'n�i CITY OF TUSTIN Tustin Area Senior Center Needs Assessment Community Workshop Summary February 23, 2017 INTRODUCTION This report summarizes the results of the workshop which was conducted as part of the public outreach effort to encourage community members to share ideas regarding the Tustin Area Senior Center Needs Assessment. As part of the planning process, a workshop was held on Thursday, February 23th, from 9:00 am to 12:00 pm at the Tustin Area Senior Center. Community members and representatives of the City attended the workshop. Dave Wilson, Director of Parks and Recreation for the City of Tustin, welcomed the participants and provided an introduction to the project. Bob Mueting of RIM Design Group reviewed the process for the morning's activities and presented background information including project data, current demographics, site analysis, trends analysis, and then proceeded to facilitate the workshop activities. PROMSS The process began with research, analysis and fact finding. The project team, consisting of representatives from the City of Tustin and RIM Design Group, first met to review the approach and methodology. Data collection began to establish a comprehensive database through a review and analysis of available pertinent information provided by the City. Participants were divided into nine (9) working groups for the workshop process. Each member of the group sat at a table of no more than eight (8) participants with materials that included a flip chart, and markers to record their discussions. Groups included a staff recorder and were requested to select a presenter. During the course of the workshop, five (5) topics were presented for individual consideration and group discussion. Below is a list of the topics discussed. TOPIC #1A/1B - LIKES/DISLIKES • What do you like the most about the Tustin Area Senior Center? • What do you like the least about the Tustin Area Senior Center? TOPIC #2 - ISSUES/CONCERNS • What are the most important issues or concerns related to the Tustin Area Senior Center? TOPIC #3 - PROGRAM NEEDS • What is the too program, class, or activity needs for the Tustin Area Senior Center? TOPIC #4 - FACILITIES/AMENITIES • What are the ton facility or amenity needs for the Tustin Area Senior Center to better serve the community? Topic #5 - VISION • What is your VisionVision for the Tustin Area Senior Center in the future (2020)? Participants answered the questions individually then, as a group, discussed individual responses until a consensus group answer was reached and recorded on large format paper. The group's conclusions were presented to all workshop participants and posted on the wall. A consensus summary of all group responses was prepared and presented at the end of the workshop. Each question was posed, answered, and presented the same way. The results of the workshop were recorded in order to be included in the senior center needs assessment. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-33 APPENDIX OVERVIEW OF RESULTS A brief summary ofthe group consensus results are listed below, followed by tables that represent the exact wording provided by each group on the large format paper to show the workshop consensus responses. TOPIC la What do you like the mast about the Tustin Area Senior Center? Programs / Classes / Activities / Special Events Staff and Volunteers Lunches Atmosphere Location TOPIC lb What do you like the least about the Tustin Area Senior Center? 4. Parking Limited Space Issues with Classes TOPIC 2 What are your most important issues or concerns related to the Tustin Area Senior Center? Communication / Information / Outreach 4. Food / Lunch (quality, cost) More Classes, Seminars, Activities, Resources 4. More Space Needed Parking TOPIC 3 • What is the ton program, class. or activity needs for the Tustin Area Senior Center? Literature / Book Club / Seminars / Discussion Groups on World & Current Events 4. Computer and Technology Classes Social Activities / Dance / Music / Drama ❖ Arts and Crafts Classes Fitness / Exercise Classes Cooking / Food Classes Aquatics TOPIC 4 • What are the top facility or amenity needs for the Tustin Area Senior Center to better serve the community? More Space for Larger, Dedicated Rooms and Storage Fitness Center Pool/Aquatic 4. Outdoor Patio 4. Parking 4. Kitchen Library TOPIC 5 • What is your Vision for the Tustin Area Senior Center in the future (2020)? A new, expanded State-of-the-Art facility that is safe, fun, friendly, and beautiful. our health and well-being with a ational, and nutrition programs. The center of the community that is our home away from home allowing us to form meaningful relationships that improve our quality of life. For a diverse group of mature citizens in the City of Tustin. A-34 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX WORKSHOP SUMMARY CHARTS The following charts represent the exact wordine provided by each group on large format paper. They are aggregated here and color -coded to show the workshop consensus responses. Topic la What do you like the most about the Tustin Area Senior Center? GROUP 1 GROUP 2 GROUP 3 GROUP 4 GROUP 5 GROUP 6 GROUP 7 GROUP 8 GROUP 9 Programs: Atmosphere Programs Classes (fitness, art, computer) People (staff and volunteers) Community Personnel/ Staff/ Volunteers Range/ Variety of Activities Staff (lunch, bingo, movies, exercising, seminars) Volunteerine at Programs/ Location Volunteering Activities (City Classes Lunch Program Staff/ Activities - Senior Center Services I special events) Programs(IVC , Volunteer Variety classes) Involvement all of P Lunch FriendlyStaff Atmosphere Meeting New People Staff/ership Volunteers (friendly/staff) Birthday Lunches Other Likes: ■ Community ■ Meeting New People LIKES PROGRAMS / CLASSES / ACTIVITIES / SPECIAL EVENTS STAFF & VOLUNTEERS LUNCHES ATMOSPHERE LOCATION TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-35 APPENDIX Topic 1b What do you like the least about the Tustin Area Senior Center? DISLIKES PARKING LIMITED SPACE ISSUES WITH CLASSES Other Dislikes (in order of prioritvl: ■ People Eating For Free When They Can Afford It ■ No Fitness Room ■ Lunch Program (food) ■ Lack of Communication in Senior Sery Program ■ Not Enough Seminars ■ Temperature Control ■ Computer Lab - More Hours ■ Lack of Social/Case Worker ■ Improving Wi-Fi A-36 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX GROUP 1 GROUP 2 GROUP 3 GROUP 4 GROUP 5 GROUP 6 GROUP 7 GROUP 8 GROUP 9 Parking Parking Parking Parking Parking Class Cancelled Parking Parking Parking Too Abruptly Lack of Space/ People Who Eat For Free There is No Fitness Room Spam (Fitness Center, Lunch Program (food) Class Info/Website Storage Limited Space Facility Size (Overcrowding Storage When They Pickleball) /Age Can Afford It Breakdown) Lack of Not Enough Limited Space Communication ize Temperature Computer Lab- Lack of Improving Communication Seminars (canceled ance Control More Hours Social/Case Wi-Fi in Senior Sery classes/staff rn(umberand Worker Program volunteer ize) DISLIKES PARKING LIMITED SPACE ISSUES WITH CLASSES Other Dislikes (in order of prioritvl: ■ People Eating For Free When They Can Afford It ■ No Fitness Room ■ Lunch Program (food) ■ Lack of Communication in Senior Sery Program ■ Not Enough Seminars ■ Temperature Control ■ Computer Lab - More Hours ■ Lack of Social/Case Worker ■ Improving Wi-Fi A-36 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX Topic 2 What are the most important issues or concerns related to the Tustin Area Senior Center? GROUP 1 GROUP 2 GROUP 3 IF GROUP 4 GROUPS GROUP 6 GROUP 7 GROUP 8 GROUP 9 Social Worker Parking Lack of allaccf Excursions Outreach to Homeless Seminars: If Renovation/ Resources - (fitness other than Senior Population Medical, Closure What social, housing, class/center casinos: day Community Financial Will Happen to veterans room/storage/ trips (Tustin Today, Resources Current safety) Compass, Website) To Expand More Added Food Quality Parkine- have Being Access to Tasty, Amount of Afternoon Costs: Senior Center Space to come early, Organized with Fresh, and Lunches for Classes/ 1 Meeting Our do not want to Passing Nutritious Lunch Program Activities Costs: Needs Our Time parallel park Communication Healthy Food out to 2 -Amenities Participants 3 -City Budget Senior Sery Resource Communication[Hear oustics in More Classes Exercise Classes Ambassadors/ Communication Health and -website Re: Senior Problems Needs Center To Get oom. Hard to and Overall Based on Ability Greeters for Safety of To Be More -publicity Activities to Knowledge of Services (i.e. Participants Addressed to Information -newsletter Offer Programs and Transportation) -ADA Senior Sery Facility Compliance Volunteers. Information -Using Facilities More Communication ISSUES OR CONCERNS COMMUNICATION / INFORMATION / OUTREACH FOOD / LUNCH (QUALITY, COST) MORE CLASSES, SEMINARS, ACTIVITIES, RESOURCES MORE SPACE NEEDED PARKING Other Issues/Concerns (in order of priority): • Social Worker • Lack of Resources (social,housing,veterans) • Excursions Other Than Casinos • Homeless Population • If Renovation/Closure What Will Happen To Current Acoustics in Room. Hard to Hear • Health and Safety TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-37 APPENDIX Topic 3 What is the ton program, class, or activity needs for the Tustin Area Senior Center? GROUP 1 GROUP 2IF GROUP 3 GROUP 4 GROUP 5 GROUP 6 GROUP 7 GROUP 8 GROUP 9 Entry to Art Classes Social Services Computer/ Activities Social/Mental Ceramic/ Seminars Computer/Cell Computer Office Tablet/ Including Single Stimulation Sculpting Class (wellness, Phone (coffee, (drama. dance, Classes Smartphone/ Participants (discussion senior topics) gathering, music, etc.) Laptop (days) groups, explanation) lectures, book club Cooking Class Book Club Resource Center Fitness Center with Trainers Discussions/ Classes on More Ar Classes Social Dances Field Trips - educational Shakepeare/ Literature Help Current Events/ Interest Education (learning something new) More Exercise Classes in Fitness Room Exercise/ Publicity Dance/ Computer/Cell Computer Chess/ Classes World Events Balance/ Stretch/ NotYoga (monthly OC Register Articles) Movement for Singles (music) Phone Intro Classes Classes Book/ Drama Groups Gardening Fall Prevention Food Cookine (Hands Communication Open Computer Bunco Game Craft Classes Aquatic Classes Seminars On, 1-2 People of Offerings/ Lab Time Activities Meals, Healthy, Cancellations Fun Meals) Updating Tech/ Water Aerobics Pickleball Gift She Kitchen/ Healthy/ iFitness/ Social Groups Computers Procedures Looking/Safety /Safety Diabetic Exercise Classes (meet and greet in Kitchen Cooking Classes social hour) for Eating and Classes Knowledge TOP PROGRAM, CLASS, OR ACTIVITY NEEDS LITERATURE / BOOK CLUB / SEMINARS / DISCUSSION GROUPS ON WORLD AND CURRENT EVENTS COMPUTER AND TECHNOLOGY CLASSES SOCIAL ACTIVITIES / DANCE / MUSIC / DRAMA ARTS AND CRAFTS CLASSIN FITNESS / EXERCISE CLASSES COOKING / FOOD CLASSES AQUATICS Other Programs/Classes/Activities (in order of prioriWn • Social Services Office • Resource Center Field Trips • Publicity • Gardening • Communication of Offerings • Bunco • Pickleball • Gift Shop Procedures A-38 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX Topic 4 What are the top facility or amenity needs for the Tustin Area Senior Center to better serve the community? GROUP 1 GROUP Z GROUP 3 GROUP 4 GROUP 5 GROUP 6 GROUP 7 GROUP 8 GROUP 9 Outside Patio/ More Equipment for L r r B i Fitness Center Swimming Pool: Stora Solar Panels Improve Parking/ADA Designated Stage Courtyard to Accom a Whirl Pool All Prpgrams Class Needs (ex. Auditorium/ Weights) Live Performance Area Including Parking and Ponl!! Dedicated TV Pool Court,/ Fitness Center Pool (doesn't Low Flush Consider More/Small Room Garden/Veggies (grow/eat) need to be Olympic size) Toilets/Low Energy Appliances Naming This A Community Center Classrooms Dedicated Art Library Update ADA/Storage/ Bigger Gift Shop to Display Items Kitchen for Classes Fitness Center/Jacuzzi/ Size of Gift Shop/Library/ Kitchen to Facilitate Room Office Space Sauna Social Area -too Cooking Classes small Beautify Rooms Classes in the Parkin /Second Expand Kitchen Outdoor Outdoor Patio Simple Outdoor Library Room Use to Provide with Artwork Afternoon Story Patio/Garden Exercise Equip. for Seniors Food and Drinks During Classes and Activities Throughoutthe Day Fitness Room On Site Cooking Pool Bigger Fitness Room/ Separate Communication Relaxation for Lunches Computer Booms between Senior Room/Inside or Room and More (movies/TV, Center, Youth Out Equipment reading, socializing, Center and C.T. Game Room offices) Extend Transportation Area TOP FACILITY/AMENITY NEEDS MORE SPACE FOR LARGER, DEDICATED ROOMS AND STORAGE FITNESS CENTER POOL/AQUATIC OUTDOOR PATIO PARKING KITCHEN LIBRARY Other Facilities /Amenities (listed in order • Solar Panels • Low Flush Toilets/Low Energy Appliances • Consider Naming a Community Center • Communications Between Tustin's Senior, Youth, and Community Center • Extend Transportation Area TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-39 APPENDIX Topic 5 What is your Vision for the Tustin Area Senior Center in the future (2020)? Facility Programs Function For GROUP 1: To incorporate the suggestions, when ossible, that we heard today to our new, expanded senior center. Not just for our personal enjoyment, but for generations to com� This place should be our home away from home. GROUP 2: A very active, friendly center meeting the needs of a diverse group of seniors, as well as improving the quality of life. GROUP 3: A spot of peace, fun, and activity for mature citizens. -need increased/new area for parking and programs discussed today GROUP 4: A center where seniors can gather in a safe, beautiful and encouraging environment to have their social, intellectual, health, emotional needs addressed and give back to the community. Other topics: Parking; Better, Healthier Food; Open Weekends GROUPS: The center assumes the role of a facility to improve their lives and grow in a variety of activities in the hopes we are still here. GROUP 6: We envision a state-of-the-art facility with a wide variety of classes offering, including intergenerational activities and outreach to local community groups forming meaningful relationships. GROUP 7: An energy efficient and green using facility with additions of moving into ADA compliant facility. A renaming of Senior Center to Community Center while not growing and improving too fast with needs of seniors. GROUP 8: A full service community center that addresses the health, well-being, and needs of the Tustin Area aging population. -Facility Improvement -Parking -Communication GROUP 9: The future Tustin Senior Center will be a state-of-the-art facility (including solar and power storage) that will be center to the community and has the amenities to facilitate recreation classes, wellness programs and meet nutritional needs of all seniors of Tustin. A-40 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX For the Facility: ❖ New,Expanded ❖ Active, Friendly ❖ Peace, Fun ❖ Safe, Beautiful, Encouraging •'• State -of -the -Art ❖ Energy Efficient •3 ADA Compliant •'• Full Service •'• Community Center For Programs: ❖ Incorporate Suggestions ❖ Increase Improve Lives ❖ Wide Variety Health and Well Being Recreation, Wellness and Nutrition Intergenerational Activities For Function: ❖ Home Away From Home ❖ Improve the Quality of Life ❖ Give Back to Community •'• Outreach to Community ❖ Form Meaningful Relationships ❖ Center to the Community For Patrons: •'• Generations to Come ❖ Diverse Group of Seniors •'• Mature Citizens :• Where Seniors Go Tustin Area Aging Population ❖ All Seniors of Tustin :• Needs of Seniors TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-41 APPENDIX SENIOR RECREATION TRENDS ANALYSIS Today, our country and the world has become more transient, fast paced, with consistent, rapid, and dramatic changes. Therefore, understanding the trends that affect seniors and the park and recreation industry is very important as the City moves through the process of the Tustin Area Senior Center Needs Assessment. An awareness of trends affecting the growth of senior populations, economy, facility operation, and program participation will not only enhance the ability to meet growing and changing needs but open doors to new opportunities. Paying attention to current issues and understanding future issues will assist the City of Tustin in the needs of current and future senior populations. Emerging trends can be organized into six major subject areas: • Demographic Shift/Seniors • Health and Fitness • Changing Life Styles • Society and Economy • Sustainability • Park and Recreation As these emerging trends are explained and discussed, it will become clear that there will be significant impacts on current facilities and the development of new park and recreation facilities. Foremost among these changes are: • "Intergenerational" facilities that address needs of all of the community's population regardless of age. • Facilities that support programs, and provide positive, safe, and secure recreational alternatives for healthy lifestyles and to combat obesity. • Facilities that support programs and activities, promote personal connections, and allow the community to highlight and share their cultural heritage. • Neighborhood parks and facilities that allow for increased community connectedness. • Facilities that support increased multi -cultural family and art events. • Access to facilities, with flexible hours to accommodate user needs. • Facilities in which teens can call "home", program, and operate under teen leadership. • Facilities in which children can experience, learn, and develop an appreciation for nature and open space. • Facilities designed with reduced or limited impact to natural resources. A-42 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX Benefits of Parks and Recreation The California Park and Recreation Society (CPRS) Vision Insight and Planning Project—Creating Community in the 215' Century identified the mission of California's park and recreation agencies as: To create community through people, parks and programs. The plan also identified benefits of park and recreation services including: • Foster Human Development. Parks and recreation services foster social, intellectual, physical and emotional development. • Promote Health and Wellness. Participation in recreation improves physical and emotional health. • Increase Cultural Unity. Parks and recreation increases cultural unity through experiences that promote cultural understanding and celebrate diversity. • Facilitate Community Problem -solving. Park and recreation professionals have skills in facilitation and leadership that can be applied to resolve community problems and issues. • Protect Natural Resources. By acquiring and protecting valuable resources as open space, such as rivers, streams, greenways, view sheds, forests and other habitat areas, natural resources are protected and habitat required for the survival of diverse species is preserved. • Strengthen Safety and Security. Park and recreation professionals provide safe environments for recreation and design programs and services specifically to reduce criminal activity. • Strengthen Community Image and Sense of Place. Parks, recreation facilities, programs and community events are key factors in strengthening community image and creating a sense of place. • Support Economic Development. Recreation programs and facilities attract and retain businesses and residents, as well as attract tourists. Parks and recreation provides jobs and generates income for the community and for local businesses. Demographic Trends Our Nation is aging, as is the state and the city of Tustin. The median age of Californians is 34.2 years. By 2030, it is projected to be close to 39 years. Tustin currently holds a younger population with a median age of 34.2 with Orange County at 37.1. Between 2010 and 2015, the age group 60 and older experienced a relatively high increase of 16.5%, while the total city population increased by 6.5%. During the same time frame those 85 and over increased by 13%. (American Community Survey and California Department of Finance) TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-43 APPENDIX • For Orange County, the largest percentage of growth in the senior (60+) population came in the 60-64 group with an increase of 520. Those 85 and older increased by 45.20. (U.S. Census) The largest increase in the 65 to 69 years group at 18.9% and those 85+ increased 13% • California's population for those over 60 will increase by 1120 during the period from 1990 and 2020. Those age 85 and above will increase at even a faster rate, having an overall increase of 1430. (American Community Survey and California Department of Finance) • Households are shrinking nationwide, with Tustin's population per household at 3.08, higher than the 2.94 figure for California. This is lower than Orange County's 3.04 person per household. California currently has the second highest average in the nation for owner - occupied at 2.93. (American Community Survey and California Department of Finance) • Our Nation is becoming more culturally diverse. By 2020, the Hispanic population will reach 80 million, comprising one in five U.S. residents. English as the language used at home has dropped from 87% in 1990 to 84.3% in 2000. Within the Tustin City boundaries the share of Hispanic population is 40.2%, slightly higher than the state at 38.40, and higher than Orange County at 34.20. (American Community Survey and California Department of Finance) • Tustin continues to experience relatively slow but steady population growth. Between 2010 and 2015, the population increased by nearly 6.5%. The share of Non- Hispanic White population in the city decreased from 36.8% to 32.6% and, the share of Hispanic population in the city increased from 37.4% to 40.2%. (American Community Survey and California Department of Finance) • By 2030, one in every five Americans will be 65 years or older, and AARP, Inc., estimates that in many states the numbers of seniors will equal or excel the number of school-age children. Health and Fitness Trends There will continue to be a growing population of individuals with special needs. In 2005, almost 22 million of older adults in our nation had a functional deficit, and 12 million of this group had an activity limitation. This percentage is projected to grow over time as the population ages. While growth rates have stabilized, by 2030, the number of individuals with functional or activity limitations are projected to grow to 38 million and 22 million respectively. (American Community Survey and California Department of Finance) A-44 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX Situated within Orange County, Tustin has convenient access to scenic mountains, natural areas, and the Pacific Ocean. This provides opportunities for people both seeking both access to natural areas and the urban environment for walking, and bicycling, two of the most popular activities statewide. Walkscore.com gave Tustin a 49 score meaning car dependent city. The neighborhood that surrounds the Senior Center has a score of 86, meaning most errands can be accomplished on foot. In contrast, San Francisco was the second most walkable city in the United States receiving a score of 86. Local comparisons include Newport Beach at 46, Irvine at 44, Huntington Beach at 53, and Santa Ana with a score of 65. In 2008, California State Parks research found that 74% of Californians walk for fitness or pleasure. The 2000 National Survey on Recreation and the Environment (NSRE) estimated that walking would grow 23% and 34% in the next 10 and 20 years respectively. Blessed with the great outdoors, and a push in California to make communities more walkable, one can expect even a higher rate in California. A unique program to encourage kids to play outside is really taking off in parts of Seattle. It's called "play streets" and it allows neighborhoods to turn away cars in favor of play time. (KING -TV Seattle) In 2015, California was ranked as the 5th least obese state in America (45 states are more obese) although obesity rates had increased by over 78%. Louisiana is the most obese state in the nation at 36.3% of the population, followed by Alabama, Mississippi, and West Virginia at 35.6%. While obesity in California has almost doubled over the last 15 years, the adult rate fell from 24.8% in 2011 to 24.1 % in 2013. For 2015 the California obesity rate rose slightly to 24.2%. Nationwide figures for 2014 show that diabetes has almost doubled to 9.1% with California at 9.9% and Orange County at 7.6%. For Californians 65-74 the rate jumps to 21.5% and 22.5% for those over 75. Further, 32% of those over 20 are reporting high blood pressure. High blood pressure costs the nation $48.6 billion each year. This total includes the cost of health care services, medications to treat high blood pressure, and missed days of work. (Center for Disease Control) According to the Center for Disease Prevention and Control more than two thirds of Americans are overweight and one-third is obese. Obesity prevalence in 2015 varies across states and territories but continues to increase; No state had a prevalence of obesity less than 20%. In 6 states (California, Colorado, Hawaii, Massachusetts, Montana, and Utah) and the District of Columbia, obesity ranged from 20% to less than 25%. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-45 APPENDIX • 19 states and Puerto Rico had a prevalence of obesity between 25% and less than 30%. • Obesity prevalence in 21 states and Guam was 30% to less than 35%. • Four states (Alabama, Louisiana, Mississippi, and West Virginia) had an obesity prevalence of 35% or greater. • The South had the highest prevalence of obesity (31.20, followed by the Midwest (30.70, the Northeast (26.40, and the West (25.2%). • Obesity rates are higher nation-wide for Hispanic and Black populations. • A recent study by the Trust for America's Health and the Robert Wood Johnson Foundation projected a nation-wide obesity rate of 42% by 2030 with California increasing from the current level of 24.2% to 47%. • The United Health Foundation's 2016 Annual Report, America's Health Rankings, identified several issues and trend reversals. For the first time in 26 years the rate of cardiovascular deaths increases, as did premature death (lost life before 75), and a continued five year increase drug deaths, rising 4% in the last year. Further, the rate of obesity among adults has increased 157% since the first report in 1990. • While recent studies indicate declining obesity rates among 2-5 year olds another study indicated opposite results for older children. Over 250 California cities were analyzed by UCLA Center for Health Policy Research and the California Center for Public Health Advocacy. The study was based on children in 5th, 7th, and 9th grades. Around 38.4% of the children in California are overweight or obese. Huntington Park in Los Angeles County topped the list with 53.0%. Locally, Tustin was at 35.9%, Orange County was at 33.3%, Huntington Beach 26.4%, Newport Beach 18.3%, Fountain Valley 3.4%, Santa Ana 46.5%, and Irvine 21.7%. Manhattan Beach in Los Angeles County had the lowest rate in the state, with just 11.3% of children obese.(http://www.publichealthadvocacy.org/) • As reported in "The First National Study of Neighborhood Parks Implica- tions for Physical Activity," by Deborah A. Cohen, MD, the park facility that generated the most moderate to vigorous physical activity time for adults and seniors was a walking loop, where 9% of users were seniors ver- sus 4% in other park areas. This study further identified multiple disparities in park uses, especially low use among adults, seniors, girls, and women, and lower use in high -poverty neighborhoods, suggesting efforts to im- prove services for these subpopulations are necessary. A-46 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX • Economics also plays a large role in the likelihood of a person being obese. One-third of adults who earn less than $15,000 per year are obese, compared with one-quarter of the population who earn at least $50,000. (Center for Disease Control) • Research in the Journal of Transport and Health says cities with a more compact street network had reduced rates of obesity, diabetes, and heart disease, while wider streets and more lanes were tied to higher disease levels. "This research is one more in a long line that demonstrates the myriad advantages of fostering walkable places," researcher Norman Garrick said. • A Doctor from the District of Columbia has started to write prescriptions for outdoor play. About 40% of Dr. Robert Zarr's young patients are overweight or obese, which has led the doctor to come up with ways to give them very specific recommendations for physical activity. Zarrwrites park prescriptions on a special prescription pad, in English and Spanish, with the words "Rx for Outdoor Activity" on top, and a schedule slot that asks, "When and where will you play outside this week?" In the San Francisco area, UCSF Benioff Children's Hospital Oakland and the East Bay Regional Park District have partnered on a Park Prescriptions Program. The goal is to reduce chronic obesity and promote physical activity among children. Similar examples have occurred in Portland, Oregon and Seattle, Washington. (http:// centerforactivedesign.org/prescriptionforphysicalactivity) • According to the CDC, health care expenditures in 2007 represented 16.7% of gross domestic product (GDP) and are projected to grow to 19% of GDP by 2017. Medical costs associated with obesity were estimated at $147 billion per year, on average, annual medical costs for people who are obese were $1,429 higher than for individuals of normal weight. (http://www.cdc.gov/obesity/adult/causes/index.html) Changing Life Styles * Both "Generation X's" and "Generation Y's" crave fun, fast -paced and action -packed experiences; seek the pursuit of pleasure and the stimulation of the senses. While they both prefer collective activities, media and technology-based leisure, and extreme sports, there are basic differences: Generation X" is the generation born after the baby -boom ended, generally between 1961 and 1979 and are highly educated, active, and family oriented. Technologically speaking, Generation X has witnessed the rise of cable TV, video games, and the internet. Their political experiences and cultural perspectives were shaped by the end of the cold war, the fall TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-47 APPENDIX of the Berlin Wall, and a series of U.S. economic calamities such as the 1973 oil crisis, the 1979 energy crisis and the early 1980's economic recession. (Wikipedia.org) o"Generation Y", also known asthe Millen nialGeneration orGeneration Next, were born roughly between mid- 1970 and 2000. Expression and acceptance are highly important to this generation. They are very familiar with digital technologies, media and communications, including texting, tweeting, YouTube, and Facebook. They often find comfort in on-line gaming. Their economic outlook was hard hit by the late 2000's economic recession. (Wikipedia.org) • The high-tech world has given birth to a generation of sedentary lifestyles. The high-tech/high-touch generation shares common leisure activities such as internet surfing, computer and video games, social networking and TV watching. As a result, obesity prevalence for adults increased from 10% in 1990 to 24% in 1996, and has risen to 35% in 2015. (Center for Disease Control) • In a study by MarketingSherpa on the effectiveness of various social media marketing outlets, 84% of entrepreneurs surveyed said that their blogs were effective tools in their marketing. That percentage proved to be larger for blogs than for any other form of social media marketing outlet. • The electronic world continues to expand. In 2009, 438 million new consumer electronics were sold in the United States. By 2012, 78.9% of the nation's population had a computer at home and 74.8% internet access. This is up dramatically from 51 % and 41.5% respectively in 2000. Further, there is a direct correlation with educational achievement and use of a computer. Data from the 2010 census revealed that for those with a BA, 89.7% had a computer at home. For those with less than a high school education that figure dropped to 39.3%. (Huffington Post—www. statisticsbrain.com) • Technology will continue to shape the way we live and do business. In the U.S., social networking now accounts for 11 % of all time spent online. By 2015 64% of Americans owned a smart phone and 90%either a smart phone or cell phone. For those 18-29 that figure is 98% dropping to 74% for those over 65. Twitter processed more than one billion tweets and averaged almost 40 million tweets per day in 2009. That number increased to 500 million tweets per day by 2015. (Huffington Post—www.statisticsbrain.com) A-48 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX Society and Economy • The Great Recession, technically ended in mid -2009, but has many lingering effects. The Congressional Budget Office in a report titled "Budget and Economic Outlook Fiscal Year 2011-21," projects that the unemployment rate will gradually fall to 5.3% by 2016. As of November 2016 the unemployment rate in Tustin has fallen from close to 10% in 2010 to a relatively low 3.50, Orange County 3.7%, and California is at 55 and the nation also declining to close to 5%. The highest in the State is Imperial County at 20.3%. -Tustin has a high degree of educational attainment with 39.6% of the population holding a Bachelor's Degree or higher, compared to 30.6% for the State of California. Conversely, 18.7% of California residents have not received a high school diploma and for Tustin that figure is 16.5%. (American Community Survey and California Department of Finance) • Nation-wide the gap between those who "have" resources and "haveC not" continues to be a concern. Within the Tustin area the percentage of those living in poverty is 9.1 %. For California, 12.2% are below the poverty level with the largest percentage being families headed by a single female. (American Community Survey and California Department of Finance) • Poverty among Orange County's seniors increased an average of 3% each year during the 2000-2009 period compared to 1% statewide. This is measured by the Elder Index which reflects actual costs at the county level for housing, health care, food, transportation, and other costs in different housing types. A total of 137,000 or 44% of the senior population are considered economically insecure. The figure is much high for Latino seniors at 8 of 10 and Asian seniors with 7 of 10 economically insecure. (UCLA Center for Health Policy Research) -Tustin has a large number of foreign born citizens with 34.7% of the population being foreign born compared to California at 27% and Orange County at 30.5%. Correspondingly, 53.4% of Tustin's households speak at least one other language than English while 20.5% of the households have residents over the age of 5 who speak English "less than very well." (American Community Survey and California Department of Finance) • The median household income for Tustin in 2015 was $71,897 while the Orange County average was at $76,509. The median household income of Orange County older adult population was $47,992, approximately $24,000 less than the county. In 2010, 20.840 of Tustin's households earned less than $50,000 annually, increasing to 21.7% by 2015. From 2010 to 2015, the median household fell by $1,273. (American Community Survey and California Department of Finance) TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-49 APPENDIX • The median value for owner occupied homes in Tustin in 2015 was $514,500, lower than the $553,600 for Orange County overall. This is compared to $385,500 for California. Between 2010 and 2015, the Tustin median home sales value declined from $573,100 in 2010 to the current value of $514,500. (American Community Survey and California Department of Finance) • Crime continues to be a concern. The crime rate in Tustin is considerably higher than the national average across all communities in America, although at 23 crimes per one thousand residents, it is not among the communities with the very highest crime rate. The chance of becoming a victim of either violent or property crime in Tustin is 1 in 44. Based on FBI crime data, Tustin is not one of the safest communities in America. Relative to California, Tustin has a crime rate that is higher than 54% of the state's cities and towns of all sizes. (Neighborhoodscout.com) • Tustin's violent crime rate is 2 per one thousand inhabitants, which is about average for all communities in America, across all population sizes. Violent crimes that are tracked and included in this rate are armed robbery, aggravated assault, rape (not statutory), and murder and non -negligent manslaughter. Roughly similar to the national average, the chance of becoming a victim of violent crime in Tustin is one in 620. (Neighborhoodscout.com) • Tustin is a place where there is an above average chance of becoming a victim of a property crime, when compared to all other communities in America of all population sizes. Property crimes are motor vehicle theft, arson, larceny, and burglary. Your chance of becoming a victim of any of these crimes in Tustin is one in 47. (Neighborhoodscout.com) • City -datacom utilizes a slightly different format to score cities crime index, counting more heavily serious crime and violent crime. City -data. com gave Tustin a score of 136.8 for 2014, continuing in a downward trend from a score of 247.5 in 2005. This compares with a national average of 287.5 and locally with a 211.1 for Santa Ana, 139 for Fountain Valley, 89.9 for Irvine, and a 139.3 for Newport Beach. • Nationally, there is an emerging recognition that parks and recreation services play a significant role in improving the quality of life of the City, and that parks and open space are catalysts for both community building and economic development. "The Role of Parks in Shaping Successful Cities" released in 2014 by the American Planning Association (APA) and NRPA, directly associate well-maintained parks and greenways with a strong sense of place and community identity, enhanced property values, and business, future homeowner, and tourist attractions. A-50 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX • A report by Salud America! found 81% of Latino neighborhoods do not have access to green spaces such as parks and hiking trails, blue spaces like community pools and municipal recreation facilities like school playgrounds. This is twice as high as in predominately white neighborhoods, where 38% have no access to these spaces. Sustainability • For the first time in state history, Governor Brown directed the State Water Resources Control Board to implement mandatory water reductions in cities and towns across California to reduce water usage by 25%. This savings amounts to approximately 1.5 million acre-feet of water over the next nine months, or nearly as much as is currently in Lake Oroville. To save more water now, the order dated April 1, 2015 will also: o Replace 50 million square feet of lawns throughout the state with drought tolerant landscaping in partnership with local governments. o Direct the creation of a temporary, statewide consumer rebate program to replace old appliances with more water and energy efficient models. o Require campuses, golf courses, cemeteries, and other large landscapes to make significant cuts in water use. o Prohibit new homes and developments from irrigating with potable water unless water -efficient drip irrigation systems are used, and ban watering of ornamental grass on public street medians. -There is a renewed awareness and sensitivity to the preservation of our natural environment. Many cities such as Seattle, Portland, and San Francisco have developed best practices and strategies to address open space and urban forest preservation, wildlife habitat and natural area restoration, invasive plant management and shoreline/wetland/critical area management. • Another fast growing trend is the construction of "green" buildings using Leadership in Energy and Environmental Design (LEED) certified strategies to improve energy savings, water efficiency, CO2 emission reductions and stewardship of resources. Since the inception of the LEED certification system in 1998, the U.S. Green Building Council has grown to encompass more than 14,000 projects in the United States and 30 countries covering 1.062 billion square feet (99 km2) of development area. (http://www. usgbc.ora/) TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-51 APPENDIX • There is a trend to utilize ecologically sound management practices in park and facility maintenance and operation. This would include recycling programs, reduced use of pesticides, energy-efficient lighting installations, water conservation and bio-swale additions in park design to reduce water runoff. • According to a 2013 report by the Urban Lands Institute, Ten Principles for Building Healthy Places changes in physical design over the past 50 years have led to lifestyle changes, which have led to health impacts. Communities designed in a way that supports physical activity—wide sidewalks, safe bike lanes, accessible recreation areas—encourage resi- dents to make healthy choices and live healthy lives. • A 2016 study found a significant associations between public park coverage and subjective wellbeing -particularly the physical and community wellbeing -of residents in U.S. cities. As reported by Lincoln Larson in "According Public Parks and Wellbeing in Urban Areas of the United States," the study revealed Park quantity (measured as the percentage of city area covered by public parks) was among the strongest predictors of overall wellbeing, and the strength of this relationship appeared to be driven by parks' contributions to physical and community wellbeing. • Treesare a great investment for cities, both ecologicallyand economically, according to a study published in Urban Forestry & Urban Greening. The study found that California's 9.1 million street -based trees each add $111 in annual value by reducing energy use and emissions and raising property values. (Urban Forestry & Urban Greening, June 2016) • The East Bay Regional Park District in California is spending $7.5 million at Shadow Cliffs Regional Recreation Area in Pleasanton, Calif., primarily for a solar -panel carport system that could produce energy equivalent to the daily use of the district's 65 parks. The project also includes a recycled water line and electric car charging stations. (Pleasanton Weekly, 2016) • Sustainable development has been gaining momentum since late 1980's in response to the growing awareness of climate change and the need to reduce carbon footprint. The park and recreation profession has a huge role to play to comprehensively promote the three pillars of sustainability, economic, social, and environmental. Parks, open space, and recreation services generate a host of community benefits and outcomes in each of the three pillars of sustainability. A-52 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX Park and Recreation Industry • Urban parks are on the rise to address open space and leisure walking needs within the compact built environment. Urban parks are commonly expressed in the form of paved plazas or courtyards adorned with public art and water features, or linear urban trails with widened boulevard, city streetscapes, and bike facilities. Sometimes, these urban parks are interspersed with community gardens to replace lost backyards in high- density living. • There is an increasingly vocal group of play experts (including environmental psychologists, child development specialists, educators and landscape architects) who see creative play as serious work providing time for kids to learn, discover, and be creative. They advocate the creation of a play environment open to manipulation. They see the addition of familiar swings and slides as only offering repetitive gross -motor play activities often isolated from other activities. Instead, they recommend adventure playgrounds made up of "loose parts," such as water, sand, balls and other manageable materials, for children to work, explore, create, and make-believe. • Figures released by the Sports and Fitness Industry Association of America (SFIA) in 2012 continue to show changes in sport participation rates. SFIA reported dramatic a dramatic increase in lacrosse up 29.1 %. Other increases included ice skating (16.4%), trail running (10.9%), field hockey (1.9%), ultimate frisbee (12.2%), Rugby (2%), downhill skiing (2.1 %), cross- country skiing (10.5%), and snowboarding at (8.2%). Significant decreases of over 16% were experienced by in-line skating, skateboarding, and softball. Smaller declines, less than 5%, was found in traditional sports such as tennis, baseball, basketball, and soccer. • Bocce Ball, a sport which has been around for centuries is now experiencing a growth in participation rates, especially in Northern California and the San Francisco Bay Area. The United Stated Bocce Federation states that there are about 1 million players currently in the United States. In Orange County, Anaheim, Irvine, and Fountain Valley each have courts and Tustin opened two artificial courts in 2014 adjacent to the Senior Center at Peppertree Park. • Pickleball was invented the summer of 1965 on Bainbridge Island, Washington, at the home of Joel Pritchard, then a state representative and later a congressman. Pritchard and a couple of friends tried to get a game of badminton together for their families but couldn't find a shuttlecock. They improvised with a whiffle ball, lowered the net, and made paddles from some plywood. Currently, the sport of pickleball is exploding in popularity. The number of places to play has nearly doubled TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-53 APPENDIX since 2010. There are now well over 2,000 locations on the USA Pickleball Association's Places to Play map. The spread of the sport is attributed to its popularity within community centers, physical education classes, YMCA facilities, and retirement communities. Within Orange County, City of Laguna Niguel opened 8 new Pickleball courts situated at Crown Valley Elementary School. Tustin features courts at A.G. Currie Elementary School and Tustin officials have incorporated eight permanent, lighted courts into plans for the future "flagship" park, a 33 -acre sports site at the Tustin Legacy. (World Pickleball Federation) • Community gardens have grown in popularity over the last decade, as people have become more aware of the value of eating organic local food. Furthermore, fruit and vegetables have grown more expensive due to climate changes. Community gardens generally provide fresh produce as well as flowers, and they can be a lovely sight in an urban neighborhood if properly maintained. The USDA claims that approximately 15% of food today is grown in urban areas, in backyards, on apartment balconies and in community gardens. Community gardens can improve nutrition for a neighborhood, particularly for low-income persons. • Long popular in China, Japan and parts of Europe and Latin America, adult playgrounds are popping up across the U.S., from Portland, Ore., to Tomball, Texas, to New York City, as organizations and municipalities cater to the needs of an aging populace. Hundreds of local and regional park systems have embraced the concept, especially in the South, where warmer temperatures beckon people outdoors most of the year. The playgrounds tend to feature low -impact, joint -friendly equipment. It's not just advocates of exercise who are pushing the idea. Nonprofits focused on underserved communities and better land management are behind it as well. In the past few years, KaBOOM, a nonprofit based in Washington, D.C., that helps communities create play facilities, has built more than 50 multigenerational playgrounds at costs ranging from $25,000 to more than $100,000. (Corporate sponsors including Target Corp. and Humana Inc. help to foot the bill.) The San Francisco -based Trust for Public Land, meanwhile, has installed 68 outdoor fitness zones in public parks since 2012, and others are planned. (Wall Street Journal Dec 2016) • Bike advocates argue that separation is key to driving up cyclist par- ticipation. PeopleForBikes, an advocacy group in Colorado working with Portland State University is researching the benefits of bike lands. Across six cities, the study finds a rise of ridership between 21 % and 171 % after bike lanes were installed. Researchers tracked the impact of the new lanes in Austin, Chicago, Portland (Oregon), San Francisco, and Wash- ington, D.C., by analyzing camera footage, interviewing cyclists, and sending out surveys to local residents. Almost half of riders said they were A-54 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX cycling more frequently as a result of the new lanes, with those on Dear- born Street, in Chicago, reporting the biggest increase. Most importantly, the research found that the lanes increased participation in cycling gen- erally. • San Francisco is focusing on community -building through play as a way to hold onto the roots of diverse neighborhoods in a time of rapidly changing demographics. The city is increasing playspaces to activate surrounding communities and is installing new innovative playground models to encourage active play and facilitate healthy and successful child development. Playful City USA is a national recognition program sponsored by the Humana Foundation, honoring cities and towns that champion efforts to make play a priority through establishing policy initiatives, infrastructure investments and innovative programming. (http://kaboom.org/take action/playful city usa/stories) • Nationwide, new community center design and construction has placed more emphasis on the scale of development, the use of Crime Prevention Through Environmental Design (CPTED) principles, and the pursuit of LEED certification. • Forming partnerships and engaging volunteers have become efficient ways of doing business. Today, nearly 85% of park and recreation agencies have formed some kind of partnerships to extend their reach, increase programming capabilities and expand funding ability. According to a 2014 Recreation Management article, the most common partners include local schools (56.90, other local government agencies (46.6%), nonprofit organizations (42.8%), colleges and universities (32.8%), state government (32.3%), private corporations, service clubs, or local businesses (30.50, federal government (19.60, YMCA, Boys and Girls Clubs, etc. (16.80, and health care providers (18.70. • As reported by the Dallas Morning News, Dallas recently privatized its zoo and is considering carrying out a similar plan for a 277 -acre park compound that includes museums and historic buildings and which hosts the annual State Fair of Texas. The process could be more complicated because there are multiple tenants and organizations, according to supporters. The proposal grew out of a mayoral task force recommendation that the park be privately managed as a way to realize its maximum potential. The task force recommended that the city increase funding for the park but turn over governance to a private, nonprofit board — the model used for the city's 2009 agreement with the Dallas Zoological Society. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-55 APPENDIX • Funding measures for parks and recreation found public support this national election. Los Angeles County $1,890,000,000 parcel tax received 73% of the vote. Other ballot measures that received a majority vote included: Monterey Peninsula Regional Park District parcel tax ($24,000,000 71 % to 29%), Mountain Recreation and Conservation Authority (FF) parcel tax ($2,892,000 76% to 24%), Mountain Recreation and Conservation Authority (GG) parcel tax ($11,940,000 84% to 16%), Napa County Regional Park and Open Space District sales tax ($112,000,000 62% to 38%), Oakland Bond ($35,000,000 82% to 18%), San Diego County sales tax ($2,000,000,000 57% to 43%), Sonoma County sales tax ($100,000,000 63% to 37%). • To be more accountable, transparent, responsive and effective, today more and more cities and their parks and recreation departments are using business models to gain better efficiencies. Current California examples include the City of Rocklin, Livermore Recreation and Park District and Pleasant Hill Park and Recreation District. This requires a paradigm shift towards a business mindset in planning and managing services, with emphasis on core business, best practices, smart operation, performance management and customer service. Today, the park and recreation industry faces the on-going challenges of meeting or exceeding the expectations of their diverse and aging population and stiffer competition for tax dollars. A-56 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX ADDITIONAL FUNDING INFORMATION Description of Financing Mechanisms for Local Park Agencies A variety of financing methods are used by special districts and other governmental agencies to finance the acquisition, development, maintenance, and operation of parks and recreation facilities. Many of these will require cooperation and collaboration with other agencies or organizations. This listing is a summary of available opportunities and not intended to make any specific recommendation as to what mechanisms are appropriate. Property Tax Financing The residents vote for a "special" tax for a defined period of time. The tax is assessed on commercial and residential property. This type of tax offers a steady stream of revenue to develop and maintain parks. Unless a tax is a "general tax," a 2/3 vote of the community or affected area is required. Property taxes are relatively easy to administer at the local level, revenues can be accurately predicted, and the tax burden is equitably distributed. Perhaps the most important factor when considering a property tax -backed parks and open space measure is track record. Despite the dislike of property taxes, voters in many communities have been willing to accept an increase when revenues are specifically earmarked for parks. Assessment Districts Benefit Assessment Districts: An assessment district is a special purpose mechanism available to local government agencies for developing and maintaining facilities and resources in a defined geographic area. The costs of the facilities are recaptured based on a benefit/assessment spread. They can be established by local government using their authority under the Lighting and Landscape Act of 1972 (L&L) or by voter initiative. The assessments are made on cost per lot, per acre, or some other parcel -by parcel basis. With the passage of Proposition 218, agencies are now required to have the property owners vote on any new or increased assessment. The process uses a mailed ballot to property owners. Each ballot is weighted by the assessment it represents. If a majority of the weighted ballots are in support, the assessment district is adopted by a Governing Board resolution. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-57 APPENDIX Mello Roos Community Facilities District (CFD): A Special District is created to provide certain public facilities and services in a given area. A special tax is imposed on property owners to finance specific public projects. It is secured by taxes within the district and is levied each year for public projects. Taxes can also support maintenance. Mello -Roos is California's state enabling legislation for this type of district. Park and recreation facilities may be funded in this way but a two-thirds voter approval is necessary. Unlike Special Districts these districts lack a governmental structure with management responsibilities. Mello -Roos is most commonly used in newly developing areas and used in combination with other developer based funding, such as impact fees and development agreements. Business Improvement Districts: A somewhat controversial financing tool is the Business Improvement District or BID. Like special assessment districts, BID's assess residents within set boundaries for additional services, such as park maintenance and public safety. This is a directtaxlevyon business license holders and/or property owners. Theyareunique, however, in that they establish a partnership between property owners and businesses in downtown or commercial areas for the purpose of improving the business climate in a defined area. Impetus for the BID generally comes from business and property owners hoping to attract tourists and new customers by cleaning up sidewalks, improving parks, increasing lighting, etc. These business owners want better services within their neighborhood and are willing to pay for it. In some places, they are willing to take on nongovernmental tasks, such as marketing, to supplement public services. It is in the public interest to promote the economic revitalization and physical maintenance of the business districts of its cities in order to create jobs, attract new businesses, and prevent the erosion of the business districts. It is of particular local benefit to allow cities to fund business related improvements, maintenance, and activities through the levy of assessments upon the businesses or real property that benefits from those improvements. Borrowing General Obligation Bonds: A General Obligation Bond is secured by the public agency's taxing power and is the least expensive form of public debt for public improvements. A general obligation bond is essentially a loan taken out by a city, county or special district against the value of the taxable property in the locality. A bond requires two-thirds voter approval. If passed by voters ad valorem taxes are simply increased by a specific amount for a specific period. Bond measures require strong support from the community to pass. The advantage of the bonds is that they allow for immediate purchase of land, renovation of existing or development of new facilities. Bond proceeds cannot be used for maintenance and operations. Revenue Bonds: These are paid from a tax levied for the use of a specific public project or with the proceeds from the fees charged to those who use the facility that the bonds A-58 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX finance. These bonds are not constrained by debt ceilings like general obligation bonds. Voter approval is rarely required, since the government is not obligated to repay the debt if the revenue stream does not flow as predicted. Revenue bonds are more expensive to repay than general obligation bonds. Certificates of Participation (COP's): COP's are financing techniques that provide long term financing through a lease, installment sale agreement, or loan agreement. They do not constitute indebtedness under the state constitutional debt limitation and are not subject to the statutory requirement applicable to bonds. They are securities designed for the small investor. The COP's require identification of a revenue source for repayment before issuance. Park and recreation facilities with user fees such as golf courses, swimming pools, theatres, are the most viable improvements forthis type of financing. Cities, districts, and counties will often pool several public facilities in one issue and pledge future general fund or enterprise revenue for the repayment. Development Related Fees Quimby Parkland Dedication: The "Quimby Act" enables local governments to exact the dedication of land or in -lieu fees for parks as part of the subdivision approval process. Although the Act has provided for the acquisition of land for parks in new subdivisions; it has limitations when an area is built -out. It can provide funds for improvements, but not maintenance. The dedication or fee is based on the local agencies adopted park standards per thousand population. Local cities and counties must pass an ordinance to enact Quimby provisions. It is also only applicable to residential subdivisions and does not address park demands created through in -fill development, condominium conversions or commercial and industrial developments. The in -lieu fees are based on the cost of land and do not provide adequate funding for park development. The fees can be used for improvements but that use is restricted to the area where the fee is collected. Development Impact Fees: Development Impact Fees (AB 1600 fees) on development is another option for local agencies. The fees or exactions are based on the premise that new development generates new demand for park and recreation facilities. The fees only apply to new development and may only be assessed for new capital cost related to the development. A defined nexus or benefit/beneficiary relationship must be established. The fees are paid by the developer to offset costs for the infrastructure caused by new development. The fees are not limited to the cost of land and can be assessed for improvements. Some cities have used this fee mechanism to assess a capital equipment fee to acquire the equipment needed to maintain the new parks. The fees are often used in combination with development agreements. The advantages of impact fees, sometimes called mitigation fees, are that they can be assessed for non -subdivision land uses. Fees can be assessed under the premise that tourists, employers, and employees all benefit from and use community parks. This allows TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-59 APPENDIX for assessment of commercial and industrial development. Once the nexus is established that proves the need for additional facilities because of new development, a fee program can be implemented. The fee cannot be assessed to subsidize existing shortfalls or benefit existing residents. Development Agreements: A Development Agreement is a negotiated contract between a local agency and a land developer. The developer is given the vested right to subdivide and develop in exchange for negotiated exactions. These exactions may include public utilities and public park and recreation facilities. These are voluntary agreements and the agency can negotiate public facility improvements beyond those required by state or local mandates. The improvements required may benefit those outside the development area, thus avoiding the "nexus" requirement of impact fees. Other Taxes Sales Taxes: The cornerstone of the state -local revenue system in virtually every region of the country, the sales tax is the second largest source of income for state and local governments and typically the most popular tax among voters. Sales taxes are either general or specific in form. General sales taxes are levied on the sale of goods or services at the retail level. Specific or selective sales taxes are imposed on specific items such as alcohol, tobacco and gasoline and sometimes earmarked for specific projects. As an example the Sonoma County Agricultural Preservation and Open Space District is funded through % cent sales tax. Transit Occupancy Tax (TOT): often called bed taxes can be assessed on hotel rooms, campgrounds and other lodging facilities. The taxing authority is the local government agency. This use tax impacts tourists and not local residents, so it is easier to implement. Since many park facilities serve tourists in addition to residents, these funds can be used for both park development and maintenance Transient Occupancy Tax (TOT) is generally imposed on persons staying 30 days or less in a hotel, inn, motel, tourist home or other lodging facilities. Special District Assessments - These include Benefit Assessment Districts (under state law AB1600), Landscape and Lighting Act Districts, and Mello -Roos Districts. A special assessment or levy is placed on a property to finance improvements and/or maintenance that specifically benefit that property. The legislation requires a vote of the residents in order to form such districts or in order to change the level of assessment. Real Estate Transfer Tax: A real estate transfer tax is a tax levied on the sale of certain classes of property: residential, commercial or industrial that increases with the size of the property being sold. Sometimes sellers (who have typically seen the value of their homes rise over the years) foot the bill. A-60 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX Other times the cost is imposed on buyers, who, it is argued, are making an investment in the future of a community. At the local level, the real estate transfer tax can create substantial funds for park and open space acquisition, particularly in fast-growing communities. This type of tax requires voter approval. Winning approval in the face of special interest opposition has proven to be an obstacle for some communities. The City of San Jose has a Construction and Conveyance Tax of this type. Natural Heritage and Preservation Tax Credit Act of 2000: Through this program $100 million in tax credits are available to landowners interested in donating in fee or easement qualified lands and water. The intent is to protect and conserve open space, agricultural lands, wildlife habitat, state and local parks. The state tax credits are available to landowners interested in donating qualified lands to state resource departments, local government entities and qualified non-profit organizations for conservation purposes. State and Federal Grants Numerous state and federal governmental agencies provide grant opportunities for local park and recreation agencies. Many grant programs are dependent on the passage of bond measures and state or federal legislative action. The availability of funds can vary from year to year. Many require matching funds from the local agency. The programs have specific project criteria that applicants must meet. Although there are some grants available for operations and recreation/educational programs, most of the state and federal programs focus on the acquisition, development and improvement of parks, trails, recreation facilities and the protection of natural resources. Some agencies such as the Department of Education, Department of Health Services, and Environmental Protection Administration provide funding for educational programs. In the future, the City can increase its potential for grants by collaborating with other public agencies and local school districts. The agency may not always need to be the lead agency applying for the grant. In some cases it may be the facilitator or partner in seeking funds with other agencies or non-profit organizations. Land and Water Conservation Act: Created by Congress in 1965, the Land and Water Conservation Fund (LWCF) was a bipartisan commitment to safeguard natural areas, water resources and our cultural heritage, and to provide recreation opportunities. The LWCF state assistance program provides matching grants to help states and local communities protect parks and recreation resources. Running the gamut from wilderness to trails and neighborhood playgrounds, LWCF funding has benefited nearly every county in America, supporting over 41,000 projects. This 50:50 matching program is the primary federal investment tool to ensure that families have easy access to parks and open space, hiking and riding trails, and neighborhood recreation facilities. LWCF's current authorization is set to expire in September of this year. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-61 APPENDIX Initially authorized for a 25 -year period, the LWCF was extended for another 25 years and expired September 30, 2015. The fund was temporarily extended for 3 years in the Consolidated Appropriations Act, 2016, and will expire September 30, 2018. Prevention and Public Health Grants: These are grant programs are administered through the Centers for Disease Control, to support state and community level programs that prevent and control obesity and other chronic diseases. Older Americans Act Reauthorization Act: Legislation to reauthorize the Act was passed by Congress with unanimous, bipartisan support. The bill was signed into law by the President on April 19, 2016. It addresses the health, welfare and economic needs of older individuals by promoting senior center modernizations and evidence based chronic disease management and falls prevention. State agencies historically have managed the legislative funding and voter -approved propositions that provide funds for park and recreation agencies. In addition, federal funds are often funneled through state agencies that manage the grant programs. For example, the federal Land and Water Conservation (LWCF) grants and federal transportation enhancement funds SAFETEA-LU are managed by the California State Department of Parks and Recreation. Other State Grants: Some of the key state departments that manage grants that benefit local parks and recreation include the following: • California Resources Agency o California River Parkways o Urban Greening/Sustainable Communities o Environmental Enhancement Mitigation Fund (EEMP) • Department of Conservation • Department of Fish and Game • Wildlife Conservation Board • Department of Boating and Waterways • Department of Forestry and Fire Prevention • Department of Parks and Recreation o Habitat Conservation Fund o Land and Water Conservation Fund o Recreation Trails Fund o Park Bond Funding when available A-62 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX • Department of Water Resources o Flood Protection Corridor Program o Urban Stream Restoration o Proposition 1E Floodway Corridor Program • California Conservation Corps • State Coastal Conservancy o California Coastal Commission Whale's Tail Program • Department of Transportation (CALTRANS) • California State Library- California Cultural Heritage Endowment • California Environmental Protection Agency (EPA) • Integrated Waste Management • Department of Agriculture • Department of Education • Department of Health Services • California Arts Council • Office of Criminal Justice Planning • Office of Historic Preservation • CA Department of Aging • Housing and Community Development • University of California. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-63 APPENDIX Other Federal Grants: There are some federal agencies that directly manage grant programs that provide funding that can benefit local parks and recreation including the following: • Department of Agriculture • National Endowment for the Arts • Environmental Protection Agency • Institute of Museum and Library Services • Department of Energy • Department of Education • NOAA Coastal Zone Estuaries • North America Wetlands Conservation Act • Health and Human Service Department • Center for Disease Control (CDC) • Housing and Urban Development • CDBG Grants through Local Agencies Grant programs handled by federal agencies include: California Department of Housing and Community Development (HCD): HCD's Housing - Related Parks Program uses voter -approved funds from the Housing and Emergency Shelter Trust Fund Act of 2006 to expand and improve the availability of parks and recreation facilities within communities. The largest share of the funding, 71 percent is allocated to communities that are both disadvantaged and park -deficient. The grant awards help to build needed parks and/or repair existing parks and recreation facilities within a community. HCD expanded its awareness campaign for the Housing -Related Parks Program, and as a result, many more California cities and counties are applying and taking advantage of this useful grant program. - See more at: httio://www.cacities.org/Top/News/News-Articles/2014/July/$73-6-Million- Awarded-to-Over-100-Cities-and-Count#sthash.Z9amHtfa.dpuf A-64 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX Proposed Park Bond: Assembly Member Eduardo Garcia Introduced the California Parks, Water, Climate, and Coastal Protection and Outdoor Access For All Act to be placed on the November 8, 2016 ballot, which, if approved by the voters, would authorize issuance of $3.105 billion in General Obligation (G.O.) bonds to finance parks, water, climate adaptation, coastal protection, and outdoor access programs. Specifically, this bill would provide funding fo r: • Per Capita Program • County/ Regional Program • Trails Program • Rural Program • State Parks (80% Deferred Maintenance) • River Parkways • Funding for All Conservancies including the Wildlife Conservation Board (WCB) • Resiliency and Adaptation Program Foundation Grants There are many foundations throughout the nation that offer funding opportunities that could benefit park and recreation agencies. Funding is often available for programs unlike state grants that focus on park improvement and facilities. The foundations often focus on programs with current interests in environmental education, arts, health and wellness. Some well-known California foundations that have provided grant funding to public park and recreation agencies include: The Packard Foundation, Kaiser Foundation, Irvine Foundation, The California Endowment, and the Wellness Foundation. Community Foundations also support local programs. Many foundations will give directly to a public agency; others will give only to non-profit 501(c) 3 organizations. An agency could also collaborate with other public agencies and non-profit organizations in pursuit of grants that identify local partnership as grant criteria. A recent specific program is: American Water Charitable Foundation (AWCF): Partneringwith National Recreation and Park Administration AWCT has instituted a three year program, the Building Better Communities program designed to create and enhance nature -based playgrounds and natural play spaces for children, while also providing educational messaging and demonstration areas about water stewardship and conservation. Building Better Communities projects are supported with funding from AWCF and implemented through annual grants administered by NRPA. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-65 APPENDIX The application period for 2014 Building Better Communities grants is currently closed. The application period for 2015 Building Better Communities grants has not been announced. The Partnerships to Improve Community Health (PICH) funding opportunity announcement supports implementation of evidenced- and practice -based strategies that address previously -identified community gaps and needs within a defined jurisdiction to reduce the prevalence of chronic disease and related risk factors. In order to reduce heart disease, stroke, diabetes, and obesity, population -based strategies should have both broad reach and moderate to large effects on the following chronic disease risk factors: tobacco use and exposure, poor nutrition, physical inactivity, and lack of access to chronic disease prevention, risk reduction and management opportunities. Applicants are required to target special efforts toward priority populations at disproportionate risk for chronic diseases or conditions. PICH will provide funding to a variety of governmental agencies and non-governmental organizations, including school districts, local housing authorities, local Transportation Authorities, local public health offices and American Indian tribes and Alaskan Native villages to work through multi -sectoral community coalitions that represent one of 3 designated geographic areas: • Large Cities and Urban Counties (with populations of 500,000 or more), • Small Cities and Counties, including those in rural areas (with populations between 50,000-499,999), • American Indian tribes and Alaskan Native villages and tribal organizations. $73.6 Million will be awarded to more than 100 cities and counties for local park and recreation upgrades. Revenue from Operations User Fees: Fees for use of park and recreation facilities and programs are common throughout the nation. User fees include: picnic area reservations, facility rentals, and parking and entry fees. Fees for events and programs offered by park agencies are often used. If the program has value the public will pay. Many public agencies charge non-resident fees for users outside their jurisdiction. Property Leases: Because park agencies have extensive land holdings the potential to lease land for special uses that are compatible with park and recreation use can generate additional revenue. Grazing leases, radio and cell phone tower lease agreements have become prevalent throughout California. Sponsored Facilities Programs and Events (Naming Rights): It is common for public agencies to secure businesses and organizations to sponsor events. There is an opportunity to expand the current sponsorship activities for park improvements and amenities. There A-66 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX is a growing recognition by corporations, associations, and others in the private sector that parkland and recreation programs have positive public values worth associating with. Further there is a growing justified need on the part of park agencies to ask for financial payments in return for those associations. This is leading to a wide array of sponsored programs ranging from one-time large group activities such as runs, 4th of July events, or concerts, to advertising promotions that utilize a park as a backdrop, to the use of logos or brand names in return for donations of money, goods or services. Raising corporate and philanthropic money to construct, improve or rehabilitate physical structures in parks is often relatively easy. Direct contributions to acquire naming or licensing rights from the District to advertise their name/product should be given careful consideration, in light of the development of new and remodeled public facilities. This practice has several different levels and can include the naming of buildings, advertising on public property or license rights to the agency's name and other intellectual property. Typically the agency and corporation negotiate terms for the granting of the rights. This can be an effective tool particularly for highly visible facilities or events. Private Giving Non Profit Foundation: Many individuals, private foundations, and corporations are happy to contribute to park agencies and programs solely to improve the community in which they live or operate. Donations can be made for capital projects as well as programs. This method of funding is greatly enhanced when a 501(c) 3 organization is in place to support the effort of the public park agency. This would provide a vehicle for a capital fund drive and a means to build community support. There should be well defined facilities and specific costs to be funded. The foundation acts as a conduit for receiving private donations from entities which might otherwise be reluctant to donate to a public entity. In addition, the donor can receive tax benefits. Another option is to set up a Donor Advised -Restricted Fund with a local Community Foundation. Either option provides an organization that can partner with other non -profits (such as churches, service clubs and organizations) as well as private companies to jointly develop park and recreation facilities. Through a planned giving program, the potential to receive bequests and endowments for parks and recreation will grow in the next 15 years where there will be a nationwide, intergenerational transfer of wealth estimated at $16 trillion. Voluntary Utility Donations: Several municipalities have partnered with Utilities Districts allowing customers to make a donation for parks/ and or recreation programs as part of their monthly bill. Scottsdale Cares in Scottsdale, AZ has raised $1 million one dollar at a time added to utility bills to fund local youth programs. Adopt -a -Park Programs: This type of program could generate funds from corporate or individual donations or volunteers to provide maintenance for parks or facilities. TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-67 APPENDIX Fund -Raising Events: While these are not a major source of funds, special events could contribute to an overall effort toward capital funding for a specific facility. Funds raised from such events could be channeled through the non-profit foundation described above. Planned Giving/Capital Campaigns Many individuals, private foundations, and corporations contribute to local non -profits solely to improve the community in which they live or operate. Donations can be made for capital projects as well as programs. This method of funding is greatly enhanced when a 501(c) 3 organization, such as a Parks Foundation is in place to support and operate the program providing a vehicle for a capital fund drive and a means to build community support. To enhance the program there should be well defined facilities and specific costs to be funded. The non-profit would act as a conduit for receiving private donations from individuals and/ or entities which might otherwise be reluctant to donate to a public entity. In addition, the donor can receive tax benefits. Another option is to set up a Donor Advised -Restricted Fund through the non-profit. Planned giving program, the potential to receive bequests and endowments, is expected to grow in the next 15 years where there will be a nationwide, intergenerational transfer of wealth estimated at $16 trillion. Specific examples are explained below. Bequest: Donors include a provision in their will directing that a gift be paid to an organization after their death or the death of one of their survivors. Donors can give the organization either a specific amount of money or item of property (a "specific" bequest), or a percentage of the balance remaining in their estate after taxes, expenses, and specific bequests have been paid (a "residual" bequest). Also, donors can state how to use their bequest for a particular program or activity at an organization, or allow its use to be discretionary ("restricted" and "unrestricted" bequests). Charitable Gift Annuity: Donors make a gift to an organization and in return, the organization agrees to make fixed payments to the donor for life. Payments may be made to a maximum of two beneficiaries. At the death of the last beneficiary, the remaining balance of the annuity is used by the organization for the purpose that the donor specified when the gift was made. Gift annuities operate under a simple contract between an organization and the donor. They are not trusts, but rather income obligations backed by the organization's assets. Payments from a gift annuity can be arranged to commence at a future date (a "deferred" gift annuity). Deferring the start of payments gives donors a higher income rate and a larger charitable deduction than they could secure from annuities whose payments start immediately. Charitable RemainderUnitrust: Thistrust pays incometo the donor and/or other beneficiaries for life or a term of years, and then pays the remaining balance to charity. Income is paid as a fixed percentage of the unitrust's value — which is revalued annually. Income and appreciation in excess of the required payments to the beneficiaries are held in the unitrust to allow growth. A-68 I TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX Charitable Remainder Annuity Trust: This trust pays the donor and/or other beneficiaries a fixed -dollar amount of income for life or a term of years, and then pays the remaining balance to charity. Unlike income from a unitrust, payments from an annuity trust do not fluctuate during the term of the trust. Charitable Lead Trust: This trust pays income to an organization for a term of years or for the lifetime of the donor. When the lead trust terminates, the remaining balance is returned to the donor or to the donor's heirs. Donors who arrange their lead trusts to return the assets to themselves may claim a charitable income tax deduction when they make their gift, for the present value of the anticipated payments to charity. They are liable for income tax on the lead trust's annual earnings. Life Insurance: The death benefit of a life insurance policy can be paid to an organization as a charitable gift. Donors have several options in giving life insurance: Contribute a fully paid-up policy Contribute a policy on which some premiums remain to be paid (In both of these cases, the donor can claim a charitable deduction for the value of the donated policy, and the organization can "cash in" the policy in advance of the donor's death) Donors can (revocably) name an organization as the beneficiary of a life insurance policy that they continue to own and maintain They can name an organization the owner and beneficiary of a new life insurance policy, and make ongoing gifts that offset the premiums you will pay to maintain the policy. Retirement Plans: Donors can name an organization the successor beneficiary of all or a portion of their IRA, 401(k), or other retirement accounts. The designation is revocable and does not generate a charitable income tax deduction. Collaborative Financing Public Agency Joint Development/Use Agreements: Public agencies can enter joint development/use agreements with other local agencies, most often a school district, special district, city or county for development or use of land and facilities. Both agencies may participate in the funding of the improvement, for guaranteed use of the facilities. The agencies negotiate terms of the agreements. The land usually remains in the ownership of one agency. Generally one agency will assume responsibility for maintenance of the facilities. Public/Private Partnership Ventures: This type of venture takes advantage of the potential revenue generating facilities such as golf courses, pistol ranges, multi- sports complex, restaurant and snack facilities. Projects can be jointly funded using public and TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT I A-69 APPENDIX private financing. Another method is the public agency provides that land and outsources the development and operation to a private companythat will build and operate turn -key facilities through lease or concession agreements. Private capital is used for the improvements to the public park and in turn the developer makes a profit from the fee based recreation activity. This concept works well for large regional parks that can accommodate the specialized uses. Public/Non Profit Partnerships: Joint ventures with local non-profit organizations can be an effective approach for some recreation facilities. These might be youth serving organizations or special interest groups such as bicycling clubs, dog owners and other community organizations that need facilities. By joining forces, fundraising ability can be enhanced and joint development of community recreational facilities in public parks can be accomplished. With their strongvolunteer supportthese organizations often provide in-kind laborto improve park facilities for their use. Non-profit conservation organizations: Organizations such as Land Trusts, Friends of the River, Sierra Club, and others can be instrumental in working with public agencies to acquire and preserve open space, sensitive habitats, or natural areas. Affinity Cards: Affinity Cards are partnerships between non-profit or public agencies and credit card companies. Revenue to the agency is generated on a per -transaction basis or percentage of card purchases. A minimum of 10,000 names and addresses must be on the list to qualify for an affinity card program. Volunteerism: Californians have shown a high willingness to contribute to their communities by volunteering. Volunteer labor and donations of money, services or material are potentially attractive resources for agencies that cannot afford to pay additional staff or make purchases beyond the budget for expenditures. As baby boomers age and retire there will be a growing pool of talented volunteers. Examples of volunteer projects include tree -plantings, mentoring, youth -group park improvement projects, or adopt -a -park, and adopt-a-park-compone nt donations. Park and recreation agencies can consider seeking out scout groups for specific Eagle Scout or Gold Award projects such as picnic table slabs, painting projects, trails, murals, gardens or gazebos. Agencies can also seek out Sheriff's work crews or court -mandated community service crews for projects like litter removal, creek clean up, or trail maintenance. Service Organizations: Most communities have service clubs, (Rotary, Kiwanis, Lions, Soroptimists) a Chamber of Commerce and business associations, faith -based and neighborhood associations who can contribute to the betterment of park and recreation programs in their area. Many of these groups do support community programs. To sustain the interest and support of these groups it helps if agency staff members actively participate as members of the organization or serve on the boards of directors. Another way to form this connection is to invite those organizations to serve on the park and recreation agency's committees and advisory boards. A-70 TUSTIN AREA SENIOR CENTER NEEDS ASSESSMENT APPENDIX