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Agenda Packet_2022-05-17
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Agenda Packet_2022-05-17
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5/17/2022
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Exhibit 1 <br />ACTION PLAN <br />The Santa Ana community— including neighbors, <br />stakeholders, activists, organized groups, City <br />staff, and elected leaders — together recognize <br />the value of parks and recreation. Key groups <br />and City leaders have endorsed the notion of <br />providing a higher level of service. As part of the <br />General Plan update, conversations continue <br />around setting a parkland standard at 2 or even 3 <br />acres per 1,000 residents. The Parks Master Plan <br />takes a more realistic approach, identifying the <br />key unserved areas and opportunities to increase <br />the City's level of service to 1.5 acres per 1,000 <br />residents for parkland, with trail corridors and <br />other joint -use school sites adding important <br />recreation opportunities. <br />Still, the costs outlined in this plan are exorbitant <br />— likely far more than the City can implement <br />over the next ten years. The PMP advises <br />focusing on the following actions to make <br />progress towards the community's vision for <br />the parks and recreation system. Although <br />numbered, the following actions do not appear <br />in priority order. Together, they represent first <br />steps in implementing the Park Master Plan. <br />City Council <br />1. Prioritize Maintenance and Asset <br />Management: Ensure that the City of Santa <br />Ana can continue to steward existing park <br />assets and replace facilities at the end of <br />their lifecycles to sustain their use. Identify <br />maintenance funds for new parks prior to <br />development. <br />2. Increase Park Resources for New <br />Development: Undertake a Nexus Study and <br />increase impact fees so that Santa Ana can <br />provide parks and facilities that support new <br />residential development. Consider changes <br />to other fee program parameters/policies, <br />such as districting, to have more flexibility <br />in spending funds where lands may be <br />available. Review the City's land dedication <br />requirements as per the Quimby Act to <br />determine overarching City requirements for <br />new residential development through both <br />land dedication and impact fees. <br />3. Redirect Other Funds to Parks: Even if <br />an impact fee increase is enacted, earmark <br />and invest a greater amount of existing <br />funds in parks and recreation. As part of the <br />annual budgeting process, prioritize park <br />projects funding through sources such as <br />cannabis funding and increase General Fund <br />support for ongoing staffing, operations and <br />maintenance as the City's parks and facilities <br />expand. <br />14-115 <br />4. Explore Voter -Approved Tax Measures and <br />Other Public and Private Support: Given <br />current community demands to provide <br />more parkland, begin a public information <br />and communications campaign to share the <br />results of the Parks Master Plan —so that <br />residents and groups are clear about their <br />role and the level of community support that <br />will be required to make this investment. <br />a. Establish a Parks Foundation to raise funds <br />for parks and recreation. <br />b. Create a park sponsorship program for <br />all parks to leverage local investment into <br />individual sites. Similar to an "Adopt -a - <br />Park" program that recruits volunteers to <br />support park operations and maintenance, <br />the "Park Sponsorship" program will <br />recruit one-time or ongoing donors and <br />sponsors to fund capital projects and <br />operations at a particular site. <br />c. Conduct a random -sample voter survey <br />to measure public support for a bond <br />measure or other voter -approved funding <br />measures. <br />d. Track, recognize, and promote community <br />support for park projects and program, <br />calling attention to the individuals, groups, <br />and businesses supporting parks and <br />recreation. <br />S. Create a Park Opportunity Fund: <br />Incorporate General Funds, cannabis <br />revenues, private donations, and other <br />available funding into an established Park <br />Opportunity Fund to leverage for matching <br />grants and have monies available when <br />opportunities arise for new park acquisition. <br />6. Pursue Key Land Acquisition <br />Opportunities: Aggressively pursue <br />opportunities to acquire available lands that <br />meet multiple PMP criteria for enhancing the <br />park and recreation system. Explore options <br />to acquire the Willowick Golf Course as the <br />greatest singular opportunity to increase the <br />City's level of service and to provide sufficient <br />space for the larger -scale recreation options <br />desired by residents. Also, prioritize park <br />acquisition in the key park gaps noted for <br />their "high severity of need" to support the <br />City's equity and environmental justice goals. <br />7. Develop the Golden Loop and Key <br />Trail Corridors: Coordinate with Santa <br />Ana's Public Works Agency to prioritize <br />development of the Class I and Class IV trails <br />noted in the PMP. While these linear trails do <br />not count as parkland per City definitions, <br />recognize that these trail corridors —even <br />when located along streets or in street rights - <br />of -way —represent one of the most valuable <br />opportunities to increase recreation options <br />and improve park access. <br />5/17/2022 <br />CHAPTER 8: ACTION PLAN <br />
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