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8. Evaluate Park Acquisition Opportunities: Convene a work group that brings together City interagency staff, community leaders, and private enterprise to identify and evaluate acquisition opportunities, creating a status report and metrics to measure progress. 9. Explore Other Acquisition Mechanisms: Consider code updates or City policy changes that support options beyond direct purchase or donations to acquire parkland. Consider easements, conditions of approval, land swaps, conversion of uses, land trusts, long-term leases, building code changes, and similar mechanisms to be vetted by the City. 10. Update Joint -Use Agreements with SAUSD: Begin conversations with the Santa Ana United School District to ensure that outdoor recreation facilities located in areas that are unserved by parks remain publicly accessible. Explore cost -share options for the maintenance of these recreation spaces or consider a trade-off such as the one-time City partnership investment in a new SAUSD aquatic facility. 11. Evaluate the ROI on Major Facility Development: Before renovating or building major new facilities, complete a business plan and operations study that considers revenue -generating options and measures the return on investment (R01). Identify and involve equity partners in the development and renovation of all new major facilities. 12. Extend Cost Recovery Recommendations to New Programs and Services: Expand recreation programs to support additional community -wide events, connect people to nature, increase sports to support health and fitness, and empower residents living in identified Environmental Justice Areas. Apply the cost recovery findings from the Service and Financial Sustainability Study to strengthen the City's market presence and ensure affordable programs for all. 1_ AV CALL TO ACTION The Parks Master Plan is a community -driven document, created because of the substantial community interest in enhancing Santa Ana's park and recreation system. It is the City's first guiding document and strategy for making park improvements and focusing the City's investment where most needed. The level of service recommended in this plan is not as high as some Santa Ana residents would like to see. However, a substantial investment is needed for Santa Ana to provide 1.5 acres of parkland per 1,000 residents, plus the quality facilities, trails, programs, events, and services desired. What should be clear from the action plan noted above is that the City of Santa will not be able to implement this plan alone. The involvement of elected officials, voters, businesses, community organizations, volunteers, donors, and residents will be critical to achieving the community's vision for parks and recreation. By working together, we can make progress in enhancing the parks and recreation opportunities that are central to Santa Ana's quality of life. 116 5/17/2022 CHAPTER 8: ACTION PLAN