Loading...
HomeMy WebLinkAboutItem 14 - Parks, Facilities, Trails and Open Space Master PlanParks, Recreation, and Community Services www.santa-ana.org/parks fl Item # 14 or City of Santa Ana 20 Civic Center Plaza, Santa Ana, CA 92701 Staff Report May 17, 2022 TOPIC: Parks, Facilities, Trails and Open Space Master Plan AGENDA TITLE: Adopt a Resolution Approving the Parks, Facilities, Trails and Open Space Master Plan RECOMMENDED ACTION Adopt a resolution approving the Parks, Facilities, Trails and Open Space Master Plan. DISCUSSION Today is a historic and exciting time for Santa Ana, as this is the very first Parks Master Plan ("PMP") that will guide our investment in parks, facilities, trails, and open space over the next ten years! They say you can tell the health of a community by the condition of its parks. For decades, our parks have needed a significant investment to keep them safe, inclusive, enjoyable, and comfortable for our children, families and residents. Now is the time to provide a park system that will support and promote healthy lifestyles, improve inequities in greenspace, and support community livability, park safety, trail connectivity, and our quality of life. The PMP was developed through an 18-month process that combined broad resident and stakeholder engagement with a data -driven technical analysis to identify community needs. City staff, key stakeholders, and City leaders together formed a Project Advisory Group to guide the four -phased planning process. More than 2,000 residents, 6 committees, commissions, and advisory groups, 24 partner or stakeholder organizations, participants at 16 pop-up activities, and three staff groups shared their insights and comments to help develop the PMP. The City of Santa Ana recently updated its General Plan in a process that included extensive outreach and an environmental justice element to define the community's vision, values, and goals for the future. The PMP engagement process built upon General Plan findings to identify specific community priorities for parks, recreation, and trails. These priorities guide our park investment strategy. The PMP defines the community's values for parks and recreation. It shows how parks Parks, Facilities, Trails and Open Space Master Plan May 17, 2022 Page 2 and recreation are integral to achieving the City's five core values. Given the critical role parks, recreation facilities, trails, and programs play in supporting our quality of life, a new mission statement defines the City's commitment to parks and recreation. "We steward our parks, offer engaging recreation opportunities, and connect our diverse community through trails and programs to create a vibrant, livable city'. The PMP identifies eight key initiatives for the park and recreation system, along with polices and implementation strategies that will guide the provision of parks, recreation, and related services over the next ten years. Key Initiatives 1. PARKLAN D Acquire and develop parks to create an integrated park and open space system. 2. EQUITY, ACCESS, AND ENVIRONMENTAL JUSTICE Ensure that all residents in Santa Ana have equitable access to inclusive parks and healthy recreation opportunities that serve all ages, abilities, and unserved or underserved areas in the City. 3. TRAIL CONNECTIVITY Create a walkable, bikeable, and interconnected city by providing a network of off-street bicycle and pedestrian trials. 4. RECREATION DIVERSITY Create unique and vibrant recreation facilities that reflect the character, identity, and needs of Santa Ana's diverse community. 5. ACTIVITY Facilitate events, programs, sports, and indoor recreation activities to support community health, fitness, empowerment, development, and lifelong learning. 6. STEWARDSHIP Manage and maintain Santa Ana's parks and recreation assets through good stewardship, proactive asset management, and the wise use of resources to support a sustainable, resilient, safe, and comfortable park system. 7. COLLABORATION Engage residents, partners, volunteers, local businesses, and other agencies in enhancing parks and recreation opportunities. 8. INVESTMENT Diversify funding, generate revenues, and support the capital and operational investment needed to enhance the park and recreation system. Parks, Facilities, Trails and Open Space Master Plan May 17, 2022 Page 3 10-Year Recommendations Santa Ana is anticipated to grow to a population of 362,591 over the next 10 years. In addition to adding parks to meet the needs of new growth, the community is demanding a significant increase in parkland to support improved park access for all. The recently adopted General Plan sets a long-range goal to provide three acres of parkland for every 1,000 residents in the future. As a 10-year investment strategy and action plan, the PMP provides detailed guidance and priorities to take the first step: increasing the City's parkland to 1.5 acres per 1,000 residents. This acquisition strategy includes acquiring many smaller Neighborhood Parks and Pocket Parks, as well as acquiring or expanding existing Community Parks and Citywide Parks. If feasible, the greatest acreage would stem from acquiring the Willowick Golf Course and converting it to a multiuse Citywide Park. While focusing on new acquisitions, the PMP also recommends a variety of improvements and enhancements to existing sites. Cost And Investment Strategy If park acquisition requires purchasing new parkland at market rates, the total cost for all park acquisition, development, enhancements, and improvements could be $679 million. Adding new land and facilities could increase park maintenance costs to $5.2 million annually. These costs do not include the maintenance and development of trail corridors, which are identified in conjunction with transportation planning. It does not include costs associated with increased park activation, programming, administration, and operations. To implement these recommendations, the PMP identifies potential funding sources, prioritization tools, and a 12-step action plan for the next 10 years. Action Plan 1. Prioritize maintenance and asset management. 2. Increase park impact fees for new development. 3. Redirect other funds to parks. 4. Explore voter -approved tax measures and other public and private support. 5. Create a park opportunity fund. 6. Pursue key land acquisition opportunities. 7. Develop the Golden Loop and Key trail corridors. 8. Evaluate additional park acquisition opportunities. 9. Explore other acquisition mechanisms as an alternative to direct purchase. 10. Update joint -use agreements with SAUSD. 11. Evaluate the return on investment before proceeding with major facility development. 12. Extend cost recovery recommendations to new programs and services. The PMP is a community -driven document, created because of the significant community interest in enhancing Santa Ana's park and recreation system. While the level of service recommended in this plan is not as high as some residents would like to see, a substantial investment will be necessary to provide 1.5 acres of parkland per 1,000 residents, plus the quality facilities, trails, programs, events, and services desired. To achieve this vision, elected officials, voters, businesses, community organizations, volunteers, donors, and Parks, Facilities, Trails and Open Space Master Plan May 17, 2022 Page 4 residents will have to work together to make continuous progress in enhancing parks and recreation opportunities. This will be an important investment in Santa Ana's quality of life. On April 28, 2022, the Parks, Recreation and Community Services Commission, by majority vote, recommended that the City Council approve the PMP. Comments from the Commission and Parks Master Plan Advisory Group are included in Exhibit 2. ENVIRONMENTAL IMPACT There is no environmental impact associated with this action. FISCAL IMPACT There is no fiscal impacted associated with this action. EXHIBIT(S) 1. Resolution — Parks Master Plan 2. April 28, 2022 Parks, Recreation and Community Services Commission and Parks Master Plan Advisory Group Comments 3. Parks Master Plan Power Point Submitted By: Lisa Rudloff, Executive Dir. of Parks, Recreation and Community Services Approved By: Kristine Ridge, City Manager Exhibit 1 RESOLUTION NO. 2022-XXX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA APPROVING THE PARKS, FACILITIES, TRAILS, AND OPEN SPACE MASTER PLAN WHEREAS, parks, recreation facilities, trails, open space and community programs play a critical role in supporting quality of life of the residents of the City of Santa Ana; WHEREAS, the City through its Parks, Recreation and Community Services Agency engaged in an eighteen -month process to identify community needs as part of the drafting of the Parks, Facilities, Trails, and Open Space Master Plan ("PMP"); and WHEREAS, the process to draft the PMP included broad resident and stakeholder engagement with a data -driven technical analysis to identify community needs; and WHEREAS, City staff, key stakeholders, and city leaders together formed a Project Advisory Group to guide the four -phased planning process; and WHEREAS, more than 2,000 residents, six committees, commissions, advisory groups, twenty-four partner or stakeholder organizations, three staff groups, and participants at sixteen pop-up activities shared their insights and comments to help develop the PMP; and WHEREAS, the City recently adopted its General Plan Amendment and the PMP built upon the General Plan findings to identify specific community priorities for parks, recreation, and trails. These priorities will guide the City's park investment strategy; and WHEREAS, the PMP identifies eight key initiatives for the City's parks and recreation system, along with policies and implementation strategies that will guide the provision of parks, recreation, and related services over the next ten years; and WHEREAS, utilizing the PMP, the City will have a transparent and collaborative vision for the future of parks, facilities, trails and open space to guide the City for the next ten years with a strategy for both maintaining current facilities and improving facilities and services through PMP initiatives such as park acquisition where opportunities arise. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Ana as follows: Section 1. The Parks, Facilities, Trails, and Open Space Master Plan attached as Exhibit A, is hereby approved. Resolution No. 2022-XXX Page 1 of 2 Exhibit 1 Section 2. This Resolution shall take effect immediately upon its adoption by the City Council, and the Clerk of the Council shall attest to and certify the vote adopting this Resolution. ADOPTED this day of May, 2022. Vicente Sarmiento Mayor APPROVED AS TO FORM: Sonia R. Carvalho, City Attorney By:'Tc."' Laura A. Rossini Chief Assistant City Attorney AYES: Councilmembers NOES: Councilmembers ABSTAIN: Councilmembers NOT PRESENT: Councilmembers CERTIFICATE OF ATTESTATION AND ORIGINALITY I, DAISY GOMEZ, Clerk of the Council, do hereby attest to and certify the attached Resolution No. 2022-XXX to be the original resolution adopted by the City Council of the City of Santa Ana on May , 2022. Date: Daisy Gomez Clerk of the Council City of Santa Ana Resolution No. 2022-XXX Page 2 of 2 PARKS nnASTER PLAn Santa Ana Parks, Facilities, Trails & Open Space k PARKS MASTER PLAn Santa Ana Parks, Facilities, Trails &Open Space Draft Plan I April 2022 IN CONJUNCTION WITH: Economic & Planning Systems (EPS) 1 Exhibit 5AXTA ANA ER FROM THE DIRECTOR DEAR SANTA ANA COMMUNITY, Today is a historic and exciting time for Santa Ana, as this is the very first Parks Master Plan that will guide our investment in parks, facilities, trails, and open space over the next ten years! They say you can tell the health of a community by the condition of its parks. For decades, our parks have needed a significant investment to keep them safe, inclusive, enjoyable, and comfortable for our children, families and residents. Now is the time to provide a park system that will support and promote healthy lifestyles, improve inequities in green space, and support community livability, park safety, trail connectivity, and our quality of life. The Master Plan process started in 2020. Despite the constraints of working during the pandemic and coordinating with Open Space Element of the General Plan, the process was extremely thorough. We received input from the public through multiple methods, including virtual and in -person meetings, online surveys, and the creation of a diverse Parks Advisory Group that represented various City Boards and Commissions, a num- ber of community -based organizations, demographic groups, age groups, activities and geographic areas within the city. Now that we are at the starting line of these changes, what can the community expect to see in the upcoming years? Fortunately the City has received a once -in -a -lifetime influx of Federal and State funds, Cannabis Public Benefit funds, and Grant awards that we can invest in improvements to our park system immediately. The community can ex- pect to see development of two new parks (Raiff & Myrtle and Standard & McFadden), the City's first dog park at Centennial Park, new splash pads at six park sites, the City's first universally -accessible playground at Thornton Park, and Amazon's Edge -Giant Riv- er Otter Habitat and Primate Trails at the Santa Ana Zoo. In addition, there are several park and trail renovation projects happening, such as new park restrooms, synthetic turf installation, electronic marquees, lake renovation, and trail and park security lighting. Much gratitude is due to the thousands of residents who gave their input. Congratula- tions to the dozens of staff members who worked hard over the past few years to see the Parks Master Plan completed. This is a time to celebrate and enjoy the moment, because soon the heavy lifting begins. Looking forward, we will work together to identify additional funds, finalize construction documents, and break ground on new projects that will be celebrated through ribbon cutting ceremonies! Together we will create amazing new amenities for our residents to enjoy. Lisa Rudloff Executive Director of Parks, Recreation and Community Services ACKnOWLEDGEMEnTS We appreciate the support of the Mayor's office, City Council, our Parks Master Plan Advisory Group, and many other City commissions and committees, City staff, and the residents, stakeholders, interest groups, community leaders and organizations who have given their time, energy, and ideas to this Master Plan. Together, we will create the parks and recreation system that will continue to foster Santa Ana's quality of life. CITY COUNCIL Vicente Sarmiento, Mayor Thai Viet Phan, Ward 1 David Penaloza, Ward 2 Jessie Lopez, Ward 3 Phil Bacerra, Ward 4, Mayor Pro Tem Johnathan Ryan Hernandez, Ward 5 Nelida Mendoza, Ward 6 PARKS MASTER PLAN ADVISORY GROUP Carl Benninger, Santa Ana Communication - Linkage, Vice President Citlali Ruiz, Invest In Youth Santa Ana Cynthia Guerra, Rise Up Willowick Coalition Dale Helvig, Northern Santa Ana Preservation Alliance (NSAPA), Chairperson Dave Elliott, Santa Ana Chamber of Commerce, President & CEO Dorian Romero, Santa Ana Active Street (SAAS) Flor Barajas, Rise Up Willowick Coalition Frank Bejarano, KidWorks, Community Development Corporation Frank Gutierrez, Arts and Cultural Commission, Chairperson Gabrielle Gutierrez, PRCSA, Ward 1 Representative & Chairperson Hatefas Yop, The Cambodian Family Community Center Hector Bustos, Santa Ana Youth Ballot Hilda Ortiz, Latino Health Access, Program Coordinator Jennifer S. Wang, Asian American Senior Citizens Service Center (AASCSC), C00 Jim Burns, AASCSC Joel Cazares, SA Building Healthy Communities (SABHC) Karla Juarez, T HRIVE Santa Ana Ken Nguyen, Little Saigon Foundation Kristopher Fortin, Santa Ana Active Street (SAAS) Laura Pantoja, Latino Health Access Maricela Castro, VELA Mark McLoughlin, Planning Commission, Chairperson Ray Diaz, Youth Commission, Chairperson Richard Santana, Community Development Comm., Chairperson Robyn MacNair, Santa Ana Unified School District Ruben Barreto, Santa Aana Building Healthy Communities (SABHC) Vattana Peong, The Cambodian Family Community Center PARKS, RECREATION AND COMMUNITY SERVICES COMMISSION Amina Sen-Matthews, Ward 1, Commission Member Angie Gomez, Ward 2, Commission Member Cory Nelson, Ward 4, Commission Member Ruby Woo, Ward 5, Commission Member Alfredo Torreblanca, Ward 6, Commission Member Andres Ramirez, City-wide Representative, Commission Member DIVISION STAFF PARKS MASTER PLAN AND ADDITIONAL LEADERSHIP TEAM COMMISSIONS Kristine Ridge, Arts and Culture Commission City Manager Santa Ana Parks and Facilities Lisa Rudloff, Division Executive Director of Parks, Recreation and Community Communication Linkage Forum Services Agency Santa Ana Recreation and Community Services Division Youth Commission KEY COMMUNITY ORGANIZATIONS Asian American Senior Citizens Service Center Communication Linkage Forum KidWorks Latino Health Access Santa Ana Building Healthy Communities Santa Ana Neighborhood Association THRIVE Santa Ana Suzi Furjanic, Associate Park & Landscape Planner Ron Ono, Parks Services Manager Melanie McCann, Associate Planner Hiram Uribe, Graphics Designer u`. Exhibit 1 cor'PEnTs Executive Summary ii r Ch 1: Introduction ii x' Ch 2: Park System Overview 26 Ch 3: Santa Ana Community 44 Ch 4: Park Access, Equity and Opportunities 70 Ch 5: Facility, Trails, and Program Needs 104 M` - Ch 6: Systemwide Recommendations 128 ' c'.' ..• Ch 7: Site Recommendations 162 ? Ch 8: Action Plan 186 Glossary 206 Appendices 214 A. Park and Facility Inventory 214 B. Park Access and Equity Analysis 224 C. Site Recommendations 266 D. Acquisition, Design and Development Guidelines 284 E. Capital Improvement Plan 306 List of Tables Table 2-1: City Parkland by Classification Table 2-2: Joint -Use Sites Table 2-3: City Trail Corridors Table 4-1: Severity of Need Summary Table 4-2: Key Unserved Areas With a High Severity of Need Table 4-3: Summary of Key Opportunities and Acquisition Needs Table 5-1: Santa Ana Parkland Standards and Future Acreage Needs Table 5-2: Summary of Proposed Parkland Standards and Future Needs Table 5-3: Facility Guidelines and Future Needs Table 5-4: Potential Recreation Facilities Table 6-1: Community Values for Parks and Recreation Table 7-1: Number of Parks Proposed for Improvement by Park Type Table 7-2: Summary of Recommendations for Proposed Trail Corridors and Joint -Use School Sites Table 8-1: Capital and Operations Cost Summary for Existing and Proposed Parks A Exhibit 1 Table 8-2: Capital Costs by Recommendation Table 8-3: Two -Step Project Evaluation and Prioritization Scorecard Table 8-4: Santa Ana Parks Acquisition and Development Fund Collections, 2018-2021 Table 8-5: Projected Fee generation Estimate Through 2030 Based on Current Fee Levels Table 8-6: Implied Parkland Acreage Costs Based on City Service Standard Table A-1: City of Santa Ana Park Inventory by Classification Table A-2: Existing Trail Corridors Table A-3: Joint -Use School Sites Table A-4: Major Facilities Inventory Table B-1: Analysis of Severity of Need Table B-2: Analysis of Opportunities to Serve Park Gaps Table B-3: Detailed Summary of Key Needs and Alternative Interventions Table B-4: Areas Serves with Join -Use School Agreement Opportunities Table B-5: Summary of Joint -Use School Agreement Priorities Table C-1: Summary of Maintenance Levels Table C-2: Additional Recommendations for PRCSA Trails and Joint -use School Parks Table C-3: Recommendations for Existing and Proposed Parks Table E-1: Summary of Estimated Capital and Operations Costs by Site Table E-2: Estimated Planning and Project Costs by Site and Category Table E-3: Planning Level Costs by Park Type List of Figures Figure 1-1: The Planning Process Figure 2-1: Santa Ana's Parks and Recreation Facilities Figure 3-1: Parks Master Plan Poster Figure 3-2: A Trilingual Utility Insert to Advertise the Survey Figure 3-3: How would you rate parks in Santa Ana on each of the following? Figure 3-4: What would make parks even better for you and your family? Figure 3-5: What features or facilities would you like to see more of in Santa Ana's parks? Figure 3-6: What makes a great park? Figure 3-7: What types of program and events should be added or expanded in Santa Ana? Figure 3-8: Are more trails, pathways and bike routes needed in Santa Ana? Figure 3-9: What type of trail or pathway is most needed in Santa Ana? Figure 3-10: Given changes in the last year... Figure 3-11: What Types of programs and events should be added or expanded in Santa Ana? Figure 4-1: TPL Parkland Metrics Figure 5-1: Orange County Park Acres per 1,000 Residents Figure 7-1: Recommended Capital Project by Category Figure 7-2: Percent of Existing and Proposed Sites and Acreage Identified for Capital Projects Figure 7-3: Recommended Parkland Acquisition and Expansion by Park Type Figure 7-4: Maintenance Needs at Existing and Proposed Sites Figure 8-1: Capital Cost Breakdown for Existing and Proposed Parks Figure 8-2: Capital Cost Breakdown for Existing and Proposed Parks by Park Type List of Maps Map 2-1: Existing Parks and Facilities Map 4-1: Park Access Map 4-2: Key Park System Needs Map 4-3: Environmental Justice and LUE Focus Map 4-4: Trail Corridors and Key Connections Map 4-5: Major Recreation Facilities Distribution Map 4-6: Active Recreation Facilities Distribution Map 4-7: Potential Acquisition Opportunities Map 6-1: Interventions to Increase Access to Parks and Trails Map 6-2: Park Condition Map 8-1: Park Development District Map Map B-1: Access Analysis - City Parks Map 13-2: Access Analysis — All Parks + Facilities Map B-3: Access Analysis — Service Areas + Gaps Map B-4: Equity Analysis — EJ + LUE Map B-5: Equity Analysis — Poverty Status Map B-6: Equity Analysis — Maj. Non -White Map 13-7: Equity Analysis — Res. Density Map B-8: Access + Equity Analysis — Synthesis Exhibit A Exhibit 1 EXECUTIVE SUMMARY The City of Santa Ana has developed its first Parks Master Plan (PMP) to guide the City's investment in parks, recreation facilities, trails, open space, programs, and events over the next 10 years. This plan: • Defines our mission for parks and recreation. • Identifies community priorities for park system enhancements and improvements. • Addresses park access and equity issues on a citywide scale. • Provides an overarching investment strategy to increase parkland, diversify recreation options, and sustain existing assets to support community livability, park safety, trail connectivity, health and wellness, and our quality of life. SANTA ANA PARKS MASTER PLAN EXECUTIVE SUMMARY Exhibit 1 PLANNING PROCESS The PMP was developed through an 18-month process that combined broad resident and stakeholder engagement with a data -driven technical analysis to identify community needs. City staff, key stakeholders, and city leaders together formed a Project Advisory Group to guide the four -phased planning process. q PHASE Parks Evaluation Evaluate current City parks, facilities, trails, programs, and operations. 0Q0 rKLil PHASE 2 Community Needs Conduct community outreach and a technical assessment of park needs. o= J� J� PHASE 3 Priority Projects Define park recommendations and prioritize projects. PHASE 4 Plan Adoption Present the Draft Parks Master Plan for review, refinement, and adoption. nr PROJECT TIMELINE December2020 May 2022 EXISTING PARK AND RECREATION ASSETS The City of Santa Ana manages 54 parks, nine joint -use school sites, and approximately 13 miles of off-street trails for recreation use. These sites support a variety of indoor and outdoor facilities and programs. TOTAL: 370.8 acres ■ Community -Serving Parks (City Parks: 5, Community Parks: 17) ■ Neighborhood Parks (Neighborhood Parks:11) ■ Other Parks al as (Pocket Parks: 8, Urban Plazas: 3, Special Use Facilities: 4) Other Resources (Park Resources: 3, Undeveloped Parkland: 3) OUTDOOR RECREATION 77 TOTAL 4 COMMUNITY GARDENS 2 SKATE PARKS 32 PLAYGROUNDS 32 SITES WITH PICNIC AREAS M7T TRAILS/NATURAL FEATURES �.... 21 TOTAL 7 TRAILS 1 2 LAKES MAJOR/SPECIAL USE ATHLETIC/ FACILITIES SPORTS 8,393Field 45 TOTAL 141.5 TOTAL & Facility reservations 2 TENNIS CENTERS 6 SOCCER in 2019 FIELDS 10 RECREATION/ 4 COMMUNITY VOLLEYBALL CENTERS COURTS 2 LOG CABINS 2 SENIOR CENTERS 5 MUNICIPAL 37,894 POOLS visitors in 2019 SPECIAL USE 1 z00 270,000 Santa Ana Zoo at visitors Prentice Park annually 1 STADIUM Santa Ana Stadium i 35 BALL • DIAMONDS 36.5 BASKETBALL COURTS 30 TENNIS COURTS t t Exhibit A SANTA ANA PARKS MASTER PLAN EXECUTIVE SUMMARY OUR COMMUNITY WILL WORK TOGETHER TO CREATE A PARK AND RECREATION SYSTEM THAT SUPPORTS: • Safe and inclusive parks • Diverse parks and green spaces • Dynamic programming • Equitable recreation opportunities • Green connections • Community culture and identity • Youth engagement and development • Health and wellness More than 2,000 residents, 6 different committees, commissions and advisory groups, 24 partner or stakeholder organizations, participants at 16 pop-up activities, and three staff groups shared their insights and comments to help develop the PMP (see Chapter 3). A 0 We steward our parks, offer engaging recreation opportunities, and connect our diverse community through trails and programs to create a vibrant, livable city. r a t. Iu ►�Ad11 1 V;i NEEDS FOR IMPROVED PARK ACCESS The City strives to provide parks within a 10-minute walking or biking distance of all residents (approximately 1/4 to 1/2 mile). The PMP identified 43 areas that are park deficient. Of these, 23 are categorized as "high needs," because they are below the poverty level, have a majority non -white population, have a higher residential density, and/or are in Environmental Justice Communities or Focus Areas for redevelopment. High needs areas are outlined in red on the map. A detailed analysis of these gap areas shows that many (shaded in yellow) have schools, private or public recreation facilities, other City -owned land, or existing or planned off-street trails that could help address recreation needs. The remaining areas, shaded in green, do not have any similar opportunities. These are the areas where park acquisition is more critical. The park service and equity analysis was part of a more extensive evaluation of acquisition opportunities, since Santa Ana provides considerably less parkland than U.S. cities on Note: See full map, legend, and details in Chapter 4, page 83 .� III 'ihl•4{ 6a. I '�. I'S 95Iv deg �l. F !IMP qq� 5k jI ill_IFi •��"'" tiNO .'r MpmgieI NA -� Ll 7 1 _ :r ..f ' Grl�orMm wl Park � L.. - - s Exhibit 1 NEEDS FOR IMPROVED TRAIL CONNECTIVITY Santa Ana residents want a more walkable, bikeable city, along with improved access to parks. While the City is planning a more comprehensive bikeway system, the PMP focuses on the off-street trail corridors (Class I or IV bikeways) that connect parks and support recreation. • Proposed Key Connections: These trails, shown in red on the map, were identified as priority opportunities to enhance pedestrian and bicycle connections to local parks and regional trails. Approximately 20.6 miles of trails are needed. • Proposed Golden Loop Trail: When completed, the Golden Loop Trail, shown in gold, will be a 17-mile multiuse path connecting the Santa Ana River corridor to other destinations. Approximately 4.5 miles of trails are needed to complete the loop. Note: See full map, legend, and ?ate details in Chapter 4, page 97 A J,r, {i{r prI py� �...R El Xlt °r a , hlAehfr �' N 4 PYi• Liar ' ~4'... Is1r L UV.N ,... +Ti? i9} r:a Err ew paeE,O r r-i MsArica Fe�L rG 5 •••,�.L 0 _ ire NmwA�r ± PAC i[ �_ CpnrtR�TdC -` ndia Park 1 I XeXbnl rya „}pnr�i pd•k "• yy��� Pdr1 0 MeMrial Park J ' Pdanrs Pak r Qdb, P_arkL� i �� s� e C rHl ! f La�ar� 1 `. SANTA ANA PARKS MASTER PLAN EXECUTIVE SUMMARY PARKS MASTER PLAN INITIATIV The Parks Master Plan identifies eight key initiatives for the park and recreation system, along with the polices and implementation strategies that will guide the provision of parks, recreation, and related services over the next ten years. INITIATIVE: PARKLAND 04 Acquire and develop parks to increase the amount of parkland and create an integrated park and open space system. INITIATIVE: EQUITY, ACCESS, AND ENVIRONMENTAL JUSTICE Ensure that all residents in Santa Ana have equitable access to inclusive parks and healthy recreation opportunities that serve all ages, abilities, and unserved or underserved areas in the City. INITIATIVE: TRAIL CONNECTIVITY Create a walkable, bikeable, and interconnected city by providing a network of off-street bicycle and pedestrian trails. INITIATIVE: RECREATION DIVERSITY Create unique and vibrant recreation facilities that reflect the character, identity, and needs of Santa Ana's diverse community. INITIATIVE: ACTIVITY Facilitate events, programs, sports, and indoor and outdoor recreation activities to support community health, fitness, empowerment, development, and lifelong learning. INITIATIVE: STEWARDSHIP Manage and maintain Santa Ana's parks and recreation assets through good stewardship, proactive asset management, and the wise use of resources to support a sustainable, resilient, safe, and comfortable park system. 01 INITIATIVE: COLLABORATION Engage residents, partners, volunteers, local businesses, and other agencies in enhancing parks and recreation opportunities. INITIATIVE: INVESTMENT (fit Diversify funding, generate revenues, and support the capital and operational investment needed to enhance the park and recreation system. Note: See details on these initiatives and policies in Chapter 6. Exhibit 1 10-YEAR RECOMMENDATIONS Santa Ana is anticipated to grow to a population of 362,591 over the next 10 years. In addition to adding parks to meet the needs of new growth, the community is demanding a significant increase in parkland to support improved park access for all. The recently adopted General Plan sets a long-range goal to provide three acres of parkland for every 1,000 residents in the future. As a 10-year investment strategy and action plan, the PIMP provides detailed guidance and priorities to take the first step: increasing the City's parkland to 1.5 acres per 1,000 residents. This acquisition strategy includes acquiring many smaller Neighborhood Parks and Pocket Parks, as well as acquiring or expanding existing Community Parks and Citywide Parks. If feasible, the greatest acreage would stem from acquiring the Willowick Golf Course and converting it to a multiuse Citywide Park. While focusing on new acquisitions, the PIMP also recommends a variety of improvements and enhancements to existing sites. % OF SITES RECOMMENDED FOR THESE CAPITAL PROJECTS 50 i 43 % 40 % 40% 37% 30 % 20 i 10% 0% p.Q .16 a�a y.Ac Qa� wa' ecc` ecc``°o �+Q pe °Q ceh Qa ec eF eF 4a eao a� °� aat Sao° Qe'e r ccaaC�e�° °�.P� G°o' `cA0 Q P 0 a k cl Q Pa L°cc °< a�°0 ay�et rO Qa` cayca °Q <°,e x�°1 e FQ 10 �a CC cc l le ca Q,c NEW PARKLAND (ACRES) Special Use Facilities I . Additional Acres Pocket Parks . Neighborhood Parks Community Parks Citywide Parks 0 20 40 60 80 100 120 Note: See figure details and explanations in Chapter 7, pages 166 and 169.. A EXECUTIVE SUMMARY COSTS AND INVESTMENT STRATEGY If park acquisition requires purchasing new parkland at market rates, the total cost for all park acquisition, development, enhancements, and improvements could be $679 million. Adding new land and facilities could increase park maintenance costs to $5.2 million annually. These costs do not include the maintenance and development of trail corridors, which are identified in conjunction with transportation planning. It does not include costs associated with increased park activation, programming, administration, and operations. To implement these recommendations, the PIMP identifies potential funding sources, prioritization tools, and a 12-step action plan for the next 10 years. Existing Park $127.8 million $3.7 million Sites Planned, $551.4 million $1.5 million Proposed, and Expanded Parks Note: See details on capital and operation costs in Chapter 8. FINAL WORD The Parks Master Plan is a community -driven document, created because of the significant community interest in enhancing Santa Ana's park and recreation system. While the level of service recommended in this plan is not as high as some residents would like to see, a substantial investment will be necessary to provide 1.5 acres of parkland per 1,000 residents, plus the quality facilities, trails, programs, events, and services desired. To achieve this vision, elected officials, voters, businesses, community organizations, volunteers, donors, and residents will have to work together to make continuous progress in enhancing parks and recreation opportunities. This will be an important investment in Santa Ana's quality of life. SANTA ANA PARKS MASTER PLAN EXECUTIVE SUMMARY - _ PER-7- nft inTRODUCTion This chapter introduces the plan, planning process and document organization. The City of Santa Ana's parks, recreation facilities, trails, and open space are vital to the community's quality of life. These places inspire, educate and connect people of all ages and backgrounds through opportunities to play, exercise and relax. 12 SANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION 13 More than 2,000 residents, 6 different committees, commissions and advisory groups, 24 partner or stakeholder organizations, participants at 16 pop- up activities, and three staff groups shared their insights and comments to help develop the PMP (see Chapter 3). PLANNING PROCESS OVERVIEW This Parks Master Plan was developed through an 18-month process that combined broad resident and stakeholder engagement with a data -driven technical analysis to identify community needs. City staff, key stakeholders and city leaders together formed a Project Advisory Group that worked together to ensure the plan reflects the aspirations and goals of Santa Ana. While the plan was developed during the COVID-19 pandemic, the process included in -person, online, and virtual outreach activities to ensure all residents and traditionally underrepresented groups had an opportunity to participate. With outreach in English, Spanish and Vietnamese, a wide range of residents, stakeholders, partners, committees, city leaders, and community liaisons who represented diverse groups and interests were involved. More than 2,000 residents, 6 different committees, commissions and advisory groups, 24 partner or stakeholder organizations, participants at 16 pop-up activities, and three staff groups shared their insights and comments to help develop the PMP (see Chapter 3). As noted in Figure 1-1, the four -phased planning process included updating the City's park inventory and evaluating the existing system, identifying park needs, defining key initiatives and recommended projects, and preparing the PMP for community review, refinement and adoption. The PMP will allow City staff and leaders to incorporate Santa Ana's unique character and community vision into an action plan that supports vibrant parks and recreation experiences for residents, employees and visitors. MSANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION f PRECEDENT PLANNING DOCUMENTS The PIMP builds on findings from several previous plans and studies. GENERAL PLAN UPDATE AND EIR (2022) The PIMP was developed concurrently as the City of Santa Ana completed its General Plan update, a process that extended from 2015- 2022. The General Plan sets forth the City's long-range goals and policies that reflect the aspirations and values of residents, landowners, businesses and organizations within the community. The Open Space Element of the General Plan defines policies and actions to guide the provision and future development of parks and open space. In doing so, it recognizes the critical role open space plays with regards to quality of life, environmental impacts due to climate change and urbanization, neighborhood character, and balancing the city's overall health. Since parks and recreation is integral to many City services, the Community Element, Mobility Element, and Conservation Element of the General Plan also include policies related to the City's park and recreation system. PARKS RECREATION & COMMUNITY SERVICES AGENCY SERVICE & FINANCIAL SUSTAINABILITY STUDY (2020) In an effort to continually improve and enhance services and overall organizational effectiveness, City staff and community members participated in a comprehensive process to address financial sustainability of the park and recreation system through the creation of a Resource Allocation and Cost Recovery Philosophy, Model, Policy, and a Services Assessment. This process and its outcomes will serve to guide the City in evaluating service provision strategies to ensure they are running at optimal levels, and the system is sustainable in the long term. SANTA ANA ZOO FACILITIES MASTER PLAN (2018) Adopted in 2018, the Santa Ana Zoo Facilities Master Plan identifies the goals and principles that will guide the development and enhancement of the Santa Ana Zoo over the next 15-20 years. Findings were based on a facility inventory, evaluation, and review of development concepts to define the City's approach for site management and improvements. COMMUNITY ARTS AND CULTURAL MASTER PLAN (2016) Santa Ana's first Arts and Cultural Master Plan was completed following the 2014 formation of the City's Arts Commission. This plan identifies the infrastructure and resources needed to support and promote Santa Ana's heritage and identity through the arts, by fostering cultural and creative industries in the city over the next ten years. SOUTH MAIN VISION PLAN (2016) The South Main Vision Plan re -imagined the south Main Street corridor, a 2-mile segment from First Street to Warner Avenue with direct adjacencies to six park -deficient neighborhoods. Although the plan's objectives were to revitalize the area, encourage redevelopment, and foster local businesses, two other priorities emerged: increasing walkability and protecting open space. Plan recommendations pointed to opportunities to provide greenspace within the right-of-way and a via a public -private "pop-up" park collaborative. THE IMPORTANCE OF PARKS AND RECREATION Until now, Santa Ana has not had a Parks Master Plan to help prioritize investment. While the City offers less park acreage than many neighboring cities, Santa Ana has not had a cohesive strategy to improve existing parks and increase green space. Today, the City of Santa Ana is looking to adopt a new approach to ensure that all residents have access to quality parks and recreation opportunities. The approach responds to the realization that parks are integral to our quality of life. CHAPTER 1: INTRODUCTION 0 Exhibit 1 SUPPORTING COMMUNITY HEALTH At no other time in recent history has the value of parks been more apparent than during COVID-19 pandemic that began in the spring of 2020. As public health experts learned more about COVID's transmission, they began recommending the everyone spend more time outdoors to take advantage of the physical and mental health benefits of green space —which created an unprecedented demand on parks, trails, playgrounds, and associated amenities. While COVID transmission rates decline, the Parks Master Plan identifies ways that parks and recreation programs can continue to support individual and community health. Research shows that access to nature can lower risks of circulatory and cardiovascular disease. Relaxation and physical exercise not only support personal fitness, but also support psychological benefits, such as improved mental health and mood, stress reduction, and increased personal resilience. INCREASING PARKS AND GREEN SPACE The increased demand for parks and outdoor activities sparked the realization that many areas in Santa Ana are park deficient. In fact, the City overall has a lower level of service for parkland than many nearby cities, including Tustin, Orange, Fullerton, and Anaheim. With approximately 371 acres of parks, the City of Santa Ana provides just over one acre of park space for every one thousand residents in the city. Many residents would like to double or triple that amount. The PIMP includes an in- depth evaluation of parkland needs to create a realistic strategy for increasing parks and green space. ADVANCING EQUITABLE ACCESS Not all of Santa Ana's residents enjoy the same access to parks and recreation services. Many neighborhoods across the city do not have parks. Some residential areas have higher density development and more residents that place greater demand on nearby parks. In some cases, communities of color and low-income residents must travel further to enjoy the benefits of the parks and recreation system. This PMP analyzed existing demographics, park locations, and key environmental justice and focus areas, and residential density to identify which geographic areas and residents have the greatest need for parks. There is work to do to ensure that all residents have equitable access to parks and recreation opportunities. ® SANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION Exhibit 1 FOSTERING MULTI -FACETED BENEFITS In addition to health benefits, parks are important for their ability to support social, recreational, environmental and economic benefits. The PIMP includes strategies to foster the following types of benefits: • Social: Parks and recreation provide opportunities to strengthen family and community relationships, foster community pride, and increase community identity. In addition, recreation programs have been shown to reduce loneliness in older adults and seniors and prevent youth crime and violence. Aquatics and learn -to -swim programs promote water safety. • Recreational: Parks, facilities and programs provide the spaces and opportunities to play; participate in sports; engage in fitness activities; learn new skills; embrace community history, art and culture; join a team; and develop a sense of camaraderie from participating in city programs and events. • Environmental: Parks and open space provide important green infrastructure that support the urban tree canopy, protect wildlife habitat, reduce air and water pollution, provide stormwater benefits, promote biodiversity, reduced urban heat, and provide other ecological benefits. • Economic: Not only do quality parks and programs attract new residents and businesses to cities, but facilities such as the Santa Ana Zoo also support the City's economic vitality by attracting visitors to spend money nearby. Furthermore, homes nearest to parks often enjoy higher property values. ALIGNING WITH OTHER CITY VALUES Santa Ana's parks, recreation facilities and programs also play an important role in contributing to the City's vision and values. The PIMP includes policies, strategies and recommended projects to support City efforts to advance: • Health • Equity • Sustainability • Culture • Education The five elements were identified in the 2022 General Plan as the core values and aspirations our residents have for our city. CHAPTER 1: INTRODUCTION PLAN ORGANIZATION The PIMP provides direction for the City's enhancement, preservation and maintenance of parks, trails, open space and recreation facilities over the next 10 years. In addition to this chapter (Chapter 1. Introduction), the remainder of this document is organized as follows: CHAPTER 2. PARK SYSTEM OVERVIEW Introduces a new park classification system and provides an overview of key amenities, facilities and services. CHAPTER 3. SANTA ANA COMMUNITY Describes community demographics and priorities from outreach findings. CHAPTER 4. PARK ACCESS, EQUITY AND OPPORTUNITIES Presents a series of maps that show the distribution of parks, service gaps and deficiencies, and areas of greatest needs. CHAPTER 5. FACILITY, TRAILS, AND PROGRAM NEEDS Summarizes findings for parks facilities, trails and programs to define the level of service desired by the community. CHAPTER 6. SYSTEMWIDE RECOMMENDATIONS Identifies the vision, values and mission, along with key park and recreation initiatives, policies and implementation strategies. CHAPTER 7. SITE RECOMMENDATIONS Summarizes recommendations for existing and proposed parks, introduces park acquisition and development guidelines, and shares case studies to model options for future park transformation. CHAPTER 8. ACTION PLAN APPENDIX B. PARK ACCESS ANALYSIS Presents a short-term action plan, prioritization Presents the mapping analysis of park gaps and criteria and potential funding strategies. high -need areas. APPENDIX A. PARK AND FACILITY APPENDIX C. SITE RECOMMENDATIONS INVENTORY Provides a matrix that summarizes Summarizes and classifies existing park and recommendations for all existing and proposed facility data. parks. capital projects and maintain the park system. MW !NJ SANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION itL - ..: I ra.rr�, . - . -,P .:. �,: IL r` PARK SYSTEM ..f . !±, � p`�tii�.� 1 .'�:.� :S. • it ,: .. - _ VERVIEW • ��� ��"�- -:�. ��-�- ' <:..: This chapter presents a new park `•-�- _ _: "�=r I classification system and overview of key amenities, facilities, and programs. Santa Ana's residents enjoy a f '.r •-'fir:" varied park system, ranging from small pocket parks such as Garfield Fitness Park to large city parks such as Centennial Park. These green spaces support a variety of indoor and outdoor recreation facilities, plus recreation programs, sports and enrichment activities. 26 SANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW 27 Exhibit 1 SANTA ANXS PARK AND RECREATION SYSTEM The City of Santa Ana's park and recreation system collectively refers to the City's recreation spaces, infrastructure and resources that are managed, maintained and programmed for recreation or park use. Currently, this system is managed by the Parks, Recreation and Community Services Agency (PRCSA). Park maintenance responsibilities are anticipated to transition to the Public Works Department in Fiscal Year 2022-2023. THE PARK SYSTEM The park system describes the lands and facilities provided by City of Santa Ana to support recreation. There are three different types of lands managed as part of this park system: • City Parkland: These publicly accessible sites and green spaces are owned and managed by the City of Santa Ana to support recreation and social gathering (or were acquired for this purpose). • Joint -use Sites: Owned by other agencies, Joint -Use Sites are managed or maintained by the City of Santa Ana through a joint - use agreement to increase access and opportunities for fitness and recreation. Examples include school sports fields and other facilities owned by the School District. • Trail Corridors: These linear corridors with off-street trails support recreation, non - motorized transportation, and bicycle and pedestrian access to parks. These may be located in street rights -of -way, flood control channels, or lands owned by other entities. (Note: Additional classes of on -street trails and bikeways are managed separately as part of the City's transportation system.) The entire park system includes 371 acres of City parkland at 54 sites, supplemented by 32 acres at 9 joint -use sites, and approximately 13 miles of off-street trails. Each of these elements are also considered part of the City's open space network. To distinguish parkland from open space and landscaped areas, the following are defined: Landscaped Areas: Landscaped Areas are a type of open space that is maintained for community aesthetics and beautification, but not for park use. These may include medians, street rights -of -way, gateways, public grounds around buildings, etc. • Open Space: Open space encompasses recreational and green spaces, including parks, commercial open space, vacant lands, manicured landscaped areas, trail corridors, water channels and rail infrastructure.' Not all open space areas are suitable for use as parkland. i CITY PARKLAND The City of Santa Ana classifies and categorizes parks to distinguish them by their function. Classifications consider site size, use, service area, as well as available amenities and facilities. The categorization helps the City make decisions about development, improvements, park maintenance and programming based on the intent and level of use each park site. Santa Ana's parks are classified in four categories, which are further subdivided into eight types of parks. 'This definition is consistent with the General Plan land use designation description of Open Space, page LU-20. ® SANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW Exhibit 1 COMMUNITY -SERVING PARKS Community -serving parks provide recreation opportunities for all or a substantial portion of the Santa Ana community. Santa Ana has two types of community -serving parks: Centennial Park Lake (Citywide Park) Citywide Parks are Santa Ana's largest parks. Typically, more than 15 acres in size, these sites provide major recreation facilities, cultural venues and natural areas that serve as destinations for events, programs and activities, attracting visitors from across the entire city and beyond. Typical facilities and features include recreation centers, amphitheaters, swimming pools, sports courts and fields, skate parks, lakes, trails and trailheads, destination playgrounds and group picnic areas. In addition to a variety of support facilities, citywide parks may also include concessions, reservable facilities or other revenue -generating activities and infrastructure. Campesino Park (Community Park) Community Parks are mid -size parks, typically 5 to 10 acres in size, which support sports and group gatherings for several neighborhoods or a portion of the city. Typical facilities include sports fields and courts, small group picnic areas, and specialized or unique facilities such as swimming pools, recreation/ community centers and senior centers that support programming. Community parks typically include on -site parking, restrooms and similar support amenities for longer site visits. However, these sites typically have less variety and less green space than larger citywide parks. NEIGHBORHOOD -SERVING PARKS Neighborhood -serving parks provide close -to - home recreation opportunities. Currently, Santa Ana offers only one type of neighborhood park defined below. 3 Mariposa Park (Neighborhood Park) Neighborhood Parks are small parks, typically 1 to 5 acres in size, intended to serve nearby neighbors. These sites provide small-scale opportunities for play, picnicking and leisure activities for residents that live within walking or biking distance. Typical facilities include playgrounds, picnic tables and open lawn areas. Sports fields, sports courts and trailheads also may be located within neighborhood parks to provide opportunities for local recreation. OTHER PARKS AND FACILITIES The City provides three other types of open space to support recreation and community aesthetics: ".* 4 . r , Awi r s Garfield Fitness Park (Pocket Park) Pocket Parks are small sites, typically less than 1 acre, which provide green space, passive social space, and in some cases a small-scale recreation feature. Urban Plazas are small parks with hardscape and green space that provide social gathering opportunities in urban and commercial areas. Special Use Facilities are sites that support stand-alone major recreation facilities not located within a larger park. These facilities are typically fee -based and are only open when programmed or reserved for use. Their hours of operation and public use are limited. Examples include the Santa Ana Zoo, stadium and tennis centers. ESANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW Exhibit 1 OTHER RESOURCES The City owns other lands that currently are not used for public recreation. These are counted as agency resources within the parkland inventory. Park Resources are managed by other entities for non -park use as defined through long-term leases or agreements with the City. Examples include sites operated by Santa Ana Unified School District (SAUSD) and the Santa Ana Police Department (SAPD). Depending on the terms of the joint -use agreement, these sites are not accessible to the general public. Undeveloped Parkland are unimproved City - owned properties being held for future park development and recreation use. Sites may not allow current park access. Santa Ana's parkland is distributed throughout the city. Map 2-1 on the following pages shows the location of existing parks and trails. Table 2-1, below, provides a summary of the inventory. The map and table show: Thirty-three of these parks (317 acres) are developed as community -serving parks or neighborhood parks, providing places to play, gather, and experience nature. Fifteen sites (42 acres) are developed as smaller pocket parks, urban plazas, or special use facilities, such as the Santa Ana Zoo at Prentice Park and the Cabrillo Tennis Court. Additionally, the City has six sites (11.7 acres) of undeveloped land or park resources such as the SAPID Training Center. These are not currently used for recreation but are considered a potential resources for future CHAPTER 2: PARK SYSTEM OVERVIEW TABLE 2-1: CITY PARKLAND BY CLASSIFICATION COMMUNITY -SERVING PARKS I Citywide Parks Community Parks Community -Serving Parks Subtotal NEIGHBORHOOD -SERVING PARKS Neighborhood Parks Neighborhood Parks Subtotal OTHER PARKS AND FACILITIES Pocket Parks Urban Plazas Special Use Facilities Other Parks and Facilities Subtotal E_ OTHER RESOURCES Park Resources Undeveloped Parkland Other Resources Subtotal Source: City of Santa Ana For more detail inventory information, see Appendix A. 5 168.2 Centennial Park, Santiago Park 17 129.0 Windsor Park, Bomo Koral Park 22 297.2 EL 11 19.5 Mabury Park, Edna Park 11 19.5 jw 8 3.7 Sarah May Downie Herb Garden, French Park 3 6.0 Plaza Calle Cuatro, Sasscer Park 4 32.7 Santa Ana Zoo at Prentice Park, Cabrillo Tennis Center 15 42.4 3 9.2 Griset Park, SAPD Training Center, SAPID Canine Training Facility 3 2.5 Myrtle and Raitt Park, Standard and McFadden Park, Flower & 10th Park 6 11.7 'M�rrlsdn �a � Eldndage�aikL._ I Men�ary Lane oo r4 a^�k RJR !f �% + Rirer+new Park r—--------•-- +� I Exhibit 1 I'Vo i$hl�l,Ir. �PWe 4 cv jk+*VryPA R r_1 �aPak�aak�d� Fa S�Ior e} Ma psa 4 a va 4 ar An Is r• Aar Sr,d j %smrCharrear Cark�nity ►f� {t• �'(cT e+Fa �C.Ba �rkfr rear r WFSTMINSTEI+j I _h EirchPwk J HcrtagnyPark � ,[C�� . A An Ia�ark 0 7 I rL _ Jwwo Park e! r MWndsa Park Cenlennial Park TrJsiIN wd wl Park 1 � POLIMAiN VALLEY y; jjDelhPark Adams Park 55 `� jTi�ariglelr�ai: `} � I. PA % Carl Thorn" Pj - KSxlnr �.. ---- 9mo Boral PV �._.-. ark-.._..� +:07A 41ESA MAP 2-1: EXISTING PARKS AND FACILITIES joint -Use School s1tes Pocket Parks '. [� wgardlntermediateSthool 0 SarahWyDownkHr<bGarden Plaaa(alleCuairo © Goft Elementary Upl is FrerK NA Q saZorpara [C] ltuoserell-Wa6nrFlemerliary5ohaol 19 17thSlle67uanoePalk Q {jyxCifiTer O Monretltsla Elemenrrary 5rhool IS Falmew TRaree HaNTat Resterauon ddadisorlFlemenraryWWI I® hirFatldmTranglePark Facilities iq `eSpeciala na Ind at MOM Park QF Godinti Ho Sthod 0 Maple and Mdenial Exerdst Park ya Ana Stadium kkorimf Elemenra+y sdw i I0 Friendship Park Caltaft io for 0 Wriiew rinm Park Neal admIlTennis i Tenn io Neal Aiashantler ienns Censer Legend t�Aarsara7rdiN ,y� yi I i4raud%irt k0ardRfr.V.hwm Coy Park Pcd1e: Park Park; and 1`6611lre5 Provided by Others CDT nunlly Park NePmmwd Park urban Plats 111111110 Sp9Clal UW Factllry '—" hiaJor Rcutls Fiee>wys -- Trail Corridor �_'�% Pofthm re Ray uf" A Half _ Crry orSarKa Ma • Mew geV@AKA Facility Park Resauce tJndereloped Park ;SufmvOog CHles end Unlncorppraoetl+ueas School ♦slainsUseUhad5ae fterbnmes ESANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW Exhibit 1 JOINT -USE SITES Owned by other agencies, joint -use sites are managed or maintained by the City of Santa Ana through a joint -use agreements. In turn, these sites are open (or partially open) to the public to increase access and opportunities for fitness and recreation. Examples include school sports fields, playgrounds and other facilities owned by the Santa Ana Unified School District (SAUSD). A complete list of joint -use sites is included in Appendix A and a summary is provided in Table 2-2. TABLE 2-2: JOINT -USE SITES Garfield Elementary School 0.4 SAUSD Madison Elementary School (Madison Park) 0.03 SAUSD Monroe Elementary School (Delhi Park) 2.9 SAUSD Monte Vista Elementary School (Jerome Park) 2.4 SAUSD Roosevelt -Walker Elementary School* 1.5 SAUSD Roosevelt -Walker Elementary School 1.1 SAUSD Willard Intermediate School* 0.1 SAUSD Willard Intermediate School 4.9 SAUSD Godinez High School (Centennial Park) 18.6 CSA TRAILS The City of Santa Ana provides approximately 13 miles of Class I trails that will be maintained and managed by PWA (Table 2-3). Located in public rights -of -ways and flood control channels, these corridors support non -motorized transportation, recreation and access to parks. A key component of the City's trail system is the proposed "Golden Loop." This future bike trail will eventually provide 15 miles of connected facilities around the periphery of the city, running along the Santa Ana River and connecting to other local and regional trails. Currently, segments of the loop are constructed, yet there are gaps that are not yet completed. In TABLE 2-3: CITY TRAIL CORRIDORS Santiago Creek Bike Trail 1.0 Pacific Electric (Maple Street) Bike Trail 2.1 Alton Avenue Bike Trail 2.9 Raitt Street Bike Trail 0.2 Bear Street Bike Trail 0.7 MacArthur Bike Trail 0.1 Santa Ana River Bike Trail 3.6 Flower Street Bike Trail 1.5 Santa Ana Gardens Bike Trail 0.7 The Flower Street Bike Trail provides southern Santa Ana with north/south neighborhood connections. Roosevelt -Walker Elementary School is one of two schools in the SAUSD that is considered a public facility and has "City Hours" for full time public use. SANTA ANA PARKS MASTER PLAN 71 1 r 7 CHAPTER 2: PARK SYSTEM OVERVIEW Exhibit 1 RECREATION FACILITIES Santa Ana's parks support a variety of recreation amenities and facilities. The PIMP uses the following terms to distinguish and categorize features in parks: • Facilities: Facilities are outdoor elements or structures that provide recreation opportunities in parks. Examples include playgrounds, sports fields, sports courts, picnic shelters, outdoor fitness equipment, skate parks, and community gardens. • Major Facilities: Some facilities in parks require a greater investment in maintenance, operations, and programming. These are referred to as "major facilities." They include facilities such as amphitheaters, recreation and community centers, senior centers, gymnasiums, the zoo, indoor and outdoor swimming pools, sports stadiums, and tennis centers. • Specialized Facilities: Some facilities have a singular function or use that may require specialized maintenance or operations, although these may not require as extensive resources as a Major Facility. Examples include concessions, formal gardens, and stages. • Amenities: The support features that facilitate the comfort, functionality, and use of parks are called amenities. These include elements such as restrooms, parking lots, trash receptacles, benches and tables, barbecues, lighting, bike racks, drinking fountains, art, and signage. • Trails: Considered a facility, trails can be soft - surfaced or hard -surfaced linear paths intended for recreation and active transportation. In addition to these, some temporary programming spaces may be identified to support short-term, pop-up activities and community events. Examples may include neighborhood streets or parking lots for schools, businesses and public buildings. These temporary spaces do not count as parkland or as recreation facilities. Appendix A provides details on amenities and facilities in parks by site. It also itemizes major facilities and trails in separate tables. Figure 2-1 illustrates park and facilities by the numbers. FIGURE 2-1: SANTA ANA'S PARKS AND RECREATION FACILITIES SANTA ANXS PARKS AND RECREATION FACILITIES TOTAL: 370.8 acres ■ Community -Serving Parks (City Parks: 5, Community Parks:17) ■ Neighborhood Parks (Neighborhood Parks:11) 0 Other Parks and Facilities (Pocket Parks: 8, Urban Plazas: 3, Special Use Facilities: 4) 0 Other Resources (Park Resources: 3, Undeveloped Parkland: 3) OUTDOOR RECREATION 77 TOTAL COMMUNITY GARDENS 2 SKATE PARKS 32 PLAYGROUNDS 32 SITES WITH PICNIC AREAS TRAILS/NATURAL FEATURES �.••• 21 TOTAL ♦1 7 TRAILS 40 2 LAKES MAJOR/SPECIAL USE ATHLETIC/ FACILITIES SPORTS 8,393 Field 45 TOTAL 141.5 TOTAL & Facility reservations • 2 6 in 2019 TENNIS CENTERS SOCCER FIELDS 10 RECREATION/ COMMUNITY 4 VOLLEYBALL CENTERS COURTS LOG CABINS 2 SENIOR CENTERS 5 MUNICIPAL 37894 POOLS visitors in 2019 SPECIAL USE 1 ZOO 270,000 Santa Ana Zoo at visitors Prentice Park annually 1 STADIUM Santa Ana Stadium vimav 35 BALL • DIAMONDS 36.5 BASKETBALL COURTS 30 TENNIS COURTS ® SANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW Exhibit 1 PROGRAMS AND SERVICES The City of Santa Ana provides several types of events and recreation programs for the community. These include scheduled classes and camps, sports league play and activities. PRCSA's current core recreation service areas are outlined below: Aquatics recreational swim, swim team, learn to swim classes, water fitness Health, Wellness & Fitness physical activity, nutrition and fitness classes including karate and martial arts, yoga, Zumba, etc Senior Services programs, activities and services for seniors and older adults including fitness & nutrition, technology classes, health programs, game nights and excursions Arts, Music & Culture visual, fine and performing arts, art clubs and classes, dance and cultural heritage j Preschool Programs age -appropriate development programs for children (up to 5 years old) Special Events community festivals and events Special Interest & Enrichment classes, lectures, instruction and learning Teen Development & Leadership age -appropriate development programs for teens Youth Programs age -appropriate development programs for youth Sports organized recreational and competitive leagues and tournaments, including youth and adult sports and tennis Volunteerism volunteer service projects and activities Zoo Programs interactive classes, workshops and opportunities for learning run by or held at the Santa Ana Zoo ESANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW Exhibit 1 OTHER LOCAL AND REGIONAL RESOURCES In addition to City park, facilities and programs provided or managed by the City of Santa Ana, residents have access to a variety of other recreation resources in the region. Several of these recreation resources are noted below: • Santa Ana Unified School District Facilities: In addition to the joint -use sites that the City maintains, many other schools in Santa Ana provide indoor and outdoor amenities and green space managed by SAUSD. • Private Facilities: Private facilities, campuses, and green space in Santa Ana also help meet the needs of members. Examples include: • Santa Ana College: This campus includes baseball, softball and soccer fields, a track stadium, swimming pool, tennis courts, and other facilities for students and staff. • CCCM Field: Located in the southwest corner of Santa Ana, CCCM field is used as an outdoor meeting space for the church congregation of Calvary Chapel Costa Mesa in addition to being used as a practice space for our Calvary Schools softball team and others. • Willowick Golf Course: Located on the west side of the Santa Ana River is a 100-acre golf course owned and operated by the City of Garden Grove. The 18-hole golf course has the highest usage of all courses in the county. It provides two sets of tees, a grass driving range, three practice putting greens, pro shop and new, 5,000 square -foot full -service bar and restaurant. • River View Golf Course: This 18-hole golf course is located along the river in north Santa Ana. River View has a lighted driving range, putting course, driving range, pro shop, bar, grill, and outdoor patio. • Mile Square Regional Park: This 640-acre park in Fountain Valley, near the southwest boundary of Santa Ana, includes two lakes, sports fields, picnic areas, a recreational and cultural center, clubhouse, golf course, archery range, and radio -controlled airplane field. • Irvine Regional Park: Managed by Orange County, this 495-acre historic park is located in the City of Orange. It provides an amphitheater, four large group picnic areas, six playgrounds, four softball fields, two horseshoe pits, a lake, boathouse, wedding venue, interpretive programs center, paved bicycle/walking trail, and an equestrian trail. A parking/entry fee is required. Additional concessions include pony rides, bicycle and aquacycle rentals, train rides, and snack shops. • Fairview Regional Park: Located on Placentia Avenue in Costa Mesa, southwest of Santa Ana, this 210-acre park and is developed with a mini railroad, vernal pools, cove chaparral, and open fields for games, and gliders. • Nearby local parks: Adjacent cities own and operate parks, with some located within a mile of Santa Ana's City limits. However, these parks were not designed to accommodate use by Santa Ana residents. For example, in the City of Orange, Hart Park provides dog -friendly green space, ball fields, a seasonal community swimming pool and summer concerts just north of Santa Ana. In Costa Mesa, Wimbledon Park and Wakeham Park serve its residents with green space and play areas. k, ESANTA ANA PARKS MASTER PLAN -W. LI% F IVY G. 4�- A r FIV 7, sAnTA AnA 9L communITY This chapter includes background and context about the community of Santa Ana and the park priorities identified through outreach and engagement. The input of diverse residents and stakeholders from across the City ensures that the Parks Master A 'j� Plan reflects community needs. 44 SANTA ANA PARKS MASTER PLAN PF Exhibit A CHAPTER 3 ; SANTA ANA COMMUNITY Exhibit 1 COMMUNITY CONTEXT AND DEMOGRAPHICS Santa Ana is a vibrant community in Orange County, California with a diverse population that is passionate about their community and community's well-being. Residents of Santa Ana have a strong desire to strengthen and revitalize their parks for the benefit of all residents and visitors. Santa Ana is often referred to as "Orange County's downtown" (Santa Ana Housing Element). The city was incorporated in 1886 and today is the County seat, has an eclectic urban environment, strong employment center, transit hub, and historic neighborhoods and downtown. Santa Ana has one of the most diverse and international populations in Orange County, contributing historically to the City's steady growth. According to the latest Housing Element, the city experienced a rapid period of growth in the 1980s and 1990s, with a 44 percent increase in residents. However, the city did not experience a residential construction boom to keep pace with the growing population and instead experienced an increase in household size. Orange County Projections (OCP) project that Santa Ana's population will grow to 362,5911 by 2030. As of 2019, Santa Ana had a population of 334,774 residents.z 15.7 percent of Santa Ana residents lived in poverty which is higher than the 10.9 percent of residents in Orange County who live in poverty. Santa Ana has a robust international population with many residents coming from Latin America, Southeast Asia, and the Philippines. According to the 2014- 2018 ACS, 45 percent of Santa Ana residents were foreign born, higher than the 30 percent of foreign born residents in Orange County. As of 2020, 78 percent of the city's residents were Hispanic, followed by Asian residents at 12 percent, and White residents at 8.5 percent. Over the past ten years the Hispanic population has decreased by six percent, the White population has decreased by 12 percent and the Asian population has increased by 11 percent, the majority of which are Vietnamese residents. According to ACS data from 2014-2018 the majority of Santa Ana residents are aged between 25 to 44 years (31 %) followed by residents aged 0 to 19 (300/.). The smallest percentage of residents are those aged 20 to 24 (8.6%) and 65 and over (8.6 percent). The median age of residents is 31.4 years. 12020 U.S. Census data show that population growth in Santa Ana has been slower than the 2018 OCP projections. When State and Orange County projections are updated in 2022, these trends may change 2Source: Santa Ana Draft General Plan SANTA ANA PARKS MASTER PLAN Exhibit 1 OUTREACH FIGURE 3-1: PARKS MASTER PLAN POSTER The PMP website served as the digital home Community ambassadors served an important— for information on the Parks Master Plan. It role in the community outreach process. contained an overview of the planning process, These ambassadors helped to create a Let's talk about ways links to the survey, fact sheets, plan documents, trusting relationship with underserved groups to improve our parks! information about meetings and events, and FAQs. in Santa Ana. Ambassadors connected with A number of outreach methods were employed a diverse array of group types. Ambassadors ", iHoblemos de maneras de mejorar to inform community members of the PMP and were individuals that represented 24 ' nuestros parques! engagement opportunities, including: community and youth serving organizations. In addition to communicating the PMP Hdy ban ve cdch cdi thien cong Mn • Email blasts information to their respective groups, they `= do chdng tol • Press releases reached two neighborhood groups, two city • Social media — Facebook, Instagram, NextDoor facilities groups, four school districts, nine„ ./ e • Announcements during City Council meetings schools, three local businesses, and 22 sports � ' • - - organizations. All organizations, including �- • Flyers at City Hallpublic libraries, community y y , p �' those affiliated with the Ambassadors, utilized • • centers, and downtown businesses their email databases to send out email blasts • Utility bill inserts about the parks survey. To incentivize survey individuals were entered into a ❑' ❑' 10 00 • Transit stop posters participation, drawing. • Electronic billboards $50 prize • Newsletters • Channel 3 news promotion ■SANTA ANA PARKS, FACILITIES, TRAILS & OPEN SPACE TAKE THE SURVEY! Tell us how we can make parks, trails, and recreation activities better for you, your family, and our entire community. The survey is open to ages 12 and over.Anyone who completes it is eligible to enter a drawing fora $50 gift card. Fora paper copy, please visityour local Santa Ana community center or call this phone number. (714)577-4292. bidy/SAParkSurvey These were placed on bus shelters and in many City facilities to advertise the survey. FIGURE 3-2: A TRILINGUAL UTILITY INSERT TO ADVERTISE THE SURVEY PLAn MAESTRO DE PARQUES MARQUES, INSTALACIONES, SENDEROS YES PACIOABIERTO DE SANTA ANA iPAUICIPE EN NUE91M ENC MA! Cuentenuscomo podemos mejorar los parques, sendemsyactividades mcmaiivas pars usted,su Wilia ytoda neon mmunidad. La encuesta est5 abierta a mayores de l2 ahox Cualquiem que to complete eselegible pam patticipar en un wneo de una tarjeta de regalo de $50. Nm o btener una mpia impre* vishe su eentro mm un@ario loml de Santa Ana o llame a este n dmem de tele fono: (714) 571-4292 eansunmesuUN'q , KE HOACK TOnG THE COnG VIEn M CONG VIEN, TIEN ICH, DUfJNG MA & KHONG GIAN Md M i I HAY THAM GIA mAO SAT! oho Hay cho chung toi nilt lain sao chung toi co the lam cho cong vien, during mon va cac host donggiaitdtot hon cho quyvi, Oa dinh quyvi vatoan bd cong dao chungta. 12 Wasat nay danh cho nguoi tdl2tuoi trdlen. Batkyai ho5n thanh Mansatdeu di dik kien than gn ridth5mtrungthudngthequat5ngtrigia$' ❑� 4 ' acdbdnsao giay, vuildng den trung tam cong dung Santa Ana tai dinphmg nla quyvi hndcgaiw. (714)571-4292. unryiser,�uo;ueco�s WSANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY COMMUNITY ENGAGEMENT The PMP outreach engagement utilized multiple channels to reach community members, leaders, and organizations. PARKS MASTER PLAN SURVEY The PMP survey was available online from April 15th, 2021, to September 15th, 2021. There were 1,801 total survey responses collected both online and in person. The survey link was distributed via email, social media, press releases, and on poster and utility bills. Paper copies were handed out at movies in the park and available at City Hall and public libraries. Local groups also encouraged community participation. The PMP survey had seven sections of questions related to COVID-19 impact, parks, facilities, equity and access, trails, programs and events, funding priorities and policy direction, and a section for community members to provide demographic information. This section was optional. The survey took about 10 minutes to complete and was suitable for anyone 12 and over. The survey was translated into Spanish and Vietnamese and a virtual version was available on the project website. POP-UP EVENTS To encourage survey participation, the City staff hosted 16 pop-up community engagement activities where they handed out the survey and were available to answer questions about the PMP process. To garner as much feedback as possible 14 pop-up events were held in conjunction with movies in the park at different City parks, and two were held at COVID vaccine clinics. KEY LEADER INTERVIEWS The MIG team held key leader interviews with the Mayor and City Council to gather their perspective on the City's park and recreation priorities to guide the planning process. Seven interviews were conducted between Thursday, February 18, 2021, and Wednesday February 24, 2021. The following Council members participated: Mayor Vicente Sarmiento, Thai Viet Phan (Ward 1), David Penaloza (Ward 2), Jessie Lopez (Ward 3), Phil Bacerra (Ward 4), Johnathan Ryan Hernandez (Ward 5), and Nelida Mendoza (Ward 6). COMMUNITY ORGANIZATION COORDINATION Local community organizations were also an invaluable asset in support of the community engagement efforts. The community partners with existing relationships and trust in high need areas partnered with the City staff to support with implementing a more inclusive outreach process. Five local groups were involved in engagement: Kidworks, Asian American Senior Citizens Service Center (AASCSC,) THRIVE Santa Ana, Latino Health Access, and Santa Ana Building Healthy Communities (SA BHC). The PMP team met with community partners in early summer 2021 to share the PMP and requested that the partners to share their vision for the Plan. Partners were asked about what their vision is for City parks, what needs the Plan should address, and what the key opportunities are for Santa Ana's park and recreation system. In addition to these five local groups, the City shared information about the plan with 24 community organizations who utilized their networks to further disperse information. F �r- ESANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY STAFF AND ADVISORY GROUP ENGAGEMENT As part of the PMP engagement process the PMP team met with an advisory group, multiple city commissions, and attended staff meetings. Each of these bodies serves a distinct role in the community and addresses different needs. It was important to engage this array of groups to better understand how parks are currently functioning in Santa Ana and the vision for the future. PARKS MASTER PLAN ADVISORY GROUP To ensure that the Plan addresses the diverse needs of the Santa Ana community, the PMP Advisory Group included liaisons to the Parks, Recreation, and Community Services Commission, Youth Commission, Planning Commission, Community Development Commission, and Arts & Culture Commission, and key community partners. The group was charged with providing policy guidance and direction for the planning process. The PMP team met with the Advisory Group three times during the planning process to receive direction on engagement opportunities, key issues for the PMP to address, as well as goals and key initiatives for the future. The Advisory Group, along with the PRCS Commission, also reviewed the Draft Parks Master Plan to help refine this document into its final form. PARKS, RECREATION AND COMMUNITY SERVICES COMMISSION The PMP team met with the Commission in the spring of 2021 to gather feedback on the planning process and hear from the committee about their future vision, opportunities and challenges, and the most pressing needs for Santa Ana parks, facilities and programs. The Commission, along with the Advisory Group, also reviewed the Draft Parks Master Plan to help refine this document into its final form. YOUTH COMMISSION The Santa Ana Youth Commission engages residents from 7th to 12th grade in advising the City Council on matters related to youth and teen services and programs including Parks and Recreation services. The PMP team met with the Youth Commission in June of 2021 to present the PMP and gather feedback from the committee on their vision for City parks, facilities, and trails and identify youth needs and opportunities. ARTS AND CULTURE COMMISSION The Arts and Culture Commission advises Santa Ana City Council on the development and improvement of arts and cultural activities, promotes arts and cultural excellence as a tool for economic development, encourages public art pieces, encourages employment of local artists, and promotes activities that celebrate the city and its cultural heritage. The PMP team met with the Arts Commission in summer of 2021 and discussed how they would describe the arts and culture in Santa Ana's parks and how arts and culture could be enhanced. COMMUNICATION LINKAGE FORUM (COM-LINK) The Com-Link Forum works on exchanging ideas between neighborhoods and community leaders with the goal of improving life in Santa Ana. Over 60 Santa Ana Neighborhood associations are represented. The PMP team met with the Com- Link Forum in spring of 2021 to present the PMP and discussed ways in which Parks and Recreation might receive funding to replace and update playgrounds, picnic tables, and shade structures. PARKS MASTER PLAN LEADERSHIP TEAM The PRCSA leadership team met multiple times throughout the planning process to provide direction, coordinate with the General Plan update, and ensure the PMP reflects City and community needs. RECREATION DIVISION STAFF MEETING The Recreation Division Staff provide recreation programs and services to the Santa Ana Community. During the July 2021 meeting the PMP team presented the PMP development process, discussed recreation and community services strengths and challenges, documented division needs and resources, and identified top priorities to address in the Parks Master Plan. MAINTENANCE & FACILITIES DIVISION STAFF MEETING Maintenance and Facilities Staff handle the caretaking and management of City parks. The PMP team held a meeting with the Parks Services & Facilities Division Staff in July 2021 to introduce the PMP, discuss maintenance opportunities and challenges, and begin to document maintenance practices and needs. ® SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY Exhibit 1 SANTA ANA PARKS MASTER PLAN EMERGING THEMES SAFE AND INCLUSIVE Santa Ana community members value safe, clean, and welcoming park facilities for all. While many topics arose across the Community members identified safety in Santa Ana parks and facilities as a priority. multiple engagement activities, a few Input received through the community engagement for the PMP, General Plan Update key themes emerged as important and Revive Santa Ana expressed thoughts about personal safety at public parks. The to the future of parks for Santa Ana community supports improvements and interventions to improve the user experience at residents. This is not an exhaustive list all Santa Ana Parks. Residents envision appropriate lighting and activation at existing and of all feedback but shows cross cutting all future park facilities. While monitoring and enforcement of park rules was identified themes from the PIMP survey, advisory as important, there is a strong desire to establish alternatives to policing such as group, commission meetings, and establishing a park ranger program. In addition, keeping parks well maintained will make staff meetings: them more inviting and increase the sense of safety. • Safe and inclusive Parks should feel welcoming, safe, and inclusive to all Santa Ana community members • Diverse parks and green spaces — families, youth, seniors, users with different abilities, and the unhoused. Respondents across all outreach activities expressed concerns about unhoused individuals in parks. There • Dynamic programming was a clear message that care should be taken to treat unhoused residents with respect and • Equitable prioritize community -oriented programs and services to meet the needs of this population. • Green connections • Community culture and identity FIGURE 3.3 How would you rate parks in Santa Ana on each of the following: • Youth engagement and development • Health and wellness Cleanliness 30.7% • Partnerships Fun 19.5% 1 j% Safety 17.0% 2r'/o 0% 20% 40% 60% 80% 100% 120% ■ Very Poor ■ Poor ■ Neither poor nor good Good ■ Very Good FIGURE 3-4 What would make parks even better for you and your family? More frequent cleaning, mowing, etc. 60.3% Newer amenities or facilities in better condition 59.0% CHAPTER 3: SANTA ANA COMMUNITY Exhibit 1 DIVERSE PARKS AND GREEN SPACES Identify and activate areas throughout Santa Ana to be used as park space and ensure these areas offer diverse activities and amenities. According to the PMP survey, most Santa Ana residents walk or bike to parks, so improving safe routes to parks by enhancing existing infrastructure as well as adding green spaces integrated strategically throughout neighborhoods will make green space more accessible to all residents. Finding creative solutions like expanding joint -use agreements with SAUSD to provide active recreation and other programming was identified as a great opportunity for the city to consider. Community members felt strongly that converting City owned land to green space improve community access without requiring the acquisition of additional land. This could include public right-of-way such as medians and small swaths of land in neighborhoods that could be considered for pocket parks. Community members made it clear that existing parks need to provide a variety of recreation and open space experiences to community members throughout the city. xl f ►s�'p - FIGURE 3-5 What features or facilities would you like to see more of in Santa Ana's parks? 0.0% 10.0% 20.0% 30.0% 40.0% Unique play features (e.g., nature play, water play,... 31.6% Picnic areas or shelters 23.1% Passive areas (trees, lawn, benches, etc.) 22.2% Exercise areas and fitness courts 19.3% Dog parks 19.2% Multi -use trails connecting parks and other... 1 17.0% Challenge elements (e.g., climbing walls, bike skills... 16.6% Sports courts (e.g., pickleball, shuffleboard, futsal,... 14.9% Community gardens 14.3% Sports fields (e.g., softball, soccer, cricket, lacrosse,... 13.4% Soft -surfaced trails for jogging and hiking 12.8% Community event spaces 9.1% Other 8.3% Art in public spaces 7.7% Bike pump track or BMX track 5.2% Interpretive trails 3.3% 1 don't think anything is missing ■ 1.0% FIGURE 3-6 What makes a great park? 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% Convenient location 69.7% Natural features/wildlife - 27.5% Condition of site and its facilities 22.9% Sports fields or courts 22.7% Trail connections to other locations 19.3% Fun play areas 18.8% Variety of things to do 14.3% Availability of restrooms and drinking fountains 13.1% Other 11.6% Classes or activities offered 6.5% Culture, history, or heritage of site 6.2% Accessible for those with different abilities 5.5% SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY Exhibit 1 DYNAMIC PROGRAMMING Diversify recreation opportunities and facilities to support community gathering and a variety of recreation programs. Community members prioritized opening more park facilities throughout the city to increase access to active recreation, education opportunities and life-long learning, and access to nature. Park and recreation facilities should respond to the needs of the entire Santa Ana community by providing opportunities related to diverse activities and uses such as sports and fitness, art, music and performance, health and nutrition education, wildlife education, gardening, food distribution, and homeless outreach services. Many community members called for public events that celebrate the culture of Santa Ana including exhibits, competitions, movies, garden days, parades, and local art showcases. Such events provide financially accessible ways for Santa Ana residents to connect, socialize, and celebrate their city. FIGURE 3-7 What types of programs and events should be added or expanded in Santa Ana? 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% Special events (i.e. music and movies in the park,... 46.9% Arts, performing arts, and crafts 32.3% Adult fitness and wellness classes 28.0% Environmental education or nature interpretation 27.9% Youth sports 26.5% Youth before and after school programs 24.5% Enrichment and learning activities 23.9% Teen programs or classes 22.5% Events to attract visitors to Santa Ana 21.1% Senior activities and socials 20.5% Adult sports 19.0% Activities to bring people downtown 18.5% Competitions, races and tournaments 18.4% Other 3.3% EQUITABLE Ensure activities and programs are available and accessible to all Santa Ana residents with intentional outreach made to historically underrepresented groups. Santa Ana community members shared that not all areas of the city have equal access to park space. Some areas of the city have been described as older and poorer with less access to parks and to the programs and activities that parks provide. Bringing programs and activities to Santa Ana residents of all ages, abilities, backgrounds, and resources can help to reach these communities that have been historically underserved and underfunded. Santa Ana residents mentioned specifically needing childcare programs, public library access, study hall spaces, after school programs, summer camps, senior recreation, food services, and health services. Currently, some Santa Ana residents travel to nearby cities to receive these services and access park space which means further barriers for residents who may not have access to cars or the financial means to travel out of the city. For any future projects to truly serve the needs of Santa Ana residents they need to be evaluated and prioritized using an equity lens to reach across the socio- economic spectrum. This means continuing to employ diverse engagement strategies when seeking input for future projects. CHAPTER 3: SANTA ANA COMMUNITY Exhibit 1 GREEN CONNECTIONS Creating better connections between parks and green spaces in Santa Ana will not only improve the pedestrian and bicyclist experience but also create more opportunities for experiencing green space throughout the city. Santa Ana has a limited number of parks, but there are opportunities to better connect existing park and green spaces through improved pedestrian and bicycle networks. Community members have mentioned the importance of having safe routes to parks to provide access for residents in park poor areas as well as improve mental and physical health. Improving existing infrastructure to provide safe trails between existing open space was identified a priority. Trails should be multi -purpose and green. Creating a bike lane that is painted green is insufficient. Community members stated that existing trails need to be safe, clean, and maintained. Expanding the trail network will contribute to increasing access to much needed open space. Trails can be used for recreation and open space and can also facilitate community members getting to other park and open space facilities. Shade and native ecological features will bring more green space to the neighborhood level and improve the pedestrian and bike experience. Identifying small public owned underutilized sites can be considered for pocket parks that are accessible at a neighborhood level and can help to bring green space to more community members and can create a network that connects to larger city parks. Figure 3-s: Are more trails, pathways and bike routes needed in Santa Ana? 70.0% 65.3% 60.0% 50.0% 40.0% 30.0% 22.8% 20.0% 11.8% 10.0% 0.0% No Unsure/don't know Yes Figure 3.9: What type of trail or pathway is most needed in Santa Ana? 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% Paved trails for walking, bicycling, skateboarding, etc. 31.4% Unpaved trails for recreation/exercise (walking, jogging,... 30.1% Nature trails with interpretive signage 24.5% Paths and sidewalks to walk or bike to nearby parks 1 13.2% Bicycle lanes (in the street) � 9.1% Connections to the regional trail system 11.4% Connections to shopping and schools 7.3% Other = 2.3% ESANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 1q" .4 Exhibit 1 COMMUNITY CULTURE AND IDENTITY Parks and recreation opportunities should reflect and celebrate Santa Ana's history, culture, vibrancy, and diverse community. Santa Ana residents are proud of their community and want to have their parks and park programs reflect their shared community identity, history, and culture. Residents would like to see art and interpretive elements included in their parks. This is a way to support and uplift local artists while bringing art, music, and play elements to local parks. Additionally, integrating art elements throughout the city such as on local bus stops is a way to make the city more interactive and engaging even when park space is not nearby. At the parks, residents would like to see more programs that center around art and culture like dance, music, and art classes as well as art competitions and exhibitions that showcase local talent. fr� QA1 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY YOUTH ENGAGEMENT AND DEVELOPMENT Youth oriented programs will help to provide a positive outlet for Santa Ana p 9 p p p �" KL� y • •►, r youth to explore art, leadership, and community connection. There was a clear message from Santa Ana residents that young people need activities and programs to help them build community, especially offering youth a way to engage mentally and physically while taking a break from technology. Younger school aged children also need programs after school and in the summer that help to foster community spirit at a young age. Specifically, r community members called for programs around life skills, independence, leadership, employment, expression through art, sports, and community service. Many community members mentioned their concern around gang activity. Having a multitude of program options for young people can help provide healthy alternatives and social support especially for underserved youth. Young children t are also in need of safe spaces to play and connect like playgrounds, community gardens, and after school programs that can offer childcare support to parents. s?a tw +& WSANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY HEALTH AND WELLNESS Support the health and wellbeing of Santa Ana residents by providing spaces for rest and relaxation as well as opportunities for physical activity. Santa Ana residents prioritize their mental and physical health and well-being and make a clear connection between outdoor space and health. There is a large need for well -maintained and beautiful outdoor spaces that offer residents a place to both relax and de -stress as well as move and exercise. Green spaces on their own foster community connection which improves mental health and activating these spaces with programs such as yoga, meditation, gardening, and aerobics can help improve both physical and mental wellness. Going forward there is a desire for projects to prioritize opportunities that focus on the connection between nature and mental health and to create additional green spaces especially in high need neighborhoods. FIGURE 3-10: Given changes in the last year... Parks are much more important to me and my family 70.8/ My feelings about parks haven't changed 13.7% Parks are a little more important to me and my family 13.2% Parks are much less important to me and my family 1 1.2% Parks area little less important tome and my family 1 1.2% 0.0% 20.0% 40.0% 60.0% 80.0% FIGURE 3-11: What types of programs and events should be added or expanded in Santa Ana? 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% Special events (i.e. music and movies in the park,... 46.9% Arts, performing arts, and crafts 32.3% Adult fitness and wellness classes 28.0% ESANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY PARTNERSHIPS Increase community investment in Santa Ana parks by partnering with existing groups and organizations who have existing resources and a history of advocacy. Santa Ana has existing community -based, youth, civic, and business organizations, that have strong and trusted relationships with the Santa Ana community. These groups have deep ties to the community as well as resources to support park programming. Partnerships with the city should be established to co -locate programming provided by these groups at Santa Ana parks and facilities. Many of these groups serve youth and could offer service opportunities such as park cleanups. Partnering with local business, arts groups, and cultural groups serves to support local organizations and receive volunteer support for park programs and maintenance. Despite limited resources for new park development, there are many opportunities to integrate play elements and green spaces throughout the city, especially in neighborhoods that have limited park access. SAUSD was identified as a potential partner to create a joint - use agreement with the city to open underutilized open space to the public. Underutilized parcels in business districts were also identified as opportunities for the city to partner with the business community to provide more park and green spaces. As new parks are developed, or existing spaces are transformed, the City needs to lead meaningful community engagement to ensure that the needs of all Santa Ana residents are being heard. Recognize that indigenous communities are stakeholders in the process and ensure acknowledgment of the indigenous land when planning for projects. ® SANTA ANA PARKS MASTER PLAN . 1 _ ■ JW x V PARK ACCESS, - OPPORTuniTIES This chapter maps and evaluates the distribution of parks, park deficiencies, and areas of greatest needs. Everyone in Santa Ana will benefit from having equitable access to quality parks, trails and recreation facilities. These elements are critical to our quality of life. CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 71 Exhibit 1 MEASURING PARK AND PARK ACCESS AND RECREATION SERVICE EQUITY Cities must look at several different factors to measure the number, types, and sufficiency of parks, recreation facilities and trails. A common metric is the distance that residents must travel (walk, bike, drive, or use transport) to reach nearby parks. However, park and facility distribution, trail connectivity, population density, varying demographic characteristics, anticipated future growth and redevelopment, and land use characteristics all affect residents' access to park and recreation opportunities. Not all of Santa Ana's residents have the same level of access to parks and recreation opportunities. Furthermore, environmental contributors and barriers such as freeways, the Santa Ana River, and private or industrial land uses adversely affect and limit access in some parts of Santa Ana more than others. The PMP included a park access and equity analysis to identify 1) residential areas currently unserved by parks (known as park gaps), and 2) opportunities to address Santa Ana's park needs. Understanding the implications of park gaps informs This chapter presents a series of maps to the recommendations presented in this PMP. The evaluate access to green space and recreation Master Plan identifies barriers to park access so that opportunities, while also characterizing areas of the City of Santa Ana can make informed decisions greater needs. The evaluation focuses on: • Park access and equity • Trail corridor connectivity • Facility distribution • Focus areas for new growth • Other acquisition opportunities on how to concentrate efforts and funding in neighborhoods with the greatest need. 10-MINUTE AND 5-MINUTE WALK TO PARKS An important way to measure the sufficiency of parkland is based on the percentage of residents who have access to a park within walking distance from home. This metric helps highlight whether the City offers the right number and distribution of parks. Research shows that park proximity improves park use and increases health benefits. The National Recreation and Park Association (NRPA) and the Trust for Public Land (TPL) have championed the industry standard of providing parks within a 10-minute walk (or 1/2 mile) of all residents. This distance is typically the farthest Americans will walk on average reach a destination. FIGURE 4-1: TPL PARKLAND METRICS According to TPUs ParkServe data, one -quarter (25%) of Santa Ana residents do not have a developed park within a 10-minute walk from their home. Santa Ana also tends to have less parkland and smaller parks than other cities of a similar size. In fact, only four percent of Santa Ana's land use is devoted to parks and recreation, which is about a third of the national average. Although Santa Ana's parks are well distributed, this means is that some of Santa Ana parks are too small and underdeveloped to attract people from a 10-minute walking distance. For smaller parks, the City applies a 5-minute (quarter -mile) standard to measure park access. 4%of Santa Ana's city land is used for parks and recreation. U National median 15°% The Trust for Public Land publishes park metrics for cities across the nation. The City of Santa Ana devotes far less space to parks, recreation facilities, and trails than most other cities in the United States. ® SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES Ip �► `+ �•-�EAhibit A Exhibit 1 i •` U EldndgePakL._. ti fr 12 M " � Sa�er � � 2 —.N -EJnd � 13 J a, I R1 ` Park r Rive u e 4 $ ^y 17 IrJcr���'.� Murk' J Rmm Park ti " -- r) rCPa a8• i Maripo23 f CPP>tallo- sa C� I Lh _ ' ']Sndfeatk 1 G mpp C #r 7 �[c Frnty Park *a k, ;Y L F N a k k r Px g r 22 a 4 29 21 -f-- 3 28 zrl 25 0 6 — F.v'le FIC J. 7 Jef—e� ark Park LawndsorPark Centennial Park 1�32 34 �AM z3 36. to ■M��`,k,, � �rMEmbnal Park A'tams P..1 k 1 39� �`�7 ' CbI TPgrnro+ 3 I F4 2' L •-••—•—:.1_ .4� Boma Karol [riVlht: I.S ] V, v: Y 1 I AAP 4-1: PARK ACCESS (SERVICE AREAS AND GAPS) Joint -Use 5choW 5ltes WiRyd inleirrWiale School Gadleld Elementary Srflool (C] Ruoserels-WaW ilarrw RarySOW U� MonkVlsla Elemenrrarp Sthool l ' Wdison flemenral 51hoal Q Godmer Hit Schad Monroe ElementalyStW Legend faFerFro�nfmioei iaxrGyflrlsadfadars C-"Ioe Park M PQCW Park Cvnmurriry Park IJrpar Para r NvWftrI=d Park f, Specla[ UPe Facillry —Trail{pn5tl6t 4YRrrr�j�naaieS7Y]F i♦ Park Rfrsdurte a Major Re[rea6pn Facrllty i, ungeveloPetl Park - Jnln[PJSe 5(hnul .Ste I;rv�"rC pocket parks 9 Sarah WA Etownle Herb Uden 1p Plaza Calk Cumro Ig ireRril Para 1D SaSwel Para ® 17thSireet7danjePark IlD CAC -Ter I$ Falrm7Rarge Halairat Re5rormon ® kididdmTri %n Park 19 5arg! Anse Facilities Sdmakla Tao Prentl[e Park g Maple and Ouidenral EwdsePark ivat � �� Ana Sratlium FrientlSMp Park ® CabriloTmisCeMer GarSelhipParkPdrk Meal Alachantler Tenon Cmr IadolJ"ft" Ral5mmm'D Park and raCimm, f roy dw N Orners j 14minute walk Sn a Ciry or COMM ulgy Park — taalnr Frezways Roatls l;ail Lr Road tN Rae 5 rr4Nw walk to a Nrghharhocd Park # 5-mmm w31Y ma Fmke{ park or ufaan Plata -Cqy of Santa Ana �5•Irdnule walk to a W-Cral(r,- Facilely _ nurroud g Crurs am unlnmrpdared ras 5•mlrtuteAuN to a Jnclevoloped Part• Su 5-mlrkne walk to ajalnt Use Schaal Ste ml fterrodle5 UnSerVetl AreaF I=U%ls d Area: Wllh hi.pI.'W, a rty:! I.I­l J SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES Exhibit 1 EQUITY ANALYSIS Recognizing the difficulty of acquiring parkland in these unserved residential areas, the 43 park gaps were evaluated in more detail to determine the severity of need. Unserved residential gap areas were considered "high severity of need" if three or more of the following metrics applied to them: • Environmental Justice Communities: Environmental Justice (EJ) Communities were identified through the General Plan process using CalEnviroScreen 4.0 data. These disadvantaged areas are disproportionately burdened by multiple sources of pollution, socioeconomic issues, and health issues (see sidebar). These areas also tend to experience lower rates of investment and improvement. Santa Ana has 24 census tracts identified as environmental justice communities. Addressing ways to provide residents within these communities with park resources and increased access to open space is a priority for the City of Santa Ana. • Land Use Element Focus Areas: The City has identified five focus areas along major corridors as most suitable for new development. Focus Area boundaries are taken from the General Plan, Land Use Element (LUE). TABLE 4-1: SEVERITY OF NEED SUMMARY • Below the Poverty Level: Using U.S. Census data, tracts with greater than 20% of it residents living below the poverty threshold were noted. (The overall U.S. 5-year ACS poverty rate from 2015-2019 was 13.4%). • Majority Non -White: Census tracts with populations for which the racial majority (50% or more) is non -white or Hispanic/ Latino were identified. • High Projected Population Density: High density areas with 15 dwelling units per acre or more were identified based on General Plan residential land use designations and densities. Of the 43 unserved residential areas (park gaps), 23 are affected by three or more these characteristics and have a greater need. Map 4-1 outlines in red the unserved areas with a "high severity of need." Table 4-1 summarizes the results of the equity analysis, and Table 4-2 rates areas by their level of need. Six areas within Santa Ana check all five of the characteristics, representing acquisition priorities for the City. For more details, see Appendix B for the analysis maps and tables. 43 13 22 19 41 21 TABLE 4-2: KEY UNSERVED AREAS WITH A HIGH SEVERITY OF NEED* AREAS WITH 5 HIGH -NEED CHARACTERISTICS 3 X X 9 X X 16 X X 23 X X 24 X X 27 X X AREAS WITH 4 HIGH -NEED CHARACTERISTICS 17 X 25 X 35 X X 36 X X 37 X AREAS WITH 3 HIGH -NEED CHARACTERISTICS 8 X 10 19 X 26 X 28 X 29 X 30 X 31 X 38 X 39 X 40 X 41 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X aSANTA ANA PARKS MASTER PLAN *Note: Areas are categorized by ratings. These sites are not ranked in terms of priority. CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES The Nature Gap' Clean drinking water, clean air, public parks, biodiversity, and open spaces are shared goods to which every person in the United States has an equal right. Nature is supposed to be a "great equalizer" whose services are free, universal, and accessible to all humans without discrimination. In reality, however, American society distributes nature's benefits —and the effects of its destruction and decline —unequally by race, income, and age. Communities of color are three times more likely than white communities to live in nature -deprived places. Seventy-four percent of communities of color in the contiguous United States live in nature -deprived areas, compared with just 23 percent of white communities. Seventy percent of low-income communities across the country live in nature deprived areas. This figure is 20 percent higher than the figure for those with moderate or high incomes. Nature destruction has had the largest impact on low- income communities of color. More than 76 percent of people who live in low-income communities of color live in nature -deprived places. Nature deprivation has consequences. The communities that are shouldering more of the impacts and costs of nature destruction are also receiving less of nature's benefits, including air and water purification, climate mitigation, biodiversity and disease control, and opportunities for leisure and recreation. ' Rowland -Shea, Jenny. The Nature Gap: Confronting Racial and Economic Disparities in the Destruction and Protection of Nature in America, 2020. CALENVIRCISCREEN 4.0 An environmental justice community is an area where residents have the highest risk of exposure to pollution (in the air, water, and soil). Residents in these areas also tend to be burdened by socioeconomic and health issues, such as higher rates of language barriers, poverty, asthma, etc. These areas also tend to experience lower rates of investment and improvements. All of these factors can lead to unequal opportunities. To address the cumulative effects of both pollution burden and population characteristic factors, and to identify which communities might be in need of policy, investment, or programmatic interventions, the City of Santa Ana as part of their General Plan used a mapping tool from CalEPA (CalEnviroScreen, Version 4.0) to identify the most vulnerable and disadvantaged areas. The CES tool measures 21 indicators for every census tract in California. The results for each census tract are combined and measured against every other census tract, producing a composite score that ranks census tracts from the least impacted to the most impacted. Those ranked in the top 25 percent —with values between 75 and 100 percent —are considered disadvantaged or environmental justice communities. aSANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES a OPPORTUNITIES ANALYSIS TO SERVE PARK GAPS While many of the unserved areas have a high severity of need, it's important to recognize that these areas also have different capacities to meet park needs. The PMP created criteria to identify a range of potential opportunities for meeting recreation needs beyond land acquisition and park development. Opportunities considered included: • Existing Park Enhancements: The expansion or development of additional facilities at a nearby park could attract and serve residents from a greater distance (within a 10-minute or 1/2 mile walk). • Improved Access to Existing Park: Needs could be met by improving access to existing parks located within a 5-minute (1/4 mile) walk. • Other City -Owned Property: The City owns a property in an unserved area that may have the potential to be developed as a park. • Public School: A public school is located within a 5-minute (1/4 mile) walk of residents in this area. Most schools provide green space and some type of recreation facilities. • Private Park, School, Facility or Recreation Opportunity: A private park or facility is located in the area, which may meet some nearby needs already, even though public access is not guaranteed. Additional recreation opportunities potentially could become available by establishing a partnership with a private provider. Exhibit 1 TABLE 4-3: SUMMARY OF KEY OPPORTUNITIES AND ACQUISITION NEEDS • Existing Trail Corridor (Class I): An existing Class I trail corridor passes though OPPORTUNITY TYPES AN' NUMBERS OF • OPPORTUNITIES • the unserved area. While off-street trails do not meet park needs, they do provide AREAS THAT MAY BE SERVED THROUGH AN EXISTING OR PLANNED OPPORTUNITY nearby recreation amenities and make it 14 areas would benefit from investments and improvements to 10,11,12,13, easier to walk or bike to a ark. p Improve Existing Park Neighborhood Parks to attract and serve residents within a 10-minute (1/2 14, 16,19, 23, 24, 26, 27, 28, mile) walk 29, 35, 39, 40 • Planned Trail Corridor (Class I/IV): A Class I or Class IV (off-street) trail corridor Improve Access areas wouenetrom addressing arrers to existing s b would benefit from barriers City park 1, 7, 11 a, 12a, 23,41 is planned for development within this p p to Existing Park 1 area would benefit from improved access to Mile Square Regional Park 5 unserved area, potentially supporting 2 neighborhoods would be served by developing 2 undeveloped parks 26,30 recreation and improving access to other Other City - parks in the future. Data for the long Owned Property RecMaiming a park resource (Griset Park) would add a community park to one 42 area term bicycle network was taken from the 23 areas have schools within the gap area or nearby, which may present an General Plan, Mobility Element. opportunity to expand joint -use agreements See Appendix Public School 3 • 20 elementary schools B, Table B-2, for • Other: Other opportunities include • 11 intermediate/high schools a full list improving access to surrounding Private Park, regional parks and potential acquisition School, Facility 2 new partnerships may improve service in 3 areas 20, 28, 31 opportunities. or Recreation Opportunity Table 4-3 summarizes these opportunities 3, 8, 9,16, 22, and needs, showing in red the unserved Existing or 10 areas would have access to Class I or IV trail corridors (if built as planned) 24, 29, 31, 33, Planned Trail 37 areas with a high severity of need. Refer to Corridor 3 areas would have access to the Golden Loop Trail (if built as planned) 24, 27, 40 Appendix B for the detailed opportunities analysis matrix that explains opportunities AREAS THAT MAY BE SERVED THROUGH NEW PARK ACQUISITION AND DEVELOPMENT and needs for each unserved area. In The addition of 1 citywide park would serve three areas. 3, 9,10 several cases, a park, trail, or school may be 1,14,19, 21, The addition of 9 neighborhood parks would serve 9 neighborhoods. 25, 32, 36, 37, located so that one intervention or project Park Acquisition 43 may affect portion of two or more areas. y aa p and Development" 8,12, 17, 27, The addition of b pocket parks would serve 6 smaller unserved areas. 38,41 The addition of 2 linear pocket parks along trail corridors may serve 2 areas. 29,34 i This column summarizes the most cost-effective and likely interventions to serve a gap area, recognizing that acquiring parkland is not feasible in all areas. In some areas, both trail development and another intervention are warranted. Some acquisition opportunities for larger parks may serve more than one gap area. 2Areas served listed as bold/red indicate a high -need unserved area ' The presence of schools within a park gap area presents an opportunity for a partnership orjoint-use agreement to ensure public access to recreation space. However, it does not guarantee that the SAUSD is open to this type of arrangement, nor does it add green space in these deficient areas. See Chapter 6 and 7 for additional information and recommendations. The Potential Citywide Park acquisition is noted based on a potential future opportunity to acquire Willowick Golf Course, if it becomes available. The Potential Linear Pocket Park acquisitions include two potential properties identified along Bristol Street. Other Neighborhood and Pocket Parks noted in this table indicate a need, without any opportunities or potential sites identified. aSANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES Map 4-2 summarizes key park system needs. It shows how current unserved residential areas overlap with designated Environmental Justice Communities and Land Use Element Focus Areas. On the map, the areas shaded in yellow show park gaps where potential partnerships or other opportunities have been identified to meet needs. Park gaps areas shaded in green note show unserved residential areas where parkland acquisition —either within or near the gap —is likely needed. For some areas, more than one opportunity exists to address needs. This analysis combined with level of service analysis in Chapter 5 together inform Park Master Plan recommendations. f MMEI n GARDEN GR,}',E ; . I la e 119. 1 L_ I _. or+hibit 1 r. - tfWrNC. �PPark . k— A FIN r ,: P I - GI Ueahi f s Park A' I ria7ae ark I cad bhgti,mn F ' ar I _ 1:''` �LJlspKnR ■ '-� . �sa����M1lc ,s r / L_� r-----•--�:'?Z -B9mo Kral /{ Park r l I L eai r TURIN MAP 4-2: KEY PARK SYSTEM NEEDS joint-USeSchool s1tes prdcketPark s [:Nlrl,,--, [A�Wibdlnterine We School lQ Sar,0M?yOownoHerbGaaden plamcalk C"W Garfield Elementary Sthool ireruh PaN Sasxelars [C]Ruoserelt-Wa�erClenellary5[hao! 10 17thSReet7darrjePart 11) CiAC-Ter U MonreVw ElemenrrarySrhool 0 ralmew irraree Hahrat Re5roranon 9madisonFlemenrary5rhoal 0MrNddenkiar%g Pad 19argaaeFadH[tes M SdmaAna Tao at Prentl[e Park Q Godmel Hip Schad g Maple and Ouidewl EvrdsePark CaMiloTeopis(e �MonrotElemmggS[holal hienftpPA ® oienn&iTen Garfter FIMPark Meal kdashander Tenors Cemer Neal Legend iaJh�Tao}aRIEn pM[p.° Pai0x1.w �C4W,de P9•k Pakal Rack iAgoWPWrAW" iwGPro TILES Parks and Paclhdes ProvdM by UrnerS trnvormtntaa Jusn {ep CgmmW!q!e5 t�Cumm rty Park 40ki", PUZ. Heiga"Wd Park.. = ip�"al Jse+ac'Iq ^MaJflr Roaes+Rj- tiMys LJ Land J.% Fk_grrr tl UEITgNS drem $paadl9raP S6ee 08kraaar+ljer icW -. rpN IeHIN['tt6 Hdll �irha4 AYbr�r815a'rrt �GaN AiCiVPaa —TYd'ISIYhticY 0dni�ArrAduva r-�[}Ly7Ys Md �1'i9SuiWfN�ikl6Pd a haalm RL—m1w Park Rewurte F-4 ti Lndwelop& Pa6 —__. swan sTq Goo rd Lminmrrinrawa AiRn 50Mi N+MmArna pins. UseScbac-Site wale Jl1PrsCOlherOppra!!utinlnemlrF do Patklind ACqulstaon LlkeT) Needed High 5L1'Bnry orear •:1^N"M E¢lh k^rWM fq �•� SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES Exhibit 1 �r pprrr y }. 6, 13akDE� i :t° }`A f one Ra� gk y 'a l .4]. L._.J Ei` O�Park I:N�hrC 4 DPW ------ — � a� .�/xirgrujew �l 1 Parh r�- it i ,(T iJ r•Aah ry r J R;:I,P;tiF '.." kt. •CP,}kae Pdr� gar ` I _ _ F Park lh•ha•k C@�sar Cliawr "L� tpA�nAgieUlnnY--�,Fl�� ly PdrM; ` 1!nn P.t: �C r"�I� H�it�e i i r D I f .,...,, P� a IC"Fr>r I� v Parrr'.v k e L .—., — — r.�-- WWPAor Park J �Cenrenrmal Park — f M 't' 1uSllh � klama6al Pah ' GI DHhi Raric - ins Park _ Carl TPhnron 'ice � � M � �San�ppiM1tQ Bomo Kerr.i bb kk r MAP 4-3: ENVIRONMENTAL JUSTICE AND LUE FOCUS joint -Use 5Cf100I Sites ® Willard Ir lermedele SOW GAWflerneotalSchaal CC RQaseedt-WalMer Hementary Sdsuo4 @ Monleft eemeNragw wl []E Mad>Sa Rmootaohool Q Godlnez; lH0Sdwol O Mono I'lerwarykh4vl Legend CqPaAfdlMlen■as +h11rlM.0 ua110u{dPl coy dePj- Px rPFk Commvr* Park urhau Plaza Nelgnhorhood Park Special use Wlay —TrallCarrrdar Gi'P4'yr ■ Nbpr Rm..,W Park Resource Fa[i ity Undeveloped Paw JploWse 5[haol Site Pocket Parks 0 iarah May dmtnie Herb Garden 0 frErllhpdrk 0 I-M Sueet Tna re@ Pa& 0 ror"wrdanoHabiwRooraudrl 0 M[raddCRTriarotPart to Maple and Ocaldental Exercise Palk Q }nendshpPark ID Garlleld Fh�ess Park Q Plaza falleCuaa4 SaSSSaf Park Coil Center Special Use Fadlhles 0 Santa AnZoo a ftenlicePm le Sanu Aria Wdlum IB Cabrillo TenmsCenrEr 0 Hui MachallderTemFis Cew ratiaWd"Fiirio rf Parkland FaOines Provided t� Others �— m or Roads. Freeways Rail tinPJl Rall r _� C¢y or Santa Ara ' Surrouding CldEsa4 Unlnwrporated Areas School Water6odlgs r,ennm+7hr"*?z r l ErwixQrmen alJuuKe fEjl Cemr [� Land w Elemerr Rl PQ[us, ■sRFnakylvw ■SS m"tr mCradlM>x+lrmpm Ill Exhi HAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES AREA 1: SOUTH MAIN STREET The South Main Street Focus Area introduces the opportunity for greater flexibility and a more dynamic mix of land uses and urban design along the properties fronting Main Street. The intent is to transition an auto -dominated corridor into a transit- and pedestrian -friendly corridor through infill development while respecting the historic past of South Main Street and maintaining compatibility with the surrounding lower density neighborhoods. Relevant General Plan Goals & Initiatives • Support transit, pedestrian, and nonmotorized travel. • Provide new development that supports public outdoor spaces • Provide landscaping, shade trees, promenades and enhanced crosswalks to improve the pedestrian experience in the corridor, and. • Establish public and private outdoor space to improve the experience of walking and living in the focus area. • Provide bike lanes along Main Street adjacent to the Industrial/Flex area south of Warner Avenue. Existing Conditions and Key Needs • Within this Focus Area, there are no existing parks. • The Pacific Electric (Maple Street) Bike Trail extends along the southern border. • More than half of the area overlaps an environmental justice community, providing opportunities for health -related partnerships and grant funding to address pollution and inequities. • Projected population growth includes densities of approximately 15 dwelling units per acre. • Three unserved areas overlap the South Main Street LUE Focus Area, all of which are high need (27, 35, 36). Potential Opportunities • Improve wayfinding to the existing Class I trail corridor (existing Golden Loop segment). • Increase access to Santa Ana's park system by completing the Golden Loop. • Develop the proposed Class IV protected bikeway between Main Street and the Pacific Electric (Maple Street) Bike Trail to improve access to the following. • Pacific Electric Park (Neighborhood Park) • Maple and Occidental Exercise Park (Pocket Park) • Delhi Park (Community Park), and • Monroe Elementary School (Joint -Use School Site) • Develop the proposed Class IV protected bikeway between Main Street and the Pacific Electric (Maple Street) Bike Trail. • Develop the Golden Loop Connection between the Pacific Electric (Maple Street) Bike Trail and the railroad to improve access to Roosevelt -Walker Elementary School (Joint -Use School Site) • Explore the potential opportunities identified to address needs within the three unserved, high -need areas (27, 35, 36): • Invest in improvements to Pacific Electric Park and Community Garden to attract and serve residents within a 10-minute walk. • Explore options for JUAs with: • Benjamin Franklin Elementary School • Lathrop Intermediate School • Edison Elementary School • Cesar E Chavez High School • Explore options to acquire parkland to serve future high density residential areas: • Neighborhood Park along or west of Main Street • Pocket Park along Golden Loop Corridor or Main Street 4TH ST Echibit I"' pry V IST ST i �rw r u i IL RICHI.nNu 5* !>>�� MCFApDEN AVE s' WILSHIRE AL+E m 3f)ACHARn .AVE EDINGERAVE r � 1 i Ir � i c 4IIURs` ST i ARNER AVE WALWA Sr � r i i i 0 � J s 4 i i CENiRAI. Avg i AGAMS aSANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 22 AREA 2: GRAND AVENUE/17TH STREET The Grand Avenue and 17th Street Focus Area will foster the development of an urban mixed - use corridor connecting to the city's downtown and transit core. The intent is to create opportunities for a new mix of land uses and design to transition Grand Avenue from a series of auto oriented shopping plazas to a series of community -serving, dynamic urban spaces. Relevant General Plan Goals & Initiatives • Create mixed -use corridors and urban villages. • Foster community spaces and neighborhood - serving amenities. • Support new development that establishes public and private outdoor space to improve the experience of walking and living along and around Grand Avenue. Existing Conditions and Key Needs • Within this Focus Area, there are no existing parks or trail corridors. • This area does not overlap with any environmental justice communities. • Projected population growth includes densities of approximately 20 dwelling units per acre. • Three unserved areas overlap the Grand Avenue/17th Street LUE Focus Area, all of which are high need , Potential Opportunities • Increase access to Santa Ana's park system by completing the Golden Loop. • Explore potential opportunities to address needs within the three unserved, high -need areas (19, 23, 24): • Improve access to Chepa's Park, if possible, by investing in north/south pedestrian/ bicycle improvements across E Santa Ana Blvd • Invest in improvements to Mabury Park to attract and serve residents within a 10-minute walk • Explore options for JUAs with: • Sierra Preparatory Academy (Elementary School) • Reach Academy (High School) • Raymond A Villa Fundamental Intermediate School (6-8 grade) • Explore options to acquire a neighborhood park. a UN-3D o� z a Y Q Z v SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES FEE �� N I■ QUATRO AVE w o o r �� < w = u Q AREA 3: WEST SANTA ANA , ! _WESTMINSTER AVE N BOULEVARD I ~ KEEL AVE w O The West Santa Ana Boulevard Focus Area . . I = connects the Harbor Mixed Use Transit Corridor ! LL and Downtown Santa Ana, with the CC Streetcar Project improvements creating a physical transit link in 2022. The intent is to transition a group UN-20 of auto oriented neighborhoods, businesses, ' HAZARD AVE and institutions into a series of transit -oriented ~ 0 o w w neighborhoods that support and benefit from m 3 Z future streetcar stops. o 4 . 2........ co ...-------i1......--- Relevant General Plan Goals & Initiatives = E� o N G • Explore options for nontraditional public Z Q FLEX 1 ID.ai�i� spaces to provide permanent and/or L I. ................................. temporary open spaces that improve the Eel experience of living and visiting the focus area. Q • Support more mixed -use and transit -oriented development near future streetcar stops. Existing Conditions and Key Needs • Within this Focus Area, there are two existing parks and one trail corridor: • Cesar Chavez Campesino Park (Community Park) • Angeles Community Park (Neighborhood Park) • Santa Ana River Trail • The entire area is considered an environmental justice community, providing opportunities for health -related partnerships and grant funding to address pollution and inequities. • Projected population growth includes densities of approximately 30 dwelling units per acre. • Three unserved areas overlap the West Santa Ana Boulevard LUE Focus Area, all of which are high need (3, 9,16). �■w � 21ST Z 0 20TH ST w o w 6_ xhibit 1 --��■■■M11 3 19TH ST o o _ 18TH ST 3 = m 17TH ST z a z Z 16TH ST FZ MERIDAY Vy 15TH ST a y MARTHA LN 3 aQ p WASHINGTON AVE m .n w 3 0 O = a 12TH ST m ~ 0 ME ST ¢ v ] N J a N 11TH ST > w m 10THST w a a z o _AIM I u S� 9TH ST V o z °� z qw�,,. CIVIC CENTER BJHST� C��EPo c c GN 20 z 7THsr 1■ : �c FLEX 1.5 UN-30 ` PAO-2_�6TH•S--•�.............r 8 ; �w ....STI I -���W.-•- 5TH ST - -- �------ - •---SANTAANABLVD -- •--- '�------•�---4THST�-4THST SY� N 3RD ST a UN=20ST tea! mmh D .I � � �.1-OR ■ ■ � 1 ........... •• ..... •1ST•ST------------------------ .......•-•-•-•----•-•-•-•-•-••-•---•-•----•---............•............ �■1�>iF>�l�N z wnLN�Tsr < PiNEsT ■r ChSTNUTAU2 o���� Potential Opportunities • Explore acquisition of Spurgeon Park. • Increase access to Santa Ana's park system by • Explore options to acquire and develop completing the Golden Loop. Willowick Golf Course as a Citywide Park. • Develop and connect two Key Trail Connections corridors, including east/west along W 1 st St and east/west north of Willowick Golf Course. • Explore potential opportunities to address needs within the three unserved, high -need areas (3, 9, 16): • Invest in improvements to Angels Community Park. • Explore options for JUAs with: • Heroes Elementary School • Carver Elementary School • Romero -Cruz Academy (Elementary School) aSANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES AREA 4: 55 FREEWAY/DYER ROAD The 55 Freeway and Dyer Road Focus Area will transition from a portion of the city that is almost exclusively focused on professional office jobs to one that supports a range of commercial, industrial/flex, and mixed -use development. The intent is to create opportunities for a truly urban lifestyle with easy access to Downtown Santa Ana, multiple transit options, and the new investments and amenities in adjacent communities. Relevant General Plan Goals & Initiatives • Provide open space and recreation amenities for residents, such as an outdoor recreation area, open space plazas, courtyards, and roof decks. Existing Conditions and Key Needs • Within this Focus Area, there are no existing parks or trail corridors. • The area west of State Route 55 (less than half of the total area) overlaps an environmental justice community. Any park and recreation opportunities developed east of State Route 55 should prioritize access to those in neighboring environmental justice communities. • Projected population growth includes densities of approximately 90 dwelling units per acre. • One, high -need unserved area '- " overlaps the 55 Freeway/Dyer Road LUE Focus Area. Potential Opportunities • Explore potential opportunities to acquire a new Neighborhood Park. • Develop the Key Connection trail corridor, east along West Warner Avenue from the Pacific Electric (Maple Street) Bike Trail. • Extend the Class IV trail corridor along West Warner Avenue and East Dyer Road. 0 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES S AREA 5: SOUTH BRISTOL STREET The South Bristol Street Focus Area represents Santa Ana's southern gateway and is a part of the successful South Coast Metro area. Between Sunflower and Alton Avenues, the District Center land use designation will create opportunities to transform auto -oriented shopping plazas to walkable, bike -friendly, and transit -friendly urban villages that incorporate a mix of high intensity office and residential living with experiential commercial uses. Relevant General Plan Goals & Initiatives • Introduce mixed -use urban villages and encourage experiential commercial uses that are more walkable, bike friendly, and transit oriented. • Place new structures in and around vibrant spaces accessible to future occupants and the general public. Existing Conditions and Key Needs • Within this Focus Area, there are no existing parks. • The Alton Avenue Bike Trail crosses through the area east/west along West Alton Avenue. • This area does not overlap with any environmental justice communities. • Projected population growth includes densities of approximately 125 dwelling units per acre. • Three unserved areas overlap the South Bristol Street LUE Focus Area, all of which are high need (39, 40, 41). Potential Opportunities Explore potential opportunities to address needs within the three unserved, high -need areas (39, 40, 41): • Invest in improvements to Segerstrom Triangle Park to attract and serve residents within a 10-minute walk. • Improve access to Bomo Koral Park, if possible, by investing in east/west connection needed at southwest corner of park through Southcoast Terrace Condominiums. • Explore options for JUAs with: • Thomas Jefferson Elementary School • Saddleback High School • Explore options to acquire a Pocket Park along trail corridor or east of Bear Street and west of Bristol Street. FLORA ST HALL AVE 1. x � ~SkNi7LETC���c 4 a ALIM SEGERSTROM AVE CARIRiAGE DIR GARRY A''. PEG.ONIAAVE CARNATIOti AVE OA14LIA AVE iA AWL.C6 n,,, {/SALIA DR 0P61 DR TULARE DR SOUKI G O bit A i L � Exhibit 1 OIL j �� 0 I K r) _ - r o n fill CK.Wk I� DYER AD CQliBvlB1NE AVc 4=11 I'LALPINEAVI- IJRRBLVD .. I..I Av, AVI O OD ESANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES TRAIL CORRIDOR CONNECTIVITY Data shows that trail use is one of the top recreation activities in California. Moreover, trail use has increased in most communities since the start of the COVID-19 pandemic. In Santa Ana, several City departments collaborate to support Santa Ana's non - motorized transportation network, including on- and off-street pedestrian and bicycle routes and trails (Class I, II, III, IV bikeways). Within this broader network, the City of Santa Ana maintains a 12.8 mile network of off-street (Class 1) trail corridors for recreation. However, the City lacks interconnected, off-street hike and bike opportunities. Trail corridors do not replace park space, but they do provide recreation space and can improve bike and pedestrian access to parks and other destinations. Some trail corridors also provide amenities such as benches, play elements, fitness equipment, par courses or similar park -like amenities. Investing in the development of trail corridors is, for this reason, a cost effective means of extending the reach of existing parks and supporting recreation. The PMP evaluated existing and proposed Class I and Class IV bike trails to identify priority connections that would support recreation in unserved areas and improve access to parks. Map 4-3 illustrates these key trail needs. The map shows: • Proposed Key Connections: These trail miles were identified as priority opportunities to enhance pedestrian and bicycle connections. • The Proposed Golden Loop Trail: The Golden Loop bike trail is an approximately 17-mile multiuse corridor, providing residents with increased bicycle and pedestrian access to parks. Key Findings and Needs • Santa Ana has one existing off-street trail, limiting trail use. • Approximately 4.5 trail miles still need to be developed to complete the Golden Loop. • Approximately 20.6 trail miles need to be developed to provide Key Connections within the city's park system, also connecting to the Golden Loop. • Multi -use trails are needed to improve park access and non -motorized transportation. • The City's focus on Class I trails is a key part of the Santa Ana's broader bikeway system, with on - and off-street bike trails and routes developed in conjunction with transportation improvements. • Additional recreational trails in parks, such as soft -surfaced mountain bike loops, nature trails, and jogging trails, as well as hard -surfaced accessible walking trails and paths, would also expand trail opportunities. • Safe bike and pedestrian routes to parks would help improve park access. GAPDEN &OVE r r.. tsarchpa am no w�STMIusT�rl� Em" ' t Anqa Pgl O TrdAHe�twwk r 17 Q connectmn m Resional Park Centenni Par F IV o a.s 1 , rdrf Rirprvjew� ': r ar a: .,:x i Pacfi rt Paik McPark It Adams Park ��yyqqo fff/// _ I Triangle Park Carl Th kn' / f` r L _ Y. _i . ---- Rort10 xoral Rtl&kk MAP 4-4: TRAIL CORRIDORS AND KEY CONNECTIONS Exisdng Trail Corridors Q Santiago Creek Bike Trail PacMK Electric (Maple S;i Bike la I MW AstOw Bike f rod Rallr5lree 04Trail i� Wir Si 81k Trill maddia Bike Trail (Gj Same Ana RWr 014 Trill II (Ipwer $feel BFk2Trall Sam Ana Gardens 80TraB Legend -�•��dbr+Bir 44dnrryPatMdkydPe r CGryAVde Palk M PGCkM PerN communlryPam lubuiPl.ua (� Neighb]rhodd Park 5peda1 LFSe i AiIii r Major Recreation Pam Resource l spry Lmderaloped 41ar4 IIIIIi jdlnt,ow, School Sltr r�: o aAa�v�'ApSaM Gqu'arares mlanxrrvniLrxn rldAgdrr•axraatr i and rBdliti4s Prwuleol try [Xi a_�ra ka CWSFai BM Trails — Major Roaua , ko".s m Mass• N Pro[etLed i -- Rall Llne1A{euu fta► SeyCQnneorlgns __� airy of $anLa Ana �• proposed Golden LOOP Surboiift cli aAd UninWri kea5 !ki Wat@roddll5 i Mlenmenr of CC 5deer. Car aSANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES FACILITIES DISTRIBUTION Santa Ana residents should have access to diverse park amenities and facilities, including ones that support active and passive recreation. While the next chapter discusses the number and types of facilities needed, this chapter consider the distribution of major facilities and active recreation facilities to support access to healthy indoor and outdoor recreation spaces. MAJOR FACILITIES Santa Ana provides a mix of recreation and community centers, senior centers, gymnasiums, the zoo, indoor and outdoor swimming pools, sports stadiums, and tennis centers. However, these major facilities are not evenly distributed across the city. As shown in Map 4-4, the City's major recreation facilities are clustered. While more recreation opportunities may be desired to improve access and recreation options, the challenge for major facilities is that they are costly in terms of both capital development and operations. Key Findings and Needs • Only three major recreation facilities are located south of West McFadden Avenue. • Memorial Recreation Center, which includes a community room and pool as well as additional amenities such as restrooms, parking, locker rooms, and office space. • Sandpoint Mini Center, which only provides community meeting space • There is a need for improved distribution of new recreation facilities; location is an important factor to consider if new facilities are added. In the meantime, the City could consider options such as facilitating transportation to existing major recreation facilities from targeted environmental justice communities, where residents are less likely to drive to parks and facilities. • Improvements are needed at several recreation/community Centers, tennis centers, and special use facilities to improve their functionality and continue to attract residents from across the city. While the city's pools were renovated in 2019-2020, they are nearly at the end of their lifecycle. • New facilities or the conversion of existing building to recreation centers may be considered especially in unserved areas. Public/private partnerships (entertainment, hospitality, and mixed -use development) may be considered if an equity partner would fund ongoing operations. 0 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES a ACTIVE RECREATION DISTRIBUTION While access to parks is critical for all residents, a small green space with a bench is not sufficient. It's just as important to have access to active recreation opportunities that support health and fitness. This can be more challenging because of the amount of park space needed to support sports fields, sports courts, skate parks, gymnasiums, and other active features. Map 4-5 shows the distribution of existing indoor and outdoor active recreation facilities in Santa Ana. The City does a good job of ensuring that active opportunities are dispersed and available in most areas that have existing parks. However, some neighborhoods lack active recreation. Key Findings and Needs • There is a more equitable distribution of active recreation facilities throughout the city than major recreation facilities. • The following Santa Ana parks provide options for active recreation. • 5 Citywide Parks out of 5 total • 17 Community Parks out of 17 total • 5 Neighborhood Parks out of 11 total • 5 Joint -Use School Sites out of 8 total • Primary needs include the repair and replacement of existing sports fields and courts to ensure that residents continue to have access to nearby active recreation options • The addition of multi -purpose and all-purpose fields is also needed if large parks can be acquired to do so. • Secondary needs include improving support amenities, such as shade, restrooms, drinking fountains, moveable furniture, bleachers or other seating, etc. that support active recreation at these sites. • Adding sports lighting would extend the use and availability of recreation opportunities. The Santa Ana Stadium is the only facility that currently provides lighting, and it has limited access to the public. • The City currently provides several sports field overlays (ball diamonds, soccer fields, and all- purpose fields), meaning not all facilities noted on the map are playable at the same time. While overlays efficiently use limited park space, they have been increasing problematic as "off- season" sports play continues to expand. • Ball diamonds, basketball courts, and tennis courts are the most available/ offered active recreation options in Santa Ana. However, diverse communities may see a need for more soccer fields, cricket fields, badminton, futsal and pickleball courts. These types of sports fields and courts are not easily accessible in Santa Ana. M�rriS�n i+lamar . Park GARDEN VROVE ! sane P * k Rrvenriew C'— 7 E � w9iMINSTE®a[�y.. rArul•Nark kk I Len UN, INC FOUNTAW VALLEY -- 0 o as 1 z axr, Anhibit 1 Pa �P'a �1}Park f --- ti U d ��cv 3r t M�r '' pps co � � � M Ya•k � � ,r�r� aM ;g FC SbrC•r Vl �_: #•ALL-----• tr.l rr at-:v-----�� a � Padfi� F,�eetr;c JWW @ Perk... - ar r L._..--- �wndsa +sal Park �[ f wd.boal PaA I *i Park Adams r ,50/ � L ilV&k C05FA M ESA u ... �Sandpbintc FBr�eJy � f MAP 4-6: ACTIVE RECREATION FACILITIES DISTRIBUTION joint -Use schoot Sites dA wFardlnrermed'IaleSchoo-1 Garfield Elementary SdRml Roakevek�4atkerFlerllerRarySthaad 0 hFpAreylSfaElemanparySrhpnl E Madimn Flemenrary 5rhml Wiwi Hip Srhod MO%t Elgrrlerlta j StlMl' Legend CgRHta+drxaan ml�r+�+mnnar++Kr� � CRywirye ParR � P[xkett*rNk i� CommarifN Park Urban Plaza NgKWrhmd Park Special Use FwlRy —TlpdGiM[KIDr GaM'f+ryrn'F�kf�rid 6 Ma* Recreaddh Park Resource Fadllty ifs undeyelaped Par¢ E julnt-Uw School 511e Pocket Parks 0 Sarah FAaytlowniP Herb Garden ® had Part IJ� MSiren7dan4eW I)$ FakryesyTnar�te Hab<ral Re5laranan ® kirFadden Trarrgl@ Park 0 MapleapditriemalExercistPark 0 Friend*p Park ® WNW FimPark �rnnn �1,7ra = Q Plana calk Caro Q ksxerpara Q C cifiier Special lase Facilities Q 504Ana 2110 at Plentke Park ® S M* Ma Stadium ® CabriloTennis Center io Neal Madlender TennisCenser tan'wReq &W+ ff POS and Fadices ArGHded by OrNers M*r Roads - Freeways r- Rai[ LavilVe[mRail �__^ C;ty 6F SaaRa hna J Surrdudln$ Cinin An,,l l l n inrr rpnrAf ed AreaS sdwl Waterbodiea q�avua+4s,brMae @u'edkrr spans held W5 Caur[ other Ouwwr Facillu S Pr&Aded xJam UseSd=l Srte Indoor Gyms aslum J —1 E1__sANITA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES OTHER POTENTIAL ACQUISITION OPPORTUNITIES Residents in Santa Ana have expressed a desire for more park space —not only to meet recreation needs within walking distance, but also to connect people to nature and provide the types of recreation opportunities desired. The City should consider opportunities to acquire additional green space to meet these needs. In evaluating acquisition opportunities, the City and stakeholder must recognize that not all small vacant lands are suitable for parkland. The City should adopt and adhere to new acquisition, design and development guidelines so that any green space acquired will advance the values and directions of the PMP. Acquiring miscellaneous sites that have limited or no recreation value will add to City costs without providing a good return on this investment. (See Appendix D for more details.) Map 4-7 illustrates the locations of potential spaces and places noted by City staff or outreach respondents where additional parkland may be considered. These sites fall outside of the unserved areas document earlier in this chapter. The acquisition opportunities are noted for planning purposes only. Many of these lands are not currently available for acquisition. These are noted in case an opportunity arises to acquire land in these areas. Key Findings and Needs • Opportunities may be explored to expand several existing parks: • Santiago Park • Centennial Park • El Salvador Park • Santa Anita Park • Cesar Chavez Campesino Park • Delhi Park • 17th Street Triangle Park • Move to new land acquisition • Development of an undeveloped pocket park at Flower & 10th Street is needed. • Potential new land acquisitions should be considered, such as but not limited to: • Willowick Golf Course • Two linear pocket parks along Bristol Street, at Walnut Street and Wilshire Avenue to McFadden Avenue • A site near Warner Avenue SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES jr — FACILITIES, TRAILS, AnD PROGRAM SEEDS This chapter summarizes findings for parks, facilities, trails and programs to define the level of service desired by the community. The ideal park and recreation system for Santa Ana provides the right amounts and variety of parkland, amenities, activities and events to offer something for everyone. 104 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 105 Exhibit 1 COMMUNITY NEEDS All communities strive for a great park and recreation system that incorporates parks, recreation facilities, trails, programs, and events. However, the investment needed to provide everything that the community desires is often more than the community can, or is willing to, afford. As such, a technical analysis was conducted of Santa Ana's parkland, trails, facilities, and programs to help cross- check outreach findings and determine what is truly needed. This chapter defines the desired level of service (LOS) in the context of the needs analysis, describing the number and types of parks, trails and facilities, and the types of recreation and cultural programs and events needed. It builds on the findings of the park access and equity analysis to inform future standards. PARKLAND LEVEL OF SERVICE With 362 acres of City parks and another 37 acres of trail corridors and joint -use school sites serving 334,774 residents, the City of Santa Ana needs more parkland and recreation opportunities for its residents. This deficiency was noted in the access and equity analysis presented in Chapter 4. However, as a community that is mostly built out, Santa Ana has limited opportunities to develop new parkland. To accommodate future growth the City will need to think creatively about how to meet the needs of its residents. For this reason, the PIMP includes a level of service (LOS) analysis to evaluate Santa Ana's parkland standard and determine the right amount of parkland to provide in the future. SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS Exhibit 1 EXISTING LEVEL OF SERVICE The City of Santa Ana currently provides parkland at a level of service of 1.1 acres per 1,000 residents. This standard is significantly less than the 3 acres per 1,000 recommended in the revised General Plan or the higher level of service desired by residents. Santa Ana's parkland is also far less than typically provided by cities of a comparable size. Most cities in California strive to provide a minimum of 3 acres per 1,000 residents, as advised in the California's Quimby Act. The Quimby Act allows cities to require that developers set aside 3 acres of land per 1,000 residents for neighborhood and community parks. The requirement typically applies when land is subdivided for new residential development. Since Santa Ana is already built out, and it currently has substantially less parkland, it would be very difficult and may be cost -prohibitive to increase its LOS standard to 3 acres per 1,000 residents in the next 10 years. A phased approach over a longer timeline should be considered to pursue that goal.. Santa Ana is not the only city in Orange County that is deficient in parkland. In March 2022, an informal email survey was conducted by Community Services Directors to compare LOS across neighboring Orange County cities. The result shows Santa Ana below the average of neighboring communities (Figure 5-1). PARK LOS EVALUATION To see how realistic it would be for the City of Santa Ana to increase its LOS to 2 or even 3 acres per 1,000 residents, the results of the access, equity, and opportunities analysis were used to identify parkland needs and LOS implications. The analysis considered how much parkland could potentially be added over the next ten years to serve the City's forecasted 2030 population of 362,591 residents. FIGURE 5-1: ORANGE COUNTY PARK ACRES PER 1,000 RESIDENTS Anaheim Fullerton Garden Grove Orange Santa Ana Tustin Note: Totals include city -owned parkland for most cities. However, Garden Grove and Orange countjoint-use sites, and Tustin counts trails. Note: Santa Ana counts some joint -use sites where long-term leases grant management rights. It does not count sites maintained through a joint -use agreement with SAUSD. Exhi SANTA ANA PARKS MASTER PLAN TABLE 5-1: SANTA ANA PARKLAND STANDARDS AND FUTURE ACREAGE NEEDS Exhibit 1 Community -Serving Parks CITY PARKS 168.2 0.50 0.76 107.4 New acquisition of Willowick GC (101 acres) + (2 city park expansions) =107 acres total COMMUNITY 129.0 0.39 0.46 37.8 New acquisition of Warner Ave Site (16 acres) PARKS + Reclaim Griset as parkland (6.5 acres) + (4 community park expansions) = 37.15 acres total Community - Serving Parks Subtotal Neighborhood -Serving Parks NEIGHBORHOOD 19.5 0.06 0.11 20.4 Development of Myrtle & Raitt Park (1.1 acres) PARKS + Additional sites to serve gap areas (9 sites x 2 acres) = 19.1 acres total Neighborhood ww�.�omm_ Parks Subtotal Other Parks and Facilities POCKET PARKS 3.7 0.01 0.04 10.8 New acquisition of Bristol Pocket Parks A and B; development of two undeveloped parks of Standard & McFadden and Flower & 10th; expansion of 17th St Triangle, + 8 additional sites to serve gap areas = 9.9 acres total URBAN PLAZAS 6.0 0.02 0.02 0.0 None (0 acres) SPECIAL USE 32.7 0.10 0.09 (0.1) New potential neighborhood center (0.2 FACILITIES acres) Other Parks and-M 101 Facilities Subtotal Other Resources PARK RESOURCES' 2.7 0.01 - None (0 acres) Totals for All 361.8 Parkland �_� ■ Other City Sites JOINT -USE 13.3 0.04 0.15 41.1 (18 elementary sites x 1 acre) + (8 intermediate/ SCHOOL SITES' high school sites x 3 acres) = 42 acres total TRAIL CORRIDORS° 23.3 0.07 0.20 49.2 Key connection trails (20.6 mile x 15 feet = 37.5 acres) + Golden Loop trail (4.5 miles x 15 feet = 8.2 acres) = 45.7 acres total 'LOS = level of service 'Existing LOS does not count undeveloped park acreage 'Proposed guidelines are based on the need to serve 362,591 future residents (2018 Orange County Projections). ° Existing LOS is consistent with the new Draft General Plan, based on a 2019 population of 334,774 residents. '2020 U.S. Census data show that population growth in Santa Ana has been slower than the 2018 OCP projections. When State and Orange County projections are updated in 2022, these trends may change. 6 Net future need for parks subtracts existing park acreage to identify the acreage deficiency. ' Existing undeveloped parkland is identified as a different classification, accounting for future park acreage needs. 9 Does not include Griset parkland acreage. Grisets acreage is included as a potential new Community Park. 'Does not include Godinez High School (18.1 acres) since the site is no longer accessible as recreation space. 10 Includes Class I and IV connections only. Acreage calculated with the assumption of a 15-foot wide corridor " Projected population PARK LOS EVALUATION Table 5-1 shows the City's future park level of service when these new sites are brought online. It divides all acreage by classification and park type to show the type of acreage that is needed and potentially feasible. The table factors in existing park acres to show the existing LOS, which is compared to the guideline needed to support acquisitions in the key areas noted. Table 5-2 summarizes proposed service levels and needs by classification only. TABLE 5-2: SUMMARY OF PROPOSED PARKLAND STANDARDS AND FUTURE NEEDS Community -Serving Parks 297.2 0.89 1.22 145.2 9 Neighborhood -Serving 19.5 0.06 0.11 20.4 10 Parks Other Parks and Facilities 42.4 0.13 0.15 10.8 13 Other Resources 2.7 0.0 0.0 0.0 1 am= 1.1 1.5 -m� Trails and School JUAs Joint -use School Sites4 13.3 0.04 0.15 41.1 26 Trail Corridors5 23.3 0.07 0.20 49.2 25 miles ' Existing LOS is based on a 2019 population of 334,774 residents. Existing LOS does not count undeveloped park acreage z Proposed standards are based on the need to serve 362,591 future residents (2018 Orange County Projections) Net future need for parks subtracts existing park acreage to identify the acreage deficiency. ° Does not include Godinez High School (18.1 acres) since the site is no longer accessible as recreation space. 6Includes Class I and IV connections only. Acreage calculated with the assumption of a 15-foot wide corridor 'Projected population SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS TABLE 5-3: FACILITY GUIDELINES AND FUTURE NEEDS Exhibit 1 FACILITY LEVEL OF SERVICE As the City of Santa Ana adds parkland, it will also need to provide a variety of amenities and recreation facilities across the city. Based on a parkland standard of 1.5 acres per 1,000, the PMP assumes the City will need to develop approximately 33 new parks or expanded park areas. Table 5-3 identifies the existing level of service for recreation facilities in Santa Ana. Based on recreation trends, needs identified though community outreach, and best practices in providing outdoor and indoor facilities, this Parks Master Plan proposes a future level of service to guide City staff when developing new parks and expanding or renovating existing ones. This numerical guideline is one metric for making decisions about park development. (See also Chapter 7 and Appendix D, which introduce new Acquisition, Design and Development Guidelines). CRICKET FIELDS BASKETBALL COURTS (OUTDOORS) TENNIS/PICKLEBALL COURTS FUTSAL SPORTS COURT VARIETY (VOLLEYBALL, HANDBALL, SHUFFLEBOARD OR OTHERS) FITNESS COURT/FITNESS EQUIPMENT OUTDOOR RECREATION VARIETY - 1/ 1/ 250,000 1 36.5 1/ 9,172 1/ 8,500 6 30 1/ 11,159 1/ 10,000 6 - 1/ 1/ 60,000 6 17 1/ 19,693 1/ 20,000 1 14 1/ 23,912 1/ 20,000 4 1/ 1/ 60,000 6 Exhibit 1 VARIETY IN RECREATION FACILITIES Table 5-4: Additional Needs for Recreation TABLE 5-4: POTENTIAL RECREATION FACILITIES The Santa Ana community desires more diverse Facilities includes the following information: parks and recreation opportunities. To help . Facility Type: Various facilities are organized by identify the variety of facilities to provide, Table category. 5-4 describes potential recreation facilities POTENTIAL for Santa Ana. The table describes facilities • Needs: Needs related to the provision and and amenities to consider adding to existing distribution are noted. City parks and potential future sites (parks, . Potential Elements: A description of potential recreation facilities and trails) upon renovation design elements and materials is provided. FACILITYTYPIE and development. The needs identified in Nature Play Provide at least four • climbable elements such as logs, stumps, this table are intended to provide context • Where Appropriate: A checklist indicates Areas nature play areas to add boulders, mounds and trees regarding the numbers and types of facilities w here potential elements would be appropriate pconnect variety to play options, people to nature, • sand, mud, wood chips, rocks • movable pieces, such as branches forfort- to provide, and where these elements would to add to the park sstem b ark e. Y Y p type. and support experiential play. building • other natural play elements consistent with the be appropriate. Details are provided about site character • LOS Facility Standards: Level of service plants and trees each facility type, and in some cases, notes standards note the minimum number of facilities All -Inclusive Provide at least one •large play areas with unique play elements are added about design intent and user that should be provided per population. Destination Play Area destination and universal/ • play areas designed for all ages and abilities • for (tactile/touch; experience. This table can be consulted when all-inclusive play area at a community -serving park. stimulation multiple senses auditory/hearing; visual/sight; gustatory/ opportunities to develop new facilities arise. pp p • Number of Facilities Needed: Estimates taste; olfactory/smell; fibulaproprr processing [body awareness]; vestibular processing the number of facilities currently needed and [understanding changes in location, orientation in space, and balance]; and interoception) projected for the net future population (2030). parallel play with different levels of challenge These totals take into account existing facilities. • shade Playground/ Provide a play area in play equipment to support the following: • Notes: Additional considerations for unique Play each new neighborhood • Climbing Equipment and community park. • Jumping circumstances or conditions about design intent (Thematic or In community parks, • Swinging Traditional) consider unique play • Sliding or more specific location recommendations. opportunities, such as • Twirling or spinning sand and water play, • Balancing ziplines, climbing walls, • Hiding and exploring etc. • Imaginative and dramatic play • Self -challenge and risk -taking • Cooperative play • universal play elements Additional Locate these in smaller • Outdoor games (e.g., outdoor ping gong, Play or Activity pocket parks and along giant -size Jenga or chess, cornhole, game Elements trails to support play, tables, putting green) or in larger parks to • Par course elements or outdoor fitness expand and diversity equipment play options. Consider • Musical play instruments adding dispersed nature • Interactive interpretive/discovery stations or play elements along trails "thinkscape" features (puzzle walls, interactive where appropriate. signs • Lawn areas for informal play and gatherings • limbable rocks or sculptures • Sidewalk and trail paintings (e.g., hopscotch) • Nature viewpoints (platform, interpretive feature, bird blind, ear trumpets, viewers, etc.) x x x x X X X X X X X Exhibit A SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS Im Exhibit 1 Soft -Surfaced Establish soft -surfaced • nature trails Trails trails in parks or along • jogging trails parallel to multi -use paved trails corridors to provide • support amenities along trails, such as benches recreational walking, and shade features X X X X X jogging, hiking, and biking options, as well as nature walks. Hard -Surfaced Provide paved multi - Trails use trails to support the development of the non - motorized transportation system and improve park access. Prioritize extensions of existing trails and connections to fill missing linkages. Provide looped internal pathways or trails at parks. Improved Provide one new event Outdoor Event space with a stage or Space amphitheater seating and infrastructure and utilities to support large group events and programs (500+ people). • multi -use trails for biking, walking and jogging • trailheads or access points with bike racks, seating, shade, drinking, fountains, restrooms, trash receptacles, and self-service bike repair stations • support amenities along trails, such as benches and shade features • infrastructure • utilities (electricity, water, restrooms, lighting) • stage or amphitheater (may include portable stage) • loading and unloading zones • large group amphitheaters • event hardscape or lawn • portable stage and other equipment • improved park circulation • support amenities (mix of permanent and portable elements, including shade, seating, restrooms, parking, bike parking, drinking fountains, trash receptacles) X X X X X X X Soccer Fields Add 10-11 new multi -use rectangular fields. Strive for regulation -sized fields that can be divided into smaller youth fields to support both youth and adult play. Allow youth fields ifthe opportunity arises to acquire/develop a smaller field. Consider rectangular field overlays on ballfields where space is available. Consider partnership opportunities with schools. • regulation -size rectangular field painted for soccer and potentially for other sports (football and lacrosse) • turf or artificial turf • field lighting, if feasible • amenities such as bleachers, concessions, and shade X X Ball Diamonds Consider adding one • regulation -size diamond field designed for new field to maintain the baseball/softball existing level of service as • overlay on diamond field if feasible the community grows. • turf or artificial turf X X • field lighting, if feasible • amenities such as bleachers, dugouts, concessions, and shade Cricket Fields Provide at least one • full-size courts are strongly preferred cricket field. Given space • consider half-size courts or hoops where space requirements, this will be does not allow full-size X at a new citywide park. Basketball Add six new basketball • full-size courts are strongly preferred Court courts to incrase the • consider half-size courts or hoops where space (Outdoor) level of service as the does not allow full-size community grows. • lighting, if feasible X X X Consider lighted paired courts in city-wide and community parks. Futsal Courts Provide at least six futsal • one or paired regulation futsal court courts in a community- • fencing serving parks or large • permanent goals neighborhood parks with • adjacent seating/bleachers X X X parking. Consider joint -use • lighting, if feasible opportunities with schools. X X X Exhibit A SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS Exhibit 1 Sports Court Add multi -use sport • full-size courts are strongly preferred Variety courts, basketball, tennis/ • consider half-size courts or hoops where space pickleball, badminton, does not allow full-size volleyball, shuffleboard, • lighting, if feasible bocce, lawn bowling or other active use amenity in new parks to support active recreation and sports. When renovating existing parks, diversify sports courts to expand active recreation opportunities. Tennis/ Provide at least six new • paired pickleball courts (paired if possible) Pickleball pickleball courts to • tournament -friendly pickleball venue (6+ courts) Courts diversify recreation and at community park only sports opportunities. • lighting, if feasible Consider converting existing tennis courts to pickleball courts as demand increase. Fitness Courts Provide four new fitness equipment or Outdoor outdoor fitness areas, Fitness with equipment either Equipment grouped in a court or potentailly spread out as stations along a trail. Dog Parks/ "Provide four dog parks in Dog Off -Leash Santa Ana with separate Areas large and small dog areas. Consider small dog runs and/or off -leash areas in lieu of a full scale dog park where space is limited. Coordinate pop- up dog parks, including puppy training courses. • unfenced off -leash area; may be temporary or permanent and demarcated by signage, cones or similar features • smaller dog run, mid -size dog area, or full size dog park with different fenced areas for small and large dogs • fence, suited to character of park • double entry gate • turf, decomposed granite, other suitable surfacing, or combination • dog waste dispensers • dog drinking stations • seating and picnic tables • shade shelter • lighting • topography and landscaping" X X X X X X X X X X Picnic Areas "Provide picnic areas • large group shelter or pavilion with support in all new citywide, amenities such as barbecues, sinks, and food community, and prep areas neighborhood parks, • small and medium sized shelters considering a vareity • long tables or mixed table sizes of styles of tables and • uncovered grouped or individual tables chairs. Community Gardens Provide at least one picnic pavilion or large group shelter in new citywide parks, plus additional medium and small covered picnic areas as per park guidelines." "Establish 2 more community gardens city-wide, either with reservable plots or adjacent to a school site. Coordinate with partner groups or volunteers on garden upkeep and maintenance. Consider opportunities for gardens of other types in parks, such as demonstration gardens, rain gardens and water conservation gardens." X X X X X X For community gardens: • combination of in -ground, raised beds, and accessible planting areas • individual reservable plots and group spaces • fencing, water, composting/green waste recycling • seating, shade Other gardens: X X • demonstration garden showcasing methods of gardening or different plant palettes such as organic gardening techniques, xeriscaping, native species, plantings for pollinators, birds and wildlife • bird baths and bird houses • rain garden and stormwater garden elements X SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 0 Exhibit 1 Indoor Consider advantageous • full size basketball court with bleachers and Recreation opportunities to add more dividing walls Facilities capacity to existing indoor • badminton, futsal, and pickleball overlays facilities or convert an • fitnessstudio(s) existing building to support • multipurpose banquet room / lunch room with indoor recreation and kitchen community use. Conduct • flexible classrooms and meeting rooms a financial feasibility and • social space (senior space) operations study and • childcare room create a business plan • possible features such as climbing wall ortrack to program this facility. • locker rooms, family style restrooms Identify any potential • office space equity partner or partners • lobby/front desk/reception to share renovation and • equipment room and storage operations costs. • outdoor space for indoor/outdoor programs Amenities and program • drop-off zone for accessible entry spaces will depend on • nearby parking" the size and scale of the building. Consider needs for social space, active recreation/fitness space, program/meeting space, senior space, and administrative and storage space. Ideally, the facility will also have outdoor plaza or space to support indoor/outdoor programs and events. Swimming Consider partnerships • lap and swimming pool with at least 6 lanes, Pool to add one additional potentially designed with a shallow end to aquatic facility or pool. accommodate swimming lessons and a deep end for diving • leisure or recreation pool designed for water play, with zero -depth entry, slides and water play features. This pool typically has a more free -form design and is maintained at a higher temperature than the lap pool. Popular elements of leisure pools include splash or spray areas, slides, or other water play features. Generous poolside deck space for lounging and socializing • entry point and reception desk. These may be co -located with the recreation center to support efficient staffing and operations • office space for lifeguards and aquatics staff • storage space for supplies and equipment • locker rooms with showers, restrooms, changing rooms and locker areas. Current trends favor single occupancy changing rooms, which are more flexible and offer more privacy than traditional gender -separated locker rooms. These may be co -located with the recreation center to support efficient sharing of facilities • reservable party/training room or pavilion • rental cabanas Sprayground Provide spraygrounds • interactive water play feature at several community • playable water channel serving -parks or • spray play areas neighborhood parks to • splash pads support water play. • hand pump and sand play area" Outdoor Recreation Variety Provide one new water play area in an accessible park with nearby parking. Consider a different type of water play activity, such as a hand pump and water channel fora different type of water play experience. Integrate a greater variety of recreation facilities and opportunities to appeal to Santa Ana's diverse population and reflect the city's unique character. Plan and develop one pilot project at one park to add a unique element in the first 1-2 years. Then rotate through parks and update one park every two years with new elements (or add new elements in a new park). • loop paths & mile markers • skate parks or spots • outdoor table tennis (ping pong) • outdoor chess • badminton • tai chi • disc golf • bike skills area/pump track • parkour obstacle course • climbing spire • zip line • outdoor "living rooms' • family -style long tables • thematic play areas • sound garden • self -directed hike/app stations • other facilities to respond to new trends and diverse cultural needs X X X X X X X X X X X SANTA ANA PARKS MASTER PIL 6.CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS Exhibit 1 Shade Shelters Add shade to all new and • seating with shade through structures or and Elements existing parks. Consider plantings covering new play areas shade shelters (with movable tables/chairs, and outdoor fitness picnic tables, or other seating) equipment, adding shade shade sails over play areas to seating areas, and/or • pergolas, gazebos, or other shaded structure covering picnic areas. • Canopies, umbrellas and temporary shade elements in high -use parks, plazas and events Identify needs to improve spaces shade in existing parks ' Added tree canopy upon renovation or facility replacement. Improved Update amenities and • variety of seating options and groupings Comfort & furnishings to create • restrooms where appropriate Amenities welcoming, inclusive, safe, • drinking fountains/ bottle fillers/ dog drinking and comfortable parks dishes for people of all ages and • lighting cultural groups. Integrate • trash/recycling receptacles amenities to reflect park • parking character. • permeable paving • bike racks, docking stations • alternative transportation pickup/drop offs • art (playable, integrated, stand-alone, and/or temporary displays) • signage and wayfinding • interpretive elements, information kiosks • WIFI • co -working stations/outdoor work space • multilingual or icon -based signage" Integrated Introduce a pollinator • native plantings Natural patches with interpretive • natural area protection/restoration Areas and signage in parks to • habitat enhancements Vegetation support nature education. • bioswales Enhancements • lawn reduction Integrate natural • invasive plant removal elements into parks • tree preservation and protection (including upon renovation or orchards, park forests) development. • successional tree plantings • pollinator patches, gardens and corridors • bee hives Reduce turf areas where . bird habitat, baths and houses not used for recreation. Consider replacing with a range of alternative plantings while considering maintenance needs. X X X =J,,, Xz X X X X X X PROGRAMS AND SERVICE NEEDS Santa Ana has become known for its events and recreation programs including Movies in the Park, the 4th of July Celebration, scheduled classes and camps, sports league play and activities, and community services. The City's facilitates these types of programs and services, including: • Sports • Aquatics • Health, Wellness & Fitness • Arts, Music & Culture • Special Events • Zoo Programs • Special Interest & Enrichment • Preschool Programs • Youth Programs • Teen Development & Leadership • Senior Services • Volunteerism While the availability of recreation programming is strong in Santa Ana, there are several opportunities for the City to strengthen and diversify other programs and services to meet the needs of the community. Program needs are noted below. An increase in both indoor and outdoor programs will be needed. Expand Special Events: As noted in outreach findings, special events are the top type of program desired. More citywide, community and neighborhood -scale events, fairs, festivals, markets, and social activities are needed. Specifically, community events celebrating the culture of Santa Ana are desired, including exhibits, competitions, movies, garden days, parades, and local art showcases. SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS Exhibit 1 law'saw= _ Activate New Facilities: Especially as new facilities are added, there will be a need to staff and operate new facilities and provide programs such as aquatics, arts and crafts, music and performance, health and wellness, and community enrichment programs. Connect People to Nature: As more natural areas are integrated into parks, the City will have an opportunity to provide nature interpretation, environmental education, and gardening programs. Increase Sports Field and Facility Rentals and Programs: The diversification of sports courts will provide opportunities for introductory and skill -building classes for futsal, bocce, badminton, pickleball and others. As more sports fields are developed —particularly multi -use rectangular fields and a cricket pitch —sports providers will have greater opportunities to support league play, with the City continuing to provide camps and classes for youth and adults. Empower Disadvantaged Youth and Residents: While the City focuses mainly on the provision of recreation programs, community outreach noted a need for community and social services provided at local recreation centers. These include empowerment and skill -building classes for youth and young adults, resource connections for seniors and disadvantaged residents, homeless outreach and services in parks, shuttles or transportation to recreation facilities, parenting and caretaker programs, etc. The City will continue to provide and grow more traditional programs for youth and teens such as before and after school programs and enrichment, and teen programs or classes. SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS ?'!1P Wr7 in 1740� MARKET POSITION AND FINANCIAL SUSTAINABILITY ,. Santa Ana's programs are in part limited by the funding available to invest in programs and services. While some programs are anticipated to generate revenues and offset costs, the City typically subsidizes most programs and services. To identify an appropriate cost recovery strategy for providing and managing recreation programs, the City of Santa Ana conducted a Service and Financial Sustainability Study in 2020. It identified facilities and programs where the City should strive to increase revenues, coordinate activities, or divest programs. Programs were categorized as follows: Affirm Market Position: Competitive pricing strategies for programs at existing sites may be able to increase program reviews. The following programs and facilities were identified for affirm market position: • Zoo camps • El Salvador Center • Garfield Community Center • Jerome Center • Lawn Bowling Clubhouse • Roosevelt -Walker Community Center • Salgado Center • Santa Ana Senior Center • Southwest Senior Center • Pre-school classes Advance Market Position: There are several types of programs that the City could expand and increase fees to capture more of the market. Examples include: • Film permits • Concessions • Vendor agreements • Equipment rentals • Sports field and facility reservations • Zoo programs, and admissions • Arts, music and culture programs, such as Creative Drawing, Salsa, Ballroom & Line Dancing, Jewelry Making, Hip Hop, Ballet • Fitness and wellness classes, such as Toning, Yoga, Zumba, Brain Wellness, Judo, • FOSAZ rentals and events • Sports, including boxing tournaments and multi -sport camps • Most special events Complementary Development. Recognizing that other providers are active in these areas, Santa Ana should carefully plan the following types of programs to avoid duplication: • Youth Leagues • Camps and After School Programs • Youth Classes and Sports • Preschool Classes and Sports • All Ages Classes and Sports Investment., Investment is advised where opportunities exist to strengthen the current weak market position. This applies to: • Picnic reservations • Movies in the Park Collaboration or Divestment: Santa Ana may consider partnerships or divestment to minimize or eliminate duplicative services. Collaborate or Divest was identified for two facilities that are out of date making them less attractive for programs or rentals, as well as a small number of programs in various categories. • Memorial Center • Santa Anita Center • Programs such as Aerobics and Zumba Latin 0 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS W ,a n r SYST E M W 1 D E ECOMMEnDATIOf1S This chapter defines the City's values, :� `� �► = ' �' _ w _ vision, mission, and key initiatives for parks, recreation facilities, trails, programs, and related services. Santa Ana's vision and priorities create a framework for the policies and implementation strategies that support ' improvements, enhancements, and .t investment throughout the City's parks and recreation system. 128 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 129 Exhibit 1 OUR SHARED VISION AND VALUES Parks, recreation, and open space are integral to VALUES the vision and values of the City of Santa Ana. As part of the General Plan process, the VISION In the 2022 General Plan, the City of Santa Ana defines a vision that expresses our community's aspirations and dreams. "Santa Ana is a city that promotes the health and wellness of all residents, with a civic culture that actively embraces the power of diversity. Our City invests in resources that create economic opportunities for the next generation, and it is a community that celebrates our past while working together to create a sustainable future." community defined its core values --those traits or qualities that represent the community's highest priorities. The values for the parks and recreation system, as articulated through community outreach, support the City's core values for the future. The table on the next page shows this relationship. goldencity beyond A SHARED VISION FOR SANTA ANA TABLE 6-1: COMMUNITY VALUES FOR PARKS AND RECREATION HEALTH The people of Santa Ana value a physical environment that encourages healthy lifestyles, a planning process that ensures that health impacts are considered, and a community that actively pursues policies and practices that improve the health of our residents • Active Lifestyles: Great parks, recreation facilities, and trails contribute to active recreation, sports, and fitness. • Safety: Our parks and facilities are designed and maintained to prioritize public safety, comfort, and well-being. • Access to Nature: Parks and open space support environmental health and opportunities to experience nature. • Connectivity: We promote a walkable, bikeable city by providing interconnected regional and local trails. EQUITY & ENVIRONMENTAL JUSTICE Our residents value taking all necessary steps to ensure equitable outcomes, expanding access to the tools and resources that residents need, and to balance competing interests in an open and democratic manner. • Equitable Access: Parks, facilities, and programs are located throughout the City to ensure easy and equitable access for all residents, no matter their age, income, race, culture, housing status, or ability. • Inclusion: Our parks offer welcoming and inclusive spaces for people of all ages and backgrounds to gather, socialize, and recreate. • Environmental Justice: We strive to offset the disproportionate impacts of pollution and support the health of residents in our environmental justice communities. SUSTAINABILITY • Stewardship: We are committed to the responsible and Santa Ana values land use sound maintenance and stewardship of our park assets. decisions that benefit future • Environmental Protection: We protect our natural generations, plan for the resources, including our trees, lakes, rivers, and greenspaces, impacts of climate change, and to promote ecological benefits. incorporate sustainable design • Resiliency: We manage our parks, facilities, and programs to practices at all levels of the be adaptable and responsive to challenges such as climate planning process. change, pandemics, pollution, and housing shortages. CULTURE • Diversity: We respect residents of diverse cultures, Our community values efforts languages, and interests, offering a variety of recreation that celebrate our differences as opportunities to respond to diverse community needs. a source of strength, preserve • Vibrancy: We provide unique events and facilities to attract and build upon existing cultural residents and visitors to our business districts and support resources, and nurture a citywide the economic vitality of our community. culture of empowered residents. • Social Cohesion: Our residents are connected through events, programs and gathering spaces that foster a sense of community. • Culture and Identity: Our parks reflect our community's heritage, identity, and culture to cultivate civic pride. EDUCATION • Enrichment: By providing activities, programs, and We are a city that values the "thinkscapes" in our parks, we are committed to supporting creation of lifelong learners, lifelong learning, personal development and growth, and a the importance of opening high quality of life. educational opportunities to • Play: We support play and recreation as essential all residents and investing in components of human development and well-being. educational programs that • Youth Empowerment: We create and help navigate critical advance our residents' economic pathways for youth development, leadership, safety, and wellbeing. health. * From 2022 General Plan ® SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS MISSION We steward our parks, offer engaging recreation opportunities, and connect our diverse community through trails and programs to create a vibrant, livable city. . -07---lou i The initiatives, policies, and strategies represent a mix of systemwide recommendations tha should be taken to enhance the park and recreation system. The eight initiatives include: INITIATIVE 1: PARKLAND Acquire and develop parks to increase the amount of parkland and create an integrated park and open space system. INITIATIVE 1: EQUITY, ACCESS, AND ENVIRONMENTAL JUSTICE Ensure that all residents in Santa Ana have equitable access to inclusive parks and healthy recreation opportunities that serve all ages, abilities, and unserved or underserved areas in the City. INITIATIVE 3: TRAIL CONNECTIVITY Create a walkable, bikeable, and interconnected city by providing a network of off- street bicycle and pedestrian trails. INITIATIVE 4: RECREATION DIVERSITY Create unique and vibrant recreation facilities that reflect the character, identity, and needs of Santa Ana's diverse community. INITIATIVE 5: ACTIVITY 'r Facilitate events, programs, sports, and indoor and outdoor recreation activities to support community health, fitness, empowerment, development, and lifelong learning. INITIATIVE 6: STEWARDSHIP Manage and maintain Santa Ana's parks and recreation assets through good stewardship, proactive asset management, and the wise use of resources to support a sustainable, resilient, safe, and comfortable park system. INITIATIVE 7: COLLABORATION Engage residents, partners, volunteers, local businesses, and other agencies in rj enhancing parks and recreation opportunities. in 8: INVESTMENT Diversify funding, generate revenues, and support the capital and operational investment needed to enhance the park and recreation system. MSANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS M Exhibit 1 INITIATIVE 1: PARKLAND Acquire and develop parks to create an integrated park and open space system. 1.1 Support an integrated network of parks, recreation facilities, and trails as a critical components of Santa Ana's open space system. a. Distinguish parkland from other types of open space, as defined in the PMP. b. Acquire parkland primarily to provide recreation and social gathering opportunities, and secondarily to support other open space benefits, such as greenspace protection, ecological function, beautification, visual aesthetics, and buffers between land uses. c. Prioritize park resources to acquire parkland that supports the values and initiatives of the PMP. Avoid acquiring open space, such as landscaped areas or vacant lands, which are not suitable for park uses. d. Coordinate with Public Works in the provision of a comprehensive trail and bikeway system. (See Initiative 3.) 1.2 Increase the amount of parkland in Santa Ana to meet the needs of City residents. a. Provide parkland at a minimum level of service of 1.5 acres per 1,000 residents. b. Re-evaluate and, if possible, reclaim the use of City parkland that is currently designated as "park resources" (spaces managed by others for non -park uses). c. Where feasible, such as in new development or redevelopment areas, strive to provide 2 or 3 acres of parkland per 1,000 residents to serve residents, employees, and visitors. d. Create a level -of -service report card to annually track and report on progress in achieving the City's parkland standards. e. Establish land use provisions in the Municipal Code that prevent a net loss of public parkland in the City. Require at least a 1:1 replacement if there is any loss of public parkland due to public or private development. (GP) f. Collaborate with other agencies, community leaders, and public and private groups to identify opportunities for acquisition. (See Initiative 7.) 1.3 Augment the City's park level of service through the provision of trail corridors and joint -use sites that support recreation. a. Maintain Class I and Class IV trails to support park access, recreation, and active transportation. (See Initiative 3.) b. Collaborate with public school districts, private schools, faith -based organizations, and community organizations to expand shared -use sites and facilities through cooperative agreements to maximize recreation options. (GP) 1.4 Balance the types of parkland and recreation options provided across the City. a. Adopt new park classifications to plan and provide a comprehensive and integrated network of parkland. Provide citywide parks, community parks, neighborhood parks, pocket parks, urban plazas, and special use facilities. b. Balance needs to provide close -to - home recreation opportunities with needs for larger parks that have spaces for specialized and unique recreation options. c. Select new park sites to support recreation, as well as preserve and interpret the City's natural resources, landmarks, urban tree canopy, and designated historical and cultural features. (GP) 1.5 Protect natural areas, water resources, the urban tree canopy, and greenspace through the provision of parkland. a. Maintain, protect, and program the City's lakes, river, and creek to support recreation, resource and water quality protection, and community aesthetics. (G P) b. Explore options to designate Santiago Park, Santiago Creek, Centennial Lake and Thornton Park Lake, and park sites adjacent to the Santa Ana River to be Environmentally Sensitive Habitat Areas (ESHAs) to protect these sites against significant disruption of habitat values, prevent impacts which would significantly degrade those areas and only allow for development which is compatible with the continuance of those habitat and recreation areas. (GP) c. Reintroduce natural elements, increase habitat, and provide more recreational opportunities along the Santa Ana River. Update the Santa Ana River Vision Plan. (G P) d. Maintain, preserve, and enhance the City's urban forest as an environmental, economic, and aesthetic resource to improve residents' quality of life. (GP) SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS jb her pip Nb dal Al 'S.1 O-A 136 4h. 'I cifixhibit 1 INITIATIVE 2: EQUITY, ACCESS, AND ENVIRONMENTAL JUSTICE Ensure that all residents in Santa Ana have 2.2 Prioritize park provision, programs, equitable access to inclusive parks and healthy and partnerships in park deficient and recreation opportunities that serve all ages, environmental justice areas. (GP) abilities, and unserved or underserved areas in a. Consider a variety of park interventions, the City. illustrated in Map 6-1, to improve access 2.1 Distribute parkland to support equitable park access throughout Santa Ana. a. Ensure City residents have access to public or private parks, recreation facilities, or trails in the City of Santa Ana within 10-minute walking and cycling distance of home. (GP) b. Where feasible, strive to provide access to City parkland within a 10-minute walk (112 mile) from home. c. Renovate existing pocket parks and develop new pocket parks to provide more neighborhood -serving parks amenities that attract residents from 1/2 mile (rather than the current standard of mile). d. Ensure that all new development effectively integrates parks and trails. For new development within park deficient and environmental justice areas, prioritize the creation and dedication of new public parkland over the collection of impact fees. (GP) to parks and recreation opportunities in park deficient and unserved areas. (See also Chapter 4.) b. Prioritize the development of new parks in unserved areas characterized by a "high severity of need." These tend to be environmental justice areas or Land Use Element (LUE) focus areas that are higher density, more diverse, and with a greater proportion of residents living below the poverty level. (See Chapter 4.) c. Explore options to acquire land through purchase, land dedication, easements, and land leases that would allow for permanent or temporary use of land for recreational opportunities. (GP) d. Evaluate opportunities to convert City - owned properties, public rights -of -way, and easements for railroads to parkland or trail corridors. (GP) e. Reclaim park resources that are located within park deficient or unserved areas for use as parkland. Examples include Griset Park. M�ItlM1d9E + ar i l La. Iri +tJf Rirgrojew �, r•_-,. Y-•------- --� I Parham � ' IfL •nl j : Rasta Park 2p J r sir i l Chp I �amy�sno rJ Hit A0 L(> sal rT„ Y I n1a k 0 r•`"-- , J4rana Pad l 4 Awndsa Park 7Cmrennial Park I f Adams Pail " U a rM 9p ai-�aa ak... 0�1� it {,pr�fghe�� ParkIlo r nb Cc�k Pu k IVI C] „I vM 6c F, ectrit I — Carl Th4Mron . dr Memobal Park ­6Whi Park fir, [■' �Saa�d kiM1ta, �r r R9m9 kwal .Park MAP 6-1: INTERVENTIONS TO INCREASE ACCESS TO PARKS AND TRAILS Joint -Use schoot Sites Wilud lnterrnediale SOW Q wold Elemenwi SW d Fdoosevel-WattnrFlenlerliarySchuW d MonreVlste ElemenuarySthool d Madimn Flemenlaq School QF Wiwi Hit Schad Monroe Elementa,y School Legend pDC kk't park 5 Q Sarah Map Downie Herb Garden ireadr Parr 17th St eefidan�e Pa k 10 FaWewTRarrgle Hah at lleloraon ® kirFidden TOO Pak ® klapleanditdema ExeniseAark 0 Friendship Pal& ilp WriRe FltnmPark iR)PdInGOtlfc�Er Ghr+ P narilaaa6'c clt"e Park pnrket Park i� Cammunlry Park Urban PI024 Neght+arewd FUrk SPeOal Uw Facility Trail Corridor 0 I1RIAMna • Mirf Aecreaac6 Park Resauce Facility Und"oped Park i111111111 JpinS Uw uh9ol5Re rh. , I. . Q PWa Calle tuairo 4 kSxerPara Cise[{errdeer Speclal IJse Facilities 10 SoaA On at RleRtO Park Sk *Ma Wium CabdlolermCenter io Neal Mrla Nndee Tenn Censer 1WN67dRgr WAYWM Parks -old Fkdiiz ftvidee by Weri — Major Rum 4 kemays • `4R urwmvro Pall =0y4i[Sx aAna 54Jrr0uding r"6lP5 and UnlnWrppra[ep Areas Shcaol WWbrx'.i SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS Exhibit 1 f. Collaborate with the SAUSD through joint -use agreements to ensure public access to outdoor recreation facilities at schools located in park deficient and environmental justice areas. (See Initiative 7.) g. Develop creative and flexible solutions to provide greenspace and recreation activities in neighborhoods where traditional parks are not feasible. Encourage public, private, and commercial recreational facilities in areas that are park deficient. (GP) (See Models for Transformative Projects in Chapter 7.) h. Implement programmatic solutions to provide recreation activities in park deficient and environmental justice areas. These may include, but are not limited to, mobile or pop-up programs (staff -led activities and supplies) and movable facilities (e.g., climbing wall, dance floor, movie screen that can be set up in various locations.) I. Partner with community organizations to offer programs that are accessible to residents who live in park deficient and environmental justice areas. (GP) j. Explore shuttle/transportation support at selected times/locations to transport residents in park deficient and environmental justice areas to community or citywide parks and programs. 2.3 Support the health of residents in environmental justice areas to offset the disproportionate impacts of pollution. a. Prioritize the protection of natural areas and integrate natural features in environmental justice areas to support environmental health benefits. b. Coordinate park acquisition, renovation, and development to address air quality, urban heat, and climate impacts by providing green infrastructure and shade and reducing air pollution by providing vegetation that removes pollutants and air particles. (GP) c. Explore options to incentivize or require the provision of indoor recreation space, particularly in environmental justice areas that experience elevated levels of exposure to air pollution. (GP) 2.4 Provide diverse, welcoming, inclusive parks, facilities, and programs to support equitable park experiences. a. Provide parks, recreation facilities, and programs that reflect the demographics of the Santa Ana community, including diverse races, ethnic groups, identities, family configurations, abilities, and incomes. (GP) b. Design new and renovate existing parks, recreation facilities, and trails to provide access to residents of varying abilities, including people with special needs. Consider multigenerational groups and people with mobility issues, sight and hearing impairments, allergies, autism - spectrum disorders, and other special needs. (GP) c. Develop and renovate parks to ensure these spaces meet or exceed the requirements of the Americans with Disabilities Act (ADA). Explore options for the systematic completion of ADA compliance upgrades in Santa Ana's parks. (GP) d. Integrate all-inclusive, universally accessible recreation elements into destination play areas, as well as accessible play components into recreation elements citywide. e. Design and develop parks, greenspace, and trail corridors to support community respite, wellness, and the mental health and stress reduction benefits found in connections to nature. (GP) Balance cost recovery with affordability when providing programs and services. Define and integrate scholarships, credit for volunteerism, reduced fees, and similar programs to offset costs. g. Diversify signage and information, providing information in easy -to -interpret graphics and multiple languages to make parks welcoming to residents of all cultures. h. Provide Intentional outreach to historically underrepresented groups and nearby neighbors when designing, developing, and conducting major park renovations to ensure diverse community needs are met. SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS Exhibit 1 INITIATIVE 3: TRAIL CONNECTIVITY Create a walkable, bikeable, and interconnected city by providing a network of off-street bicycle and pedestrian trails. 3.1 Collaborate with other agencies to provide an integrated trail system. a. Collaborate with other City agencies, partners, and regional entities to provide an interconnected system of regional and local trails, travelways, and access corridors to support recreation, active transportation, and park and program access. (GP) b. Work with the Public Works Agency to implement the Bicycle Master Plan and provide a system of Class I, 11, III, and IV trails. c. Coordinate with adjacent cities to connect existing and planned trail corridors to surrounding regional and local trail networks. 3.2 Prioritize off-street trail connections to support park access, recreation, and active transportation. a. Increase pedestrian and bicycle connectivity to and between parks and recreation facilities as noted in the PMP to improve park access. Prioritize trail connections to citywide parks, community parks, major facilities, and regional parks such as Mile Square Park. (See Chapter 4). b. Complete the City's "Golden Loop" Trail by constructing trail segments to address existing gaps. (GP) c. Focus off-street trail development on the "Key Connections" that provide internal trail loops and access to key destinations. d. Create, adopt, and implement a "Safe Routes to Parks" program that promotes walking and bicycling to parks through infrastructure improvements, enforcement, tools, and safety education, and improves accessibility to parks, facilities, trails, and open space. (GP) e. Develop park entries, trail access points, and trail rest stops to foster walking and bicycling to parks. f. Coordinate with Public Works to evaluate and improve pedestrian travel routes to parks, providing sidewalks, painted crosswalks, and signalized crossings where needed, while also removing barriers that impede park access. 3.3 Provide greenspace, parks, and rest stops along trails to enhance trail experiences. a. Where feasible, create landscaped or natural buffers between trails and adjacent uses, including streets. b. Explore options to acquire linear pocket parks along trails, providing recreation activity stations and social gathering space, especially in park deficient and environmental justice areas. c. Consider wider greenways along the Orange County Streetcar route, flood control channels, and other underutilized sites. (GP) d. Identify parks to serve as trailheads and b. Brand and market the "Golden Loop" provide trail rest stops along the corridor. through a public awareness campaign Provide bicycle racks, seating, shade, which highlights the route and trail trash receptacles, and self-service bicycle access points. (GP) repair stations where appropriate. Provide c. Publish a trail system map and post this restrooms and drinking fountains (or water on the City's website, in the recreation bottle filling stations) at citywide parks, program guide, and at trail rest stops. community parks, or special use parks with trail connections d. Enable and encourage children to walk 3.4 Increase trail -related recreation and bicycle to school and parks by embracing "Safe Routes to Parks" and opportunities in parks. "Safe Routes to Schools" objectives. a. Provide looped internal trails or e. Implement bicycle safety programs to promenades of sufficient width to support educate children, youth and families multiple uses in parks (pedestrians, about trail etiquette and use. bicycles, scooters, strollers, skateboards) and space to pass each other comfortably. f. Develop a multi -modal "share the road" These looped trails should be wider than public awareness program. access paths to facilities. g. Develop a citywide database to monitor b. Establish a mix of soft -and hard -surfaced bicycle and pedestrian accidents. trails in parks that provide a variety of h. Coordinate trail programs, drop -in walks, recreational hiking and bicycling options, nature hikes, and community -wide trail such as nature trails, mountain biking events and bicycle rides to encourage trails, bicycle pump tracks, jogging trails, use of the pedestrian -bicycle network. big wheel and tricycle tracks, walking tracks, etc. i. Explore a trail sponsorship program that 3.5 Foster walking and bicycling opportunities encourages or incentivizes businesses through signage, branding, education, and to sponsor the development and/or maintenance of trail links that provide programs. nearby bicycle and pedestrian access. a. Coordinate with Public Works to provide a comprehensive wayfinding and signage program along trails, at trail rest stops, and in parks that serve as trailheads. Provide directional and informational signage, as well as mileage markers. SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS Exhibit 1 INITIATIVE 4: RECREATION DIVERSITY Create unique and vibrant recreation facilities 4.2 that reflect the character, identity, and needs of Santa Ana's diverse community. 4.1 Provide a variety of recreation facilities to meet the diverse needs of the community. a. Use the PMP design and development guidelines, facility level of service standards, and recommendations to guide decisions and incorporate new trends in facility replacement. (See Chapters 5 and 7 and Appendix D. b. Provide a variety of amenities and facilities to support active and passive recreation, indoor and outdoor recreation, as well as traditional and trending activities. (GP) c. Consider the distribution and the location of existing facilities when adding new ones to improve access and equitable use. d. Consider trends and changing needs before making like -for -like replacements of old, worn, or damaged facilities. Ensure that best practices and current and future recreation needs are addressed. e. Integrate playable art and customized features in citywide parks and community parks to support recreation interest. Strategically invest in the renovation, expansion, or development of major facilities to meet community priorities. a. Prepare business and operations plans prior to developing or renovating major facilities to help identify the optimal size, amenities, location, programming, revenue -generating strategies, cost recovery, and operating model for facilities with high operating costs. b. Evaluate options for joint -use partnerships to use or improve existing facilities prior to building new ones. c. Explore potential equity partners, operating partners, and sponsors before planning and designing major facilities, including aquatic facilities and recreation centers. d. Provide multi -use, multi -generational facilities that address a variety of indoor needs, including active recreation and fitness, arts and culture, community meetings and social gatherings. e. Avoid investing in smaller single - purpose or limited use buildings, such as neighborhood and community centers, senior centers, teen centers. Design facilities such as nature centers with flexible use space to support other types of programs, rentals, and reservations. f. Provide flexible spaces and programmable spaces with revenue - generating capacity. g. Ensure that facility design, development and operations factor in best practices and costs for routine/ preventative maintenance as well as longer -term asset management. h. Evaluate all costs before acquiring and repurposing any existing building or facility for recreation uses. Factor in the return on investment, balancing renovation and ADA accessibility costs with the building's recreation or social gathering value, recognizing any limitations the building may have to desired functionality. I. Consider whether smaller buildings or facilities should be phased out or repurposed once uses can be incorporated into a facility that better accommodates programs. 4.3 Diversify park experiences by supporting unique and varied facilities. a. Test or pilot options for new or expanded facilities as defined in the PMP. (See Chapter 5). b. Provide at least one differentiating feature or facility at each neighborhood park, so that each park offers something unique in addition to the traditional park features of playgrounds, play fields, and picnic tables. c. Provide innovative play opportunities for all ages and abilities. Incorporate nature play, adventure play, imaginative play, and water play opportunities, plus universal, all-inclusive play elements. d. Increase adventure play opportunities for older children and teens, adding facilities such as challenge courses, zip lines, rope swings, net climbers, and climbing spires. e. Increase the variety of sport courts and recreation options, including court complexes to support programs and tournaments. Increase sports options by renovating fields and courts to provide lighted, multi -use fields, sports fields with overlays, and designated fields that respond to needs for year-round play. g. Expand urban agriculture opportunities in parks, including community gardens and, potentially, urban farms. (GP) h. Provide dog parks and designated dog off -leash areas to support dog walking and minimize conflicts between parks users. i. Provide activity hubs in parks, such as game tables, outdoor chess and table tennis, skate spots, etc. SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS INITIATIVE 5: ACTIVITY Facilitate events, programs, sports, and indoor and outdoor recreation activities to support community health, fitness, empowerment, development, and lifelong learning. 5.1 Diversify recreation programs, events, and activities to meet the varied needs of the community. a. Activate parks, recreation facilities, and trails to support active lifestyles, mental health, youth development, lifelong learning and environmental health benefits that support individual and community well-being. (GP) b. Provide a variety of programs and events to support active and passive recreation, indoor and outdoor recreation opportunities, as well as traditional and trending activities. (GP) c. Diversify types of activities to respond to busy lifestyles, including a mix of programmed and self -directed opportunities, as well as scheduled and drop -in activities. d. Provide and promote a variety of events, programs and activities for residents and visitors to create inclusive, multigenerational, family -friendly recreation and art experiences for all ages, interests, abilities, incomes, and cultures. e. Continue to support events, activities, fairs, and festivals that celebrate Santa Ana's heritage, history, and racial and cultural diversity. 5.2 Provide, facilitate, or expand programs to offer the types of opportunities desired. a. Continue to support the program service areas noted in the PMP. (See Chapter 5.) b. Expand special events, sports, and activities such as aquatics, arts and crafts, music and performance, health and wellness, and community enrichment programs as new facilities are developed. Increase programming staff, materials, supplies, and support services (marketing, communications, technology, human resources) to support this expansion. c. Coordinate with partners to expand "educational" enrichment programs to respond to City goals. Consider partnerships with theater, art, and music groups and Santa Ana educational institutions to support science, technology, engineering, art, and math (STEAM) programs and camps, as well as history programs and youth homework support in afterschool programs. Coordinate with the goals and initiatives of the Community Arts and Cultural Master Plan to support art programs for children and youth. d. Invest in mobile recreation and pop-up activities to bring recreation, art, nature interpretation, social activities and games to community events and areas not served by park land within a 10-minute walk. Provide pop-up programs periodically throughout the City to creatively involve residents who might not otherwise be aware of or participate in programs. 41 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS Exhibit 1 e. Increase outdoor programs and events 5.3 Provide high -quality recreation services that support health, wellness, and through customer service, staffing, and fitness, such as races, walkathons, facility operations. walking groups, boot camps, outdoor a. Develop an outreach mechanism yoga, and tai chi, and 10,000 step to solicit and evaluate community challenges —in addition to sports suggestions for new programs, leagues, camps, and classes for all ages. activities, or offerings. f. Increase nature interpretation and b. Evaluate hours of operation for parks, environmental education programs community centers, and other facilities. in parks through initiatives such as Consider the option to extend hours of programming at Centennial and operation to meet community needs. Thornton Park lakes (e.g., fishing (GP) derby, paddleboards), activating a new nature center, expanding community c. Increase drop -in programs, short - gardening (in conjunction with the Zoo's duration programs with three or Lil' Farmers Program), and connect park fewer classes, and flexible program habitat conservation projects to the registration options to meet the needs Zoo's conservation initiatives. of busy residents. g. Teach outdoor skills by providing d. Periodically re-evaluate options for park nature -based activities in parks, such and facility rentals to expand options as tree climbing, orienteering, learn- for partial, half, and full -day reservations to -camp programs, and canoe/kayak to support more family gatherings and programs in pools and lakes. group activities and minimize conflicts. h. Consider whether the City should e. Encourage all staff who have customer expand programs beyond recreation contact (including maintenance, to include more focused community administrative, and recreation staff) services. Provide empowerment and to participate in customer service and skill -building classes for youth, teens, cultural diversity training to strengthen and young adults, resource connections staff's ability to deliver a positive, for seniors and disadvantaged welcoming experience for all customers. residents, homeless outreach and services in parks, shuttles or transportation to recreation facilities, parenting, and caretaker programs, etc. f. Explore options to improve the efficiency, consistency, and user experience of the registration and reservations process. g. Evaluate program and facility rental fees to ensure that programming is sustainable, and fees are equitable and appropriate. (GP) h. Enhance recreation program quality by ensuring that staff receive program training, certifications, and professional development opportunities, as well as direction, retention support, and mentorship. i. Re-evaluate contracts for facility operations to assess revenue -sharing arrangements, subsidies, maintenance levels, and support for long-term asset reinvestment. 5.4 Promote Santa Ana's parks and programs through media, social media, and communications. a. Provide dedicated staff time to enhance public information, marketing, and promotions regarding park and recreation activities, programs, and services to increase participation and park and facility use. b. Regularly update the City's parks and recreation webpage and social media to communicate information related to City parks, recreation events and activities, programs, policies, and services. c. Collect contact information for people who would like to be on mailing lists to receive updates about programs, events, and services. d. Continue to offer communication support in multiple languages to diverse groups. In the long term, continue to monitor needs to provide information, signage, and materials in different languages. 5.5 Track, monitor, and report participation data to measure performance. a. Evaluate recreational programming through participant service assessment and online public opinion surveys on a periodic basis to identify needed and desired programs. (GP) b. For major facilities, track recreation participation, programs offered, revenues, and expenditures to use in annual business and operations planning. For each facility, identify gross and net per -capita expenditures to compare operational investment. c. Request demographic and geographic data from participants where feasible to track which segments of the City's population are being served. SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS Exhibit 1 INITIATIVE 6: STEWARDSHIP Manage and maintain Santa Ana's parks and 6.2 Establish maintenance teams and protocols recreation assets through good stewardship, for addressing "urgent" maintenance and proactive asset management, and the wise use park needs. of resources to support a sustainable, resilient, a. Add flexible maintenance staff or safe, and comfortable park system. contracted staff teams who can respond 6.1 Ensure that all parks, recreation facilities, and trails are well -maintained. (GP). a. Proactively anticipate and schedule routine maintenance tasks, task frequencies, and staffing needed to take care of City parks and facilities. b. Create a maintenance management plan to guide the long-term maintenance of parks and trails. This plan will identify the maintenance tasks, frequencies, staffing, and resources needed to manage and maintain facilities and landscaping. (G P) c. Implement the maintenance tiers identified in the PIMP to align maintenance efforts with varying levels of park use, visibility, and the presence of specialized amenities and facilities. d. Ensure that funding, staffing, and other resources are available to maintain existing parks and facilities, as well as new ones when added to the park and open space system. (GP) to maintenance issues prioritized by safety needs and urgency, so that "urgent tasks" do not preempt the routine maintenance required in all park sites. 6.3 Enhance the condition of parks and facilities by implementing an asset management plan. a. Prioritize improvements for parks in fair to poor condition as identified in the PMP park evaluation. (See Map 6-2.): I. Friendship Park ii. 17th Street Triangle Park iii. Santiago Park iv. Dan Young Soccer Complex v. Sasscer Park b. Establish an annual dedicated funding allocation to have funds on hand when needed to repair or replace landscaping, infrastructure, facilities, and equipment. Set aside sufficient funds for issues associated with plumbing, electrical, irrigation, maintenance equipment, fabrication, and construction management. (See Appendix E.) c. Periodically assess the condition of parks and facilities, identifying deferred maintenance projects, deficiencies, repairs, and replacements needed, including cost estimates. Include facility improvements in the Capital Improvement Program. (GP) d. Document and track facility lifecycles to plan for the ongoing needs for park and landscaping renovations and replacement. (GP) e. Consult with major facility business plans before investing in major repairs or replacements in facilities such as recreation centers, community centers, senior centers, aquatic facilities, stadiums, and other park buildings. f. When replacing facilities, avoid "like - for -like" replacements. Use the PIMP design and development guidelines, facility level of service standards, and recommendations to guide decisions and incorporate trends in facility replacement. (See Chapters 5 and 7 and Appendix D.) SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS Exhibit 1 r--� ry PArk Samiago �A-• �'�� ink iF, �.�rRu�JE � � i I larre�Rark � �k', Parr �} PpRai3 1 Pdrk cl a------------ ' RirP rojew � S �• y� h {' I CI `dark IX , �paas � M 6 I+ 1 Rosaa Park �ar �Cgq amr r�Yna _ • -' M Als Fp co%'�nm ' • C�bBdrklb �I • Bl,ch + N�xr�c AmlSgt� a Pg4 ' r' + PaciSc F�tttr t rL - � J4�4m4 yy r 1 L.—..—_.� ` — —'� l .--- Wndsa Park � r l `Centennial Park @ ir e' e:�-,+ter., �i•.:r.r� � �� Memorial Park ! �` I ...... lDdhi Park ,} Adams Park ��� ,� 7riahyle Park �> Carl �hI M1.0 e Park o a.s awe r,'; MAP 6-2: PARK CONDITION Joint -Use 5000151tes O WiViod intermediate School a Gaftd Hemenlasykhool C0 4merelt-Walker Elemenaq Schad ((0 Monk Vim (lernauseySchool fc AladisonElemenwyStlwnl F Goam Nigh Schad G �knmefGemenlary3Nhao Legend Pocket Parks Sa ra h may Downie Heib Gard@n Frenfh Park 0 1711) Slreet%anO Nd Fainrlewirlangle Nahlral YeSarailon Mcfadillm %0Park Mapleand Ctridenlal Faer¢se Park Fnends* Pad Galrreld Fitness Park Urban Plazas 'b a Call@ CJelfo Sasacer park Galt center Special Use Facilities Santa Ana mo at Nenllm Pad N Santa Ana STadwm tahri TennaCenter Heal Machum Tennis NEr CA/ANrSaedrCGfhrs tax,{ryAnFifnPrS iarom,l"p5aara PON6a a+im"ObIWO - - Tran Corridor =Jorm u5e Wxiol 5.re Parrs and racolnles Provlded by(hhers = Gaad MaprRecreaYon raGllry Major Muds - Freeways -' Farr � P6or PaRCq n(Sar A Rail C.ry of Sawa Ana Cory Parks aryl FEIII Mies Not �krrroudlrrg Cbes and INnmrporaied M1rea5 Npjded in Assmrnenl $dwpl Wdterh md'ei 6.4 Support community health through effective maintenance protocols. a. Reduce or eliminate, where feasible, the use of pesticides and herbicides that negatively impact human health at parks and recreation facilities (GP) b. Continue to use of pesticides and herbicides selectively to maintain specialized recreation greenspace, such as sports fields. c. Prior to treating parks with pesticides or herbicides, inform the public through signage posted in impacted areas, direct mailers, and announcements on the City website, cable channels, publications, and the City's social media platforms. (GP) d. Prioritize maintenance tasks such as sanitation, janitorial care, trash and litter pickup, illegal dumping, debris removal, human and pet waste removal in parks. e. Install pet waste bag dispensers in all parks, especially near sports fields. If. Consider placing sharps disposal containers in key locations to minimize the health risk to staff and park visitors associate with used needles left in trash receptacles, landscaping, and playground safety surfacing. g. Steward trees and other shade features to protect community health by minimizing heat and direct sun exposure. 6.5 Steward natural resources and the City's tree canopy to support community safety, aesthetics, habitat, and ecological functions. a. Give added attention to the stewardship of natural resources in parks identified in the PMP. (See Appendix C.) b. Improve existing infrastructure that supports access to Santa Ana's natural areas and lakes, especially in high - use parks such as Centennial Park, as recommended in the PMP. c. Coordinate with other City agencies to develop, implement and maintain a citywide tree preservation ordinance and Urban Forestry Plan for parks and open space that supports air pollution mitigation, microclimate modification, noise reduction, recreation, and education. (GP) SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS Exhibit 1 6.6 Implement best practices to support sustainability, climate resiliency, and green infrastructure in parks. a. Integrate drought tolerant or native plantings, waterwise irrigation, energy -efficient fixtures, design and maintenance efficiencies, and sustainable development practices to reduce water use and energy consumption. (GP) b. Implement environmental design practices such as integrating and maintaining native plants, additional trees, bioswales, and other natural and green infrastructure into targeted sites to support sustainability, reduced water and maintenance costs, natural resource protection, environmental education/ interpretation, and connections to nature. (GP) c. Work with partners to inventory, assess, protect, and restore habitat and significant natural resources in parks, trail corridors, and open space throughout the City to preserve vital ecological functions, improve water quality, protect habitat, and increase biodiversity. d. Implement long-term climate adaptation strategies to prepare parks and natural resources for future climate change (e.g., increased extreme weather, warmer temperatures, wildfires, droughts, etc.). e. Encourage the planting of native and diverse tree species in public and private spaces to reduce heat island effect, reduce energy consumption, and contribute to carbon mitigation. (GP) 6.7 Manage parks to support park safety. a. Ensure the safety of park visitors and staff through facility upkeep, landscaping maintenance, surveillance, recreation and social service programs, and partnerships with public and private entities that address public safety and related issues in parks. (GP) b. Conduct public safety audits every three years to determine areas with the highest levels of crime; pursue funding to create public safety programs based on the recommendations from the audits. Avoid aspects of public safety that privatize or segregate open space and recreation facilities. (GP) c. Provide enhanced lighting, cameras, or other security features that would enhance the safety or perceived safety of parks, trails, and other public spaces. (G P) d. Establish and expand a Park Rangers Program, staffed and operated by through PRCSA or Public Works in collaboration with SAPD, to strengthen the park security, address park safety as new parks and trails are developed, and enforce park rules and regulations. e. Consider the formation and/or strengthen neighborhood watch groups, park hosts, adopt -a -park volunteers, and similar program to increase eyes in parks. (GP) f. Create clear processes and tools for park visitors to report non -emergency park safety issues, facility condition issues, and maintenance concerns to staff. 6.8 Separate responsibilities and funding for open space maintenance, management, and beatification. a. To have a clearer picture of park investment needs, define and budget separately for the provision, maintenance, and management of non -park areas such as street medians and corridors, City gateways, landscaped areas, plantings around public buildings, hazard maintenance for vacant lands, etc. b. Audit funds spent on these additional open space areas, including acquisition, development, maintenance, and management, to see if adjustments are warranted to better support the City's investment in parks, recreation facilities, and trails. SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS Exhibit 1 INITIATIVE 7: COLLABORATION Engage residents, partners, volunteers, local e. Explore formal public/public and public/ businesses, and other agencies in enhancing private partnerships with an equity parks and recreation opportunities. investor or contracted operators for 7.1 Increase community involvement major facility planning, development, through effective volunteer and partner operations, and reinvestment. engagement and management. a. Encourage residents, stakeholders, neighborhood groups, businesses, schools, social organizations, and public agencies to volunteer and partner or provide resources and support in the development, maintenance, and activation of publicly owned parks and recreation facilities. (GP) b. Develop a comprehensive partnership policy to guide protocols for establishing park and recreation partnership with public, private, and non-profit entities. c. Improve relationships and communication with partners, volunteers, and contract providers by providing dedicated staff time for volunteer/partner recruitment, coordination, and recognition. d. Identify and utilize multilingual and interactive community engagement tools, initiated through the PMP, for residents and facility users to provide ongoing input about open space needs, park design, facility improvements, and programming. (GP) 7.2 Expand joint -use opportunities with schools. a. Coordinate with public school districts, private schools, and other community organizations to provide community members with access to recreational resources. (GP) b. Continue coordinating with Santa Ana educational institutions to identify joint -use opportunities for indoor and outdoor facilities, co -development opportunities for new parks and facilities, coordinated sport field scheduling, and opportunities to support joint program initiatives by sharing information and facilitating regular coordination meetings. c. Update the joint -use agreement with SAUSD to explore options to ensure public access to sports fields and outdoor facilities especially in park deficient and unserved areas. 7.3 Coordinate with others to identify potential solutions for improving recreation opportunities and greenspace in park deficient areas and for underserved demographic groups. a. 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. (GP) b. Convene an interagency forum to coordinate and evaluate the feasibility for converting City -owned properties to parkland, with special focus in park deficient and environmental justice areas. (GP) c. Coordinate with public agencies, railroads, and utilities to determine the feasibility of acquiring the use of rights - of -way for restricted use as parks or trail corridors. (GP) d. Coordinate with property owners to explore permanent or temporary options to provide recreational opportunities in park deficient areas, including land purchases, land dedication, easements, land or facility leases, and/or temporary use agreement. (GP) e. Partner with community organizations to offer programs that are accessible to residents who live in areas underserved by open space and recreational facilities. f. Continue building partnerships with community -based organizations that administer social services to the elderly, youth, and other special needs groups; create use agreements for these providers to use public park facilities to meet the recreational and educational needs of these groups. (GP) 7.4 Continue coordinating with existing and new partners in the provision of recreation opportunities. a. Renew long-term lease agreements with the Orange County Flood Control District for the provision of bikeway and pedestrian trails. b. Continue the long-term lease agreement with the Delhi Center to provide programs in health, education, financial stability, and community engagement. c. Continue agreements with the Orange County Water Division and Centennial Education Center/SAUSD for the provision of land and facilities at Centennial Park. d. Strengthen relationships with surrounding cities to discuss potential options for coordinated trail, park and program planning. SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS Exhibit 1 INITIATIVE 8: FUNDING Diversify funding, generate revenues, and f. Implement the funding and I. Revisit Santa Ana's Quimby 8.3 Identify dedicated funds for maintenance, support the capital and operational investment implementation strategies described in requirements as defined by the operations, and asset management. needed to enhance the park and recreation the PMR (See Chapter 8.) Santa Ana Municipal Code. Under a. Ensure that funding is earmarked for system. g. When pursuing voter -approved tax the Quimby Act, Government the repair, replacement, and renovation 8.1 Increase funds and resources to enhance initiatives, diversify the funding request Code Section 66477, cities may of old or worn amenities, facilities and the parks and recreation system. to include a mix of projects that will require that subdivisions dedicate landscaping in parks when needed or increase popular support. Consider three (3) acres per 1,000 residents at the end or their lifecycles. This would a. Explore and pursue all available new park acquisition and development, for neighborhood and community include deferred maintenance and new funding, including nontraditional improvements to popular existing parks, park use. capital projects. (GP) funding sources, for park acquisition, Santa Ana Zoo enhancements, sports ii. Update the Residential facility development, programming, projects, and trail development. Development Fee Ordinance for b. Ensure that funding, staffing, and other and maintenance of existing and new resources are available to maintain, parks and trails. (GP) 8.2 Create a cohesive strategy for land large residential projects to require operate, and program existing parks dedication, acquisition, maintenance and public parkland within the City and facilities, as well as new ones when b. Establish a 501(c)(3) Parks and operations for new parks and trails. limits and a 10-minute walking added to the park system. (GP) Recreation Foundation to establish distance of the new residential fundraising support for Santa Ana's a. Set aside park funding in an established projects. (GP) c. Seek grant funding to improve park park system. Identify communication Park Opportunity Fund to leverage iii. Allow developers a reduction safety and facility condition, integrating protocols, roles and responsibilities, for matching grants and have monies in on -site open space by giving projects into the Capital Improvement and bylaws. (GP) available when opportunities arise credits for park land for public use. Program each year. (GP) c. Continue to leverage and support the for new park acquisition. Incorporate Establish a process and program d. Identify and implement permitting fees efforts of the Friends of the Santa Ana General Funds, cannabis revenues, and to incentivize developers to for vendors, concessionaires, sport Zoo (FOSAZ). private donations (GP) provide additional on -site and/or trainers, private recreation providers, b. Complete a Nexus Study to evaluate the publicly accessible open space to photographers, filmmakers, and others d. Expand staff capacity for grant writing, fees required by the City's Residential create public park land and open who use City parks and facilities to grant management, solicitation of Development Fee Ordinance and adjust space. Research and collaborate support their businesses or affiliated sponsorships and donations, and them to better reflect current costs and with residents, developers, and services. exploration of new revenue sources. needs. Update requirements regarding community organizations to design e. Increase the financial sustainability of the e. Collaborate with Public Works to where fees are spent. (GP) (See Chapter and implement an open space Santa Ana Zoo by increasing operational encourage the use of transportation 8.) As part of this process, consider the density bonus to incentivize the revenue streams (admission, programs, funding, (State and Federal), matching following: creation of additional on -site membership, rides, rentals, gifts, events) grants, private funds, and other open space in exchange for more and donations. funding sources to build the trail density in the project. (GP) network. SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 8.4 Identify funding efficiencies and strategies through sound planning and financial decisions. a. Develop a fee philosophy and cost recovery strategy for programs and rental facilities to reflect changing market conditions and the community's ability to pay. b. Develop annual business and operations plans, including tracked recreation participation revenues, to inform annual budgeting and facility operations. c. Prior to the development, renovation, or assumption of a major new facility (e.g., one that requires and investment in staffing and programming), develop a business plan and market study to assess funding and operational requirements. d. Carefully evaluate proposed partnerships to minimize the City's short- and long- term risk and operational commitments. e. Enhance and leverage parks and events to support City prosperity, economic impacts from visitation, and the recruitment of new residents and businesses. Exhibit 1 r ! A�Y►P w �: SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS ` � 1. ,�.�'��� � j�.•r� ,. ^'r;' ,.� •��' `"+� ' ` NOF tali �k1�p :Fi'i"x1►r4' .. ' f y i,�'�-'--��� AW i� ����� • ��*. i .'7.. _' ... 7Ytf'�;.. - r} �� lk&�G�i'u�i.`it�i�F �i. C?�Y,_� � �- -s * �A �`p� 1, ,�• : � , . E ' ��`�' �I�"mot b,�•A''��``"131�`�A� '.. r � � a "`ems ., �6�. . �A v34' �._ �� �.5��'� ` `•} �b�3:;'','`� ;� h��� , 1:a '4 4� r - a �\ � 4,�• w��i ; `S��i .'�.. ..k 9'�"•`i[f.i4 .'.>•l�'R; _�' y.. �`'y�:�.� - �i�+"•v�{�111F+ . - fR , r. : P `I ''�V ' ..^ f �1� / ,'i. YS^•YI_S 7. r $'� s: SITE RECOMMEnDATIOnS ir a, This chapter summarizes recommendations for existing and proposed parks, introduces park acquisition and development - guidelines, and shares case studies to model options for future park transformations. Strategically acquired, developed, and renovated parkland and recreation facilities will enhance Santa Ana's park and recreation system. 162 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 163 Exhibit 1 PARKLAND RECOMMENDATIONS Over the next 10 years, the City of Santa Ana will enhance its park system through new park acquisition and development, as well as through improvements, enhancements, and/ or restoration of existing sites. All parks and facilities also will require quality maintenance, and the desired maintenance level of service for a site may change once a park is developed or improved. All sites also will require the City's ability to replace or reinvest in amenities and facilities at the end of their lifecycles. The Park Master Plan describes these types of recommendations to support quality parks and recreation opportunities for all. A detailed site recommendations matrix, presented in Appendix C, identifies site interventions, capital projects, and maintenance needs for every existing and proposed park site for the City's future park system. It categorizes recommended capital projects to make it easier to identify the range and types of funding that may be needed to carry out these recommendations. (See Chapter 8 for details on estimated costs and funding options.) PARKLAND RECOMMENDATIONS BY CATEGORY Appendix C defines recommended projects by type and presents a matrix to show how these recommendations apply to each existing and proposed park site. Recommended Site Interventions • Site Intervention: Explore opportunities to expand existing parks, enhance recreation features to attract residents from greater distances, and/or improve access to existing sites where noted. These are the interventions to existing parks that will help serve the park gap areas and increase parkland as noted in Chapter 4. The following apply to existing sites only: • Expand site • Enhance the park to serve a greater area (and attract residents from farther away) • Improve access Recommended Capital Projects • Acquire/Develop: Where noted, obtain new parkland, design and develop parks (either alone or through partnership), and build new major facilities where recommended. Action items include: • Acquire or expand park • Master plan or design park • Develop park • Develop park or facility through partnership • Add major facility • Improve/Enhance: Renovate key parks to improve aging and old infrastructure and add to the recreation opportunities available at key sites. As noted in Appendix C, the scale of improvements may range from improving comfort amenities, to making minor or major site renovations, to renovating major facilities. Action items include: • Improve comfort amenities (benches, tables, restrooms, etc.) • Make minor enhancements • Make major enhancements • Renovate a major facility • Repair/Restore: Revitalize declining landscape areas and convert turf to native plantings to reduce water costs. Action items include: • Convert turf to native plantings • Enhance landscaping and plantings Ongoing Stewardship • Maintain: Provide a standard or enhanced level of maintenance for developed facilities and steward natural areas, lakes, and the tree canopy with particular attention on key sites with more extensive natural features. Different levels of maintenance are noted: • Standard maintenance • Enhanced maintenance • Natural resource stewardship • Reinvest/Replace: Set aside funding for the replacement of old, damaged, or worn facilities in all existing, planned, proposed and expanded parks to have funds on hand when needed. All sites should be included in asset management. ® SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS Exhibit 1 SUMMARY OF PARKLAND RECOMMENDATIONS Over the next ten years, most parkland in Santa Ana will need some level of improvements to continue to meet growing recreation demands and needs. Additionally, extensive resources should be invested in the acquisition, design, and development of new parkland to serve residents in currently unserved areas. As shown in Table 7-1, the PMP recommends various capital projects and maintenance at 48 existing parks and 34 new parks. To see where the greatest efforts are needed, Figure 7-1 summarizes the percent of existing, planned, proposed and expanded park sites recommended for the capital projects. Specifically, the most sites (35) are recommended for park master planning and design, because site plans and construction documents will be needed for all new parks plus existing parks slated for extensive renovations. Thirty (30) sites should be acquired or expanded, and because some sites have already been acquired, 33 sites are recommended for development. FIGURE 7-1: RECOMMENDED CAPITAL PROJECTS BY CATEGORY (PERCENT OF SITES INVOLVED) % OF SITES RECOMMENDED FOR THESE CAPITAL PROJECTS 50 % 43 % nnw_ 40% 30% 20% 10% 0% �y �k-eyaell ey.°ia Qa� `yc� cAy Qaca e ee`S e ie °� oct c`°aad, aec oe 0°r FSc cjIV F < 011 Q L° r .�° e . �a Qc e e• e°eo �a�o lcQ�oJ Ct`a`!•e Ct`a ce l oa TABLE 7-1: NUMBER OF PARKS PROPOSED FOR IMPROVEMENT BY PARK TYPE EXISTING Citywide Parks (5) Community Parks (17) Neighborhood Parks (11) Pocket Parks (8) Urban Plazas (3) Special Use Facilities (4) 2 3 1 3 5 5 3 3 5 3 5 4 3 1 1 9 7 4 10 10 17 17 8 2 3 6 1 2 11 11 1 1 5 1 8 8 1 1 2 3 2 1 4 4 SUBTOTAL 7 8 6'1100000I19 21 9 14 15 20 28 3 PLANNED, PROPOSED AND EXPANDED PARK SITES Citywide Parks (3) 3 1 3 3 1 Community Parks 5 5 6 6 (6) Neighborhood 9 10 10 10 Parks (10) Pocket Parks (13) 13 13 13 13 Urban Plazas (0) Special Use 2 1 2 2 Facilities (2) 48 3 6 10 13 0 2 34 WSANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS Exhibit 1 While the types of capital projects emphasized are new acquisition, design, and development, all capital projects together will affect more existing sites and existing park acreage (Figure 7-2). FIGURE 7-2: PERCENT OF EXISTING AND PROPOSED SITES AND ACREAGE IDENTIFIED FOR CAPITAL PROJECTS SITES . Existing Parks ACQUISITION AND EXPANSION ACRES Planned, Proposed, and Expanded Parks The Parks Master Plan recommends an aggressive strategy to acquire more parkland over the next ten years. Specifically, the City of Santa Ana should strive to add approximately 173 additional acres of parkland, which would grow the park system to 532 acres. If achieved, this would increase the City's park system by 32.5%. It would provide parkland level of service of 1.5 acres per 1,000 residents. While residents would like to see the City of Santa Ana invest in more parkland over time, this represents and aggressive 10-year acquisition strategy. Figure 7-3 shows the amount of acreage recommended for acquisition or expansion by park type. The greatest opportunity for adding park acreage is associated with acquiring and developing the Willowick Golf Course as a Citywide Park. FIGURE 7-3: RECOMMENDED PARKLAND ACQUISITION AND EXPANSION BY PARK TYPE NEW PARKLAND (ACRES) Special Use Facilities I . Additional Acres Pocket Parks Neighborhood Parks Community Parks Citywide Parks 0 20 40 60 80 100 120 PARK MAINTENANCE All parks will require some level of park maintenance. The City of Santa Ana should identify the additional operations funding needed before developing new parks. Figure 7-4 illustrates recommended maintenance. All Citywide and Community Parks should receive an enhanced level of maintenance to take care of specialized assets and support heavier or more frequent use, including events and programs. All other sites should receive a standard level of maintenance. Natural resource stewardship applies to parks with significant natural resources. (See Appendix C for details on recommended maintenance tasks and frequencies). FIGURE 7-4: MAINTENANCE NEEDS AT EXISTING AND PROPOSED SITES 60 % 50% 40% 30 % 20% 10% 0% MAINTENANCE RECOMMENDATIONS (% OF SITES) 52% Standard Enhanced Natural Resource Maintenance Maintenance Stewardship xhibit A ® SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS Exhibit 1 RECOMMENDATIONS FOR TRAILS AND JOINT -USE SCHOOL SITES While not counted as City parkland, off-street trail corridors and joint -use school sites are anticipated to play an important role in the future park system. As noted in Chapters 4 and 5, trails are proposed to enhance connectivity and access to parks. Increasing the number of joint -use school sites is proposed as a cost-effective way to ensure recreation opportunities are available in park gap areas where schools are well situated to meet local needs. Table 7-2 presents the recommended and current mileage and/or acreage associated with these existing and proposed assets. TABLE 7-2: SUMMARY OF RECOMMENDATIONS FOR PROPOSED TRAIL CORRIDORS AND JOINT -USE SCHOOL SITES ,TRAIL CORRIDORS Existing Trail Corridors Proposed Golden Loop Trail Proposed Key Connection Trails Subtotal FOINT-USE SITES im Existing Joint -Use School Sites Proposed Joint -Use School Sites Subtotal ACREAGE MILES 23.3 12.8 8.2 4.5 37.5 20.6 68.9 37.9 ACREAGE wr 13.3 42.0 55.3 NUMBER OF SITES 9 26 35 Note(s): 'Acreage for Key Connection Trails and the Golden Loop Trail is calculated based on an average corridor width of 15 feet. 3 Acreage for Joint -Use Schools are based on counts of 18 elementary sites atone acre each, plus eight intermediate or high school sites at three acres each. These planning level estimates are based on the range of sizes of existing joint -use sites. ACQUISITION, DESIGN AND DEVELOPMEN GUIDELINES The City of Santa Ana is poised to increase its investment in parks, providing more and better greenspace and recreation facilities across the community. The magnitude of this investment is huge, as shown in the numbers of recommended planned, proposed or expanded parks noted. To guide new park acquisition and development, plus the renovation of existing parks, the PMP defines Level of Service (LOS) standards and policies (Chapters 5 and 6) and introduces new guidelines for park acquisition, design and development (Appendix D). Park guidelines channel the values and aspirations of Santa Ana residents to help the City make decisions about future recreation and open space acquisitions, improvements, and adjacent uses. Given Santa Ana's deficiency in park space, the City of Santa Ana should consider all options to acquire additional parkland. However, this does not suggest that the City should acquire any or all lands available. The new guidelines present a strategic approach to expanding and enhancing parkland. ACQUISITION GUIDELINES Appendix D presents clear guidelines for land acquisition. These consider the following principles: • Land Suitability: Ensure the intended site has the topography, size and shape desired for recreation use and is not overly hampered by easements or development restrictions. • Land Value: Before investing in a site, ensure the return on investment warrants the cost. Avoid sites affected by contamination, safety hazards, or existing development that is too costly to renovate and revitalize. • Recreation Value: Seek sites that support park uses and community recreation needs. Avoid acquiring "landscaped areas" intended only for beautification. • Location: Seek sites that are reasonably centralized to the areas they intend to serve, avoiding adjacencies such as busy roadways and nearby uses that may restrict site uses. ® SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS Exhibit 1 DESIGN AND DEVELOPMENT GUIDELINES The guidelines presented in Appendix D provide direction for park development systemwide as well as parks by classification. In addition to these guidelines, site master plans, facility designs, and business plans may be needed to provide additional design guidance, and all projects should adhere to national, state and local regulations. Guidelines are built on the following principles: • Inclusivity: Integrate design features and facilities to ensure parks are welcoming and engaging for residents and visitors of all ages, ethnicities, cultures, abilities, and incomes. • Universal Access: Create equitable points of access and opportunities for people of different abilities, ages, and incomes to experience each site, considering all options of modality and accessibility. Meet and, where possible, exceed the standards of the Americans with Disabilities Act (ADA) to provide parks and facilities that accommodate multigenerational groups and people with mobility issues, sight, and hearing impairments, allergies, and other special needs. • Heritage and Diversity: Integrate Santa Ana's culture and identity within the thematic approach to site design, the use of materials, the inclusion of public art and interpretive elements, and/or the choice of recreation elements and support features. • Gathering Places: Diversify and provide various scales and types of gathering spaces throughout the park system, creating opportunities for individuals to pause, for groups to gather, and for residents and visitors to celebrate and play. Consider both reservable and drop -in gathering spaces. • Comfort and Use: Provide support amenities such as shade, bike racks, trash receptacles, benches, and restrooms where appropriate by park type to allow people to gather and stay for longer periods. • Safety: Implement Crime Prevention through Environmental Design (CPTED) strategies and enhance park safety through playground design, crime prevention technology, night lighting, natural surveillance, unobtrusive landscaping, and increased staff, police, and community -based patrols if needed. • Recreation Variety: Provide a mix of active and passive recreation opportunities to serve a variety of recreation interests. Balance energetic, programmed active use sites with spaces designed for contemplation and quiet social gatherings. • Landscape Design: Balance both natural and manicured landscapes as appropriate in each park. Reserve ornamental plantings and annuals for the City's most visible, high - use parks. Integrate more low -maintenance, drought -tolerant plantings and native plant species into other parks to reduce systemwide maintenance costs. • Park Greening, Trees, and Native Plantings: • Continuity in Furnishings: Establish Protect green space in parks by balancing the use of native plantings, turf, trees, and landscaping to promote aesthetics, connect people to nature, reduce stress, and improve site ecological function. Plant and protect native or large canopy trees to provide shade, break the wind, and reduce urban heat in the summer • Connections to Nature: Create opportunities for residents and visitors to connect with nature, both physically and visually, including the expansion of pollinator patches, protection or integration of native plants, and protection and access to natural areas. Note by park type what portion of a site could remain natural vs. developed for recreation uses. • Sustainability: Incorporate sustainable landscaping and facilities that limit water usage and energy consumption, such as drought -resistant landscaping and low impact development. • Function over Form or Space: Balance artistic design and site beauty with needs to provide functional park spaces and facilities with reasonable maintenance costs and a high return on the investment. Avoid acquiring spaces that cannot be enhanced to provide quality park space and recreation value. and integrate a consistent furnishing palette systemwide and by site for ease of maintenance (including items such as seating, light fixtures, trash receptacles, bike racks, etc.), but allow for variations in high -use parks to signify key nodes within a given park or to emphasize a unique park theme or identity. • Maximizing Impact: Consider the ability of parks to support community aesthetics, support quiet spaces separate from the busy urban buzz, provide cooling spaces, preserve trees and ecological quality, while also meeting recreation needs. • Flexibility of Use: Allow for a variety of programmed and self -directed activities to occur by not precluding activities with unnecessary physical constraints or regulations. • Adaptability: Design multi -use spaces and facilities to be easily adaptable to address changing community needs overtime. These guidelines build on the information presented in Chapter 5 regarding the integration of recreation elements that will add to the diversity, character, social experiences, and recreation value of Santa Ana's parks. ® SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS virlip AIL ri'4 ■� yam. pr tr;�airIr ' - .+.rill ;�r , 4.,•�r'��� - 'k �.-. � _ 175 Exhibit 1 New trends in park design favor diversifying play opportunities to include playable art, pop-up play spaces, nature play elements, colorful safety surfacing, unique climbers, sand + water play, added topography, and universal play elements. ® SANTA ANA PARKS MASTER PLAN A variety of active recreation opportunities should be provided in Santa Ana's parks to support community health, fitness, and diverse cultural needs. New trends include the provision of futsal, pickleball, bocce, badminton, sepak takraw, tai chi, tricycle and big wheel tracks, bike pump tracks, fitness equipment, and other features in addition to more traditional sports fields and courts. r � mr. ,1 r i r V CHAPTER 7: SITE RECOMMENDATIONS jot GOLF COURSE CONVERSION 6,Exhibit 1 CASE STUDY CRAIG RANCH REGIONAL PARK, NORTH LAS VEGAS, CA As recreational leisure trends have changed through the years and water conservation has become critical, the conversion of aging golf courses to parkland has become a welcome option for many cities. The following project showcases a 40-year-old,132-acre private golf course that was transformed into a well -loved landscape to serve the Las Vegas community's diverse population. A similar prospect exists with the Willowick Golf Course and presents opportunities to incorporate larger recreational features that typically require more land. These include features such as soccer and cricket fields, space for large open outdoor events, larger dog parks that can create two to three areas for different sized dogs, disc golf, full-size basketball courts, restroom and concession buildings, natural areas for passive recreation, and ecological improvements such as bioswales, butterfly gardens, bird habitats, and native plantings. _ A 50,000 square -foot skatepark was designed to accommodate both skaters and BMX riders with similar elements. A custom children's play area referenced the local flora and fauna, creating a popular destination for families. The City of North Las Vegas re -purposed the acreage inherited from a former golf course to create an extensive regional park with sports fields, skatepark, playgrounds, dog park and gathering spaces. SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS PARKING LOT CONVERSION CASE STUDY TOWN AND COUNTRY RIVER PARK, SAN DIEGO, CA In most cities, surface parking lot pavement traps heat and creates an impervious surface where oils and pollutants run off into the surrounding environment. To address deficiencies in park acreage, more efficient parking solutions can be developed allowing surface lots to be reclaimed as park landscapes. In San Diego, underutilized surface parking lots were converted to Town and Country River Park. The new park provides both recreational and ecological benefits for the community. Where there was once a parking lot, San Diego residents now enjoy spending time in a beautiful new park that helps to support the health of the nearby river habitat. The existing site for T+C Park consisted of extensive surface parking lots located adjacent to the San Diego River. The City of North Las Vegas re -purposed the acreage inherited from a former golf course to create an extensive regional park with sports fields, skatepark, playgrounds, dog park and gathering spaces. NEIGHBORHOOD/POCKET PARK ALONG TRAIL CASE STUDY ORION PARK, CHULA VISTA, CA These smaller sites provide opportunities to bring recreational park space into existing trail systems. These smaller parks are accessible to the neighborhood community and enhance the trail experience. Orion Park is an excellent example of a greenbelt trail that ties seamlessly into a neighborhood park, providing recreational opportunities for all ages. This project also demonstrates the trend through which parks are funded and built by private developers and turned over to the city as a public parks after construction. Additional opportunities include the ability to include amenities such as dog runs, par courses, picnic areas, outdoor fitness stations, and active and passive play areas for all age groups. Orion Park features a colorful play area and restrooms surrounded by a rain garden that filters stormwater. A custom children' play area referenced the local flora and fauna, creating a popular destination for families. r• — ._ A11ti� This is a view of Orion Park looking south from adjacent residences. A 50-mile regional greenbelt runs through the park, connecting it to adjacent residential areas. Orion Park serves 10,000 residents within a 15-minute walk. 0 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS M PARKING LOT CONVERSION CASE STUDY TOWN AND COUNTRY RIVER PARK, SAN DIEGO, CA In most cities, surface parking lot pavement traps heat and creates an impervious surface where oils and pollutants run off into the surrounding environment. To address deficiencies in park acreage, more efficient parking solutions can be developed allowing surface lots to be reclaimed as park landscapes. In San Diego, underutilized surface parking lots were converted to Town and Country River Park. The new park provides both recreational and ecological benefits for the community. Where there was once a parking lot, San Diego residents now enjoy spending time in a beautiful new park that helps to support the health of the nearby river habitat. The existing site for T+C Park consisted of extensive surface parking lots located adjacent to the San Diego River. The City of North Las Vegas re -purposed the acreage inherited from a former golf course to create an extensive regional park with sports fields, skatepark, playgrounds, dog park and gathering spaces. Exhibit I EXISTING PARK EXPANSION &k JM CASE STUDY SANTA ANITA PARK, SANTA ANA, CA Where existing parks occur, surrounding may become available for acquisition by the City, providing potential opportunities for park expansion. This may be achieved through building support, funding and partnerships as illustrated in the example below of the Santa Anita Park. The existing Santa Anita Park highlighting surround views and access to the park. If expanded, visibility into Santa Anita Park would be improved and additional recreational opportunities could be provided. 182 ADDITION OF SMALL-SCALE RECREATION AMENITIES CASE STUDY EL CAJON 2030: CONNECTING PEOPLE WITH PARKS, EL CAJON, CA Asa recipient of the first round of NRPA and TPUs 10-Minute Walk Planning and Technical Assistance grants, the City of El Cajon created a plan to increase access to parks for everyone in the city. El Cajon is a built- out city with diverse residents and a legacy of limited and varyingly distributed parkland. Consequently, the new plan introduced innovative options to add parkland, including creating small - footprint parks, adding small-scale park amenities to available spaces, repurposing underperforming spaces, and increasing joint -use opportunities with schools and public facilities. The City explored adding small recreation and gathering spots that support fitness and play near homes, along trails, at the edge of school campuses, in utility corridors, and in other public spaces. For smaller settings, specific play elements may stand alone or be one of a series of experiences linked by a trail system. Connecting People with Parks �o �1 r a' 0 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS M V 186 SANTA ANA PARKS MASTER Ap - ., ACTION PLAN This chapter presents capital and - =Wo operations costs, prioritization criteria, and potential funding strategies to create a short-term action plan for implementation. A substantial investment in existing and new parks and facilities is needed to achieve the community's vision for parks and recreation. CHAPTER 8: ACTION PLAN 187 PARKLAND CAPITAL AND OPERATIONS COSTS Building Santa Ana's future park and recreation system will require substantial funding beyond the resources the City currently invests in parks, facilities, and programs. Appendix E introduces the planning -level cost estimates associated with PMP recommendations. The estimates are based on order -of -magnitude costs to assist in evaluating and prioritizing projects for future consideration in the City's Capital Improvement Plan (CIP). Costs are in 2022 dollars not accounting for inflation. Recognizing the current volatility of pricing and supply chain issues, these costs provide general guidance for project planning. These costs will inform conversations, budgeting, and level of service decisions for parkland only. The PMP does not include costs for: • Trail corridor acquisition, development, or maintenance, which are calculated in conjunction with transportation planning • Capital or operations dollars for any type of partner investment in joint -use school sites • Programs and events to activate parks The total planning -level capital cost for implementing the improvements recommended in Chapter 7 and Appendix C is approximately $679.2 million (Table 8-1). Nearly $5.2 million annually would be needed to maintain the system when built out. Another $6.3 million should be set aside annually to have funds on hand to repair and replace old or worn facilities at the end of their lifecycle. TABLE 8-1: CAPITAL AND OPERATIONS COST SUMMARY FOR EXISTING AND PROPOSED PARKS Existing Park Sites Planned, Proposed, and Expanded Parks $127.8 million $3.7 million $4.4 million $551.4 million $1.5 million $1.9 million y.. L ® SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN Exhibit 1 CAPITAL COSTS Capital costs represent one-time costs to acquire, develop, build, or renovate park infrastructure and features. Because some funding sources are restricted in the type of expenditures they can support, it is important to consider capital costs separately from operations costs. The high capital costs shown in the Park Master Plan reflect the current costs of land acquisition in Santa Ana, plus the higher -than -normal development costs that park agencies are seeing in 2022. While Chapter 7 noted that more recommended projects affect existing park sites and acreage, the greatest cost by far is associated with planned, proposed, and expanded parks (Figure 8-1). The greatest investment by park type for both existing and proposed parks is in Citywide Parks (Figure 8-2). The greatest cost is associated with land acquisition, followed by the development of new or expanded parks (Figure 8-3). FIGURE 8-1: CAPITAL COST BREAKDOWN FOR EXISTING AND PROPOSED PARKS CAPITAL INVESTMENT $600,000,000 $500,000,000 $400,000,000 $300,000,000 $200,000,000 $100,000,000 $0 Existing Parks Planned, Proposed, and Expanded Parks Capital Investment FIGURE 8-2: CAPITAL COST BREAKDOWN FOR EXISTING AND PROPOSED PARKS BY PARK TYPE CAPITAL COSTS FOR CAPITAL COSTS FOR PLANNED, EXISTING PARKS PROPOSED & EXPANDED PARKS Citywide Parks Community Parks Neighborhood Parks Pocket Parks Urban Plazas Special Use Facilities TABLE 8-2: CAPITAL COSTS BY RECOMMENDATION (DOLLARS IN MILLIONS) Existing Park Sites Planned, Proposed, and Expanded Parks $5.3 $14.3 $20.0 $0.3 $19.9 $56.3 $8.3 $3.4 $372.1 $12.5 $154.3 $7.5 $5.0 ® SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN Exhibit 1 PROJECT EVALUATION AND PRIORITIZATION These capital costs —and associated operations cost —exceed what the City will be likely to implement in the next ten years. To assist the City in focusing on priority projects, the PMP introduces a two-step evaluation process for evaluating and prioritizing recommended capital projects. Since this Master Park cannot anticipate all project needs as circumstances change over the next ten years, this evaluation framework will help vet new projects as they arise. Projects that are consistent with PMP initiatives may advance to Step 2. Projects aligned with multiple PMP initiatives are important. However, projects that meet multiple criteria in Step 2 are most likely to be implemented quickly. For this reason, Step 2 is weighted more heavily. Final scores should be used to sequence capital projects in annual capital improvement planning and budgeting. TABLE 8-3: TWO-STEP PROJECT EVALUATION AND PRIORITIZATION SCORECARD STEP 1: ALIGNMENT WITH PMP INITIATIVES Check if 1 point Does the proposed project address one or more of the following Parks Master Yes each Plan Initiatives? Parkland: Acquire and develop parks to create an integrated park and recreation system. Equity, Access, and Environmental Justice: Ensure that all residents in Santa Ana have equitable access to inclusive parks and healthy recreation opportunities that serve all ages, abilities, and unserved or underserved areas in the city. Trail Connectivity: Create a walkable, bikeable, and interconnected city by creating a network of off-street bike and pedestrian trails. Recreation Diversity: Create unique and vibrant parks and recreation facilities that reflect the character, identity, and needs of Santa Ana's diverse community Activity: Facilitate events, programs, sports, and indoor and outdoor recreation activities to support community health, fitness, empowerment, development, and lifelong learning. Stewardship: Manage and maintain Santa Ana's parks and recreation assets through good stewardship, proactive asset management, and the wise use of resources to support a sustainable, resilient, safe, and comfortable park system. Collaboration: Engage residents, partners, stakeholders, volunteers, and local businesses in enhancing parks and recreation opportunities. Investment: Diversify funding, generate revenues, and support the capital and operational investment needed to enhance the park and recreation system. TABLE 8-3: TWO-STEP PROJECT EVALUATION AND PRIORITIZATION SCORECARD (CON'T) STEP 2: ALIGNMENT WITH PARK SYSTEM REALITIES How well does the proposed project address the following criteria? Safety and Use: Does the project improve park safety or restore use? Feasibility: Does the project use or leverage available resources, such as existing staffing or volunteers, equipment, sites, and facilities? Existing Opportunity: Can the City implement the project using existing park space or available public space (e.g., property already acquired, vacant lands, existing rights of way)? Funding Availability: Does the project leverage existing funding for implementation, such as City capital and operations funding, grants, partnerships, and donations? Cost Savings: Does the project reduce costs, increase revenues, increase sustainability, or increase maintenance and operational efficiencies? Ease of Implementation: Can the project be done quickly and easily (i.e., are advanced planning, feasibility studies, and permitting already completed)? Acquisition Urgency: Does the project acquire parkland while the opportunity exists to do so? (or before the opportunity is lost?) Value: Does the project deliver high value for the cost or resources needed, relative to other projects? City Priority: Does the project coincide with or support another City project or City Council initiative? Community Priority: Does the project provide or renovate a high -use, popular park or facility to address top community needs (e.g., sports fields, event space, play areas, trails, dog parks)? Multiple Benefits: Does the project benefit a large number of people and/or support multiple or flexible uses? Underserved or Underrepresented Groups: Does the project serve underrepresented groups or unserved geographic areas to balance park access and provide equitable opportunities for all? Check if 2 points Yes each CHAPTER 8: ACTION PLAN Exhibit 1 GENERAL FUNDING STRATEGIES The City of Santa Ana does not have the capital or operations funding needed to provide the parkland level of service desired by the community. To build recommended features, sustain the community's investment in existing resources, and keep Santa Ana's parks safe, clean, and green, the City must identify additional sources of funding. Eight funding strategies are noted below. DEVELOP PARTNERSHIPS The City has active and ongoing partnerships and long-term lease agreements that support existing parks and joint -use school sites. As noted in Chapters 4 and 5, the City should consider additional joint -use agreements to support access to greenspace and recreation facilities in many gap areas, since it is not financially feasible to the City to acquire parkland in all unserved areas. In addition, recommendations in Appendix E show where additional partnerships may be warranted to share costs with the SAUSD in the development of a new Aquatic Facility at Centennial Park. In addition, the City of Santa Ana should actively seek equity partners for all major facility development and/or renovations, plus identify other partnerships to expand Santa Ana's recreation opportunities. For outdoor facility development, the City should look for community -based organizations willing to sponsor facilities aligned with group interests. Typically, this involves a donation of capital funds, but it may also include operations funding or volunteer support. SEEK SPONSORSHIPS AND DONATIONS In addition to traditional partnerships for facility development, the City should explore all options to increase philanthropic contributions to Santa Ana's park system. The establishment of a 501(c)(3) Parks and Recreation Foundation would introduce new fundraising support for City parks, facilities, and programs. In addition, the City of Santa Ana could offer to sell naming rights to large new parks and/or major facilities. Business sponsorships —in exchange for marketing promotion through signage, the agency's website, or other agency materials such as the recreation guide —present another opportunity to increase revenues. PURSUE GRANTS STRATEGICALLY Several recommended projects may be eligible for grants tied to Land & Water Conservation Fund (LWCF) or transportation grants. Typically, grants applications are competitive processes that fund only capital costs. Some grants require a City to commit to the maintenance and operation of the resulting facilities into perpetuity (as in the case with LWCF grants). Most grants also require matching funds. To be effective at competing for grant funding, the City will need to invest staff time in tracking and applying for grants. INCREASE RESOURCES FOR NEW DEVELOPMENT The City should update its Residential Development Fee Ordinance to increase funds available for park acquisition and development. Since this is a critically important source of funding for implementing the PIMP, the next section of this chapter provides guidance on fee changes. In conjunction with the park impact fee study, Santa Ana's Municipal Code should be revisited to determine whether Santa Ana's parkland dedication requirements should be amended under the Quimby Act, Government Code Section 66477, which allows cities to require subdivisions dedicate parkland sufficient to provide up to three (3) acres of park area per 1,000 subdivision residents. DIVERSIFY FUNDING In addition to the General Fund dollars that typically support Santa Ana's parks and related services, Proposition 68 funding, cannabis funding, and funding reserved for stormwater and non -motorized transportation projects all provide additional revenues that could support park projects. Most of these funds are restricted in how they can be spent. For example, Santa Ana's cannabis funding is earmarked for youth services, but these funds may be used to support infrastructure that support youth programs. CONSIDER BONDS AND DEBT FOR CAPITAL IMPROVEMENTS For the portion of park projects left unfunded by fees and charges, the primary alternative to consider is bonded debt. The City has two options for funding bonds to provide the capital resources needed for projects. The first and most common is the General Obligation (GO) bond which requires voter approval for property taxes to cover the repayment. The second, called full faith and credit, or bonds approved by the City Council only, require repayment from the general operating funds of the City (with income from existing taxes and fees). INCREASE FEES AND CHARGES As noted in Chapter 5, RCSA recently completed a Service and Financial Sustainability Study to evaluate cost recovery targets for facility operations, programs, and services. That document provides guidance for increasing revenues through fees and charges. IDENTIFY SUSTAINING FUNDING As the City brings new parks and facilities online, it will need additional maintenance and operations funding to maintain and sustain city parks. Landscape and Lighting districts (LLD's) and Community Facilities District (CFD's) establish a tax basis to collect maintenance funding. However, these districts are typically established when new residential areas are developed. It is more difficult to obtain voter approval for maintenance districts in established residential areas. They City should explore various taxing strategies, such as operational levies, which may support park maintenance. ® SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN Exhibit 1 RESIDENTIAL DEVELOPMENT IMPACT FEE The City of Santa Ana's Residential Development Impact Fee is an important source of funding for parks and recreation facility improvements. The fee program, originally adopted in the 1980s, levies development impact fees on new residential development projects for the purpose of constructing parks and recreation facilities to serve the needs of new City residents associated with those projects. As part of the PIMP development, Economic & Planning Systems (EPS) evaluated Santa Ana's park impact fees to consider their current and future capacity to fund parks and recreational facilities. Preliminary findings are noted here. A full Nexus Study process as prescribed by the State's Mitigation Fee Act (AB 1600) should be undertaken to fully consider the ways in which impact fees may fund parks and facilities. CURRENT FEE PROGRAM Chapter 35, Article IV of the City's Municipal Code states: "Development of parks within the city will require the construction of park and recreation facilities sufficient to provide two (2) acres of such facilities per one thousand (1,000) population in the city... Any person adding net residential units or converting apartments to condominiums in the City of Santa Ana shall pay to the City fees ... for the purpose of preserving an appropriate balance between the demand by residents for use of park and recreational facilities and the availability of such park and recreational facilities and to preclude residential development which would create an excess demand on such facilities."i The Code further specifies that the fees paid under this article "shall be placed in a special fund to be known as the 'Park Acquisition and Development Fund.' Moneys in such fund shall be expended for the acquisition, construction and renovation of park and recreation facilities. In the event the City meets the standard of two (2) acres of such facilities per one thousand (1,000) population, and will meet such criterion following all developments for which fees have been collected, any moneys remaining in such fund may be used for renovation of the City's existing parks.112 Fee Structure and Level The Residential Development Impact Fee is levied specifically on new residential development in Santa Ana. The fee levels are calculated based on the number of bedrooms in the new residential units. Since program adoption, the fee levels have been regularly increased based on the Consumer Price Index (CPI) to keep pace with escalating costs over time. The City collects Residential Development Impact Fees in four districts (Figure 8-3). The fees collected from each district are deposited into a district -specific A&D Fund and can only be used to fund parks and recreation facilities within that specific district. The intention of the district structure is to target fee revenues towards the development of parks and facilities in close proximity to new residents. Recent Fee Collection Table 8-4 summarizes the City's Residential Development Impact fee collections from 2018 to 2021, broken out by district. As shown, the City collected approximately $11.7M over these three fiscal years, an average of $3.9 million annually. However, the fee collection was not evenly distributed across the four districts. Nearly three-quarters of the total fee collection took place in District 3, while fees collected in Districts 1 and 4 accounted for less than ten percent each of the total fee amount. TABLE 84: SANTA ANA PARKS ACQUISITION AND DEVELOPMENT FUND COLLECTIONS, 2018-2021 District 1 $433,682.66 $57,793.46 $451,702.00 District 2 $270,284.17 $876,298.48 $529,089.00 District 3 $4,796,801.94 $84,567.71 $3,557,383.00 District 4 $486,576.03 $131,245.58 $46,052.00 Source: City of Santa Ana; EPS ' Santa Ana, CA Municipal Code, Section 35-108 and 35-110. SANTA ANA PARKS MASTER PLAN 2Santa Ana, CA Municipal Code, Section 35-108. CHAPTER 8: ACTION PLAN MAP 8-1: PARK DEVELOPMENT DISTRICT MAP Exhibit 1 1 K f 1AYUA M- uyxrlaQVF N, _ a� FAIAHAVErr .. RaAgE N. i 1 � SANTAUMA AY I a.w �� Irnr sT NNGTGH AV c • _WA R�„.fi° S � f WILC RLR � STH'i' AN ST. F L I ' _ sANTAAMAP,- stHSi. i4� ht4A=NAV. 1.., c 1 parr Ls AV.4 SI, ANOWI Y PL. axrrni. L' �. WAIN R Av. r 15i ur�nsTr�Al srrExRp, ALTON Av. POTON AV u rNr AV. _ ,em ., N � tlArM! i SANTA ANA PARKS Parke, Rrcreallon&C❑mmunily SeivkesA4en y 1 Adams 9 DeIN 17 Jerome 25 Porto4 33 Sarah May Downle Angels Community 10 Edna is LRhe King 76 Pranticei5anta Ana Zoo Herb Garden 3 84ch 1S El Salvador 19 Logan 27 RlveMew 34 5asscet 4 Boma Koral 12 Fisher 20 Lowell 2S %slta 35 Seger stromTriangle 5 Cabdlla 13 Flenoh 21 Mabury 29 Sandpoinle 36 Spurgeon 6 Campesino 14 I'derdshlp 77 Madison 30 5amkita 37 Thomtnn 7 Centennial Regional 15 Grim 23 Memorial 31 5amfago 3a Windsor B Colonel W.C. Eldridge 16 Rerilage 23 Morrlwn 32 SanliagoDayUi-ip 39 Saddleback View FUTURE PARKS NEEDS AND FEE LEVELS While a development impact fee is only one of the financing tools typically used to fund parks and recreation capital improvements, it is often a critical funding source and the most frequently used mechanism for ensuring new development contributes funding proportional to its needs/ demands and associated improvement costs. To explore the ways in which the current fee program would contribute to covering the $551.4 million in capital costs identified for planned, proposed, and expanded parks, EPS considered the potential of the current fee levels on a citywide basis (not on a district -level) to fund these projects. A formal Nexus Study as prescribed by the State's Mitigation Fee Act (AB 1600) is needed to precisely determine the potential updated parks and recreation fee levels. Projected Fee Collection EPS calculated a planning -level estimate of the potential Citywide fee collection based on the existing fee levels and population growth projections. As shown in Table 8-5, the City is projected to add approximately 28,000 new residents through 2030 — an 8.3% increase over the current population. This translates into approximately 6,700 new residential units, based on the City's average household size of 4.15 persons. Using the median fee level of $6,415.00 for a three -bedroom unit, EPS estimated that, at current impact fee levels, future development will generate approximately $43 million in fee revenues through 2030. This only covers approximately 7.8% of the proposed $551 million investment for new and expanded parks. TABLE 8-5: PROJECTED FEE GENERATION ESTIMATE THROUGH 2O30 BASED ON CURRENT FEE LEVELS 2019 City Population [1] Projected Population Growth through 2030 [1] Percentage Growth in Population, 2019-2030 Average Persons Per Household for City [2] Projected New Residential Units Median Unit Bedroom Size 2020-2021 Fee on Median Unit a 334,774 b 27,817 c=b/a 8.3% d 4.15 e=b/d 6,703 3 b $6,415 Est. Fee Revenue Generated by New Units = ' 9=3*f $42,999,049 ' 2019 population and population growth projections provided by City of Santa Ana. 2020 U.S. Census data show that population growth in Santa Ana has been slower than the 2018 Orange County projections. When State and Orange County projections are updated in 2022, these trends may change z Based on 2016-2020 American Community Survey Data Sources: City of Santa Ana; American Community Survey; EPS w- CHAPTER 8: ACTION PLAN Exhibit 1 Implied Costs Per Acre of Parkland Another approach to assessing the appropriateness of the current fee level is to focus more specifically on the future parks needs of new residents and the costs and fees associated with meeting those needs. While the PIMP recommends 1.5 acres per 1,000 residents for parkland, the City's Municipal Code sets a parkland standard of two acres per 1,000 residents. To meet this standard for the projected new residents, the City would need to provide nearly 56 additional acres of parkland. If the current fee levels generate $43M in revenues, then the City could provide this additional park acreage only if parkland acquisition costs are approximately $775,000 per acre (Table 8-6). However, the City of Santa Ana estimates that park acquisition will cost approximately $2.25 million per acre (see Appendix E) — three times the cost that could be funded through current fee levels. If the City updated its Nexus Study to include these higher acreage costs, the maximum justifiable fee could increase by close to three times. If such a fee increase were justified and adopted, the expected fee revenues would increase substantially, and fee funding from new residential development would cover a larger proportion of the City's envisioned parks and recreation investments. The City's current fees are inadequate to support the investments needed to achieve PIMP recommendations for new residential developments. Impact fees also do not address the current deficiencies in parkland in existing residential areas. TABLE 8-6: IMPLIED PARKLAND ACREAGE COSTS BASED ON CITY SERVICE STANDARD Projected Population Growth through 2030 [1] a 27,817 Parkland Acreage Standard Per 1,000 People [2] b 2 Parkland Acreage Needs for New Population c=(a/1000)*b 55.63 Est. Fee Revenue Generated by New Units [3] d $42,999,049 Implied Cost Per Parkland Acre I e=d/c $772,892 2019 population and population growth projections provided by City of Santa Ana. 2020 U.S. Census data show that population growth in Santa Ana has been slower than the 2018 Orange County projections. When State and Orange County projections are updated in 2022, these trends may change. z As adopted in City of Santa Ana's Municipal Code, Chapter 35, Article IV. i See Table 2. Sources: City of Santa Ana; American Community Survey; EPS FEE UPDATE OPTIONS To implement the Master Plan, the City should consider three primary changes as part of a potential fee program update: • Increase the fee; • Remove the district structure; and • Charge fees on wider range of land uses. These changes are not mutually exclusive, and the City may undertake them in any combination. Approaches to these potential changes are detailed below. However, the fee program, even when updated, will be limited in its potential to fund recommended improvements. The City will have to pursue additional funding sources, including other municipal revenue sources and grant programs, to fully realized the community's vision for the park and recreation system. Increase the Fee Level The City of Santa Ana should complete a Development Impact Fee Nexus Study to determine the appropriate level for impact fees to help implement PIMP recommendations. The Nexus Study would consider the appropriate approach to determining the parks and recreation facility costs associated with new development. It would also determine the legally supportable fee level that the City could charge based on the requirements of the Mitigation Fee Act. As part of a Nexus Study, the City should consider the impact that an increased fee level would have on the costs of new development. If the potential fee increase is significant, the City may choose to increase the fee but not to the maximum allowable level and/or to phase in the fee increase over time. To set the fee at an appropriate level, the City should compare current and potential new fees with neighboring and peer cities in the region. Remove the District Structure The current district structure for fee collection and expenditures targets new park investments in the same areas that experience new residential growth. While there is a logic to this "return -to - source" approach, it is also limiting. For example, the distribution of fee revenues in recent years has been weighted towards one district. The City must spend fee revenues in that district. This is true even if there are no realistic opportunities for parkland acquisition in that district and even if a new park may serve residents in several districts or Citywide. If the City were to shift to a citywide fee, it would have more flexibility in directing financial resources to areas with the best opportunities for developing new parks. A citywide fee is more common approach among California jurisdictions. Charge Fee to Additional Land Uses The existing Residential Development Impact Fee is only charged on new residential development. However, there are cities throughout California that also charge park impact fees on non- residential land uses, such as hotel, office, and industrial uses (among others). Charging non- residential impact fees recognizes that workers and visitors use City parks as well. If the City is expecting significant new employment growth, it should consider this change. Depending on City policy, this shift may not increase the total fee revenue generation, but spreads the costs associated with new development more widely across new projects. The result, however, is that fees for residential land uses might decrease. CHAPTER 8: ACTION PLAN Exhibit 1 ACTION PLAN The Santa Ana community— including neighbors, stakeholders, activists, organized groups, City staff, and elected leaders — together recognize the value of parks and recreation. Key groups and City leaders have endorsed the notion of providing a higher level of service. As part of the General Plan update, conversations continue around setting a parkland standard at 2 or even 3 acres per 1,000 residents. The Parks Master Plan takes a more realistic approach, identifying the key unserved areas and opportunities to increase the City's level of service to 1.5 acres per 1,000 residents for parkland, with trail corridors and other joint -use school sites adding important recreation opportunities. Still, the costs outlined in this plan are exorbitant — likely far more than the City can implement over the next ten years. The PMP advises focusing on the following actions to make progress towards the community's vision for the parks and recreation system. Although numbered, the following actions do not appear in priority order. Together, they represent first steps in implementing the Park Master Plan. 1. Prioritize Maintenance and Asset Management: Ensure that the City of Santa Ana can continue to steward existing park assets and replace facilities at the end of their lifecycles to sustain their use. Identify maintenance funds for new parks prior to development. 2. Increase Park Resources for New Development: Undertake a Nexus Study and increase impact fees so that Santa Ana can provide parks and facilities that support new residential development. Consider changes to other fee program parameters/policies, such as districting, to have more flexibility in spending funds where lands may be available. Review the City's land dedication requirements as per the Quimby Act to determine overarching City requirements for new residential development through both land dedication and impact fees. 3. Redirect Other Funds to Parks: Even if an impact fee increase is enacted, earmark and invest a greater amount of existing funds in parks and recreation. As part of the annual budgeting process, prioritize park projects funding through sources such as cannabis funding and increase General Fund support for ongoing staffing, operations and maintenance as the City's parks and facilities expand. 4. Explore Voter -Approved Tax Measures and Other Public and Private Support: Given current community demands to provide more parkland, begin a public information and communications campaign to share the results of the Parks Master Plan —so that residents and groups are clear about their role and the level of community support that will be required to make this investment. a. Establish a Parks Foundation to raise funds for parks and recreation. b. Create a park sponsorship program for all parks to leverage local investment into individual sites. Similar to an "Adopt -a - Park" program that recruits volunteers to support park operations and maintenance, the "Park Sponsorship" program will recruit one-time or ongoing donors and sponsors to fund capital projects and operations at a particular site. c. Conduct a random -sample voter survey to measure public support for a bond measure or other voter -approved funding measures. d. Track, recognize, and promote community support for park projects and program, calling attention to the individuals, groups, and businesses supporting parks and recreation. S. Create a Park Opportunity Fund: Incorporate General Funds, cannabis revenues, private donations, and other available funding into an established Park Opportunity Fund to leverage for matching grants and have monies available when opportunities arise for new park acquisition. 6. Pursue Key Land Acquisition Opportunities: Aggressively pursue opportunities to acquire available lands that meet multiple PMP criteria for enhancing the park and recreation system. Explore options to acquire the Willowick Golf Course as the greatest singular opportunity to increase the City's level of service and to provide sufficient space for the larger -scale recreation options desired by residents. Also, prioritize park acquisition in the key park gaps noted for their "high severity of need" to support the City's equity and environmental justice goals. 7. Develop the Golden Loop and Key Trail Corridors: Coordinate with Santa Ana's Public Works Agency to prioritize development of the Class I and Class IV trails noted in the PMP. While these linear trails do not count as parkland per City definitions, recognize that these trail corridors —even when located along streets or in street rights - of -way —represent one of the most valuable opportunities to increase recreation options and improve park access. CHAPTER 8: ACTION PLAN 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. 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. ® SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN L'r'N4' ' r.'til � al if I l•y r`_ �t �1, �.+.,�,��� J qr kww r i 4lor:1 5 4ix�At► �� c .. _ -r ,n...i.ti � ;••f� t �� df' ,.` ..'.� R �1�.y` LL'� 'S c=1• � 4t : 'r't ._ ��s iv 4 �1 N . Y k i r1 ! t � Ice GLOSSARY 206 SANTA ANA PARKS MASTER PLAN GLOSSARY 207 Exhibit 1 0 • All -Purpose Field: All-purpose fields, often called an open turf area, are grass areas of various shapes, sizes and configurations intended for sports and non -sports play, social gathering, and similar recreation uses (e.g., playing catch, throwing a frisbee, sunbathing, etc.). • Amenities: These support features facilitate the comfort, functionality, and use of parks. Amenities include elements such as restrooms, parking lots, trash receptacles, benches and tables, barbecues, lighting, bike racks, drinking fountains, art, and signage. • Americans With Disabilities Act (ADA): A federal law that prohibits discrimination based on disability. Titles II and III of the ADA Act of 1990 include enforceable accessibility standards called the 2010 ADA Standards for Accessible Design. The standards set minimum requirements for state and local government facilities, public accommodations, and commercial facilities to be readily accessible to and usable by individuals with disabilities. • Ball Diamond: Ball diamonds include designated baseball, softball, Little League, and T-ball fields. Typically, does not include playfield back stops (e.g., for kickball). • Baseball Fields: Baseball fields must have a backstop and dugouts and may have a grass or dirt infield. Outfield and baseline dimensions vary according to intended age group and league. An outfield fence, although desirable, is not required. Fields must be level without hazards or major variations in grade. • Bicycle facilities: A general term used to describe all types of bicycle -related infrastructure, including linear bikeways and other provisions to accommodate or encourage bicycling, such as bicycle racks and lockers, bikeways, and showers at employment destinations. On- and off-street spaces delineated for safe use by bicycles, designated in one of four classes: • Class I (shared use or bike path). This type of bike path or multi -use trail is physically separated from any street or highway. Shared use paths are intended to support use by pedestrians, bicyclists, skaters, wheelchair users, joggers, and other nonmotorized users. • Class II (bike lane). A bike lane is a portion of roadway that has been designated by striping, signaling, and pavement markings for the preferential or exclusive use of bicyclists. • Class III (bike route). A generic term for any road, street, path, or way that is specifically designated for bicycle travel, but shared with other transportation modes. • Class IV (cycle track or separated bikeway). Designated for the exclusive use of bicycles, Class IV bikeways are corridors along or in roadways that are separated from vehicular traffic. The separation may include, but is not limited to, grade separation, flexible posts, inflexible posts, inflexible barriers, or on -street parking. • Bikeway: A generic term for any road, street, or path that is designed for bicycle travel, regardless of whether it is designated for the exclusive use of bicycles or is to be shared with other transportation modes. A bikeway network refers collectively to all types of bikeways and facilities. r • Capacity: The ability to provide a service in the desired manner or at a desired level of service. • City Parks or Parkland: These publicly accessible sites and green space are owned by the City of Santa Ana and managed by PRCSA to support recreation and social gathering (or were acquired for this purpose). • Citywide Parks: This park classification includes Santa Ana's largest parks. Typically more than 15 acres in size, Citywide Parks provide major recreation facilities, cultural venues and natural areas that serve as citywide destinations for events, programs and activities, attracting visitors from across the entire city and beyond. Typical facilities and features include recreation centers, amphitheaters, swimming pools, sports courts and fields, skate parks, lakes, trails and trailheads, destination playgrounds and group picnic areas. In addition to a variety of support facilities, city parks may also include concessions, reservable facilities or other revenue -generating activities and infrastructure. • Community Parks: This park classification includes mid -size parks, typically 5 to10 acres in size, which support sports and group gatherings for several neighborhoods or a portion of the city. Typical facilities include sports fields and courts, small group picnic areas, and specialized or unique facilities such as swimming pools, recreation/ community centers and senior centers that support programming. Community parks typically include on -site parking, restrooms and similar support amenities for longer site visits. However, these sites typically have less variety and less greenspace than larger city parks. • Community -Serving Parks: City parkland that provide recreation opportunities for all or a substantial portion (several neighborhoods) of the Santa Ana community. Santa Ana has two types of community - serving parks (Citywide Parks and Community Parks). GLOSSARY Exhibit 1 • Density: Dwelling units per acre; a measure of residential development. E • Environmental Justice (EJ) Community or Area: The City uses a mapping tool from CaIEPA called CalEnviroScreen (CES) to identify the most vulnerable and disadvantaged areas in Santa Ana (in the context of SB 1000). The CES tool measures indicators for every census tract in California related to people's exposure to pollution and quality of life. The results for each census tract are combined and measured against every other census tract, producing a composite score that ranks census tracts from the least impacted to the most impacted. Those ranked in the top 25 percent —shown with values between 75 and 100 percent —are considered disadvantaged or environmental justice communities. These communities are frequently discussed in terms of the geographic areas where they are located. • Equitable: A condition or treatment that is fair and impartial. Equity recognizes individuals, neighborhoods and communities have different circumstances and needs, and therefore different groups of people need different resources and opportunities allocated to them in order to thrive. F • Facilities: Facilities are elements or structures that provide recreation opportunities in parks. Examples of outdoor facilities include playgrounds, sports fields, sports courts, picnic shelters, outdoor fitness equipment, dog parks, skate parks, amphitheaters, and community gardens. Because of their specialized uses and operational requirements, some larger facilities, such as pools and recreation centers, are classified as major facilities or specialized facilities. W • High Need Unserved Area: Unserved areas were further evaluated to determine the severity of community need. Unserved residential gap areas were considered "high severity of need" if three or more of the equity metrics applied per area (Environmental Justice Community, Land Use Element Focus Area, Below the Poverty Level, Majority Non -White, and/or High Projected Population Density). J • Joint -Use Sites: Owned by other agencies, joint -use sites are managed or maintained by PRCSA through a joint use agreement, to increase access and opportunities for fitness and recreation. Examples include school sports fields and other facilities owned by the School District. • Landscaped Areas: Landscaped Areas are a type of open space that is maintained for community aesthetics and beautification, but not for park use. These may include medians, street rights -of -way, gateways, public grounds around buildings, etc. • Land Use Element (LUE) Focus Areas: LUE Focus Areas were defined in the 2022 General Plan as areas targeted for more specific land use planning and design guidance. These areas were selected based on their ability to provide new housing options, encourage a range of businesses, promote access and linkages to leisure amenities, preserve industrial land, and concentrate development along transit corridors. • Level of Service (LOS): LOS is qualitative or quantitative measure describing the scale or amount of service desired or provided. For parkland, LOS is typically measured as a ratio of acres per 1,000 residents. For facilities, LOS is measured in terms of one facility per number of people served. "Existing LOS" is calculated based on the City's current inventory and population numbers. "Proposed LOS" is based on anticipated future needs and future population forecasts. M • Major Facilities: Some facilities in parks require a greater investment in maintenance, operations, and programming. These are referred to as "major facilities." They include facilities such as amphitheaters, recreation and community centers, senior centers, gymnasiums, the zoo, indoor and outdoor swimming pools, sports stadiums, and tennis centers. • Multi -Use Fields: Multi -use fields typically are rectangular sports fields with dimensions and markings that accommodate a variety of sports, such as soccer, football, and lacrosse. Fields may include amenities such as lighting, bleachers and permanent or movable goals of multiple configurations. 1 • Neighborhood Parks: This park classification includes small parks, typically 1 to 5 acres in size, intended to serve nearby neighbors. These sites provide small-scale opportunities for play, picnicking and leisure activities for residents that live within walking or biking distance. Typical facilities include playgrounds, picnic tables and open lawn areas. Sports fields, sports courts and trailheads also may be located within neighborhood parks to provide opportunities for local recreation. GLOSSARY Exhibit 1 • Open Space: Recreational and green spaces, including parks, commercial open space, manicured landscaped areas, and public facilities such as trail corridors, water channels, and rail infrastructure. • Overlay: Overlay is a term used to describe athletic facilities where part of one sport field lays over part of a second sports field, so that the two cannot support games at the same time. Typically, these are fields of different types that have different primary playing seasons, e.g., a youth soccer field over a softball outfield, or a cricket field over the end of a soccer field. To be counted as two fields, both fields must meet individual field requirements. • Park and Parkland: Publicly accessible sites and green space that are owned and/ or managed to support recreation and social gathering. Parks owned by the City of Santa Ana are collectively called City parkland. • Park Deficient Area: Typically, an area of the community that is outside the standard public parkland service radius such as'/z mile for Community Parks and mile for Neighborhood Parks, respectively. This term may also be used more broadly to describe an area where parks are deficient in one or more ways, such as being too small or in poor condition, having insufficient acreage or no park acreage, or having land not developable for recreation uses. • Park Resources: This park classification includes City parkland managed by other entities for non - park use as defined through long-term leases or agreements with PRCSA. Examples include sites operated by Santa Ana Unified School District (School District) and the Santa Ana Police Department (SAPD). Depending on the terms of the joint use agreement, these sites are not accessible to the general public. • Pocket Parks: This park classification includes small sites, typically less than 1 acre, which provide greenspace, passive social space, and in some cases a small-scale recreation feature. • Practice Fields: Practice fields are fields that are not game quality and do not support regulation league play. They may be deficient in size, shape, condition, amenities, etc., but still suitable for use as practice space. 1► • Regulation Fields: Regulation fields are a standardized fields in (in terms of size, condition and amenities) suitable for league play. These may be youth regulation or adult regulation -sized fields. • Soccer Fields: Soccer fields can vary in dimension according to the intended age group. However, in order to support regulation play, a soccer field must be at least 50 yards x 80 yards for youth and 60-75 yards x 110-120 yards for adults. Portable goals may be used. Fields must be level without holes or mounds. Soccer fields may be used for other sports, such as ultimate Frisbee or football. • Softball Fields: Softball fields must have a backstop and a skinned infield, as well as dugouts or player benches. Outfield and baseline dimensions vary with intended use. An outfield fence is not required, but fields must be level without holes or mounds. • Specialized Facilities: Some facilities have a singular function or use that may require specialized maintenance or operations, although these may not require as extensive resources as a Major Facility. Examples include concession stands, formal gardens, and stages. • Special Use Facilities: This park classification includes sites that support stand-alone major recreation facilities not located within a larger park. These facilities are typically fee -based and only open when programmed or reserved for use. Their hours of operation and public use are limited. Examples include the Santa Ana Zoo, stadium and tennis centers. • Synthetic/Artificial Turf Fields: Synthetic/ artificial turf fields have a non -natural, artificial surfacing. Sports fields of various types may have artificial surfacing. Unlike grass fields, these are playable year-round and do not require field rest. T • Temporary Programming Spaces: Some spaces may be identified to support temporary and/or pop-up activities and community events. Examples may include neighborhood streets or parking lots for schools, businesses and public buildings. These temporary spaces do not count as parks or as recreation facilities. • Trail Corridors: This classification describes linear corridors with Class I trails that support non -motorized transportation, recreation, and bicycle and pedestrian access to parks. These may be located in street ROWS, flood control channels, or lands owned by other entities. • Trails: Considered a facility, trails can be soft - or hard -surfaced linear paths intended for recreation and active transportation. Trails in Santa Ana consist of both on- and off-street multi -use trails, including off-street (Class 1) bike paths. i • Undeveloped Parkland: This park classification includes unimproved City - owned properties being held for future park development and recreation use. Sites may not allow current park access. • Unserved Area (Also Called a Park Gap): Residential areas that fall beyond a 10-minute walk (1/2-mile access) to City and Community Parks, and a 5-minute walk (1/4- mile access) to Neighborhood Parks and all similar small parks. • Urban Plazas: This park classification includes small parks with hardscape and greenspace that provide social gathering opportunities in urban and commercial areas. GLOSSARY yTi't'; L� F. i4F; .y Nh '� {�,. y � VP� ,�, Apr J `S' `•' k r'' � •}+. ",� �� - ; '� iL1 Jyy, +)' al K•�.��5 'AC; J rr'�1'•'�'V a.��4..�,Y t � :,�'e` _ ''i:. At "+` r kt` r ,OX cc tii:i f' 1 iyi .Rh.f a -~ • � �1 �.1� � R �-id �� �' �,e •� �a h : Y,`� yY+ , � 3� ��l{��l,�,, A,Y a"j' 1 ' �,i ��. +'�__•f ,f7-�-` Ti, dAiI�r :•r�.. Z"•i _p ra .Cvr �'f' . *.}-` �"�ti=4• _ ��"��• �.'�:w.:is^'�7.• �:yyN �'� ,.w�rrii3y�.'��4f, �..�.• n,�,:h�.k�._; ; 1Ci r�,.,� 'pf..�� �` ! ,:t�' .t •f={' h �',� ;.f�` 4 - _ ".� '_'rt�+sY� , • :.�d.s...r ,#' ,r + ;mot d. l• p ,', a. i ".. I i. iti7 _ ` I, t r r -.ni k4 t•'+„!+ IV `1� -� !• ,,, .i; MY ` �_ 1,� a'! F,� -,•4 Ihi" r�' _ rl L - . �''. VO a} Y t,� •r .r!i'r t C•,: 4 : i.!G:'��V; r� '�,� \?� F. � a ��' ` �` � •rs..1r �ti' tSs' „ I. �,� �'• ;�` � : � �4 , L �4a�J n� :, 7+ � `+4= K e �� i�,�,-r 1 • rk 4�1 �S � �.. • ii _ ,�, �. � �'r-•.,• Ti?f � �.. r. r- v �r :. 4, •`� .. y�"i lYr�� �``1' � t � V iC T•� 5'x� ��! • APPENDIX A This appendix presents guidelines for t' } the acquisition, design, development, • tl': �' .. li r. �.--1-. - ...V, ,- ill' y1 �T 1 i:u'trrr�r..�r, =r� .,-;,..=;'' - :IF • and renovation of existing and new parks systemwide. Quality parks are noted by how successfully they provide welcoming, inclusive greenspace and facilities that support safety, sustainability, access, maintenance efficiencies, ecological values, community character, and diverse needs. 214 SANTA ANA PARKS MASTER PLAN APPENDICES Athletic / Snorts Outdoor Recreation Maior/Snecialimd Facilities Trails/ Natural Features Park Amenities Other 'E ^ m t v c 'E c J v E v E v a o c w E E w E 0o U t± T E m 1 J o c I m Y °co E m W _ v N c IL__m 'O CO O L O V N y,, J U J Uo J 4L _a J l7 N V m y 09 C C C a C N a C m v \ v Ol �" N �n ' u 1 N Q w m O E m LL ii m a° io a = m u m o w n v, c J o m ¢ m a o o c '� `w v u c a A a v N O E Q o m v > E o s u, ° v o a v v v Q Total i] u Y u C o Y E: c v v v L a w c E E m m � v m w 3 u o .E u m .� J c c E y u c p — o '` 2 '` Y m v_ ._ * v_ « o �' w m c Y c > 'o ? c m c O r Acreage o in '- u` a yr m m L in v t- o > m x _ ` Q — _ Q o u a 'a y rn w v z u v rn o v r- LL`o 0 u o N F H m m` Q v z s yr m v a m O ro a .o o u �n Parks Community -Serving Parks Subtotal 297.2 34 5 0 0 33.5 2 10 4 11 8 1 6 2 3 22 21 1 1 9 2 1 5 0 1 4 9 0 2 2 2 1 3 3 22 11 26 Neighborhood -Serving Parks 19.5 1 0 0 0 3 0 0 0 0 0 0 0 2 1 8 9 1 0 1 0 1 0 0 1 1 0 0 2 2 0 1 0 1 3 3 1 Ex SANTA ANA PARKS MASTER PLAN APPENDICES Athletic / Snorts Outdoor Recreation Mainr/Snecialized Facilities Trails/ Natural Features Park Amenities Other T r c C w E o C c E co J " -o w v E w c w�, -O m f0 E w = E ` .°'. E u V to E O uo V « 3 O LL E a 10 Uo C \ « o O r C V L f0 '^ oc C 3 a « w U 0 ;� v W m C V p O LL L u `m U uo J N � « a m ` C c a c a c a, w U- o. @ Q E E if s u° u 0. w 3 m o m u" 9 a u l7 Q g " af6i v o vri m a w v Q Total u Y Y 'c w v m r a v E n`o `-' m v w p u 'c c E w o _ °° v -s'o « -oo ? w 0 PRCSA Sites Acreage U o U O a "m J L C v o C m w 'u — aC+ E o ? C V N Y ?� U CC m w a OD o J C m `o N C 0 O m o 'tp w Y .a - y "w N r C m v = "m C 'o C o L u m �n u` �n m yr F- > 2 ¢ ¢ ii U a i in J s u in H rn u ri F F J m` O a in Other Parks and Facilities ■ Other Parks and Facilities Subtotal 42.4 0 1 0 1 0 0 20 0 0 0 0 0 2 0 2 2 0 0 0 0 0 0 2 1 4 2 1 3 3 0 0 0 1 8 0 3 Other Resources Other Resources Subtotal 11.7 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 aSANTA ANA PARKS MASTER PLAN APPENDICES Exhibit 1 TABLE A-2: EXISTING TRAIL CORRIDORS (CLASS I BIKE TRAILS) Corridors Length - OwnershipTrail Westfield Mall parking lot @ Owned and maintained by City Santiago Creek Bike Trail 2.0 Broadway Ave. (west) City limits (east) Pacific Electric (Maple Street) Bike Owned and maintained by City Trail 2.1 Chestnue Ave. (north) Adams Ave. (south) Owned and maintained by City (except for portion at Bristol St. owned by SCE); CSA/SCE License Alton Avenue Bike Trail 2.9 Susan St. (west) Adams Ave (east) Agreement Owned and maintained by City Raitt Street Bike Trail 0.2 Edinger Ave. (north) Occidental Ave. (south) Divided (striped lane becomes sidewalk, just Owned and maintained by city Bear Street Bike Trail 0.7 Segerstrom Ave. (north) north of MacArthur Blvd.) Maintained by City; CSA/SCE License Agreement MacArthur Bike Trail 0.1 City limit (west)/SA River 1400' east of SA River Owned and maintained by OCFCD Santa Ana River Bike Trail 3.6 Memory Ln.(north) MacArthur Blvd. (south) Owned by OCFCD and maintained by City Flower Street Bike Trail 1.5 Warner Ave. (north) Sunflower Ave. (south) Owned by OCFCD; maintained by City Santa Ana Gardens Bike Tail 0.7 First St. (north) Monte Vista Ave. (south) GRANDTOTAL TABLE A-3: JOINT -USE SCHOOL SITES Joint -Use School Sites Total Acreage Owner Agreennent -Community Center (Use of 2nd floor lobby, restrooms, classrooms, plus 1st floor lobby and multi -purpose room after school hours Garfield Elementary School 0.4 SAUSD - Parking lot (at Brown and Garfield) - Ballfield Madison Elementary School (Madison Park) 0.03 SAUSD - Teaching area adjacent to community garden Monroe Elementary School (Delhi Park) 2.9 SAUSD - Ballfield (Overlay field) Monte Vista Elementary School (Jerome Park) 2.4 SAUSD -4 basketball courts and one lighted ballfield (CSA can use after school hours) - Community Center - Parking lot Roosevelt -Walker Elementary School* I.S SAUSD -On-site facilities (basketball courts,playgrounds, exercise area, hydroponics) Roosevelt -Walker Elementary School 1.1 SAUSD -Athletic field Willard Intermediate School* 0.1 SAUSD -Playground - Athletic field with lighting -Running track Willard Intermediate School 4.9 SAUSD - 4 basketball courts Godinez High School(Centennial Park) CSA - Used as school property, no longer accessible as recreation space (18.6 acres) GRANDTOTAL 9W 13.3 *Note: SAUSD has priority use of facilities unless noted with (),in which case the site is considered a public facility and has "City Hours" (full time public use). Exhibit A ® SANTA ANA PARKS MASTER PLAN APPENDICES Exhibit 1 TABLE A-4: MAJOR FACILITIES INVENTORY Recreation / Community Centers Area :3 St r�a Year Built Santiago Wildlife & Watershed Center 600 E. Memory Lane Santiago Park 1,000 f I 2007 Albert D. Salgado Recreation Center 706 N. Newhope St. Rosita Park 19,069 1I f f 1995 Santiago Lawn Bowling Clubhouse 2615 Valencia St. N Santiago Park 4,161 f f f 1990 1994 Corbin Center 2215 W. McFadden Ave. Jerome Park 6,914 f 4 1973 Jerome Recreation Center 726 S. Center St. Jerome Park 15,932 J J 1970 2008 Sandpointe Mini Center 3700 S. Birch St. Sandpointe Park 1,210 1970 1992 Santa Anita Center 300 S. Figueroa St. Santa Anita Park 2,770 4 1970 1992 Logan Community Center 1009 N. Custer St. Chepes Park 1,380 J J 1965 2002 EI Salvador Center 1825 W. Civic Center Dr. EJ Salvador Park 8,504 4 1959 2008 Memorial Recreation Center 2102 S. Flower S. Memorial Park 1 5,701 J J 1955 Senior Centers Southwest Senior Center 2201 W. McFadden Ave. Jerome Park 10,264 d d J J d 4 d 1989 2020 Santa Ana Senior Center Log Cabins Santiago Cabin* 424 W. 3rd St. 2535 N. Main St. Birch Park Santiago Park 9,447 1,201 1 4 4 1976 1967 2020 2016 Fisher Park Cabin* 2501 N. Flower St. Fisher Park 567 4 1966 no records Swimming Pools Salgado Pool 706 N. Newhope St. Rosita Park J 4 4 1996 2019 El Salvador Pool 1825 W. Civic Center Dr. FJ Salvador Park J J 4 1974 2020 Santa Anita Pool Jerome Pool Memorial Pool 300 S. Figueroa St. 726 S. Center St. 2102 S. Flower St. Santa Anita Park Jerome Park Memorial Park J J 4 1974 1969 1956 2019 2020 2019 Tennis Centers Cabrillo Tennis Center 800 N. Cabrillo Park Dr. 156,816 1974 2007 Neal Machander Tennis Center 722 W. First St. 152,460 1971 Spedal Use Fadlities Santa Ana Stadium 602 N. Flower St. f Santa Ana Zoo at Prentice Park 1801 E. Chestnut Ave. Urban Plazas Plaza Calls Cuatro 325 E. 4th St. Sasscer Park 600 W. Santa Ana Blvd. Civic Center Plaza W Santa Ana Blvd. & Civic Center Plaza *Note: Facility is only open by reservation. APPENDICES r If ti llla :�.• r a i - = APPEnDIX B• PARK ACCESS AnD EQUITY AnALYSIS This chapter presents the detailed _ — - analysis of the parkland to identify the characteristics of areas that are • unserved by parks. The City of Santa Ana must establish t priorities and make data -informed ~� decisions to determine how to invest • `' `�' in park deficient areas. 224 SANTA ANA PARKS MASTER PLAN APPENDICES 225 Exhibit 1 EVALUATING PARK ACCESS AND EQUITY A park access analysis evaluates park service based on the actual routes and distances people must travel to get to parks or recreation facilities. It is based on the notion that everyone benefits from living within walking distance of park. The park equity analysis evaluates level of need to help inform and prioritize future investment in the park system. Together, they provide a more detailed snapshot of Santa Ana's need and opportunities. The maps and analysis tables in Appendix B inform the findings presented in Chapter 4. Maps and supporting analysis tables are described below. ACCESS ANALYSIS Using ArcGIS Network AnalystTM, the following maps take into account the actual paths of travel to parks to identify residential areas that are served and unserved by parks. • Map B-1: Park Access (City Parks): This map notes the areas that served with walking distance to Citywide, Community and Neighborhood parks. • Map B-2: Park Access (All Parks and Facilities): This map notes the areas that served with walking distance to all classifications and types of Santa Ana parks. • Map B-3: Park Access (Service Areas and Gaps): Unseved residential areas are illustrated by applying current City of Santa Ana standards, as noted below: • Provide Citywide and Community Parks within a 10-minute walk (112 mile) • Provide smaller parks, including Neighborhood Parks, joint -use school sites and special use facilities, within a 5-minute walk (1/4 mile) EQUITY ANALYSIS The 43 unserved residential areas were further evaluated using equity -based characteristics to note areas with a higher severity of need. All equity analysis maps are shown with the unserved residential areas (identified in the access analysis). • Map B-4: Environmental Justice + LUE Focus Areas: Environmental Justice (EJ) Communities were identified through the General Plan process using CalEnviroScreen 4.0 data. See Chapter 4 for additional detail. The City has identified five focus areas along major corridors as most suitable for new development. Focus Area boundaries are taken from the General Plan, Land Use Element (LUE). • Map B-5: Below Poverty Level: Using U.S. Census data, tracts with greater than 20% of its residents living below the poverty threshold were noted. (The overall U.S. 5-year ACS poverty rate from 2015-2019 was 13.4%). • Map B-6: Majority Non -White or Hispanic/ Latino: Block groups with populations for which the racial majority (51 % or more) is non -white or Hispanic/ Latino were identified. • Map B-7: Projected Residential Unit Density: High density areas with 15 dwelling units per acre or more were identified based on General Plan residential land use designations and densities. • Table B-1: Analysis of Severity of Need: This table summarizes the characteristics of each unserved area, indicating which are impacted by the equity metrics outlined above. If three or more the equity analysis characteristics were present, the area was considered as having a greater need. SYNTHESIS Results of the combined access and equity analysis identified a baseline for the opportunities analysis. • Map B-8: Park Access and Equity Analysis Synthesis: This map summarized the access and equity analysis, highlighting 43 unserved residential areas with limited access to parks and recreation opportunities. Of which, 23 unserved residential areas were considered "high severity of need." OPPORTUNITIES ANALYSIS All underserved areas were further assessed to identify recreation opportunities. Considering Santa Ana's built -out nature and limited resources, acquiring new parkland was only considered as an option if the combination of identified opportunities did not have the potential to serve the entire gap area. The following tables include details that support this analysis. Map B-8: Park Access and Equity Analysis Synthesis: This map summarized the access and equity analysis, highlighting 43 unserved residential areas with limited access to parks and recreation opportunities. Of which, 23 unserved residential areas were considered "high severity of need." • Table B-2: Analysis of Opportunities to Serve Park Gaps: This table describes other park or recreation opportunities in each of the 43 park deficient areas. • Table B-3: Detailed Summary of Key Needs and Alternative Interventions: This table summarizes opportunities and key needs used to inform systemwide recommendations (see Chapter 6). t • Table B-4: Areas Served with Joint -Use School Agreement Opportunities: This table includes a detailed summary of unserved areas that have schools in the park gap or nearby. These may create an opportunity to ensure public access to school recreation facilities during non -school hours through a school joint -use agreement (JUA). The presence of a public school(s) with is an opportunity for the City of Santa to explore. However, it does not guarantee that the SAUSD is open to this type of arrangement, nor does it add greenspace in these deficient areas. Unserved areas with more than one school listed as a Key Need or Alternative Intervention in Table B-2 is meant to provide options. More than one JUA per unserved area is not necessarily recommended. The location of schools makes some suitable to serve the entire gap area, while others on the periphery may only serve part of the park gap. 'Full' and 'partial' service is noted to provide additional detail. • Full Service areas are ones where all residents within the identified unserved residential area would gain public access to recreation space with a joint -use school agreement. • Partial Service areas are ones where only a portion of the unserved residential area would benefit from a joint -use school agreement. • Table B-5: Summary of Joint -Use School Agreement Priorities: The table summarizes the opportunities to consider a JUA for each unserved area, indicating where this may be a preferred option (a Key Need) or an additional solution (Alternative Intervention) in an area that may have more than one opportunity to meet needs. The table also highlights which unserved areas are characterized as "high need." • Key Needs summarize the most cost- effective and likely interventions to serve a gap area, recognizing that acquiring park land is not feasible in all areas. In some areas, both trail development and another intervention are warranted. Some acquisition opportunities for larger parks may serve more than one gap area. • Alternative Interventions describe opportunities to consider if the Key Need(s) identified is not feasible. ® SANTA ANA PARKS MASTER PLAN APPENDICES MAP B-1: ACCESS ANALYSIS -CITY PARKS Exhibit 1 GARDEN GROVE - ` Rasita Park w?, • r war C,Q, Car Chas i h 5m 5ino Park WESTMINSTER� � ar plapel � • �• f �rlrll am W. r �•� J r £Idn�ge Park t .—_ Mgrrirn �__ y Park a f LMan Palk 'ack SaParkgo L—J i' Q Parr ] � lJhill�:i.. rfi- i Edna Partgfa rJ Park .... //// Park Rivervi ew j Park 4 � I Jrt al '0 EI S Iv dor CPdpk s MPar[cry 'r f Par�i �4brjllo { Mariposa • ark An els a Park s � y 5addle62ek L Co Pm pity • r6! View Park M girth Park Anna Park M r •-.,, Paciir Electric i Jerome Park ark— �'— =Windsor Park Centennial Park 8" IJNINC J >t FOUNTAIN VALLEY ; Adams Park Y� Memorial Park W yrE . a M�diSon h ark Delhi Park -XAI Irah9YetPark Carl Thornton• a' Park O Lillie King Parkk f• ` i�5an�rate tsomo KoraI — 1 — — Park / . a as t 2Nsdes WSTA MESA I% joint -Use School Sites Wlta(d Inoerwrigie School ® GAR NnfleniarySc W CC) Rooserdldwbflemenrargsehool Q MM Vl 1s Eiunl lllgsS hud Q Ida . EkmenuyIdwl CbdineiN�rSchaal G MonweNmenta7silmr l Access Analysis (City Parks) Legend CeyP&tt WFoddes Citywide Park Community Park Neighborhood Park — Trail Corridor • Major Recreation Facility araercayft�oner kos Pocket Park Urban Plaza Special Use Facility Outer City Wescames Park Resource Undeveloped Park Joint -Use school site I. vtal and �epwral Nesiwl[er Parks and Facilities Provided by Others -- Major Roads+ Freeways Rail Line/Metro Rail r City of Santa Ana Surrouding Cities and Unincorporated Areas school Warerbodies Residential Areas CmkAW 111 W = 1 a -minute walk to a City or Community Park W.ArressI/dH* 5 minute walk to a Neighborhood Park Pocket Parks U "nr01. Sarah MayDgwnie Hefh Garden Q Plaza Ude cua.io �FrudhPark 0Sa%capari ltrh 5uee Tdante park 4D tnittenter ® ral OwNangleHAMb5W lion {dc 9AP rran%k Park speGi, r U'W F]riltiws 0Maple and Dmde�lExKu2Park BSanralaa2oaaPeMkeParN 0 SanraAwSraaiam 0 FerndshipNrk 0 UNO Tennis [rarer ® W111¢Fimm Park Q NealkierhanaerTo%{enrei { WNE S6.erxs: City or Santa Ana, Fsh, CC Open Data, SLAG Open, Data. 2822 ?rlarch 2022 MAP B-2: ACCESS ANALYSIS -ALL PARKS + FACILITIES Exhibit 1 GARDEN GROVE i Rasita Park w • r _ J war C,Q, Cesar Chas m �5ino Park W ESTtvlltd5TER � 1 ' A� ar — �•� J r £I ri�ge Park t Mgrrirn y Park a I LMan Palk ' acggk �SaParkgo Park ] lJhill i.. i Edna Partgfa rJ Park // Park Riverview j Park J A EI S Iv dor +: Mal 11 a ar� , rChepa's Par ' ■ Park �CbrjlO �. M�ripasa arkk An e!s ' ark, •� 5addle62ek ' CommVnity g View Park to girth k t L` 3 CrJ rr� Anrta I „ . PaciC� Electric r ',_ _ rome park ar a t r�1•—y-- -------- f'� `Windsor Park ` 1Centennial Park E TUSTI.N M�diSon hh'arkk IJNINC J ,� Memorial Park / �LLLLDelhi Park % FOUNTAIN VALLEY ; Adams Park _Jr T, q 5 r9 Jolnt-Use SchoolSRes r g F rk } Wtard INerMfigie kMa] f — 0 GarkldDemenAgScW 1' I Carl Thornton 5°� f CC) No mdl•waSertlemenug5ehool Park Q kkmreftF@memrarySrhod Lillie King f Q WdiswEka Ce Sdnal Parkk f' \ i FddSailriterite/• ` a as r 2Nrle5 WSTA MESA I% GDdhu klo Sihoal G MonroeOwemaryScnaar ;9=1. iW1l&VWr)r Access Analysis (All City Parks and Facilities) Legend CeyP&tt WFoddres Citywide Park Community Park Neighborhood Park — Trail Corridor • Major Recreation Facility alhercdyPmksaner kos Pocket Park Urban Plaza Special Use Facility Outer City Wescames Park Resource Undeveloped Park Joint -Use school site iatdluAdINesiwl[er Parks and Facilities Provided by Others -- Major Roads+ Freeways Rail Line/Metro Rail r City of Santa Ana Surrouding Cities and Unincorporated Areas school Warerbodies Residential Areas Warar kus T a -minute walk to a City or Community Park 5-minute walk to a Neighborhood Park il 5-minute walk to a Pocket Park or Urban Plaza M 5-mil walk to a Special Use Facility W 5-minute walk to a Undeveloped Paris 5-minute walk to ajoint Use School Site Pocket Parks urladh at.a Sarah MayDgwnia Hefh Golden O PWra Gk [uauo frudh Park iD Sasscia Pah I* sneer Tdante park iq (Mctenter ®ralOwttlangleHAM bsrw4on klcFkA rr Tran%k Pack �pecialllseF.1[iltires 0Maple and DaidenalEaeru2Park 0SamaAna200atPrmlkePa4 SanraFwa Wum 0FeendshipP4 g Callo Tennis cmw ® wdKtdP 1rss Park Q NulkierhanaerTo%(emei { Sources: City or Santa Ana, Prh, CC Open oats. SC„gG Open Gaza, 2022 lr mh 2022 MAP B-3: ACCESS ANALYSIS -SERVICE AREAS + GAPS Exhibit 1 r i WE571vIlN5TER� GARDEN GROVE_ = I11 t!2 , Id Pa 'e ^C55 .i . I / / ' 12a 6 lanai � • ream W. El ridge Park '11a�~J Mgr' yb4 ' ar 1 Z a 5anti11gn 2a `I age Yaib • +�lshr Par 21 t °� I J 1k � Portpla 13 Park RivgaYje 14 18 17 19 El 5 latfdor 1 rChe MPa ory r Roslta Park FOUNTAIN VALLEY 111 C sar Chovez9 amPSInO ar —•- 4 ta Paonto ,nilrk I ■ Mariposa �3 ►" An els • Park,r 5 ddle62ck L Co mVnity ark �� w Park 16 ar — 22 P� J 29 27 3 1 cis @lectr c 7 1—ma P.rk ark �Ceriterrnial 'Windsor Park Park l—r— urvlr�c� 32 35 TUSTIN 33 36 Memorial Park M Mad i n le Park (Delhi Park <' Adams Park 39 55gppegle Parkr5trym 43 TrraTl Carl Thornton U Park Lillie Ding �------- 40 � Parkk •� FQ San iota ■ N'ww 'Am /f joint -Use School Sites O WNard In{ rmedole School 1 ® GairkldPementaryScMd Qe Rooserdbwdku 14"niarykhaol © kkoretiaPemeMrary5choq (D kladrswElememary5dwl `�F Godirgill O klorneDernerwry5chook �41 Bo Park rai 1, IRVINEs I 2Mlles COSTA MESA k I r r I i r I SANFA ANA Access Analysis (Service Areas and Gaps) Legend Cryftr sdii Citywide Park Community Park Neighborhood Park Trail Corridor a Major Recreation Facility rkAcrCuyPmksartd FQrrf+!res Pocket Park = Urban Plaza Special Use Facility Park Resource Undeveloped Park 1, Join[ -Use School Site loralandROonaIki mm Parks and Facilities Provided by Others — Major Roads + Freeways Rail Line/Metro Rail r , City of Santa Ana Surmuding Cities and Unincorporated Areas School Waterbodies Residential Areas fttSendreAreX 1 aminute walk to a City or Community Park 5-minute walk to a Neighborhood Park 5•minute walk to a Pocket Park or Urban Plaza 5-mil walk to a Special Use Facility 5-minute walk to a Undeveloped Park 5-minute walk to a Joint Use School Site Park Gaps 0 Unnerved Areas Pocket Parks 0Sarah4Donii lip bGarden ® French Park ® 1lmSueetinangePark ® Fainim Triangle ka6let Rtoniion ® McFaddenTrarglePark ®Maple and pwdergalEwTr Park 0 Friendship Park ® Garfield fonds Park >d PWre calk2 Cum Sasscer Park � [irlrtemer special U94 Facilities o Santa NlaZoo arPremlrePark g Santa Ana5Wium cabillo Tennis Caper 0 Deal varill Term(emer { Sources: City Of Santa Ana, Esn, CC Opera Data. SCAG Open Data. 2Q2. March 2022 MAP B-4: EQUITY ANALYSIS-EJ+LUE I 1 W ESTMINSTE R _- GARDEN GROVE n ORANG; 12a Ion amPUV. ' �•� 1 �SgEI riAge Park L--eal r j�ye 12 'rci 'qo no a i— tk ParOF k dna rJ Park 13 ` Riv rvie 14 i � 10 . r � Bark 1 8 I s� 17 �5 'd EI5 Iv dor 'Cf�e ROSIta Park Wae 6 �ar�i C SarpCh�ver ark ,v Mrc sv.,no rRgr �I r'aA FOUNTAIN VALLEY 49 a a.s 1 t 4 onto Anita Park I a o 7 ■ r �:. Jerome Park ~ �Ceritenflial `Windsor Park Park ! LIN I NC. H ` ` Adams Park 39 43 Carl Thorn Parkton cc 4 2PA105 COSTA MESA W - , AAWnpQ4 ark-asa ,. -0 , 29 31 28 34 Park Exhibit 1 C ' I r20 -� j -�I UN'NC- EJ Communities and LUE Focus Areas Partpla Park j I_�� _' Legend IL C�yPr1IkSFa^r.ai (W1PrC' PO1kSdrtdfoOl+GPs iWt Park Citywide Park t Community Park Urban Plaza _ Neighborhood Park Special Use Facility Maa p F ' — Trail Corridor vff(#pQiReroarres v Major Recreation 1♦ Park Resource k�Carklo Facility Undeveloped Park Jolm-Use School Site o I_ ItKdlQrdNP�ORQ1RPfNfrC2f 22 Parks and Facilities Provided by Others Major Roads + Freeways �..fC ' Rail Line/Metro Rail r City of Santa Ana Surrouding CKies and Unincorporated Areas 2 School Elect 0 Waterbodies rk Generalft ft4*eus D Environmental Justice (EJ)Communities iuSTIN = Land Use Elemenr{LUE}Focus Areas r[1 ■ SdkhAPduiSUP¢[ ®SSFretylbyerkndd �MadiSDn 1 A G1GlIdAlrrr+1P1111hA'ree( ®5ourh8mtW5�reer le Park 1 WelSarEoAmaBalierord Fmkceps Q UnServed ArQdS Lillie King J Parkk San0inte r ral Delhi Park IA / Joint -Use School Sites Pocket Parks t ,r, I•!j,:,a / d wlard tefmgda a schom Q Sarah 4 aaa 110h u0n Q plin Cale Nu 110 ® GarSeld Bernentag56 W ® French Park Saw Park 7 Qe RoredbwaicerElemenlarykh0ol ® 171 SueelNutt PA 01(enler @ Wr etbBemenrarykhoa ® FainiewTlinoRahhatltes pAon Special QWdrswElementary5dol ®McFaddenTralgkPalk me oalFacPf ve Q5ala1alawigmratlkeParN Minvill�5[haal ®wpleand OWdMIErrr"Park ® S aSnh M moe Bern"rys(Nd 0 Friendship Park bfillo (e IID 0 Wield Frinm Park Neal Wthande Ten, 0 Neal Md[fland4l t4NY5t4a141 IRVINE Saunas: Crty or Santa Ana, Fan, CC Optin Data, SCAG Open Data, 204. March 2022 0 SANTA ANA PARKS MASTER PLAN111111 APPENDICES MAPB-5: EQUITY ANALYSIS -POVERTY STATUS GARDEN GROVE ream Park � 1Q F IT F3 Q 'W El 5�Iv dor C a MParkry Rosita Park •,4 ar Gaf Gw s. � C�bnlc Cgsa-rpCh� [� i )Hs 4aml� �Sino ar WESTMINSTER - 1 Q XVkrk 8 Exhibit 1 LL. i U N11VC- Below the Poverty Level -'. Legend -- CdyPerks�f>alAtPi�r Citywide Park Community Park Neighborhood Park � ark —� An els ark 5 ddle5aek ri t Co a unit a w F'ar 16 4 02, 1tri9 27 �-- '- IL [k] JeromeParc•—•-- ' `Windsor Park/� Centennial Park 32 J 33 � L!rJII, 12a �lone) Eldn gm Park 11 a' M4rri'rn aa , g ry 12 Parikc Santrkgo+ Za �~q� neR a fig. -,iack Z I € FPartr [ I � Partpla s� 1 3 Park o- Rlvervle14 Park 18 19 .['a,arA 15 r A 26l_j \25 35 11W L------ Madi$on 1 3b - Park ) Memorial Park Delhi Park FOUNTAIN VALLEY Adams Park 43 39 g au ¢rs;trp m � nale, ark r' Carl Thornton Park ----� 40 I Fl L-�--- — 41 Ro Park ral ------------ a a.s 2PA105 COSTA MESA h I i h e-- r Lillie King 55� Park C38/ i 5anklirite r -- Trail Corridor 9 Major Recreation Facility 4rherC' PmksartdFoa4Ges Pocket Park Urban Plaza Special Use Far lily Odrtr City Fmk Reroarres Park Resource Undeveloped Park Jolm-Use School Site Iota mtdfr*ndlRPsiNro Parks and Facilities Provided by Qrhers Major Roads+ Freeways Rail Line/Metro Rail r City of Santa Ana 0 Sutrouding Cities and Unincorporated Areas School Waterbodies Fwmy%M((egoTwOAW 12019 Less than10% 7�S M1 D%- 20% 2D%- 30% 3D% 40% Greater than 40% Pmtfdps 0 Unserved Areas Joint -Use School Sites Packet Parks U ha, r'iatas a WII&A InleW*i1re Scho1 0 Sarah 4 tlaaoc tfh Gmd" 10 Plard Cale cuslo ® Gockid Dementag56 W ® french Park Saw Patk Qe RoaaefdbwaiberElemenrarykhool ® 171 sueelNutt PA 01(enrer �ktwWtopemenragschoa WdrswEleme"Sdol ®FainfewThiarglekahhatEtecorAon ®McFatldenTrsrtikPark Saecialw Fa�i Wdine[Po�Schaal ®Wpleand OwdoolErrr"Park ke Q5entgkul ucigmedkePark ® Saballol5ladiom M moeEhmemarp5c4d ! FriudshipPark cahrrlloTennK[eer 0 Wield Fom Park Neal MafFlanderleMli4[eMer Scums: Cap or Sdnra Ana, Esn, CC Optin Data, SCAG Open Data, 204. Mawh 2022 MAP B-6: EQUITY ANALYSIS-MAJ NON -WHITE Exhibit 1 A 'v 12�a� —rill ­_ -71 10 Nqelk MOrrV 11 12 Pa Sant GARDEN 13ROVE a" ne ar Parig 20 _____J. 21 Majority Non -White or dog Hispanic/ Latino Park PP al, Legend Ri r (ey P&t w Rdy"'s awayft�OeFikft 1 8 Citywide Park M Packet Park Fwr 19 = Community Park = Urban Plaza ---------- 17 M Neighborhood Park = Special Use Facility El or 15 Mpaabrfy Trail Corridor Rosita Park 1P alVIV Cho 9 Major Recreation M Park Resource R '0 Facility Undeveloped Park M ark 1 23 school site Vr S An als Pa, .0 ddl6h2ck Cpsar Ch?vez 9 Co M�Tiity w Park Carn sino ar Parks and Facilities Provided by Others Pp a$ r 16 11 24 22 Ed'a­ WESTMINSTFR wl . — Major Roads+ Freeways Hs t r , Rail Line/Metro Rai Santa 8 0 4 Anita Park 6 29 27 471, 7 City of Santa Ana —IS urrDu ding Cines and Unincorporated Areas 26 25 RhXl Pw c 31 28 Waterbodies 6 Jerome Park 6ark e L 5 JaWindsor Park Less than 51 'k (0 - 50,9%) 34 35 �E) YUSTIN 51 % - 60.9% �Cariterinial Park 61% - 70,9% 71% - 80,9% 36'. Par Ah, FT" 81 % - SO:9% I)NINC.—/ 91%-100% Memorial Park 404 ffunserved AFUS FOUNTAIN VA 1 . Delhi Park Adams Park 3 e � t Wa,� joint -Use School Slus Pocket Parks U "'V01. "r 43 9, Park 4 0 wila(d iflierwd4it Sew 0 Sarah Mdy Dgwit HeTh Om&n Q Nza (ak (ud!111 J @ GAR NnfleolaryScW 0 frudh W S a %capari Carl Thornton L�5 37 CC) Romdi,wafbr fl"niarphool a I V 5Bw Tdante Park (nitterter Park LillPe �ng @ VM VK1� E;@rnewaqsr� 0 f4lfaew r6aroe Wiw b5lor4an spell Uw F.10117ws ar MAIL= Flemenay Sdwl @ M09AP rran%k Pxk 0 SamraAw1mXNff9kePa3 GodretHil 0 Maple and Oulderval Emme Park MmeEkrnentarl 0 fwdship PA 0 5anraAwSwim 0 �iAlw Frmm Park 0 U100 Tunrs (ewt JSanoar���/ 0 Nul. Mwlhaver To% (Prou L - — - — - — - — - I /' PIANF 5 1 2 Miles City or Santa Ana, Fsh. CO Open Oata,, SCAG Open Data, Mamh 2022 Exhibit A SANTA ANA PARKS MASTER PLAN r APPENDICES MAP B-7: EQUITY ANALYSIS-RES DENSITY Exhibit 1 ss• ORANGE 12a lorrei dam W '' i EI rti ge Park I-- r 11a' e 12 MPark n Santi go L -- GARDEN GROVE i ` one a a 1 a Jdtk Par�C 24 11 L 1 Fi5h@er 21, , JNINC- ?y IPark dra , Park 13 Pa�PartgEa rk 14 Riv ark 18 Park r r� 19 P-1 I 1Q © � I. I ems• n 17 15 u ad EI SgIvr dor A e_ rch Park r _ Rosita Park u..�,M. ' r 0 ■ S c�:rww,� � $ f C bri110 �I F1 i #�s Ma�errpo5a ark —1 An ElIS� 4"onams. ark- I dle6 ark G r Chavez •r ::�araar. w }rg i w Park .PPp Sinn LCo a vanity Urn 1 (3�'41i WESTiVlI1V5TFR H t e 9 4 $ 29 to Q a Park 5 L =J 31 2/) U Jerome Park — —'— �Cerill MaWindsor Park Park2 Memorial Park r' FOUNTAIN VALLEY '' Adar•Park 39 �43ee0rscr` ', rra le ar s Carl Th4rnton Park c[ a o.s r 2Mlles COSTA MESA n ;ti'rr; t' r� • 27 26 25 tifliark ttr t 35 I iv 1 Madison I 36 10 Park j Delhi Park j 7 Lillie in Par �• �SanV// /rk V a TUSTIN Projected Residential Unit Density Legend (eyP&tt a, F0&,,s Citywide Parr Community Park Neighborhood Park — Trail Corridor • Major Recreation Facility arnercryPm� one ronra�s Packet Park Urban Plaza 5peddl Use Facility Outer City Wescames Park Resource Undeveloped Park Joint -Use school site t. ardl uud �PepnRul Nesnul[er Parks and Facilities Provided by Others -- Major Roads+ Freeways Rail Line/Metro Rail r City of Santa Ana Surrouding Cil and Unincorporated Areas School Warerbodies Prn!'ertedRrsrtleroul told ihr flerrury j2�d5 Gearruf Pldri! Less than 15 41 - 50 dulacre dulacre 51-100 dulacre 15 - 20 dulacre =Greater than 100 1� 21 -30 dulacre dulacre 31 40 dulacre TPm'kGa unserved Areas joint -Use SchoolSRrls Pocket Parks U "nr, ;°• 0 Wllard Inlermedule School @ Sarah MayOgwnie Hefh Golden Q Plard URe cud io ® Godeld NnfleolarySch W 0 Frudh w 0 Sasskp.)s 33} CC) Rooscwdi,walker tlemenarphool a I* 5uen wdante Park 4D tnittenter (]klMVKlaEemewagsrh ®ralOwirangleHAM b5lor*n r use parllfrips Q IdadnmlEkmema Sdwl @ Mcfad TralgkPark 0 San BSenraAwSt atPreMkeParN CbdretH�rSchaal hlanra Nmentarys(wr 0Maple and OmdenalEMeru2Park Fwdship Nrk 0 Sans G 0 ® uA10Frrnmpark O Temlei(e wt 0 NulM wecnsfeo Q Neal kiarM1anaerrenNs{erRei IRrJIhlE �f t See xs: City or Santa Ana, Imo, CC Open OaW, SLAG Eppel halo, 2822 March 2022 0 SANTA ANA PARKS MASTER PLAN APPENDICES MAP B-8: ACCESS + EQUITY ANALYSIS -SYNTHESIS Exhibit 1 WESTMINSTER GARDEN GROVE I _J Rpsita Park ,M,e­ ® GuHCesr FOUNTAIN VALLEY Cggsar Chovez i [-arra_p s1110 I ar 41 � �ta Anrta Park I J ar 1� ` ---- ORANGE 1~_/�■ £I 1pfgomenePWlar. .—_ •�_,x•A' �• '> 3Za Mgrrigan r e Santiago C-,-• ne ar � Park ack Park R�t J 5hgr I I Jhilf i.. Park r Pflrtgla � 13 ti_ � Park R� P&�k 14 18 �,.. 17 17 {� 1 Mabtr Iv dor Parry �ar�i rCltepa's .-:� � Park %.23 �C'br'Ilo �. Mariposa • ar Park Saddleback CommVlnity • etr=lfj View ?ark _ 1 Par 'k Park .tea F 29 27 r x qi1 PaCi�t Electric = { Jerome Park = Fark Z3]2 34 35 E I 33 ` 36 A Memorial Park \ W ■ Ow , f, q Delhi Park ' Adams Park�� / ti 39 1 I /r ( J SegCrgtr9m 3 � na g e Park _ Carl Thornton Park Lillie Kin g Parkk iSail rite L_�--- 4 i g0 Pak., �. a as ! 2bslles COSTA MESA I% r `Windsor Park Centennial Park ;&MM L iW1l&VWr)r Park Access + Equity Analysis Synthesis Legend (eyP&tt a F0&,,s Citywide Park Community Park Neighborhood Park — Trail Corridor • Major Recreation Facility alhercayftk anerkft Pocket Park Urban Plaza Special Use Facility 011ter City Wescames Park Resource Undeveloped Park Joint -Use school site ivtaluAdINesiwl[er Parks and Facilities Provided by Others -- Major Roads+ Freeways Rail Line/Metro Rail r City of Santa Ana Surrouding Cities and Unincorporated Areas School Warerbodies Res dential Areas CmkSerar kus Fm I walk to a City or Community Park -minute walk to a Neighborhood Park y` 5-minute walk to a Pocket Park or Urban Plaza 5-mil walk to a Special Use Facility 5-minute walk to a Undeveloped Paris 5-minute walk to ajoint Use School Site N.-IGOPS Unserved Areas jj Unserved Areas with High Severity of Need joint -Use School Sins Pocket Parks 0 nr, at.s> 0 W lwd Inoerwd4it School @ Sarah May )k W-ie Hefh Garden Q Plard Gk (UM0 ® GodeldtsemeolarySC W 0 Frudh m Sa%capari () Roos 6i,wab fl"niarphool a I* 5uen irrante Park tnittenter (]ktomVl1s EemewaryscNel 0r4lraiewi6angle@ahiwb5lor4an Q MAGonEkmema Sdwl @ McFkA rrTra�kPark SpeGi,1 use fariltrips WineiN�rSchaal 0Maple and OrGdenmlEMera2Park BSenralaaSWmrnremkeParN G Monwe Eiememary3crtaar 0 Fwdship Nrk ■ Sanra,o Tema (e wt ®vW111¢FmessPark 0[a8rloKennsteo Q Neal kiarM1anaeryenms{ennei { IRMINE Save xs: City of Sana Ana, Psh, CC Open Data, SLAG Eppel Data, 2822 arlarch 2022 Exhibit 1 TABLE B-1: ANALYSIS OF SEVERITY OF NEED 1 X X 2 X X 3 X X X X 4 X X 5 X 6 X 7 X 8 X X X 9 X X X X 10 X X 11/11a X 12/12a X 13 X 14 X X 15 X X 16 X X X X 17 X X X 18 X 19 X X 20 X X 21 X 22 X 23 X X X X 24 X X X X 25 X X X 26 X X X 27 X X X X 28 X X X 29 X X X X X X X X X X X X X X X X TABLE B-1: ANALYSIS OF SEVERITY OF NEED (CON'T) 30 31 32 33 34 35 36 37 38 39 40 41 42 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Unserved areas are residential areas that fall beyond a 10-minute walk (1/2-mile access) to City and Community Parks, and a 5-minute walk (1/4-mile access) to Neighborhood Parks and all other city parks, facilities, and resources. Unserved residential gap areas with the highest severity of need, where three or more severity of need categories were check marked. EQUITY ANALYSIS METRICS EJ Community: Areas identified that are disproportionately burdened by multiple sources of pollution. Data provided by the City of Santa Ana using CalEnviroScreen 4.0, 2021. LUE Focus Areas: Five focus areas identified by the General Plan Advisory Committee and refined by City staff along major corridors as most suitable for new development. Boundaries pulled from the 2045 General Plan, Land Use Element. Below the Poverty Level: Census tracts with populations greater than 20% below the poverty threshold (The overall U.S. 5-year ACS poverty rate from 2015-2019 was 13.4%). Majority Non -White: Census tracts with populations for which the racial majority (51% or more) is non -white or Hispanic/ Latino. High Projected Population Density: Land uses that allow 15 dwelling units per acre or more are considered 'high projected population density' for the purposes of this analysis. Residential land use designations and densities were pulled from the 2045 General Plan, Land Use Element. WSANTA ANA PARKS MASTER PLAN APPENDICES Exhibit 1 TABLE B-2: ANALYSIS OF OPPORTUNITIES TO SERVE PARK GAPS OPPORTUNITIES _ �r IMPROVE EXPLORE PRIVATE PARK,EXISTING IMPROVE OTHER CITY- SCHOOL, UNSERVED EXISTING ACCESS TO OWNED JOINT -USE FACILITY OR TRAIL AREA PARK EXISTING PROPERTY SCHOOL RECREATION CORRIDOR PARK AGREEMENT OPPORTUNITY (CLASS 1) 1 Heritage Park 2 3 4 5 Full [Mile Square Regional Park] 6 7 McFadden Triangle Park 8 9 Partial Full [RED TEXT] PLANNED POTENTIAL ACQUIRE AND TRAIL • CORRIDOR ACQUISITION DEVELOP A NEW BLACK TEXT [ ] (CLASS I/IV) OPPORTUNITY PARK Acquire and develop Neighborhood Park to serve - Improve access to Heritage Park, residents north of 1st St (or entire unserved area, if Neighborhood Park if possible [East/west connection improved access cannot be achieved) needed across East Garden Grove Wintersburg Channel] Address barriers to improve access to Heritage Park [if possible], serving residents south of W 1st St - Although there is a park need, the X unserved residential area is so small, Prioritize Class IV connection along W 17th St City should explore opportunities besides park acquisition - Potential Acquisition Opportunity: Key Connection Citywide Park Willowick Acquire and provide access to Willowick Golf Course [Willowick] - Key Connection would provide access (Citywide Park) to Golden Loop - JUA - Heritage Elementary School [Partial] - JUA - Fitz Intermediate School Explore opportunities for JUAs (2 options) (Garden Grove, 7th & 8th grades) [Partial] - Within a 10-minute (1/2 mile) walk to Improve access to Mile Square Regional Park Mile Square Regional Park - JUA - Newhope Elementary School Explore options for JUA with Newhope Elementary School - Improve access to McFadden Triangle Address barriers to improve access to McFadden Park, if possible [East/west connection Triangle Park [if possible] - along the Santa Ana River Partial X needed to Santa Ana River Trail at or Trail north of Flintstone Dr] - JUA - Russell Elementary School Explore opportunities for JUA (1 option) - JUA-Abraham Lincoln Elementary Acquire and develop Pocket Park (along the trail Partial X Key Connection Pocket Park School - Key Connection would provide access corridor, or west of S Fairview St) to Golden Loop Explore opportunities for JUA (1 option) - JUA - Romero -Cruz Academy (Elementary School)/Spurgeon Park - Potential Acquisition Opportunity: Acquire and provide access to Willowick Golf Course Citywide Park Pa ial X Key Connection Willowick [connection needed across [Willowick] (Citywide Park) Santa Ana River] - Key Connection would provide access Explore opportunities for JUA (1 option) to Golden Loop 0 SANTA ANA PARKS MASTER PLAN APPENDICES Exhibit 1 TABLE B-2: ANALYSIS OF OPPORTUNITIES TO SERVE PARK GAPS (CON'T) PRIVATE PARK, IMPROVE IMPROVE OTHER CITY- EXPLORE SCHOOL, EXISTING UNSERVED EXISTING ACCESS TO OWNED JOINT -USE FACILITY OR TRAIL AREA PARK EXISTING PROPERTY SCHOOL RECREATION CORRIDOR PARK AGREEMENT (CLASS1) OPPORTUNITY 10 Edna Park X 11 Edna Park 11a Memory Lane Park X 12 Jack Fisher Park 12a Eldridge Park Morrison Park 13 Jack Fisher Park 14 Jack Fisher Park 15 Full Full [RED TEXT] PLANNED POTENTIAL ACQUIRE AND TRAIL CORRIDOR ACQUISITION DEVELOP A NEW BLACK TEXT [ ] (CLASS I/IV) OPPORTUNITY PARK — Invest in improvements to Edna Acquire and provide access to Willowick Golf Course Park (3.6 acres) to attract and serve (Citywide Park) Citywide Park residents within a 10-minute (1/2 mile) [Willowick] walk Invest in improvements to Edna Park (3.6 acres) to — Potential Acquisition Opportunity: attract and serve residents within a 10-minute (1/2 Willowick mile) walk — Invest in improvements to Edna Invest in improvements to Edna Park (3.6 acres) to Park acres) to attract and serve attract and serve residents within a 10-minute (1/2 residents within a 10-minute (1/2 mile) mile) walk walk — Improve access to Memory Lane Park, if possible [East/west connection Address barriers to improve access to Memory Lane needed to conned The City Dr S to Park [if possible] the Santa Ana River Trail] Acquire and develop Pocket Park (along east side of — Invest in improvements to Jack Fisher Santa Ana River Trail or along Golden Loop) Pocket Park Park (2.6 acres) to attract and serve residents within a 10-minute (1/2 mile) Invest in improvements to Jack Fisher Park (2.6 acres) walk to attract and serve residents within a 10-minute (1/2 mile) walk — Invest in improvements to Eldridge Park (1.2 acres) to attract and serve Address barriers to improve access to Morrison Park residents within a 10-minute (1/2 mile) [if possible] walk — Improve access to Morrison Park, Invest in improvements to Eldridge Park (1.2 acres) if possible [East/west connection to attract and serve residents within a 10-minute (1/2 needed through Waterstone Park mile) walk Apartments (alley)] — Invest in improvements to Jack Fisher Park (2.6 acres) to attract and serve residents within a 10-minute (1/2 mile) walk — JUA—Santiago Elementary School — Invest in improvements to Jack Fisher Neighborhood Park Park (2.6 acres) to attract and serve residents within a 10-minute (1/2 mile) walk Explore options for JUA with Santiago Elementary School Invest in improvements to Jack Fisher Park (2.6 acres) to attract and serve residents within a 10-minute (1/2 mile) walk Acquire and develop Neighborhood Park Invest in improvements to Jack Fisher Park (2.6 acres) to attract and serve residents within a 10-minute (1/2 mile) walk — JUA —Wilson Elementary School [Full] Explore options for JUA with Wilson Elementary — JUA — Santa Ana College [Partial] School ® SANTA ANA PARKS MASTER PLAN APPENDICES Exhibit 1 TABLE B-2: ANALYSIS OF OPPORTUNITIES TO SERVE PARK GAPS (CON'T) PRIVATE PARK,EXISTING IMPROVE IMPROVE OTHER CITY- EXPLORE SCHOOL, PLANNED POTENTIAL ACQUIRE AND UNSERVED ACCESS TO EXISTING OWNED JOINT -USE FACILITY R TRAIL TRAIL ACQUISITION DEVELOP ANEW AREA EXISTING PARK PROPERTY" SCHOOL RECREATION CORRIDOR CORRIDOR OPPORTUNITY PARK PARK AGREEMENT OPPORTUNITY (CLASS 1) (CLASSI/IV) 16 17 18 19 20 21 22 23 Angels Partial Community Park Partial Partial Madbury Park Partial Partial Fairhaven Memorial Park Saddleback View Chepa's Park Partial Park X Key Connection Key Connection [RED TEXT] -TERVENTI• [BLACK TEXT] — Invest in improvements to Angels Community Park (1.6 acres) to attract Invest in improvements to Angels Community Park and serve residents within a 10-minute (1.6 acres) to attract and serve residents within a (112 mile) walk 10-minute (1/2 mile) walk — JUA — Carver Elementary School [Partial] Explore opportunities for JUA (1 option) — Key Connection would provide access to Golden Loop Acquire and develop Pocket Park (north of W 17th St Pocket Park — JUA — Davis Elementary School to serve future high density residential area) Explore opportunities for JUA (1 option) Neighborhood Park _ JUA — Advanced Learning Academy Explore options for JUA with Advanced Learning (shared between areas 18 and 19) (High School) Academy (High School) — Invest in improvements to Madbury Acquire and develop Neighborhood Park Park (5.5 acres) to attract and serve Neighborhood Park residents within a 10-minute (1/2 mile) Invest in improvements to Madbury Park (5.5 acres) (shared between walk to attract and serve residents within a 10-minute (112 areas 18 and 19) — JUA — Sierra Preparatory Academy mile) walk (Elementary School) Explore opportunities for JUA (1 option) — Explore partnership with Fairhaven Explore partnership with Fairhaven Memorial Park Memorial Park (north of Fairhaven Ave) — JUA — Fairhaven Elementary School Explore opportunities for JUA (1 option) Neighborhood Park — None identified Acquire and develop Neighborhood Park — Although there is a park need, the unserved residential area is so small, City should explore opportunities besides park acquisition Prioritize Class IV connection along W 1st St — Key Connection would provide access to Golden Loop — Invest in improvements to Saddleback View Park (0.9 acres) to attract and Invest in improvements to Saddleback View Park serve residents within a 10-minute (1/2 (0.9 acres) to attract and serve residents within a 10-minute (1/2 mile) walk mile) walk — Improve access to Chepa's Park, if possible [North/south pedestrian/ Address barriers to improve access to Chepa's Park bicycle improvements across E Santa [if possible] Ana Blvd] — JUA — Reach Academy (High School) Explore opportunities for JUA (1 option) ® SANTA ANA PARKS MASTER PLAN APPENDICES Exhibit 1 TABLE B-2: ANALYSIS OF OPPORTUNITIES TO SERVE PARK GAPS (CON'T) IMPROVE UNSERVED EXISTING AREA PARK 24 Saddleback View Park 25 26 Pacific Electric Park 27 Pacific Electric Park 28 Angels Community Park [RED TEXT] IMPROVE EXPLORE PRIVATE PARK,EXISTING PLANNED OTHER CITY- JOINT -USE SCHOOL, TRAIL TRAIL ACCESS TO POTENTIAL ACQUIRE AND OWNED SCHOOL FACILITY OR CORRIDOR CORRIDOR EXISTING ACQUISITION DEVELOP ANEW [BLACK TEXT] PARK PROPERTY AGREEMENT RECREATION (CLASS p (CLASSI/IV) OPPORTUNITY PARK OPPORTUNITY - JUA - Reach Academy (High School) [Partial] - JUA - Raymond A Villa Fundamental Intermediate School (6-8 grade) Invest in improvements to Saddleback View Park Golden Loop [Partial] (0.9 acres) to attract and serve residents within a Partial Key Connection - Develop Golden Loop - would provide 10-minute (1/2 mile) walk a direct connection to Chepa's Park and Roosevelt -Walker Elementary Explore opportunities for JUA (2 options) School (existing Joint -Use School Site) - Key Connection would provide access to Golden Loop Neighborhood Park - None identified Acquire and develop Neighborhood Park - Invest in improvements to Pacific Electric Park/ Community Garden (1.4 Invest in improvements to Pacific Electric Park/ acres) to attract and serve residents Community Garden (1.4 acres) to attract and serve Partial [Standard X within a 10-minute (1/2 mile) walk residents within a 10-minute (1/2 mile) walk & McFadden] - Develop/ program Standard & McFadden Park (0.7 acres) as Develop undeveloped parkland into Neighborhood Neighborhood Park to serve eastern Park portion of this unserved area - Invest in improvements to Pacific Electric Park/ Community Garden (1.4 Acquire and develop Pocket Park (along Golden acres) to attract and serve residents Loop corridor or Main Street to serve future high within a 10-minute (1/2 mile) walk density residential area) - JUA- Benjamin Franklin Elementary Partial X Golden Loop Pocket Park School Invest in improvements to Pacific Electric Park/ - Develop Golden Loop - would Community Garden (1.4 acres) to attract and serve provide a direct connection to Pacific residents within a 10-minute (1/2 mile) walk Electric Park (Neighborhood Park) and Roosevelt -Walker Elementary School Explore opportunities for JUA (1 option) (Joint -Use School Site) - Invest in improvements to Angels Community Park (1.6 acres) to attract and serve residents within a 10-minute (1/2 mile) walk - Explore partnership with Boys and Invest in improvements to Angels Community Park Boys & Girls Club Girls Club of Santa Ana (1.6 acres) to attract and serve residents within a Partial of Santa Ana - JUA - Lowell Elementary School 10-minute (1/2 mile) walk [Partial] - JUA - Pio Pico Elementary School Explore opportunities for JUA (4 options) [Partial] - JUA- Benjamin Franklin Elementary School [Partial] - JUA - Santa Ana High School [Partial] 0 SANTA ANA PARKS MASTER PLAN APPENDICES Exhibit 1 TABLE B-2: ANALYSIS OF OPPORTUNITIES TO SERVE PARK GAPS (CON'T) PRIVATE PARK,EXISTING IMPROVE IMPROVE OTHER CITY- EXPLORE SCHOOL, PLANNED POTENTIAL ACQUIRE AND UNSERVED ACCESS TO EXISTING OWNED JOINT -USE FACILITY R TRAIL TRAIL ACQUISITION DEVELOP ANEW AREA EXISTING PARK PROPERTY" SCHOOL RECREATION CORRIDOR CORRIDOR OPPORTUNITY PARK PARK AGREEMENT OPPORTUNITY (CLASS 1) (CLASSI/IV) 29 Angels Community Park 30 31 32 33 34 35 Pacific Electric Park 36 Full [Myrtle & Raitt] Full Boys & Girls Club of Santa Ana Partial Full Partial Partial Linear Pocket Key Connection Park [Bristol St and Walnut St] Key Connection [RED TEXT] -TERVENTI• [BLACK TEXT] — Invest in improvements to Angels Community Park (1.6 acres) to attract Acquire and provide access to Bristol Street 1 and serve residents within a 10-minute (Pocket Park/ Linear Park) (1/2 mile) walk — Potential Acquisition Opportunity: Invest in improvements to Angels Community Park Bristol St 1 (Walnut St) (1.6 acres) to attract and serve residents within a — Key Connection would provide access 10-minute (1/2 mile) walk to Golden Loop — Develop/ program Myrtle & Raitt Park (1.1 acres) as Neighborhood Park, providing full access to rec Develop undeveloped parkland into Neighborhood opportunities to residents within this Park unserved area — Explore partnership with Boys and Girls Club of Santa Ana — JUA — Martin Luther King Jr Explore options for JUA with Martin Luther King A Elementary School Elementary School — Key Connection would provide access to Golden Loop Neighborhood Park (shared between — None identified Acquire and develop Neighborhood Park areas 32 and 33) Neighborhood Park — JUA — Mater Del High School [Partial] Key Connection (shared between — Key Connection would provide access Explore opportunities for JUA (1 option) areas 32 and 33) to Golden Loop Linear Pocket — JUA — Martin Elementary School Explore options for JUA with Martin Elementary Park [Bristol St, —Potential Acquisition Opportunity: School Wilshire Ave to Bristol St 2 (Wilshire Ave to McFadden Acquire and provide access to Bristol Street 2 McFadden Ave] Ave) (Pocket Park/ Linear Park) — Invest in improvements to Pacific Electric Park/ Community Garden (1.4 Invest in improvements to Pacific Electric Park/ acres) to attract and serve residents Community Garden (1.4 acres) to attract and serve X within a 10-minute (1/2 mile) walk residents within a 10-minute (1/2 mile) walk — JUA — Lathrop Intermediate School (Middle School) [Partial] Explore opportunities for JUA (1 option) X Neighborhood Park — JUA — Edison Elementary School [Partial] Acquire and develop Neighborhood Park (along or west of Main St to serve future high density residential area — could also serve area 34 depending on location) Explore opportunities for JUA (1 option) ® SANTA ANA PARKS MASTER PLAN APPENDICES Exhibit 1 TABLE B-2: ANALYSIS OF OPPORTUNITIES TO SERVE PARK GAPS (CON'T) M OPPORTUNITIES sm [RED TEXT] _ UNSERVED IMPROVE IMPROVE EXPLORE PRIVATE PARK,EXISTING PLANNED ACCESS TO OTHER CITY- JOINT -USE SCHOOL, POTENTIAL ACQUIRE AND TRAIL TRAIL AREA EXISTING OWNED FACILITY OR ACQUISITION DEVELOP ANEW EXISTING SCHOOL CORRIDOR CORRIDOR [BLACK TEXT] PARK PARK PROPERTY" AGREEMENT RECREATION (CLASS 1) (CLASS I/IV) OPPORTUNITY PARK OPPORTUNITY 37 Key Connection Neighborhood Park — Key Connection would provide access to Golden Loop Acquire and develop Neighborhood Park 88 — None identified — Extend proposed Class IV trail corridor Pocket Park east of Main St to provide access to Acquire and develop Pocket Park surrounding Community Parks (Lillie King/ Sandpoint/ Bomo Koral) 39 — Invest in improvements to Segerstrom Invest in improvements to Segerstrom Triangle Park Triangle Park (1.3 acres) to attract and acres) to attract and serve residents within a Segerstrom Partial serve residents within a 10-minute (1/2 0- 10-minute (1/2 mile) walk Triangle Park mile) walk — JUA—Thomas Jefferson Elementary Explore opportunities for JUA(1 option) School 40 — Invest in improvements to Segerstrom Triangle Park (1.3 acres) to attract and serve residents within a 10-minute (1/2 Invest in improvements to Segerstrom Triangle Park Segerstrom mile) walk (1.3 acres) to attract and serve residents within a Triangle Park Partial X Golden Loop — JUA — Saddleback High School 10-minute (1/2 mile) walk — Develop Golden Loop — would provide a direct connection to Key Explore opportunities for JUA (1 option) Connection/ Carl Thornton Park (Community Park) 41 Acquire and develop Pocket Park (along trail corridor, — Improve access to Bomo Koral Park, if or east of Bear St and west of Bristol St to serve Bomo Koral Park X Pocket Park possible [East/west connection needed future high density residential area) at southwest corner of park through Southcoast Terrace Condominiums] Address barriers to improve access to Bomo Koral Park [if possible] to serve area east of Bristol St 42 — Develop/ program Griset Park (6.5 Full [Griset Park] X acres) as Community Park, providing Develop and provide access to Griset Park full access to rec opportunities to (Community Park) residents within this unserved area 43 X Neighborhood Park Acquire and develop Neighborhood Park Unserved areas are residential areas that fall beyond a 10-minute walk (1/2-mile access) to City and Community Parks, Key Need: Summarizes the most cost-effective and likely interventions to serve a gap area, recognizing that acquiring parkland and a 5-minute walk (1/4-mile access) to Neighborhood Parks and all other city parks, facilities, and resources. is not feasible in all areas. In some areas, both trail development and another intervention are warranted. Some acquisition 01 Unserved residential gap areas with the highest severityof need, where three or more severityof need categories were opportunities for larger parks may serve more than one gap area. check marked. 2AIternative Intervention: Opportunities to consider if the Key Need(s) identified is not feasible. ® SANTA ANA PARKS MASTER PLAN APPENDICES Exhibit 1 TABLE B-3: DETAILED SUMMARY OF KEY NEEDS AND ALTERNATIVE INTERVENTIONS TABLE B-3: DETAILED SUMMARY OF KEY NEEDS AND ALTERNATIVE INTERVENTIONS (CON'T) 10, 11 - Edna Park - 18 JUAs with 12, 13, 14 - Jack Fisher Park Explore a joint- elementary schools 23 areas served 17 areas would benefit from investments and 12a - Eldridge Park use school - 8 JUAs with See Tables B-4 and B-5 for additional detail agreement 4 intermediate/high Improve enhancements to 16, 28, 29 - Angels Community Park schools Existing Park Neighborhood Parks to attract and serve residents 19 - Mabury Park Private Park, within a 10-minute (1/2 23, 24-Saddleback View Park Serving areas 28 and 31 - Boys & Girls Club of School, Facility Santa Ana mile) walk 26, 27, 35 - Pacific Electric Park 2 or Recreation partnerships Opportunity 20-Fairhaven Memorial Park 39, 40 - Segerstrom Park 10 areas focusing on key 1 - Heritage Park connections that improve East/west connection needed across East recreation opportunities 3, 8, 9, 16, 22, 24, 29, 31, 33, 37 Garden Grove Wintersburg Channel and access to existing 7 - McFadden Triangle Park Existin or Planned Trail parks East/west connection needed to Santa Ana Corridor River Trail at or north of Flintstone Dr 3 areas with improved 11 a - Memory Lane Park access to park system 24, 27, 40 East/west connection needed to connect with access to the Golden City Parks The City Dr S to the Santa Ana River Trail Loop 6 areas would benefit 23 - Chepa's Park from addressing barriers North/south pedestrian/bicycle 1 citywide park [Willowick] Serving areas 3, 9, and 10 Potential to existing parks providing greater access improvements across E Santa Ana Blvd Acquisition Improve Access to Existing Park Partnerships with HOAs required: Opportunity 2 linear pocket parks 29, 34 [Bristol St properties] 12a - Morrison Park East/west connection needed through Waterstone Park Apartments (alley) 9 neighborhood parks 14, 19, 21, 25, 32, 36, 37, 43 new ac uisitions needed]1, Acquire and [ 9 41 - Bomo Koral East/west connection needed at southwest develop a new =M corner of park through Southcoast Terrace park 6 pocket parks [new 8, 12, 17, 27, 38, 41 acquisitions needed] Condominiums Regional Park 1 Key Need: Summarizes the most cost-effective and likely interventions to serve a gap area, recognizing that acquiring parkland is not 1 area would benefit feasible in all areas. In some areas, both trail development and another intervention are warranted. Some acquisition opportunities for from addressing barriers 5 - Mile Square Regional Park larger parks may serve more than one gap area. to existing regional park providing greater access 2 Alternative Intervention: Opportunities to consider if the Key Need(s) identified is not feasible. 3 Areas served listed asbold/red indicate a high need unserved area. Develop undeveloped 26 - Standard & McFadden 4 The presence of schools within a park gap area presents an opportunity for a partnership or joint -use agreement to ensure public access parkland to recreation space. However, it does not guarantee that the SAUSD is open to this type of arrangement, nor does it add greenspace in Other City- 2 neighborhood parks 30 - Myrtle & Raitt these deficient areas. See Chapter 6 and 7 for additional information and recommendations. Unserved areas with more than one school Owned Property listed as a Key Need or Alternative Intervention in Appendix B is meant to provide a choice. More than one JUA per unserved area is not Reclaim park resource 42 - Griset Park necessarily recommended. 1 community park 5 Potential Citywide Park acquisition is Willowick Golf Course. Potential Linear Pocket Park acquisitions include two properties along Bristol St. Neighborhood and Pocket Parks noted in this table indicate a need, without any opportunities or potential sites identified. Exhibit 1 TABLE B-4: AREAS SERVED WITH JOINT -USE SCHOOL AGREEMENT OPPORTUNITIES Areas•• • Abraham Lincoln Elementary School Elementary Partial 1 Benjamin Franklin Elementary School Elementary Partial Partial 3 Carver Elementary School Elementary Partial 1 Davis Elementary School Elementary Partial 1 Edison Elementary School Elementary Partial 1 Fairhaven Elementary School Elementary Partial 1 Heritage Elementary School Elementary Partial 1 Lowell Elementary School Elementary Partial 1 Martin Elementary School Elementary Full 1 Martin Luther King Jr Elementary School Elementary Full 1 Newhope Elementary School Elementary Full 1 Pio Pico Elementary School Elementary Partial 1 Romero -Cruz Academy Elementary Partial 1 Russell Elementary School Elementary Partial 1 Santiago Elementary School Elementary Full 1 Sierra Preparatory Academy Elementary Partial 1 Thomas Jefferson Elementary School Elementary Partial 1 Wilson Elementary School Elementary Full 1 Advanced Learning Academy Intermediate/ High Partial 1 Fitz Intermediate School Intermediate/ High Partial 1 Lathrop Intermediate School Intermediate/ High Partial 1 Mater Del High School Intermediate/ High Partial 1 School Intermediate/ High Partial 1 Reach Academy Intermediate/ High Partial Partial 2 Saddleback High School Intermediate/ High Partial 1 Santa Ana High School Intermediate/ High Partial 1 Notes: -Areas served listed as bold/red indicate a high needs unserved area. -The presence of schools within a park gap area presents an opportunity for a partnership orjoint use agreement to ensure public access to recreation space. However, it does not guarantee that the SAUSD is open to this type of arrangement, nor does it add greenspace in these deficient areas. See Chapter 6 and 7 for additional information and recommendations. Unserved areas with more than one school listed as a Key Need or Alternative Intervention in Appendix B is meant to provide a choice. More than one JUA per unserved area is not necessarily recommended. Exhibit 1 TABLE B-5: SUMMARY OF JOINT -USE SCHOOL AGREEMENT PRIORITIES Heritage Elementary School and/or Fitz Intermediate School Newhope Elementary School Russell Elementary School Santiago Elementary School Wilson Elementary School Carver Elementary School Benjamin Franklin Elementary School and/or Lowell Elementary School and/or Pio Pico Elementary School and/or Santa Ana High School Martin Luther King Jr Elementary School Martin Elementary School Saddleback High School 4 6 7 13 15 16 28 31 34 40 Partial Full Partial Full Full Partial Partial Full Full Partial TABLE B-5: SUMMARY OF JOINT -USE SCHOOL AGREEMENT PRIORITIES (CONT) SEAS WITH JUA IDENTIFIED AS ALTERNATIVE INTERVENTION x Abraham Lincoln Elementary School 8 Romero -Cruz Academy 9 Davis Elementary School 17 Advanced Learning Academy 18 Sierra Preparatory Academy 19 Fairhaven Elementary School 20 Reach Academy 23 Reach Academy and/or 24 Raymond A Villa Fundamental Intermediate School Benjamin Franklin Elementary School 27 Mater Dei High School 33 Lathrop Intermediate School 35 Edison Elementary School 36 Thomas Jefferson Elementary School 39 Partial Partial Partial Partial Partial Partial Partial Partial Partial Partial Partial Partial Partial ' Key Need: Summarizes the most cost-effective and likely interventions to serve a gap area, recognizing that acquiring parkland is not feasible in all areas. In some areas, both trail development and another intervention are warranted. Some acquisition opportunities for larger parks may serve more than one gap area. 'Alternative Intervention: Opportunities to consider if the Key Need(s) identified is not feasible. 'Areas served listed as bold/red indicate a high need unserved area. ^ Full Access: All residents within the identified unserved residential area would gain public access to recreation space with a joint -use school agreement. 5 Partial Access: Only a portion of the unserved residential area would benefit from a joint -use school agreement. ® SANTA ANA PARKS MASTER PLAN WOW APPENDICES !G M� r• � w I7 .•fir ti � -- �r.J r - w � •. APPEnDIX C: SITE RECOMMEnDATIOnS n This appendix presents a matrix that categorizes recommendations for all existing and proposed parks. The City of Santa Ana is looking to enhance its park system, which requires acquiring, developing, improving, enhancing, restoring, maintaining and reinvesting in parks and facilities. 266 SANTA ANA PARKS MASTER PLAN APPENDICES 267 Exhibit 1 MATRIX INTRODUCTION This appendix presents two tables to summarize park system recommendations. • Table C-2: Recommendations for Existing and Proposed Parks • Table C-3: Additional Recommendations for Trail Corridors and Joint -Use School Parks PARK RECOMMENDATIONS Table C-1: Recommendations for Existing and Proposed Parks presents a matrix noting recommended capital projects for existing parks and potential future park sites. Table rows are divided into two main sections: 1) Existing Parks; and 2) Planned, Proposed and Expanded Parks. Within these two categories, parks are divided into park types as inventoried. The matrix uses a checklist approach to identify sites where specific site interventions are needed. This allows the City to quickly assess which sites are in need of renovation, and how many sites may be targeted for acquisition and new park development. The City may consider other projects not noted in this matrix, as long as they fit with the vision, values, key initiatives and policies of the Parks Master Plan. The intent of this matrix to provide general guidance on systemwide enhancements needed. It informs the costs shown in Appendix E. The matrix includes the following information: SITE INFORMATION • Site: The name of the park or a reference name. Where the new park is intended to meet needs noted in the park access and equity analysis, the corresponding number of the park gap is noted. (See Chapter 4.) • Total Acreage: Total acreage of and existing site or the proposed acreage for a new site. • % of Acreage Developed: The area of the site that is currently developed or will be developed upon completion of recommended improvements. This percentage is an estimate that help account for the natural resources present on site. SITE INTERVENTION OR OPPORTUNITY As noted in the Chapter 4 and Appendix B, several existing sites could benefit from the following interventions and opportunities to improve park access within several park gaps areas (areas unserved by existing parks). • Potential Expansion: Adjacent properties to park may have the potential for City acquisition for park expansion. As a capacity enhancement project, these expansions are noted under Planned, Proposed and Expanded Parks and simply cross-referenced here. • Enhancement to Attract Residents From Farther Away: Currently, some of Santa Ana's parks attract visitors from mile away, as noted in the City's park service standards. The development of more and more unique recreation facilities at sites noted in this column could help serve nearby unserved areas. • Improved Access to Existing Park: The service area reach of some park sites is limited because of a nearby barrier that impedes walking to the park within a 5- or 10-minute walk. (1/4 or mile) These sites would benefit from access improvements. CAPITAL PROJECTS • Acquire/Expand: Where appropriate, obtain new land for future park development. • Master Plan or Design: Where appropriate, create site master plans, design concepts and/ or feasibility studies. This applies to proposed new parks and to existing sites slated for significant enhancements. Before any major facility is renovated, expanded or developed, the City should create a financial feasibility analysis and market study to ensure that the building is successfully operational when open. • Develop Park: Construct the site to include any infrastructure, utilities, landscaping, recreation facilities and support amenities at the site. • Develop Through Partnership: Contribute to the cost of a new park or facility developed through public/private partnership or public/ public partnership. • New Major Facility Additions: This column includes notes about the addition of any new major facilities at the site. • Improve Comfort Amenities: Make improvements to comfort amenities such as lighting, seating, shade shelters, trash receptacles, bike racks, etc. that are damaged, worn or at end of their lifecycles. These represent minor improvements that affect approximately three percent of the developed portion of the site. Exhibit 1 • Minor Enhancement: Provide small to medium level of improvements or upgrades to an existing park. Minor renovations may apply to improvements for approximately 15 percent of the site or to a few athletic/sport facilities, outdoor recreation facilities, trail/path, natural area, or park amenities at an existing park, with each individual facility renovation anticipated to cost less than $0.5 million. • Major Enhancement: Provide extensive level of improvements/upgrades to an existing park. Major renovations may include new, large-scale, signature park elements such as play areas, sports fields, extensive trails, considerable accessibility improvements, new picnic shelters, new restrooms, etc. Major renovations are anticipated to affect approximately 30% of the developed portion of the site or add costly features and facilities to the site. These may include multiple improvements projected at or above $1 million. • Major Facility Renovation: These notes are based on projects currently in the City's CIP that explain where sites may require major renovations. • Turf Conversion: At parks where planted turf occurs throughout most of the park, convert up to five percent of the site to native plantings or natural areas requiring less maintenance and water. • Landscape/Plantings: Repair and restore existing landscape and planting areas that have died off or declined. ONGOING MAINTENANCE AND MANAGEMENT All park sites require some type of routine and preventative maintenance to take care of City assets and landscaping. However, parks with higher levels of use, specialized facilities, reservable facilities and organized programs/events typically required a greater level of maintenance. Sites with substantial natural resources may need specialized care for natural resources in addition to the routine maintenance for developed park areas. This section notes the level of maintenance that developed park areas should receive (standard or enhanced). It also indicates where sites have extensive undeveloped or natural areas that require a different type and frequency of maintenance (natural resource stewardship). The table below notes these maintenance levels. • Standard: Provide a basic level of maintenance at parks with regular use. Provide routine and preventative maintenance, plus routine hazard monitoring and basic landscaping care and beautification. • Enhanced: Provide enhanced maintenance at sites that include specialized assets, are programmed or are heavily used. Ensure these sites receive priority during peak use times, as well as special attention to support programming and events. • Natural Resource Stewardship: Steward natural resources that require less frequent and, on occasions, specialized care. Environmental restoration may be needed. • Asset Management and Replacement: Set aside funds annually to offset the costs of replacing facilities at the end of their lifecycles. This is a small allowance to ensure the City has some funds on hand to repair and replace aging, worn, or damaged park features. TABLE C-1: SUMMARY OF MAINTENANCE LEVELS — Basic landscape maintenance for safety and aesthetics — Graffiti and — Monitoring and inspection vandalism Standard — Litter pickup removal or repair — Routine and preventative care for — Amenity and site furnishings and facilities facility repair — Restroom cleaning — All tasks in "standard" level, but on a more frequent basis — Specialized facility maintenance — Repair of major (e.g., splashpad) facilities — Sports field turf irrigation and — Program/event/ Enhanced management reservable facility — Janitorial care of buildings (e.g., preparation, community center) setup, or cleanup — Care of floral and botanical plantings, weeding, pruning where applicable ADDITIONAL MAINTENANCE — Routine monitoring and Natural inspection Resource — Tree / brush pruning Stewardship — Mowing (where appropriate) — Trail clearing Parks with regular use (e.g., neighborhood parks). Specialized care is not needed. Parks with specialized assets, buildings and heavier or more frequent use, including events and programs. — Tree canopy protection — Invasive species removal Parks with — Dumping and significant natural g hazards removal — Lake or resources, streambank substantial natural stabilization areas, or located — Natural area adjacent to river corridors. restoration — Natural resource management — Fire prevention RECOMMENDATIONS FOR TRAILS AND JOINT -USE SITES While not counted as City parkland, off-street trail corridors and joint -use school parks are anticipated to play an important role in the future park system. As noted in Chapters 4 and 5, trails are proposed to enhance connectivity and access to parks. Increasing the number of joint -use school parks is proposed as a cost-effective way to ensure recreation opportunities are available in park gaps areas where schools are well situated to meet local needs: • Table C-2: Presents the recommended or current mileage and/or acreage associated with these existing and proposed assets. • Table C-3: Recommendations for PRCSA Trails and Joint -Use School Parks TABLE C-2: ADDITIONAL RECOMMENDATIONS FOR PRCSA TRAILS AND JOINT -USE SCHOOL PARKS Trail Corridor Existing Trail Corridors 23.3 12.8 Proposed Golden Loop Trail 8.2 4.5 Proposed Key Connection Trails 37.5 20.6 Joint -Use School; xisting Joint -Use Schools 13.3 roposed Joint -Use Schools 42.0 r Schools... 0.0 TOTAL Notes: Acreage for Key Connection Trails and the Golden Loop Trail is calculated based on an average corridor width of 15 feet. Acreage for Joint -Use Schools are based on counts of 18 elementary sites x 1 acre, plus 8 intermediate or high school sites x 3 acres. These estimates are influenced by the size of existing joint -use sites. Site Intervention or Site Info Opportunity RECOMMENDATIONS Repair/ Acquire/Develop /—EnhancemRestore I>m—parovNme aintain Maintain Reinvest o o T O h cNc6 al a ¢ v-Q w u Q z o cN v aN vYw o a v tio o 2m Annual Asset ar a w a C a - o o > c a,c CC vm3 Management &t Q o c E ao a o o o « > o uCL °a 0 c N ReplacementEoE a o oz ¢ °on ¢o`a8;2 2z cTotal .@m al z AllowanceAcreage EXISTING PARKS Q"nity Parks SANTA ANA PARKS MASTER PLAN APPENDICES Site Intervention or Site Info Opportunity Acquire/Develop RECOMMENDATIONS Improve/Enhance Maintain Reinvest o o T OT 09 >-O QU Y x O 7 N O : Q R 3NWNS `.' OCL O y y. 6Res'tor.e 2 Annual Asset t' `�a CL "O a W S CH av N > 60 > a 0 0'—°wC r a Mana ement & o u" v r o o v s o : o w > "r « 3 'v ` v o ° a; >gTotal °° s Y Replacement von Sites Acreage m o` x C oa aw ww a x w Q w w m o iDa a ZQ a _Q I� o!� m `o; �cc yr w� Zvr Allowance Community -Serving Parks Subtotal 297.2 Neighborhood Parks Parks Subtotal 19.5 SANTA ANA PARKS MASTER PLAN APPENDICES RECOMMENDATIONS Site Intervention or Repair/ Site Info Opportunity Acquire/Develop Improve/Enhance !!O o i"Restore C ;cNC° MaintainU7vm1 :mm Reinvest o o T O Y °¢ 7 O N a) W W-O U O O S wv 2 m `vYv v c 2Annual Assettoa m ta > > > a a oaoN a M O , -a : Management & ° >y° ° o uv° E EReplacementTotal CL o o « ° v m >y o cL o V Acreage w w¢W Allowance _w¢ 0. W&LO Other Parks and Facilities Sarah May Downie Herb Garden French Park �� �����■�����©tea FairviewTriangle Habitat Restoration McFadden Triangle Park w�r�ws Mr OEM Maple and Occidental Exercise Park Friendship Park Garfield Fitness Park Pocket Parks Subtotal now Civic Center Urban Plazas Subtotal Santa Ana Zoo at Prentice Park MEN== Santa Ana Stadium Cabrillo Tennis Center Special Use Facilities Subtotal Other Parks and Facilities Subtotal 42.4 PLANNED, PROPOSED AND EXPANDED PARKS aSANTA ANA PARKS MASTER PLAN APPENDICES Site Intervention or Site Info Opportunity Acquire/Develop RECOMMENDATIONS ro!v�me ni hanc�e I�>vm /acoE pvo Repair/ Restore estorwe Maintain Reinvest C oo T O NT to v Q x M a ` ° CCvYv i o a vcw o 2 Annual Asset a e M— .a c " e vN Management & CaCC w a m Total p O «va) ` L oo U m °v 11 c NUml Replacement o o o avaw x w a) 0 D Z EAcreage Q — �m v:cNc°i Z Allowance0 aSANTA ANA PARKS MASTER PLAN APPENDICES Site Intervention or Site Info Opportunity RECOMMENDATIONS Repair/ Acquire/Develop /aEi ni hance Restore I>vmmpv rovme Maintain Reinvest o o T O T cNc Uvl ¢ a w v " o CL m m wc vYw o v c o 2 Annual Asset tv v aY0o9 s 0— o a 0 > . cpw m v Management & Q° o o -ivai > , `o 0 ° uTotal 0 6 ° c m Replacement ovoa aw w�o s v j66 o z ¢ 2 2 cc °:cr @: mAcreage Allowanceo TOTAL EXISTING AND PLANNED, �■■■ PROPOSED AND EXPANDED PARKS 282 SANTA ANA PARKS MASTER PLAN Exhibit A APPENDICES283 M 421 r ■ b 284 SANTA ANA PARKS MASTER PLAN APPENDIX D: ACQUISITION, DESIGN ADD DEVELOPMENT GUIDEMES This appendix presents guidelines for the acquisition, _ r ~ —'� design, development, and renovation of existing and .. new parks systemwide. Quality parks are noted by how successfully they provide welcoming, inclusive greenspace and facilities that support safety, sustainability, access, maintenance s, efficiencies, ecological values, community character, and diverse needs. APPENDICES Exhibit 1 SYSTEMWIDE GUIDELINES FOR QUALITY PARKS The ideal park and recreation system provides an array of parks with amenities and facilities appropriate to their size, scale, function, and unique surroundings. While the character of each park should be different, park elements reflect specific standards and guidelines that address park safety, usability, maintenance efficiencies, sustainability, layout and location, and accessibility. Site selection, park design, and development choices should support each park's function so that diverse recreation opportunities are provided and sustained om Santa Ana into the future. As noted in the Parks Master Plan, the City of Santa Ana is deficient in park space and should consider all options to acquire additional parkland to meet Level of Service (LOS) standards defined in Chapters 5 and 6. However, this does not suggest that the City should take any or all lands available. To support a successful park system, this appendix presents guidelines to assist in acquiring and developing quality new parks and renovating existing sites to reflect new trends and the needs identified in this Parks Master Plan. These specific guidelines supplement the park policies identified the Master Plan and shall be followed in addition to other State and federal mandates for park development. General acquisition and development guidelines applicable to all types of parks are presented first, followed by specific guidelines by park type. The following guidelines provide criteria for land acquisition and development. Numbered as Guideline (G) 1, 2, 3, etc. for reference, these guidelines address land acceptability, park design, and sustainability. LAND SUITABILITY TG1. Ensure that all land within park site is of a size and shape suitable for park use. Proposed park sites that are too small (as defined by park type), non-contiguous should not be considered. G2. Avoid elements that restrict the function, development or usability of the land, such as underground or overhead utilities, unsuitable topography, or contamination. Avoid sites with overly restrictive easements or other development restrictions. G3. Avoid open space and landscaped areas not suitable for recreation: • Landscaped Areas are a type of open space that is maintained for community aesthetics and beautification, but not for park use. These may include medians, street rights - of -way, gateways along busy streets, public grounds around buildings, etc. • Open space includes parks, but it may also include commercial open space, vacant lands, manicured landscaped areas, water channels and rail infrastructure that is not suitable for use as parkland. TG4. Avoid small parks along busy roads or intersections that are not conducive to social gatherings or play. G5. Carefully consider park sites with of an irregular shape not conducive to park use. Linear corridors along trails, however, may be suitable to add recreation features. G6. Carefully consider the return on investment when acquiring sites already developed for other uses, where demolition or redevelopment may be costly. G7. Carefully consider park sites with extensive or excessive slopes, swales, drainage, creeks, wetlands/biological habitat and similar landscapes. Natural areas acquired for parkland should be suitable for passive recreation at a minimum. G8. Avoid development credits for bike lanes, sidewalks, landscaped areas not intended for recreation, and private park areas open to members only. G9. Allow development credits for public/ private specialized facilities or greenspace that meet the goals and objectives of the Park Master Plan. Exhibit 1 LOCATION G10. Locate each park site so surrounding uses have minimal impact on park uses. To the extent feasible, ensure that this park has a minimal negative impact on surrounding residential areas due to park uses, lighting, noise, traffic, etc. Accordingly, residential back -on lots against parks and side -on lots are discouraged. G11. Strive to provide parks that are centralized to the neighborhood or area it is intended to serve. G12. Allow parks that are co -located adjacent to schools or other open space. Do not count these areas as parkland unless they may be developed and/or used for recreation. G13. Where the park edge adjoins a private property, ensure any physical barrier deemed necessary occurs on the private property. DESIGN AND MASTER PLANNING G14. Prepare a site master plan or design concept for each new park. Master planning, phasing, timing, finance and maintenance responsibilities should be addressed. G15. Conduct a financial feasibility study and business plan prior to acquiring or building any major facility, such as a recreation center, aquatic facility or stadium. Specify programming requirements, operations, cost recovery rates, revenue -generation strategies, and market considerations to guide decisions on the types and scale of amenities. G16. Involve all key players in the master planning and design process to address the following issues: maintenance, renovation and replacement costs, funding availability, public safety, recreation programming, and ADA accessibility. G17. Provide opportunities for nearby neighbors and relevant stakeholders to be involved in park master planning and design. G18. When master planning and designing parks, be cognizant of local conditions, including topography, site context, and neighborhood character. G19. Natural features, items of cultural or historical significance, public art, and historic and environmental interpretive elements should be included in parks to contribute to park identity and individual character. G20. Develop distinct themes for each park site to establish a unique character and identity. Contingent with approved City palettes, themes may be highlighted through the use of colors, materials, furnishings, equipment and plant selections. G21. Ensure that proposed park design and construction, including park amenities and facilities, are consistent with City design detail and specifications. G22. Ensure that all elements, facilities, materials and equipment are in compliance with all current safety, accessibility and design standards, laws, regulations and any other mandated requirements. G23. Emphasize public safety and security by considering Crime Prevention through Environmental Design (CPTED) guidelines in the design and operations of parks and facilities. Guidelines include the appropriate use or exclusion of lights to deter crime, landscaping to allow unobstructed views of surrounding areas, and the location of play equipment and other recreation facilities in areas that are highly visible from the street. G24. Balance maintenance impacts/costs with creative park design to ensure that parks are efficient, sustainable, and affordable to maintain in the long-term. Greater customization may be approved in citywide and special use parks, while elements in neighborhood parks should be designed for greater maintenance efficiencies. G25. Incorporate new technologies into park designs to facilitate operational efficiency. G26. Standardize and preapprove design choices for amenities such as trash receptacles, bike racks, drinking fountains, restrooms, benches, etc., in village parks, mini parks, and linear parks for maintenance ease and cost effectiveness. Customized amenities should be reserved for high -use multi -use community parks and special use parks. 0 SANTA ANA PARKS MASTER PLAN APPENDICES SUSTAINABILITY G10. here the park edge adjoins a private property, ensure any physica G27. Implement a water efficiency program in compliance with State water -use requirements for irrigation and fixtures. G28. Use environmentally sustainable park development practices, materials, and green building techniques. Pursue LEED- compliant construction in the development of indoor facilities. This does not require LEED certification. G29. Encourage environmentally sustainable landscape designs that minimize surface water runoff. • Use permeable surfacing in new paved trails and parking lots where feasible. • Incorporate bioswales and drainage channels as a functional and aesthetic park feature, where appropriate. G30. Preserve habitat and natural resources within parks. • Design "no -mow" zones within parks in appropriate places. • Protect existing habitat for native species, where appropriate. • Plant natural vegetation in parking lot islands where appropriate. G31. Integrate sustainable plant materials in landscaping where feasible. • Use drought -tolerant plants where appropriate. • Minimize turf areas that are not designed to support active or passive recreation use. • Use lawn/turf substitutes in all park areas not required for recreation. These include grasses and ground cover plants that require less water, fertilizers, and maintenance (mowing) than traditional turf PARK AMENITIES AND LAYOUT G32. Ensure that all park elements, facilities, materials and equipment comply with current safety, accessibility and design standards, laws, regulations and any other mandated requirements. G33. Ensure that neighborhood parks, as well as smaller pocket parks intended to me the needs of nearby neighbors, at a minimum include some type of play features, an open turf area, an active recreation element, amenities to support social gatherings (seating, tables), and shade. G34. Locate amenities, such as play areas and sports courts, safe distances from roadways, but in areas that are visible from adjoining streets to promote safety. • Position play spaces a minimum of 50' from street or parking areas, when park configuration permits. Enclose play areas that are closer than 25' to arterial or collector streets and parking areas with 3' high non - climbable fence. G35. Design sports fields and sports courts with a north -south orientation. G36. Locate permanent restrooms in highly utilized and visible areas in community, citywide and special use parks to reduce vandalism risks and deter undesirable behavior. Exhibit 1 G37. Where appropriate, integrate lighting for safety in all parks. Use lighting where appropriate to extend the use of outdoor facilities in community, citywide and special use parks. G38. Integrate non -lattice shade structures, umbrellas, canopies, or trees to provide adequate shade. Include shade in playground designs. G39. Integrate park equipment that is specifically designed to withstand vandalism, graffiti, and fire, as noted on a City -approved list of site furnishings. G40. Provide parking suited to the intended use of the site and compliant with ADA requirements. Strive to provide a minimum of five parking spaces on site per park acre for community, citywide and special use parks. If sports fields are provided, 40 spaces per field should be a minimum guideline. ® SANT�A PARKS MASTER PLAN ENTRY, ACCESSIBILITY, AND WAYFINDING G32. Ensure that all park elements, facilities, materials and equipment comply with current safety, accessibility and design standards, laws, regulations and any other mandated requirements. G41. Connect parks to surrounding neighborhoods by sidewalks, bicycle lanes and/ or off-street trails to provide multiple ways of accessing parks. Where possible, locate entry near bus stop or crosswalk, or incorporate these into the neighborhood design. G42. Design parks using universal access principles to facilitate access and movement within parks for people of all ages and abilities. Consider surfacing, path width, accessible amenities and facilities. G43. Provide a main entry which gives a sense of arrival and entry. Entry point should include park signage and may include special features. G44. Design pathways to accommodate maintenance and emergency vehicle access. When feasible, include a separate entry for maintenance vehicles away from the main entry and away from active play areas. G45. Locate garbage dumpsters for easy access by trash pick-up vehicles, yet away from the park's main entry and away from active play areas. G46. Provide a comprehensive wayfinding and signage program across the network of parks, trails, bikeways, and open space. The program shall include signage, pavement markings, and markers related to site identification, regulatory signage, allowable uses, directions and distance, wayfinding, and interpretive elements. GUIDELINES BY PARK TYPE Santa Ana's parks are classified by park type to ensure a variety of parks across the system. The following guidelines are organized by park type and specify: • Definition: Overall intent and vision for the park. • Site Character & Adjacencies: Description of park character and primary recreation features. • Size and Configuration: Park size, shape, location. • Access: Guidelines related to parking, trails, transit, entry, etc. • Prioritized Recreation Elements: Desired features and elements to support the site vision. • Additional Recreation Elements to Consider: Amenities and facilities that are suitable for this park and may be considered during the site -specific design process to provide more Exhibit 1 diverse recreation experiences. (Note: This list is not exhaustive and other types of appropriate amenities and facilities may be considered.) • Prioritized Support Amenities: Amenities required to support park functionality and use. • Landscaping and Vegetation: General character of planting and irrigation. • Additional Considerations: Additional notes about items to consider, provide, or purposely avoid. These guidelines are intended to provide general guidance to City staff, developers, partners or others in the development and renovation of parks. The specific numbers and types of facilities will be determined in design and construction documents. See Chapter 5 for additional definitions of various types of amenities and recreation facilities. APPENDICES Exhibit 1 SINA CITYWIDE PARKS Citywide Parks are Santa Ana's largest parks that provide major recreation facilities, cultural venues and natural areas that serve as citywide destinations for events, programs and activities, attracting visitors from across the entire city and beyond. Typical facilities and features include recreation centers, amphitheaters, swimming pools, sports courts and fields, skate parks, lakes, trails and trailheads, destination playgrounds and group picnic areas. In addition to a variety of support facilities, city parks may also include concessions, reservable facilities or other revenue -generating activities and infrastructure. SITE CHARACTER & ADJACENCIES • Parks are designed to reflect city identity and culture • Parks should be highly accessible, emphasizing universal accessibility and perimeter access w • Parks along busy streets should include a buffer to support safety and mitigate noise • Maintain sight lines into parks from adjacent streets • Site design should encourage interaction with the surrounding uses SIZE & CONFIGURATION • Typically 15 - 100 acres in size • At least 50% of the site should be relatively level and developable for recreation uses • Contiguous, non -linear usable shape ACCESS • Accessible by auto, bus, bicycle or foot • Should be located on a Class I or Class IV trail • May also be accessible via on -street bike paths • Sidewalks should connect to park paths for walkers • Has parking suitable for specialized and sport facilities • Should be located on a transit/bus line • Should have wide paths so all areas of the park are accessible to emergency vehicles • Frontage on a collector or arterial street PRIORITIZED RECREATION ELEMENTS • Major recreation facilities • Athletic facilities, sports fields and courts • Natural features • Trail rest stop/trailhead • Loop trail or other pathway system • Destination or universal, all-inclusive playground • Covered group picnic shelters (large) with barbecues, water, and food prep area • Concessions, reservable facilities or other revenue generating facilities • Specialized or major facilities such as swimming pools, amphitheaters, gardens, dog parks, recreation/community centers and senior centers that support programming • Large group event space with utilities • Art, cultural or historical interpretive features ADDITIONAL RECREATION ELEMENTS TO CONSIDER • Additional group picnic shelters or areas (large, medium, and small) • Additional specialized facilities • Open lawn for sitting and informal play PRIORITIZED SUPPORT AMENITIES • Permanent restrooms • Off-street parking • Facility access paths • Tables, seating, drinking fountain, bike racks, trash receptacles, and dog waste stations • Shade (trees, shelters, canopies, sails) • Park identification signage near main parking lot, street entry, or visible frontage • Wayfinding and interpretive signs • Pedestrian -scale lighting throughout, plus facility lighting • Maintenance/storage facilities LANDSCAPING & VEGETATION • Low -to -medium maintenance plantings, functional landscaping for most of the site • Manicured sports field grass or synthetic turf • Manicured lawn areas for informal play • Trees for shade, habitat, and seasonal interest (evergreen and deciduous) • Drought -tolerant landscaping with drip irrigation, in accordance with WELO (California's Water Efficient Landscape Ordinance). • Bioswales for stormwater filtration ADDITIONAL CONSIDERATIONS 4 None 0 SANTA ANA PARKS MASTER PLAN APPENDICES COMMUNITY PARKS Community parks are mid -size parks, which support sports and group gatherings for several neighborhoods or a portion of the city. Typical facilities include sports fields and courts, small group picnic areas, and specialized or unique facilities such as swimming pools, recreation/ community centers and senior centers that support programming. Community parks typically include on -site parking, restrooms and similar support amenities for longer site visits. However, these sites typically have less variety and less greenspace than larger city parks. SITE CHARACTER & ADJACENCIES • Parks are designed to reflect community identity and culture • Parks should be highly accessible, emphasizing universal accessibility and perimeter access. • Where the park is adjacent to a school, park should be accessible from the school • Parks along busy streets should include a buffer to support safety and mitigate noise • Maintain sight lines into parks from adjacent streets SIZE & CONFIGURATION: • Typically 5-10 acres in size • At least 75% of the site should be relatively level and developable for recreation uses • Contiguous, non -linear usable shape • Access (parking, trails, transit, entry, etc.) • Accessible by auto, bus, bicycle or foot • Ideally located on a Class I or Class IV trail and/ or on -street bike paths • Sidewalks should connect to park paths for walkers • Has parking suitable for specialized and sport facilities • Should be located on a transit/bus line • Should have wide paths so all areas of the park are accessible to emergency vehicles • Frontage on a collector or arterial street PRIORITIZED RECREATION ELEMENTS • Sports fields and courts • Play area, medium to large-scale • Small to medium -size picnic shelter(s) with barbecues • Open lawn for programming, sitting and informal play • Specialized or unique facilities that support programming ADDITIONAL RECREATION ELEMENTS TO CONSIDER • Splash pad • Community garden • Additional play features such as skate spots, bocce courts, ping pong tables, pump track, etc. • Off -leash dog area • Loop trail • Trail rest stop/trailhead • Natural areas and trails • Lighting for fields, courts, or pedestrian paths • Event space with utilities • Public art or interpretive element • Major recreation facility, such as a recreation center or aquatic facility Exhibit 1 PRIORITIZED SUPPORT AMENITIES • Permanent restrooms • Off-street parking • Facility access paths • Tables, seating, drinking fountain, bike racks, trash receptacles, and dog waste stations • Shade (trees, shelters, canopies, sails) • Park identification signage near main parking lot, street entry, or visible frontage • Wayfinding and interpretive signs • Pedestrian -scale lighting throughout, plus facility lighting • Maintenance/storage facilities LANDSCAPING & VEGETATION • Low -to -medium maintenance plantings, functional landscaping for most of the site • Manicured sports field grass or synthetic turf • Manicured lawn areas for informal play • Trees for shade, habitat, and seasonal interest (evergreen and deciduous) • Drought -tolerant landscaping with drip irrigation, in accordance with WELO (California's Water Efficient Landscape Ordinance). • Bioswales for stormwater filtration ADDITIONAL CONSIDERATIONS • Avoid citywide or regional -scale facilities, such as sports arenas, arboretums and zoos. ® SANTA ANA PARKS MASTER PLAN APPENDICES M NEIGHBORHOOD PARKS Neighborhood parks are small parks intended to serve nearby neighbors. These sites provide small-scale opportunities for play, picnicking and leisure activities for residents that live within walking or biking distance. Typical facilities include playgrounds, picnic tables and open lawn areas. Sports fields, sports courts and trailheads also may be located within neighborhood parks to provide opportunities for local recreation. SITE CHARACTER & ADJACENCIES • Neighborhood parks may be tucked into neighborhoods, accessible only by foot or bicycle. • Pedestrian and bicycle -oriented wayfinding and visibility are important to supporting access and safe use. • Parks should not be located adjacent to busy arterial routes unless uses are buffered from traffic and noise. SIZE & CONFIGURATION • Typically 1-5 acres in size • Ideally minimum of 2 acres for new sites • Contiguous, non -linear usable shape • At least 90% of the site should be relatively level and developable for recreation uses ACCESS • Access from local or collector streets • Sidewalks should connect to park paths for walkers • May be located along a trail, bike route or bikeway PRIORITIZED RECREATION ELEMENTS • Play area, ages 2-5 and 5-12 • Open lawn area • Active recreation use (sports courts, outdoor fitness equipment, skate spot, and/or youth sports practice field) • Family -size or small group picnic area • Seating area ADDITIONAL RECREATION ELEMENTS TO CONSIDER • Other small-scale active recreation resources (climbing wall, ping pong tables, chess or game tables, horseshoe pits, etc.) • Outdoor fitness equipment • Natural areas, but not throughout the entire site Exhibit 1 • Looped path or tricycle track PRIORITIZED SUPPORT AMENITIES • On -street parking or angle -in parking; small parking lot for larger sites • Facility access paths • Perimeter path or sidewalks • Tables, seating, drinking fountain, bike racks, trash receptacles, and dog waste stations • Shade (trees, shelters, canopies, sails) • Park identification signage near main parking lot, street entry, or visible frontage LANDSCAPING & VEGETATION • Trees for shade, habitat, and seasonal interest • Drought -tolerant landscaping with drip irrigation, in accordance with WELO (California's Water Efficient Landscape Ordinance). • Manicured sports fields and lawn areas for informal play ADDITIONAL CONSIDERATIONS • Avoid community, citywide, or regional scale facilities • Avoid lighted sports fields • High -noise uses (e.g., basketball courts) should be situated away from nearby housing 0 SANTA ANA PARKS MASTER PLAN APPENDICES Exhibit 1 C POCKET PARKS Pocket parks are small parks that provide greenspace, passive social space, and in some cases a small-scale recreation feature in areas where providing Neighborhood Parks is not feasible. SITE CHARACTER & ADJACENCIES • Small recreation and gathering spots that support fitness and play near homes or along trails • Site should not be a small greenspace along a busy road SIZE & CONFIGURATION • Typically less than 1 acre, but not less than 0.5 acres • Minimum 0.25 acres • At least 90% of the site should be relatively level and developable for recreation uses ACCESS • Park accessible via sidewalk PRIORITIZED RECREATION ELEMENTS • Small open lawn area • Gathering / leisure / picnic spaces (benches, tables, seating) • Play elements (ages 2-5 and 5-12) • Activity station ADDITIONAL RECREATION ELEMENTS TO CONSIDER • Larger play area (ages 2-5 and 5-12) • Small shelter, shade structure, or gazebo • Additional small-scale recreation resource (ping pong table, chess tables, climbing structure, swings, slide, etc.) • Viewpoint • Interpretive signage • Community garden • Trail rest stop PRIORITIZED SUPPORT AMENITIES • On -street parking • Facility access paths • Perimeter path or sidewalks • Tables, seating, bike racks, trash receptacles, and dog waste stations • Shade (trees, shelters, canopies, sails) • Park identification signage near street entry, or visible frontage LANDSCAPING & VEGETATION • Low -maintenance landscaping (e.g., no -mow grass) • Trees for shade and seasonal interest • Drought -tolerant landscaping with drip irrigation, in accordance with WELO (California's Water Efficient Landscape Ordinance). • Smaller, multi -use lawn for informal play ADDITIONAL CONSIDERATIONS • Avoid restrooms, drinking fountains, community -scale facilities, lighting, buildings/ storage, barbecues, and high -maintenance elements or landscaping (e.g., art, ornamental plantings). SANTA ANA PARKS MASTER PLAN APPENDICES URBAN PLAZAS Urban plazas are small parks with hardscape and greenspace that provide social gathering opportunities in urban and commercial areas. SITE CHARACTER & ADJACENCIES • Are urban sites, primarily for social gatherings and leisure, typically found in commercial areas or office complexes • Site may include a mix of hardscape, greenscape, seating, and small event space to support small social gatherings and outdoor work. The site is intended to provide a local place for lunches, work breaks, coffee, and activities to serve the employees and customers of nearby businesses. • Serve the immediate area, including residents, nearby employees, patrons of nearby businesses, and visitors • May be programmed to attract people citywide • Site design should encourage interaction with the surrounding uses. SIZE & CONFIGURATION • Typically 0.5 — 3 acres in size, but may be as large as 5 acres • Minimum 0.25 acres • Site should be relatively level and developable, although terraces may be provided ACCESS • Accessible by auto, bus, bicycle or foot • May be located on bikeway or bike route • Sidewalks should connect to park paths for walkers • Ideally located on a transit/bus line • Frontage on a collector or arterial street PRIORITIZED RECREATION ELEMENTS • Hardscape plaza • Green landscaped areas • Small amphitheater or small event space with seatwalls • Outdoor work infrastructure, including long tables and chairs, electrical hookups, Wi-Fi, and shade ADDITIONAL RECREATION ELEMENTS TO CONSIDER • Coffee cart (operated by a concessionaire or vendor) • Small water feature, potentially with play/spray/ mist options that can be turned on and off • Art (integrated or stand-alone) • Utilities to support special events, food carts, farmers markets, etc. • Activity stations (lighted or unlighted) Exhibit 1 PRIORITIZED SUPPORT AMENITIES • Facility access paths • Perimeter path or sidewalks • Tables, seating, bike racks, trash receptacles • Shade (trees, shelters, canopies, sails) • Park identification signage near street entry, or visible frontage • Pedestrian -scale lighting • Portable restrooms for events LANDSCAPING & VEGETATION • Medium to high -maintenance plantings, functional landscaping for most of the site • Trees for shade, habitat, and seasonal interest (evergreen and deciduous) • Drought -tolerant landscaping with drip irrigation, in accordance with WELO (California's Water Efficient Landscape Ordinance). • Bioswales for stormwater filtration ADDITIONAL CONSIDERATIONS • Avoid regional -scale facilities, such as sports arenas, arboretums, recreation centers • Site may include restrooms and drinking fountains, but typically does not ® SANTA ANA PARKS MASTER PLAN APPENDICES SPECIAL -USE FACILITIES Special Use Facilities are sites that support stand-alone major recreation facilities not located within a larger park. These facilities are typically fee -based and are only open when programmed or reserved for use. Their hours of operation and public use are limited. Examples include the Santa Ana Zoo, stadium and tennis centers. SITE CHARACTER & ADJACENCIES • Parks are designed to reflect city identity and culture • Parks should be highly accessible, emphasizing universal accessibility and perimeter access • Site design should encourage interaction with the surrounding uses SIZE & CONFIGURATION • Varies in size depending on facility use • Site should be relatively level and developable for recreation and/or gathering ACCESS • Accessible by auto, bus, bicycle or foot • Ideally located on a Class I or Class IV trail and/ or on -street bike paths • Has parking suitable for specialized facilities • Should be located on a transit/bus line • Should have wide paths so all areas of the park are accessible to emergency vehicles • Frontage on a collector or arterial street PRIORITIZED RECREATION ELEMENTS • Facilities vary depending on site use • Art, cultural or historical interpretive features ADDITIONAL RECREATION ELEMENTS TO CONSIDER • Play features or activity hub in addition to special use • Food or other concessions • Natural areas • Storage/maintenance buildings PRIORITIZED SUPPORT AMENITIES • Permanent restrooms • On- or off-street parking • Facility access paths • Tables, seating, drinking fountain, bike racks, trash receptacles, and dog waste stations • Shade (trees, shelters, canopies, sails) • Park identification signage near main parking lot, street entry, or visible frontage • Wayfinding and interpretive signs • Pedestrian -scale lighting throughout, plus facility lighting • Maintenance/storage facilities LANDSCAPING & VEGETATION • Medium to high -maintenance plantings, functional landscaping for most of the site • Trees for shade, habitat, and seasonal interest (evergreen and deciduous) • Drought -tolerant landscaping with drip irrigation, in accordance with WELO (California's Water Efficient Landscape Ordinance). • Bioswales for stormwater filtration ADDITIONAL CONSIDERATIONS • None 0 SANTA ANA PARKS MASTER PLAN APPENDICES rr�I II t i 1 � I _-______� ,E2 �! Or APPENDIX E: CAPITAL �SIA; ADD OPERATIONS ■�� COSTS '�. Lam• �� This appendix summarizes costs to carry out recommended capital projects and maintain the park system. A significant investment is needed to enhance and add parks to Santa Ana's park system. The City can use the costs noted here to inform annual budgeting and establish priorities for implementation. 306 SANTA ANA PARKS MASTER PLAN APPENDICES COST MODEL INTRODUCTION This appendix introduces the planning -level cost estimates associated with recommendations for existing parks and potential future park sites and recreation facilities. It explains how capital and operations costs were calculated for the Parks Master Plan. The estimates are based on general order -of - magnitude in costs to assist in evaluating and prioritizing projects for future consideration in the City-wide Capital Improvement Plan (CIP). Costs are in 2022 dollars not accounting for inflation. Recognizing the volatility of pricing and supply chain issues, these costs are intended to provide general guidance for project planning. Actual costs will vary from these estimates. For example, if the City acquires a site that requires demolition and clean-up to convert it to park spaces, cost may be higher. If the City acquires a large parcel, total land costs may be lower than shown. Most costs will be further refined when site master plans and construction documents are created, prior to site development or renovation. The costs noted here are more than the City will likely spend over the next ten years. It does not include costs associated with existing trail maintenance or new trail development, which are calculated in conjunction with transportation planning. It does not include capital or operations dollars for investment in joint -use school sites. It is intended to inform conversations and budgeting for parkland enhancements. ESTIMATED COSTS BY SITE Table E-1: Summary of Estimated Capital and Operations Costs by Site presents total costs by site based on planning level cost estimates. These costs are aggregates of the detailed Table E-2: Estimated Planning and Project Costs by Site and Category, which includes the following information as noted below. Costs are based on per -acre or per -site costs for six different classifications of sites, as shown in Table E-3. Table rows are divided into two main sections: 1) Existing Parks; and 2) Planned, Proposed and Expanded Parks. Within these two categories, parks are divided into park types as inventoried. CAPITAL PROJECTS Capital costs represent one-time costs to acquire, develop, build or renovate park infrastructure and features. • Acquire/Expand: This is a per -acre cost to obtain new land for future park development. Costs assume purchase of property and are based on Santa Ana land cost estimates. Sites may be acquired through other means (e.g., easement, partnership) that would offset acquisition costs. • Master Plan or Design: This cost for site master plans, design concepts and/or feasibility studies assume a medium level of effort by designers/ planners based on industry profession averages. Larger sites will have greater planning and design costs. • Develop Park: These estimates are fully loaded costs to account for the development of all or Exhibit 1 a portion of the site, as indicated in the "% of acreage developed" definition. Costs for site development will range in scale based on site conditions and park type/design, so some costs may be lower or higher than provided. Costs are based on Southern California estimates with updates by MIG based on cost averages of comparable communities. • Develop through Partnership: These cost estimates apply to the City's portion of estimated cost for public/private project partnerships. These are estimated based on information found in the 2022 City Capital Improvement Program (CIP). • New Major Facility Additions: These cost estimates apply to unique or specific features added to a site. The costs are specifically identified to cover the cost of the added facility. These are estimated based on information found in the 2022 CIP. • Improve Comfort Amenities: Comfort amenity improvements are anticipated to affect approximately three percent of the developed portion of the site. Costs are calculated at three percent of full park development costs, based on MIG estimates using averages of comparable communities and projects. • Minor Park Renovation or Improvements: Minor renovations or improvements are anticipated to affect approximately 15 percent of the developed portion of the site. Costs are calculated at 15 percent of full park development costs, based on MIG estimates using averages of comparable communities and projects. Exhibit 1 • Major Park Renovation or Improvements: Major renovations or improvements are anticipated to affect approximately 30 percent of the developed portion of the site. Costs are calculated at 30 percent of full park development costs, based on MIG estimates using averages of comparable communities and projects. • Turf Conversion: Turf conversions are anticipated to affect approximately five percent of the developed portion of the site. Costs are calculated at five percent of full park development costs, based on MIG estimates using averages of comparable communities and projects. • Landscaping/Plantings: Landscape/Plantings are anticipated to affect approximately two percent of the developed portion of the site. Costs are calculated at two percent of full park development costs, based on MIG estimates using averages of comparable communities and projects. MAINTENANCE Maintenance costs are identified in three categories and represent the estimated annual amount needed to maintain existing parks and new parks when developed. All sites receive at a minimum a standard level of care to maintain developed and natural areas. Some sites also receive a greater level of maintenance as noted below. • Standard Maintenance: The standard level of maintenance includes routine monitoring, inspection and care of recreation facilities, natural areas and landscaping. Costs are calculated for 100% of every site, reflecting maintenance needs after sites are developed or improved. These are estimated based on expenditures for average park maintenance costs, FY 2021-22 budget. • Enhanced Maintenance: Enhanced maintenance is needed at highly -visible, heavily - used sites that include specialized assets. Costs are based on the percentage of developed acreage at selected sites and added to the basic maintenance cost. These are estimated based on expenditures for average park maintenance costs, FY 2021-22 budget. • Nature Resource Stewardship: Nature resource stewardship is needed at larger Citywide Parks that have lakes or undeveloped areas left in a mostly natural state. These funds represent an allowance to attend to preservation, restoration or protection of natural resource areas. Costs are assessed for the undeveloped/natural portions of parks only. These are estimated based on expenditures for average park maintenance costs, FY 2021-22 budget. REINVEST This annual allowance may be set aside to offset the costs of replacing facilities at the end of their lifecycles. Funds can be used for major repairs, but these funds are not intended to support routine maintenance. • Asset Management & Replacement: These annualized costs are based on a 20-year replacement schedule to update one -quarter of the park, including landscaping and amenities. PLANNING -LEVEL COSTS BY CATEGORY Table E-2 introduces the allocations and per -acre costs use to calculate total capital and operations costs by site. Most costs apply to the developed portions of parks only, or in the case of natural resource stewardship, for the undeveloped/natural portions of parks. Maintenance costs are assessed for the entire site, reflecting the need to maintain both developed facilities and natural areas. These costs are differentiated for six park types. In general, project costs are higher in parks with more developed areas and specialized facilities, as well as in small sites with more intensive development and less open space • Citywide Parks: provide major recreation facilities, cultural venues and natural areas that serve as citywide destinations for events, programs and activities, attracting visitors from across the entire city and beyond. a. — Ap s Y_� • Community Parks: support sports and group gatherings for several neighborhoods or a portion of the city. • Neighborhood Parks: provide close -to -home recreation opportunities. • Pocket Parks: provide greenspace, passive social space, and in some cases a small-scale recreation feature. • Urban Plazas: provide hardscape and greenspace that provide social gathering opportunities in urban and commercial areas. • Special Use Facilities: support stand-alone major recreation facilities not located within a larger park. These facilities are typically fee - based and only open when programmed or reserved for use. A ;- _ Exhibit 1 TABLE E-1: SUMMARY OF ESTIMATED CAPITAL AND OPERATIONS COSTS BY SITE TABLE E-1: SUMMARY OF ESTIMATED CAPITAL AND OPERATIONS COSTS BY SITE (CON'T) Total• Level Costs MA B(ISTING PAWS ParksCommunity City Parks Centennial Park $ 12,685,000 $ 457,000 $ 429,000 Santiago Park $ 10,219,000 $ 320,000 $ 8,999,000 $ 290,000 $ 6,566,000 $ 193,000 $ 40,754,000 $ 163,000 ,223.E $ $ 341,000 Carl Thornton Park Jerome Park Memorial Park City Parks Subtotal $ 304,000 $ 211,000 $ 178,000 Community Parks Windsor Park $ 2,376,000 $ 2,288,000 $ 3,848,000 $ 130,000 $ 125,000 $ 125,000 $ 135,000 $ 130,000 $ 130,000 Bomo Koral Park Lillie King Park Delhi Park $ 11980,000 $ 119,000 $ 124,000 Portola Park $ 1,820,000 $ 109,000 $ 114,000 0 Salvador Park $ 3,648,000 $ 107,000 $ 111,000 rbsita Park $ 696,000 $ 104,000 $ 109,000 Riverview Park $ 2,490,000 $ 100,000 $ 104,000 Sandpointe Park $ 1,155,000 $ 92,000 $ 96,000 Cabrillo Park Cesar Chavez Campesino Park $ 2,812,000 $ 2,405,000 $ 91,000 $ 95,000 $ 78,000 $ 81,000 Heritage Park $ 1,088,000 $ 77,000 $ 80,000 Madison Park $ 1,920,000 $ 72,000 $ 76,000 Adams Park $ 1,254,000 $ 68,000 $ 71,000 Morrison Park Santa Anita Park Birch Park $ 765,000 $ 61,000 $ 64,000 $ 1,122,000 $ 61,000 $ 64,000 1 $ 720,1100 $ 29,000 $ 30,000 Community Parks Subtotal Community -Serving Parks Subtotal Neighborhood Parks MaburyPark Edna Park E 32,387,000 $ $ 111,610,000 rrr r . rrr $ 1,925,000 $ 30,000 $ 120,000 $ 1,890,000 $ 20,000 $ 79,000 $ 1,456,000 $ 14,000 $ 57,000 Jack Fisher Park Angels Community Park Pacific Electric Park $ 840,000 $ 9,000 $ 35,000 $ 735,000 $ 8,000 $ 31,000 Saddleback View Park $ 473,000 $ 5,000 $ 20,000 Memory Lane Park $ - $ 3,000 $ 13,000 Chaps's Park Mariposa Park $ 224,000 $ - $ 2,000 $ 2,000 $ 9,000 $ 9,000 Colonel William W. Eldridge Park $ 315,000 $ 7,000 $ 26,000 Segerstrom Triangle Park Neighborhood Parks Subtotal $ 341,000 $ 7,000 $ 28,000 $ ,•rrr 107,000 rrr Stes =40�u Other Total• Level Costs 0 9 22 Pocket Parks Sarah May Downie Herb Garden $ $ $ 2,000 French Park $ - $ 1,000 $ 3,000 17th Street Triangle Park $ 280,000 $ 3,000 $ 11,000 Fairview Triangle Habitat Restoration $ 131,000 $ 3,000 $ 11,000 McFadden Triangle Park $ 150,000 $ 4,000 $ 13,000 Maple and Occidental Exercise Park $ 1881000 $ 5,000 $ 16,000 Friendship Park $ 21,000 $ $ 2,000 Garfield Fitness Park $ 19,000 $ $ 2,000 Urban Plazas Plaza Calls Cuatro $ $ 1,000 $ 4,000 Sasscer Park $ 405,000 $ 6,000 $ 17,000 Civic Center Urban Plazas Subtotal Special Use Facilities $ - $ 27,000 $ 92,000 113,000 Santa Ana Zoo at Prentice Park $ 4,935,000 $ 338,000 $ 411,000 Santa Ana Stadium $ 1,838,000 $ 126,000 $ 153,000 Cabrillo Tennis Center Neal Machander Tennis Center I Use Facilities Subtotal Other Parks and Facilities Subtotal TOTAL IXISTING PARKS PLANNED, "•'•` • AND EXPANDED PAWS City Parks $ - $ - $ 7,967,000 $ 65,000 $ 79,000 $ 59,000 $ 72,000 715,000 :rrr :rrr 3,7 4,391,000 Willowick Ste Centennial Park Expansion $ 295,031,000 $ 821,000 $ 829,000 $ 11,063,000 $ 35,0001 $ 39,000 Santiago Park Expansion City Parks Subtotal Community Parks $ 7,375,000 $ 24,000 $ 26,000 313,469,000 $ Griset Park (conversion for park use) $ 6,500,000 $ 78,000 $ 52,800,000 $ 192,000 $ 5,935,000 $ 19,000 $ 81,000 Warner Ave Site $ 200,000 0 Salvador Park Expansion Santa Anita Park Expansion Cesar Chavez Campesino Park Expansion Delhi Park Expansion Community Parks Subtotal $ 20,000 $ 24,265,0001 $ 87,000 $ 90,000 $ 9,055,000 $ 30,000 $ 11,395,000 $ 39,000 $ 109,950,000 $ 445,000 $ 32,000 $ 41,000 $ 464,0 Neighborhood Parks TABLE E-1: SUMMARY OF ESTIMATED CAPITAL AND OPERATIONS COSTS BY SITE (C' Total• Level Costs 1"W New Neighborhood Park F (Gap Area 32) 16 0 $ 8,300,000 $ 9 2 () 9 11,000 $ 44,000 New Neighborhood Park G (Gap Area 36) $ 8,300,0001 $ 11,000 $ 44,000 New Neighborhood Park H (Gap Area 37) $ 8,300,000 $ 11,000 $ 44,000 New Neighborhood Park I (Gap Area 34) $ 8,300,0001 $ 11,000 $ 44,000 Neighborhood Parks Subtotal 76,925,000 $ 420,0 Pocket Parks Standard and McFadden Park $ 2,600,0001 $ 3,000 $ 11,000 Flower& 10th Park $ 2,600,000 $ 3,000 $ 11,000 Bristol Street Ste A $ 2,425,000 $ 3,000 $ 10,000 Bristol Street Ste B $ 6,555,000 $ 8,000 $ 29,000 171h Street Triangle Park Expansion $ 3,650,000 $ 5,000 $ 16,000 New Pocket Park A (Gap Area 8) $ 1,900,000 $ 2,000 $ 8,000 New Pocket Park B (Gap Area 12) $ 1,900,000 $ 2,000 $ 81000 New Pocket Park C (Gap Area 17) $ 1,900,000 $ 2,000 $ 8,000 New Pocket Park D (Gap Area 27) $ 1,900,000 $ 2,000 $ 8,000 New Pocket Park E (Gap Area 38) $ 1,900,000 $ 2,000 $ 8,000 New Pocket Park F (Gap Area 41) $ 1,900,000 $ 21000 $ 8,000 New Linear Pocket Park A (Gap Area 29) $ 3,650,000 $ 5,000 $ 16,000 New Linear Pocket Park B (Gap Area 34) $ 3,650,000 $ 5,000 $ 16,000 Pocket Parks Subtotal Special Use Facilities Aquatic Facility Partnership (Centennial Park) $ 8,500,000 $ - $ Potential Neighborhood Center $ 6,000,000 $ 4,000 $ 4,000 Special Use Facilities Subtotal 14,500,000 $ 4,000 $ TOTAL PLANNED, PRO POSED AN D IXPANDED PARKS TOTALy 0 SANTA ANA PARKS MASTER PLAN Exhibit 1 TABLE E-2: ESTIMATED PLANNING AND PROJECT COSTS BY SITE AND CATEGORY Sites EXISTINGE Community Parks City Parks Acquire/Develop • •Repair 0 Annual Asset Oil Management & 9 C Allowance Centennial Park $ $ - $ - S - $ $ - $ - $ 10,284,75 $ 1,714,12 $ 685,65o $ - S 391,80 $65,30 $ 428,53 Santiago Park $ S 1,500,00 S - S - $ $ - $ - $ 8,174,25 $ - $ 544,9 $ - $ 311,40 $ 8,85 $ 340,5 Carl Thornton Park $ $ - $ - $ - $ $ - $ - $ 7,296,18 $ 1,216,031 $ 486,41 $ - $ 277,950 $ 12,26 $ 304,00 Jerome Park $ - $ 1,500,000 $ - $ - $ $ - $ - $ 5,066,25 $ - $ - $ - $ 193,000 $ - $ 211,0 Memorial Park City Parks Subtotal Community Parks $ - $ 1,500,000 $ 14,262,500 $ - $ 20,000,0W $ - $ - $ 4,278,75 $ 713,125 $ - $ - $ 163,000 $ - $ 178,28 20,000,001 $ 1,337,15( $ 86,21E $ 1,462,50 Windsor Park $ $ - $ - $ - $ $ - $ 1,620,000 $ - $ 540,00 $ 216,00 $ - $ 129,600 $ - $ 135,00 Bomo Koral Park $ $ - $ - $ - $ $ - $ 1,560,000 $ - $ 520,00 $ 208,00 $ - $ 124,800 $ - $ 130,0011 Lillie King Park $ $ - $ - $ - $ $ - $ - $ 3,120,00 $ 520,00 $ 208,00 $ - $ 124,800 $ - $ 130,00 Delhi Park $ $ - $ - $ - $ $ - $ 1,485,000 $ - $ 495,00 $ - $ - $ 118,800 $ - $ 123,75 Portola Park $ $ - $ - $ - $ $ - $ 1,365,000 $ - $ 455,00 $ - $ - $ 109,200 $ - $ 113,75 0 Salvador Park $ $ 800,00 $ - $ - $ $ - $ - S 2,670,00 $ - $ 178,00 $ - $ 106,800 $ - $ 111,25 rmstaPark $ $ - $ - $ - $ $ 261,000 $ - $ - $ 435,000 $ - $ - $ 104,400 $ - $ 108,75 Rverview Park $ $ - $ - $ - $ $ - $ - $ 2,490,00 $ - S - $ - $ 99,600 $ - $ 103,75 Sandpointe Park $ $ - $ - $ - $ $ - $ 1,155,000 $ - S - S - $ - $ 92,400 $ - $ 96,25 Cabrillo Park $ $ - $ - $ - $ $ - $ - $ 2,280,00 $ 380,000 $ 152,00 $ - $ 91,200 $ - $ 95,00 Cesar Chavez Campesino Park $ $ - $ - $ - $ $ - $ - $ 11950,00 $ 325,000 $ 130, $ - $ 78,000 $ - $ 81,25 Heritage Park $ $ - $ - $ - $ $ - $ 960, $ - $ - $ 128,00 $ - $ 76, $ - $ 80,00 Madison Park $ $ - $ - $ - $ $ - $ - $ 1,800,00 $ - $ 120,00 $ - $ 72, $ - $ 75,00 Adams Park $ $ - $ - $ - $ $ - $ 855, $ - $ 285,00 $ 114,00 $ - $ 68,400 $ - $ 71,25 Morrison Park $ $ - $ - $ - $ $ - $ 765,000 $ - $ - $ - S - $ 61,200 $ - $ 63,75 Santa Anita Park $ $ - $ - $ - $ $ - $ 765,000 $ - $ 255,00 $ 102,00 $ - $ 61,200 $ - $ 63,75 Birch Park Community Parks Subtotal Community -Serving Parks Subtotal Neighborhood Mabury Park $ $ $ $ - $ rr rr S - S - r $ - S - S - $ r rrr rr $ $ - $ - S 720,00 261, $ rr 10,530,00( r r $ $ 1,443,7 $ - $ - S 481,25 $ - r1� S - $ - $ - $ 30,2 $ 28,800 1,548, $ 2,885,15( $ - $ - $ $ 86,21' $ - $ 30,00 $ 3,075,00f S 120,31 Edna Park $ $ - $ - S - $ $ - $ - $ 1,890,00 $ - S - $ 19, $ - $ - $ 78,75 Jack Fisher Park $ $ - $ - $ - $ $ - $ - $ 1,365,00 $ - $ 91,00 $ 14, $ - $ - $ 66,87 Angels Community Park $ $ - $ - $ - $ $ - $ - $ 840,00 $ - $ - $ 8, $ - $ - $ 35,00 Pacific Electric Park $ $ - $ - $ - $ $ - $ - $ 735,00 $ - $ - $ 7,7 $ - $ - $ 30,62 Saddleback View Park $ $ - $ - $ - $ $ - $ - $ 472,50 $ - $ - $ 4,9 $ - $ - $ 19,68 Memory lane Park $ $ - $ - $ - $ $ - $ - $ - $ - $ - $ 3, $ - $ - $ 13,12 Chaps's Park $ $ - $ - $ - $ $ - $ - $ 210,00 $ - $ 14,00 $ 2,2 $ - $ - $ 8,75 Mariposa Park $ $ - $ - $ - $ $ - $ - $ - $ - $ - $ 2,2 $ - $ - $ 8,75 Colonel William W. Eldridge Park $ $ - $ - $ - $ $ - $ 315,00 $ - $ - $ - $ 6, $ - $ - $ 28,25 Segerstrom Triangle Park $ $ - $ - $ - $ $ - $ 341,250 $ - rr rrr '. 5,512,500105,000 $ - $ - $ 7,1 r $ - $ - $ 28,43 Exhibit 1 TABLE E-2: ESTIMATED PLANNING AND PROJECT COSTS BY SITE AND CATEGORY (CON'T) OtherLL a& • •• • •Repair < W 2 66 Pocket Parks Sarah May Downie Herb Garden $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ - $ - $ - $ - $ $ - $ - $ 1,56 $ - $ - $ 3,12 French Park $ $ - $ - $ - $ - $ a forth Street Triangle Park $ $ - $ - $ - $ $ - $ - $ 262,50 $ - $ 17,51K $ 3,1 $ - $ - $ 10,93 Fairview Triangle Habitat Restoration $ $ - $ - $ - $ $ - $ 131,25 $ - $ - $ - $ 3,1 $ - $ - $ 10,93 McFadden Triangle Park $ $ - $ - $ - $ $ - $ 150, $ - $ - $ - $ 3, $ - $ - $ 12,50 Maple and Occidental Exercise Park $ $ - $ - $ - $ $ - $ 187, $ - $ - $ - $ 4, $ - $ - $ 15,62 Friendship Park $ $ - $ - $ - $ $ - $ 18,7 $ - $ - $ 2,50 $ 450 $ - $ - $ 1,56 Garfield Fitness Park Pocket Parks Subtotal $ $ - $ - $ - $ $ - $ 18,7 - $ 5040 $ - $ - $ - $ $ - $ - $ 1,56 Urban Plazas Plaza Calle Cuatro Sasscer Park Civic Center $ $ - $ - $ - $ $ - $ - $ - $ - $ - $ - $ 1,300 $ - $ 3,75 $ - $ $ $ •I $ 405,00 $ - $ - $ - $ 5,850 $ - $ 16,87 $ - $ - $ - $ - $ - $ - $ - $ 26,950 $ - $ - $ 91,87 - $ - $ - $ 26,95( $ 7,15( $ - $ $ $ - $ - $ $ - $ - Urban Plazas Subtotal Spedal Use Facilities Santa Ana Zoo at Prentice Park Santa Ana Stadium Cabrillo Tennis Center Machander Tennis Center Use Facilities Subtotal $ - $ - S - S - $ - $ - $ L4,935,000$ - $ - $ - $ - $ 338,400 $ - $ 411,25 $ - $ - $ - $ - $ - $ - $ $ - $ - $ - $ - $ 126,000 $ - $ 153,12 $ - $ - $ - $ - $ - $ - $$ - $ - $ - $ - $ 64,800 $ - $ 78,75Neal $ - $ - $ - $ - $9il $ - $$ - $ - $ - $ - $ 59,400 $ - $ 72,18Special $ - a - $ - $ $ $ - $ $ - $ - $ - $ 588,600 $ - $ 715,31 u r ur .r $ $ 5,300,000 $ 14,262,500 $ $ 20,000,000 $ 261,000 $ 19,908,750 $ 56,310,18 $ 8,334,531 $ 3,398,013 $ 150,850 $ 3,480,900 $ 86,213 $ 4,387,19 TOTAL EXISTING PARK •••••moo• AND EXPANDED PAWS City Parks Willowick St( Centennial Park Expansion Santiago Park Expansion $ 227,250,00( $ 1,500,00( $ 66,281,25( $ - $ $ - $ - $ - $ - S - $ - $ 7,965,000 $ - $ 3,097, $ - $ $ - $ - $ - $ - $ - $ - $ 5,310,000 $ - $ 2,065, S - $ $ - $ - $ - $ - S - $ - $ 757,50( $ 63,12( $ 828,51 $ 35,40 $ - $ 38,71 $ 23,60 $ - $ 25,81 893,04 $ 240,525, $ 1,500,00( $ - Community Park: Griset Park (conversion for park use) $ - $ -I $ 6,500, $ - $ $ - $ - $ - $ - $ - $ - $ 78, $ - $ 81,25 Warner Ave Ste $ 36,000,000 $ 800,000 $ 16,000,000 $ - $ $ - $ - $ - $ - $ - $ - $ 192,000 $ - $ 200,00 EI Salvador Park Expansion Santa Anita Park Expansion Cesar Chavez Campesino Park Expansion Delhi Park Expansion Community Parks Subtotal $ 3,555,000 $ 800,000 $ 1,580,000 $ - $ $ - $ - $ - $ - $ - $ - $ 18,960 $ - $ 19,75 $ 16,245,000 $ 800,000 $ 7,220,000 $ - $ $ - $ - $ - $ - $ - $ - $ 86,640 $ - $ 90,25 $ 5,715,000 $ 800,000 $ 2,540,000 $ - $ $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - - $ 30,480 $ - $ 39,120 $ - $ 445,20( $ $ 31,75 $ 40,75 75 $ 7,335,000 $ 800,000 $ 3,260,000 $ - $ 4,000,001[$ 37,100,001 $ Neighborhood Parks Myrtle and Raitt Park $ - $ 300,00 $ 1,925, S - $ $ - $ - $ - $ - $ - $ 6,0 $ - $ - $ 24,06 New Neighborhood Park A (Gap Area 1) $ 4,500,000 $ 300,00 $ 3,500, S - $ $ - $ - $ - $ - $ - $ 11,0 $ - $ - $ 43,75 New Neighborhood Park B (Gap Area 14) $ 4,500,000 $ 300,00 $ 3,500,000 $ - $ $ - $ - $ - $ - $ - $ 11,0 $ - $ - $ 43,75 New Neighborhood Park C (Gap Area 19) $ 4,500,000 $ 300,00 $ 3,500.000 $ - $ $ - $ - $ - $ - $ - $ 11, $ - $ - $ 43,75 New Neighborhood Park D (Gap Area 21) $ 4,500,0 $ 300,00 $ 3,500, $ - $ $ - $ - $ - $ - $ - $ 111 $ - $ - $ 43,75 New Neighborhood Park E (Gap Area 25) $ 4,500,0 $ 300,00 $ 3,500, $ - $ $ - $ - $ - $ - $ - $ 11, $ - $ - $ 43,75 New Neighborhood Park F (Gap Area 32) $ 4,500,001$ 300,00 $ 3,500, $ - $ $ - $ - $ - $ - $ - $ 111 $ - $ - $ 43,75 SANTA ANA PARKS MASTER PLAN PP EN DICES Exhibit 1 TABLE E-2: ESTIMATED PLANNING AND PROJECT COSTS BY SITE AND CATEGORY (CON'T) New Neighborhood Park G (Gap Area 36) New Neighborhood Park H (Gap Area 37) New Neighborhood Park I (Gap Area 34) Neighborhood Parks Subtotal Pocket Parks < S 4,500,000 $ $ 4,500,000 $ S 4,500,000 $ ,0011 $ Acquire/Develop 0 300,000 $ 300,000 $ 300,000 $ 3,000,00( $ C 3,500,000 $ 3,500,000 $ 3,500,000 $ 33,425,00( $ UL • - $ - $ - $ $ Improve/Enhance < If - $ - $ - $ - $ Repair Restore Maintain E IL 2 a 0 2 $ 11, $ - $ - $ - $ 11,0 $ - $ - S - $ 11,000 $ 105 Reinvest Lu 2 z Z - $ - $ 43,75 - $ - $ 43,75 - $ - $ 43,75 417,81 Standard and McFadden Park S 1,575,000 $ 150,00 $ 875,000 $ - $ $ - $ - $ - $ - $ - $ 3,1 $ - $ - $ 10,93 Flower & 10th Park S 1,575,000 $ 150,00 $ 875,000 $ - $ $ - $ - $ - $ - $ - $ 3,1 $ - $ - $ 10,93 Bristol Street Site A $ 1,462,500 $ 150,00 $ 812, $ - $ $ - $ - $ - $ - $ - $ 2,92 $ - $ - $ 10,15 Bristol Street Ste B S 4,117,500 $ 150,00 $ 2,267, $ - $ $ - $ - $ - $ - $ - $ 8,2 $ - $ - $ 28,5 17th Street Triangle Park Expansion $ 2,250,000 $ 150,00 $ 1,250, $ - $ $ - $ - $ - $ - $ - $ 4, $ - $ - $ 15,62 New Pocket Park A (Gap Area 8) S 1,125,000 $ 150,00 $ 625, $ - $ $ - $ - $ - $ - $ - $ 2,2 $ - $ - $ 7,81 New Pocket Park B (Gap Area 12) $ 1,125,000 $ 150,00 $ 625, $ - $ $ - $ - $ - $ - $ - $ 2,2 $ - $ - $ 7,81 New Pocket Park C (Gap Area 17) $ 1.125.11$ 15Q00,$ 625, $ - $ $ - $ - $ - $ - $ - $ 2,2 $ - $ - $ 7,81 New Pocket Park D (Gap Area 27) $ 1,125,000 $ 15000 $ 625, $ - $ $ - $ - $ - $ - $ - $ 2,2 $ - $ - $ 7,81 New Pocket Park E (Gap Area 38) $ 1,125,000 $ 150,000 $ 625, $ - $ $ - $ - $ - $ - $ - $ 2,2 $ - $ - $ 7,81 New Pocket Park F (Gap Area 41) $ 1,125,000 $ 150,000 $ 625, $ - $ $ - $ - $ - $ - $ - $ 2,2 $ - $ - $ 7,81 New Linear Pocket Park A (Gap Area 29) New Linear Pocket Park B (Gap Area 34) Pocket Parks Subtotal $ 2,250,000 $ 150,00 $ 1,250, $ - $ $ - $ - $ - $ - $ - $ 4, $ - $ - $ 15,62 $ 2,250,000 S 22,230,004$ 150:000 $ 1,950,00( $ 1,250,000 $ 12,350,o0( - - $ $ $ - $ - $ - $ - $ - $ 4, $ - $ - $ 15,62 154,37 Special Use Fadlities Aquatic Facility Partnership (Centennial Park) Potential Neighborhood Center Special Use Facilities Subtotal $ - $ $ - $ $ - $ 1,000,000 $ 1,000,000 $ - $ - $ - $ 7,500,000 $ $ - $ 5,000,000 $ 7,500,001 $ 5,000,00( - - $ - $ $ - $ - $ - $ - $ - - $ - S - $ - - $ $ - $ - $ S 3,600 $ - $ 4,37 3,60( $ - $ 4,37 TOTAL PLANNED, PROPOSED AND EXPANDED PARKS $ 372,105,000 $ 12,450,000 $ 154,318,750 $ 7,500,000 $ 5,000,000 $ $ $ 149,510 $ 1,265,300 $ 63,125 $ 1,933,359 • 1OM / / r rr• • •.. • rr rrr rr• r•r rrr r: r • : r Exhibit 1 TABLE E-3: PLANNING LEVEL COST BY PARK TYPE Note: Funds are in 2022 dollars not accounting for inflation. *This annual allowance maybe set aside to offset the costs of replacing facilities at the end of their lifecycles. These annualized costs are based on a 20-year replacement schedule to update one -quarter of the park, including landscaping and amenities. ® SANTA ANA PARKS MASTER PLAN APPENDICES Parks, Recreation and Community Services Commission Regular Meeting Agenda April 28, 2022 VIRTUAL MEETING The Zoom Link for the meeting is: ittps://us06web.zoom.us/j/89203203214 ID Number is: 892 0320 3214# 5:30 PM Advisory Group Carl Benninger, Santa Ana Communication- Linkage, VP Citlali Ruiz, Invest In Youth Santa Ana Cynthia Guerra, Rise Up Willowick Coalition Dale Helvig, Northern Santa Ana Preservation Alliance (NSAPA), Chairperson Dave Elliott, Santa Ana Chamber of Commerce, President & CEO Dorian Romero, Santa Ana Active Street (SAAS) Flor Barajas, Rise Up Willowick Coalition Frank Bejarano, KidWorks / Sonia Rios Frank Gutierrez, Arts and Cultural Commission, Chairperson Gabrielle Gutierrez, PRCSA, Ward 1 Representative & Chairperson Hatefas Yop, The Cambodian Family Community Center Hector Bustos, Santa Ana Youth Ballot Hilda Ortiz, Latino Health Access, Program Coordinator Jennifer S. Wang, Asian American Senior Citizens Service Center (AASCSC), COO Jim Burns, AASCSC Joel Cazares, SA Building Healthy Communities (SABHC) Karla Juarez, THRIVE Santa Ana Ken Nguyen, Little Saigon Foundation Kristopher Fortin, Santa Ana Active Street (SAAS) Laura Pantoja, Latino Health Access Maricela Castro, VELA Mark McLoughlin, Planning Commission, Chairperson Ray Diaz, Youth Commission, Chairperson Richard Santana, Community Development Comm., Chairperson Robyn MacNair, Santa Ana Unified School District Ruben Barreto, Santa Ana Building Healthy Communities (SABHC) Vattana Peong, The Cambodian Family Community Center AG - Clarifying Questions • SAAS - Kristopher: Comments o Map - different parks are list - corazones verdes - privately own - what is the impact of Private parks o indegenious community involvement - connection of native planting and people who are/ were stewards, o maps for connections to trail- Bristol from gap in warner and edinger - willerwick acquisition support - continue more acquisition but consider access • Thrive SA - Luis o Thank you, long time coming o Echo emphasis of acquisition, esp willowick o Add policy language to increase budget allocation - seems limited in the ability to get and maintain what is desired by the Community - yes to grant funding but also increasing the budget o Staff is very limited as it is- staff is largely restricted due to time and money o Want to do more collaborative programming • Roberto Herrera o Reference to possible inc. in fee - what would the fee scale look like? o What is the alternative to the acquisition, more than just direct payment? o More gathering spaces - Community rooms in conjunction with the parks • Karla Juarez - o Recognizing the indigenous people o Acquisition of Willowick o Have seen current "improvement" are those are included in the plan - seems the city is making decisions on what a park looks like - est. and keep to the getting community input then making changes according to input o See a report on the surplus land in SA to see how the land can be used o Don't see the community's needs being met - feel like it is been misuse o Emphasis community agreement Lisa - Cannabis funding - money has been spent to before because it became available • CEA - Latino Health access o Acquisition Willowick / land, in general, o Add anti -displacement strategies - Don't want green gentrification o Similar to the housing element lang. In the GPU • Richard Santana o Thank you o Focus on lighting and striping on trails • Magnolia Moreno - Office congressman - Corea o Letter of support for Willowick golf course Acquisition • Thrive SA, o Glad to hear about Land Trust - want to look at that model more o Make sure land is in the hand of the community o Many comments were positive. What is the next step to incorporate comments? Will changes be made before going to the council? Commissioners Andres Ramirez Vice -Chair Mayoral Rep Amina Sen-Matthews Ward 1 Angie Gomez Ward 2 Vacant Ward 3 Cory Nelson Ward 4 Ruby Woo Ward 5 Alfredo Torreblanca Ward 6 Lisa Rudloff Executive Director William Sandoval Recording Secretary Commission Comments • Woo • Like the Acquisition of more land in general • Concerned about adding programs- plan for that and how community centers can be used ■ Including Splash pads/services/equipment (el Salvador park) • Concerned about inc. park fees and notification on the cost of the fees Lisa Rudloff - programming in the past - cannabis funding now for children programs - in a better place now - currently hiring more staff - more programs and services - going to give money to nonprofits - Impact fees are associated with development and new land • Nelson • More space - think it would be better to improve joint use agreement to manage and utilize, underutilized and neglected by school and city - gets political - need to fight for the community - has the school been approached? • Improve lighting - most recreation is after 4 pm • Liked the approach • Ramirez • Clarification: City (Citywide services >15 acres) v. Community park? • More focus on indigenous community and culture/ heritage / joint use agreement • Valley HS - Carl Elementary - attempt in the area - open the gate - improve school/ parks - prioritize over acquisition - add to the mutual relationship. Get to save • Graph - Safety was a huge concern - more effort to minimize as much as possible • Acquisition of Willowick is huge - want to see a big push for that • Stewardship/cleanliness - make sure parks are clean - willing to do promotion/ work on the weekend to clean - del mar park 0 Lisa - Currently in discussion with SAUSD - going to have a separate subcommittee - city council aware of the need amendment of the joint use agreement Motion by Commissioner Woo, 2nd Commissioner Nelson - Motion passes to push the PMP to Council - Sen-Matthew - Appreciate the work - excited to see it come to fruition - Woo - Impressed - stress concerns for changes and listening to the community, Hand ball park in SA Park - Nelson - Conflicts with field renovation, youth programs work together and manage to collaborate. Want to emphasize joint use - Valley sports complex- very underutilized - premiere park that is barely used - Creating a scholarship program for sports leagues for youth 4 `C` In YI � •Y RKS MASTER PLAn City Council Meeting: Draft Plan Review Tuesday, May 17, 2022 , � a j }« .•� z : � k . Parks ■ Master Plan Review I. Draft Plan Presentation 11. Comments/Desired Changes 111. Decision on Approval to Finalize Plan PARKS MASTER PLAN Santa Ana is creating its very first Parks Master Plan to guide investment in parks, facilities, trails, programs, and open space. This long-range plan will help prioritize park projects for the next ten years. PLAN ORGANIZATION • Executive Summary • Ch 1: Introduction • Ch 2: Park System Overview • Ch 3: Santa Ana Community • Ch 4: Park Access, Equity and Opportunities • Ch 5: Facility, Trails, and Program Needs • Ch 6: Systemwide Recommendations • Ch 7: Site Recommendations • Ch 8: Action Plan • Glossary III JJ7►lII S_ APPEnDIX A This appendix presents guidelines for the acquisition, design., development, and renovation of existing and new parks systemwide Quality parks are noted by how successfully they provide welcoming, Inclusive greenspace and facilities that support safety, sustalnablllty, access, maintenance efficiencies, ecological v4ues, community character, and diverse needs APPENDICES 215 PLANNING PROCESS q E )or J i i PHASE 1 PHASE 2 PHASE 3 PHASE 4 Parks Evaluation Community Needs Priority Projects Plan Adoption Evaluate current City parks, Conduct community Define park Present the Draft Parks facilities, trails, programs, outreach and a technical recommendations and Master Plan for review, and operations. assessment of park needs. prioritize projects. refinement, and adoption. Project Timeline Winter/ Spring 2021 Spring 2022 COMMUNITY ENGAGEMENT General Plan outreach findings, plus: • 2,000+ residents • 6 committees, commissions, advisory groups • 16 pop-up events • 24 partners & stakeholder organizations • 3 staff groups • Outreach in English, Spanish, and Vietnamese f Let's talk about ways to improve our parks! ' Hablemos de maneras de me orar nuestros parques! r Hay ban ve cach car thren cong vien cua chung ta! r, r W., I lw %!ebb Imi 4 PARKS MASTER PLAN EXISTING PARK & RECREATION ASSETS TRAILSMATURAL FEATURES wo## 1 TOTAL 7TRAILS 2LAKES OUTDOOR RECREATION 77 TOTAL 4COMMUNITY GARDENS TOTAL: 370.6 acres ATHLETIC/ SPORT'S 141.5 TOTAL 6SOCCER FIELDS 8,393 Fidd & Fad14 resuvations in 2019 32PLAYGROUNDS COURTS 32 35BALL SITES WITH ,,,,,..,,.,,,Q PICNIC AREAS uuamvnr'a 36*5 BASKETBALL COURTS 30TENNIS COURTS NFAJORISPECIAL USE FACILITIES 45 TOTAL i 2TENNIS CENTER5 10 RECREATION! COMMUNITY CENTERS 2LOG CABINS 2SENIOR CENTERS 5 MUNICIPAL 37 POOLS visibars in 2019 SPECIAL USE zoo 270,000 Santa Ana Zao at visikars Prentice Park annually 1"mull ota Sam Ma 9ladlumw COMMUNITY PRIORITIES • Safe and inclusive parks • Diverse parks and green spaces • Dynamic programming • Equitable recreation opportunities • Green connections • Community culture and identity • Youth engagement and development • Health and wellness FIGURE I% Given changes in the last year — Parks are much more imporlart to me and my 70.8% family My feelings about parks haven't changed 133% Parks are a little more important to me and my 2�n family Parks are much less important to me and my family 1.290 Parks are a little less important to me and my family f 1.2% 0.0% 20.0% 40.0% 60.0% 80.0% RGiURE 3-1it What types of programs and events should be added or expanded in Santa Ana? 0.O� 10,0% &0% 310% 40.0% 50.0% Sper.ial a.Vents l'I.e, music and movies in the park,... 46.9% Arts, performing arts, and crafts 32.3% Adult fitness and wellness classes 28.0% CHAPTER 3: SANTA ANA COMMUNITY F_ WESTMINSTER) n I 12a,�j "d aen�" -1 n r Taro r,� 1 El n ge aik L.— J M rri an 11 d' e 12 $arskSaPairliC GARDEN GROVE '!ane ar J k z: 11 L._.J Asa $} Parr na ,.� 1 J . Park 14 c Rivery e 18 Par �.� —._— — a �0 p L;.lPgr A j -� li_:'i ,Q EI S@Iv�dor 1 � � � ; Par _ V _ J Rosita Park Vw:'�'k 'J y , o.,c��re ' ' Mariposa �[ r An els Park . 1 Oaipsina= 7 Coma nity wa ParC 1 H r e, 6 \ dh ��gR4_An i� ark �� I I o i I 77 I U 7 Jera, — — — Windsor Park Centennial Park Mk Sgvae e,�o 4� FOUNTAIN VALLEY Li UNINC:-i lAl COSTA MESA /, O 7 Lillie King Park 38 \5alpginte % arkk 41 t3omo Koral V a Park Access and Equity (Service Areas and Gaps) Legend irty70f�fOffdWf�lk@3 Ob`1FICtiryFdl�tOffCfQOi�Ps Citywide Park M Pocket Park Community Park Urban Plaza Neighborhood Park Special Use Facility `Trail Corridor [lllierlr popfsmm a Major Recreation Park Resource Facility Undeveloped Park joint -Use School Site lawlxd lkxres Parks and Facilities Provided by Others -- Major Roads + Freeways Rail LInelMetro Rail 77 City of Santa Ana 0 5urrouding Cities and Unincorporated Areas School Waterbodies Residential Areas PartSffWC?kP05 10-minute walk to a City or Community Park -.__i 5•minutewalk toaNeighborhood Park 5-minute walk to a Pocket Park or Urban Plaza 5-minute walk to a Special Use Facility 5-minute walk to a Undeveloped Park 5-minute walk to a Joint Use School Ste Pdr Unnerved Areas 0 Unserved Areas with High Severity of Need Pocket Parks 0 Sarah M4 dm1e RerQGardea 0 Fienrh Park 0 171h5Ne1Tm4ePark FaimewSriaogleHa6iWtPesaauoa WFatldm 1wolgk Park Faapkard rkddenW Ecerow Pek FdendshEpPark 6204 Russ Park { Sources: City of Santa Ana, Ean. OC Open Data, SCAG Open Data, 2022, March 2022 GARDEN GROVE Cggssar CK arT r : ontto Aorta Parfc i I � � I r ' �, qIon i � rl,r• Iltam 1 r Eldri geparkL• J Mc�rri�on Memory 12 ar Santi�go` - �—•� i Lair rk�Par 1 ua"fir 21 i PortOla Parka 'r r' Park iiFFJ• y Riv rview 4 r, F ark saAw�, J cdn� 1� �• � u z �.: ar ' El5alvdor a p M�arkry aF�eL Cabrill els o pParki f TUSTIN +Lill + Key Park System Needs Legend CityPM aadfuc+l& Citywide Park Community park Neighborhood Park Trail Corridor Major Recreation Facility other Criy Pat and f ariktres Packet Park Urban Plaza special Use Facility wrC4PWfS0rrra r Park Resource Undeveloped Park joint'Use School Site toml and RehaanQ! Nesnur[es Parks and Facilities Provided by Others -- Major Roads + Freeways Rail Line/Metro Rail 77 City of Santa Ana 0 Surrouding Cities and Unincorporated Areas School Waterbodies GenermlPknPrl gAreur 0EnvironmentalJustice QE Communities 0 Land Use Element (LUE) Focus Areas 05aADhforhAT6 055fre¢Itgylpy�rRpp(I BGrardAPrrtuellRh�rest ®SmilhBastdiSheer 0 WeslSonloAnnBoukatrd 1lnatvredAreus 1UAsl Other Opportunities Identified Parkiand Acquisition Likely Needed _ High Seventy of Need (or responds [o Eouiry Rnalpsis {see Table 42 far perad} Packet Parks ur narl PIN:,5 Sarah Vgkniekerb(, ten PlazaCailetuabo �FremhPark SassenPari r MNS[raffmr4eW tMcrenler 0Nin wInanglewbiulkeswon 0WidomT*glePark SpeciaiUse Faciilnes 0Mapkan40ccidenulEwr&Park $dhdAfa26alP[ellkePak SanaMaSudlum Friendsho Palk �GoW Rne5NA ( 5VIll 0 Neal MachanderTenoisCowr ©Z Sources: oiryor Santa Ana. Em.00 Open Data. $M Open Oato, 2022. Maigh 2022 1u�r it am f� _ • E EI rl1ge Pail Mgrii CARDEN GROVE Memoryf + ne Park r Edna Park a� Riv rview uric wnros, j 1 j I Snrira � R El SAW dor �ar r _ BRA}i a F7I rk 4� ti GoHW��n P Q lr C sarChovez tin µ+���. An ®Is Y rrw ,ON �r ar WESTMiNSTER� H ri e I d an ta G An to Park 0 City VVWminter L © O Trail Network i :- Pa _ �__.—.—_f _F—,, a me Connection to M& mdsorl'ark Regional Park Centenni Park _ rnk sq1.. ev1wn r tl tINC'. Memorial Park F ON1AIN VALLLY a 4�ams 8rc� e e �Se�eeqrs ria le grrl Park Carl �h n ar H Lille 'r Par i in Cp L_�__ n o o.s 2MagS COSTA MESA k City of Orange Trail Network ORn.NGIF San iagoCreek r Trail & E kepath O . ak =%— n San----� rrKK ` Trail Corridors Port0la i t,N'N and Key Connections Park j L Legend � + GryFurkur�k[rhl'ies OtlrerCrlyFor�m[dFai�ties j Citywide Park � Pocket Park Community Park Urban Plaza Neighborhood Park Special Use Facility M�b�rry l OherCtyPakBesnurcn epa ar Park Resource � � a � ,I * Major Recreation � `�C br ll s Facility Undeveloped Park $ f a M Joint -Use School Site ft; 5addleba k 0 t e View Par L 1amlantl8erralResoar[er Parks and Facilities Provided by Others — Major Roads + Freeways c — , Rail Llne/Metro Rail 77 City of Santa Ara [] Surrouding Cities and Unincorporated Areas ` School ectric E Waterbodies ! +� • Future Alignment of OC Street Car ' Oyput+�rolr�3lo&rhorktP¢dFt�rprrdrWBrryd2Ca�ecObrts 8 F I TUSTINdClass IPaths and Trails MaPa;rrin — Class IV Protected Bikeway 0 Key Connections Proposed Golden Loop p hk Park I Nr Eds4ngTrail Corridors � �S�eiago(rnekBiielrail �Pacifrcirectrklktapk�rreeilBikerrail - % ,� QNIanAverlueBlkeirad m big sum BI4 Trail QBenSGeelBikeTrail r (DMadkurgWeTrait •�� 1 ©Anu,maPnelBlktrrakl �fkwe54@4BiWetrail QI Singkii5edeosBikeTrau IRVINE Sources: City ar Santa Ana. Esi QC Open Data. SCAG Open ➢ata. 2022. Mai-0 2022 ADDITIONAL ANALYSES • Needs in 5 focus areas • Major facilities distribution • Active recreation distribution • Other land acquisition opportunities �V' Q� V 4TH ST 3RD STD I > � u � a 1ST ST ImollI WALNUT ST iri I i i 'L _ CAMILE I I ' ?,,HAM AV. � I I ,� � I BEVERIV of MCFADDENAVE! 3 I i a I i o�m BORCHARD AVE I j � Z I EDINGER AVE 5 i f z� I a � I .ICGUENiAI ST i � a a = ST ANDREW PL N _ ' y < i i Z C o a C m 1 u 1) u Ir aZ i w � LL AHURST ST i , ! p 0 IARNERAVE CENTRAL AVE ADAMS ST GOETZ AVE DESIRED LEVEL OF SERVICE • Desired level of service and needs for: • Parkland • Recreation facilities • Trails • Events and programs Level of Service (LOS) is a metric used to measure the amount of assets or services needed. For land, it is expressed as a ratio of park acreage to 1,000 residents served. Minimum Parkland LOS:1.5 acres/1,000 residents; 2-3 acres per 1,000 residents to serve new developments. City Parkland Joint -Use School Sites Trail Corridors Tota 361.8 13.3 .04 .15 41.1 26 23.3 01-11V 1.1 1.5 176.3 33 .07 .20 49.2 25 miles 1.2 1.85 266.6 59 sites + 25 miles OUR MISSION AND VALUES 0 The PMP supports the City's vision and values as identified in the 2022 General Plan update: 0 Health • Equity • Sustainability • Culture • Education golden city beyond A SHARED VISION FOR SANTA ANA PARKS MASTER PLAN INITIATIVES • Parkland: Acquire and develop parks to increase the amount of parkland and create an integrated park and open space system. • Equity, Access, and Environmental Justice: Ensure that all residents in Santa Ana have equitable access to inclusive parks and healthy recreation opportunities that serve all ages, abilities, and unserved or underserved areas in the City. • Trail Connectivity: Create a walkable, bikeable, and interconnected city by providing a network of off-street bicycle and pedestrian trails. OB• Recreation Diversity: Create unique and vibrant recreation facilities that reflect the character, identity, and needs of Santa Ana's diverse community. PARKS MASTER PLAN INITIATIVES ki• Activity: Facilitate events, programs, sports, and indoor and outdoor recreation activities to support community health, fitness, empowerment, development, and lifelong learning. • Stewardship: Manage and maintain Santa Ana's parks and recreation � assets through good stewardship, proactive asset management, and the wise use of resources to support a sustainable, resilient, safe, and comfortable park system. ti• Collaboration: Engage residents, partners, volunteers, local businesses, and other agencies in enhancing parks and recreation opportunities. • Investment: Diversify funding, generate revenues, and support the 1 t capital and operational investment needed to enhance the park and recreation system. RECOMMENDED 10mYEAR CIP % of Sites Recommended for Capital Projects 5 44 3 KIYA 1 W- Anw- \01 ° '° P C 10mYEAR CIP.0 NEW PARKS Proposed New Parkland by Type (Additional Acres) Special Use Facilities E Pocket Parks Neighborhood Parks LA omr,iunity Parks Citywide Parks 1 20 40 a li4' r i # a 80 100 10 1111111[if 1 1 u 7 _ 1 .r .Ye•r � � r, �r� T ��. .'rc• j t v - r GOLF COURSE CONVERSION CASES70Y CRAIG RANCH REGIONAL PARK, NORTH LAS VEGAS, CA AstweationalleisureVendshave changedIhitheyears aidwatercrosta ion has become mvAl, the xnveraion of aging Boll courses to paddend has became a welocrne option for many cites. The fdl—rig projeu showcases a the—ld, 132arre private gdf course that was nansfamed into a well love landscape to serve thetas Vegas mmmuniry'S dberse pcpulatrcn, Asimilar prospect emsts with the Willowid; Golf CoLw and p'esenl5 opportunites to incorporate larger reoreadonal feawres that Wiealy require more lard, These include featureswich as sooner and cricket fields, spa a for large oper outdoor events, larger dog perks that can create two to three areas for dirki si ed dogs, discgdf, fultsaebasketballc rts,restroomandtw,aemicnbuillnabtr lareas lapass ereoratoaand ecological imprwv rri ¢ m6 es bioswales, butterfly gardens, bird hablttm and native plantings, 10-YEAR COSTS Three different asset costs: CAPITAL • Capital COSTS • Maintenance Existing Park $1 7.8 million • Reinvestment & Replacement Site • (Administration, Programs) Planned, S551.4 milhon Proposed, and Expanded Parrs Residential Impact Fee: • Only applied to capital expansion • $43 million through 2030 3.7 million $1.5 rAlion COSTS AND INVESTMENT STRATEGY Existing Parks Parkland: 1.5 acres11,000 Trail Corridors: 0.2 acres11,000 Joint -Use Sites: 0.15 acres11,000 TOTAL 1.85 acres11,000 residents Costs: $128 million + $3.7 million annually $550 million + $1.5 million annually TBD with transportation planning TBD via Joint Use Agreement More than $680 million + $5.2 million annually ACTION PLAN 1. Prioritize maintenance and asset management. 2. Increase park impact fees for new development. 3. Redirect other funds to parks. 4. Explore voter -approved tax measures and other public and private support. 5. Create a park opportunity fund. 6. Pursue key land acquisition opportunities. ACTION PLAN 7. Develop the Golden Loop and Key trail corridors. 8. Evaluate additional park acquisition opportunities. 9. Explore other acquisition mechanisms as an alternative to direct purchase. 10. Update joint -use agreements with SAUSD. 11. Evaluate the return on investment before proceeding with major facility development. 12. Extend cost recovery recommendations to new programs & services. Potential Document Revisions PRCSA COMMISSION/ADVISORY GROUP • Change heading on Action Item #3 to: Increase Funding for Parks (CH 8). • Add policy: Strengthen relationships and partnerships with indigenous communities (CH 7, 7.1f) • Emphasize needs for meeting rooms and indoor gathering spaces (CH 5, Table 5-4). • Add policy: Compile and regularly update a surplus lands and private parks report to inform acquisition opportunities (CH 6,1.1, g). • Add design guideline: Provide lighting and striping on Class I trails for safety (Appendix D). • Add design guideline: Improve park lighting for safety (Appendix D). OTHER CHANGES AND CORRECTIONS • Add policy: Preserve existing park acreage by ensuring that parkland developed through grant funding is sustained for park and recreation uses into perpetuity, especially where required by granting agencies (CH 6,1.2e) • Correct typos, mislabeled headings, and formatting issues. • Update the Acknowledgements page. • Insert omitted list of City values and heading (Executive Summary, p. vii). Comments?. What do you like about the Master Plan? What would you change or add to the Master Plan? 1 ` ML- wpm � •Y RKS MASTER PLAn Min In conjunction with: Economic & Planning Systems