Brentwood City Council
August 13, 2024

PLANNING COMMISSION AGENDA ITEM NO. E.1
07/02/2024
residential, and the various other
land use controls. The maximum
number of units possible on this
site under those conditions would
be 28 units, including the four
affordable unit required per the
City’s Affordable Housing
ordinance. The reduction to 8,000
sf minimum lot sizes on the
market rate units would be
necessary to allow for
construction of the 34-unit
project.
3 Minimum lot sizes
for the affordable
units reduced to
3,750 sf.

The duet housing product
proposed for the affordable units
provides for a four-bedroom, two
story home with a two car garage.

This design is consistent with the
bedroom and bathroom count,
garage configuration, and floor
plan layout with the market rate
homes, with the exception of total
square footage, as allowed under
the City’s Affordable Housing
ordinance. A larger lot size
requirement than what is
proposed would impact the
setbacks of the remaining homes
on the block. Without this waiver,
the proposed density project
would be physically precluded
from being constructed at the
proposed density, even with the
requested waivers for the market
rate units.
4 Minimum lot width is
100 feet
Minimum lot width
for the market rate
units reduced from
100 feet wide to 80
feet wide as,
measured at the
rear lot line.

Increased lot widths would
physically preclude construction of
the project. The applicant ran a
sample land plan scenario
showing the constraints of a
10,000 sf minimum lot size
(essentially the same as applying
a 100-foot minimum lot width) on
the project as a whole, a 20,000
sf minimum lot size on the lots
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PLANNING COMMISSION AGENDA ITEM NO. E.1
07/02/2024
adjacent to existing large lot
residential, and the various other
land use controls. The maximum
number of units possible on this
site under those conditions would
be 28, including the four
affordable unit required by the
City’s Affordable Housing
ordinance. The reduction in the
minimum lot dimensions on the
market rate units is necessary to
allow for construction of the 34-
unit project, while also allowing
for density transition lots on the
south and east, and a housing
product consistent with the
surrounding neighborhoods and
economically feasible in the
marketplace.
5 Minimum lot
dimensions for
duet units shall be
reduced from 100
feet wide to 40
feet, wide as
measured at the
rear lot line.

The duet housing product
proposed for the affordable units
provides for a four bedroom, two
story home with a two car garage.

This home design is comparable in
bedroom and bathroom count,
garage configuration, and floor
plan layout with the market rate
homes, although of smaller total
square footage, as is allowed
under Brentwood affordable
housing ordinance. The lot
dimensions proposed are
appropriate to the proposed
architecture and provide for
comfortable and livable setbacks.

Lot dimensions any larger than
what is proposed would not
materially improve the duet
homes and would significantly
impact the lot sizes and setbacks
of the remaining lots and homes
in the subdivision. Without this
waiver, the proposed density
project would be physically
precluded from building the 34
units allowed, even with the other
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PLANNING COMMISSION AGENDA ITEM NO. E.1
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requested waivers for setbacks
and lot sizes.
6 Minimum front yard
setback is 20 feet.

Minimum front yard
setbacks include an
allowance to
decrease the front
setback to 15 feet
to living space, yet
maintain the
existing 20 feet to
the garage.

The requested waiver is to allow
for a 15-foot front setback to any
living space that may project
forward of the garage. This
waiver is necessary to support the
proposed architecture as
described above while preserving
reasonable rear yard setbacks.

Without this waiver, lot depths
would have to increase, resulting
in the reduction of the total
number of units proposed for the
project, and physically precluding
the proposed 34-unit density
bonus project.
7 Minimum side yard
setback is 10 feet, the
sum of both sides is 25
feet.

Minimum side yard
setback reduced
from 10 feet
minimum to 7 feet
minimum and
reduced from 25
feet in aggregate to
20 feet in
aggregate.

The requested waiver is to allow
for a garage reduction of 3 feet on
the minimum and 5 feet on the
aggregate side yard setback. This
is necessary to support the
proposed architecture as
described above and
accommodating lot widths
necessary to achieve the densities
allowed under the density bonus.

Without this waiver, the project
could not be physically
constructed at the proposed
density because increased lot
widths would reduce the total
number of units proposed for the
project.
8 Side yard setback for
duet units
Side yard setbacks
shall include a
provision for a zero
setback on the lot
line defining the
common wall
between duets.

Because the duet units are
proposed to be fee simple
ownership, individual legal lots
must be mapped. A zero setback
is required on the lot line that
splits the building. Without this
waiver, the proposed duets could
not be physically constructed and
thus the project could not be
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PLANNING COMMISSION AGENDA ITEM NO. E.1
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physically constructed at the
proposed density.
9 Minimum rear yard
setback is 30 feet.

Minimum rear yard
setback shall be
reduced from 30
feet to 15 feet.

A 15-foot minimum rear yard
setback is necessary to support
the proposed architecture while
preserving the minimum front
yard setbacks. Without this
waiver, the project could not be
physically constructed at the
proposed density because
increased lot depths would reduce
the total number of units.

Objective Design
Standards*
Waiver Request Analysis

1.1(D) Minimum setback of 30
feet between sound
walls and bordering
arterial and collector
streets.

Minimum setback
shall be 15 feet.

Compliance with the 30-foot
setback would physically preclude
the project from constructing the
proposed number of units because
an increased setback would
reduce the number of units. Staff
also notes that this development
standard is not consistent with
existing sound walls on Adams
Lane or any other minor arterial in
Brentwood.

2.2(E)1 A minimum of one unit
on each lot must have
the front entry door
facing the street.

Allow eight lots to
not have entry
doors facing the
street.

The proposed subdivision has
some lots that gain access via a
shared access drive aisle off of the
public street and therefore these
homes are not oriented facing the
public street. Some of the
entrance doors for the duet units
are located on the side in order to
match the rest of the subdivision.

The requirement to have these
lots face the street would
physically preclude construction of
the number of proposed lots as
there is not enough room for all
lots to fit with frontage on the
street.
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PLANNING COMMISSION AGENDA ITEM NO. E.1
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2.2(E)2&3 Where the housing
development comprises
two side-by-side
detached units
positioned along the
street frontage, each
unit must have the front
entry door facing the
street. Where two units
are proposed to be
attached and are located
on an interior lot, one of
the two units must have
its front entry door
facing the street, and
the other unit must have
its front entry door on
the building side or rear.

Allow the duet
units to have front
doors both facing
the same street.

Some of the entrance doors for
both of the duet units are located
on the front in order to match the
rest of the subdivision and appear
as one single-family home. The
duets cannot be physically
constructed to comply with this
requirement and thus without the
waiver, the project could not be
constructed at the proposed
density.
*The applicant is requesting modifications to some standards in order to achieve the 34 lots.

Staff has analyzed whether all of the above waivers are subject to denial and has determined that they are not, for the following reasons:
(1) there are no specific, adverse impacts on public health or safety for which there is no feasible method of mitigation or avoidance that would be associated with granting this requested waiver;
(2) there are no specific, adverse impacts on public health or safety on any real property listed in the California Register of Historical Resources; and (3) the requested waivers are not contrary to state or federal law.

Affordable Housing Ordinance and Density Bonus Affordability Component The project application was deemed submitted under SB 330 in August of 2023, and therefore is subject to the City’s Affordable Housing Ordinance that was in effect at that time. The ordinance requires projects between 27 and 34 units to contain one low-income unit, two moderate-income units, and one very low-income unit (BMC

17.725.003D). Pursuant to the City’s ordinance and consistent with definitions of the state law, a very low-income unit qualifies as a low income unit and therefore the project complies by providing two very low-income units and two moderate-income units. The project is proposing four (4) affordable units, with two (2) affordable to very low-income households and two (2) affordable to moderate-income households. 17

PLANNING COMMISSION AGENDA ITEM NO. E.1
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Under the State Density Bonus Law (Government Code § 65915 (f)(2)(B)(1)(b)), the project is required to provide five percent (5%) of the units for very-low income households in order to qualify for Density Bonus benefits. However, the project proposes six percent (6%) of the units for very-low income households which allows the project to qualify for an increase density of up to 22.5%. Units required by the City’s Affordable Housing Ordinance qualify as affordable units for purposes of the State Density Bonus Law. Therefore, with a total of four (4) affordable for-sale units, the project meets the affordability requirements as required by City and State requirements.

The designs of the affordable units are comparable to the exterior designs of the market rate units, materials, architectural elements, and overall construction quality, as well as the number of bedroom and proportion of bedroom types. The affordable units are also dispersed throughout the residential development, consistent with the requirements of the applicable Affordable Housing Ordinance.

VESTING TENTATIVE SUBDIVISION MAP
The subdivision consists of a rectangular-shaped 9.6-acre parcel, excluding the 0.4- acre remainder parcel at the southeast corner of the project site. The proposed vesting tentative subdivision map includes 34 single-family lots, a bioretention lot (Parcel A), and ties in to the previously approved looped public street for the original Orchard Grove subdivision just to the south of the parcel, with access via two points along Adams Lane. The bioretention parcel for storm water treatment is located on the northeast corner. Smaller residential lots ranging from 8,000 to 9,000 square feet are located at the center of the project and slightly larger lots ranging from approximately 10,000 to 13,400 square feet (with the exception of the duet lots) are located along the northern and western perimeter of the site.

Although the project will not have an on-site park, it is in close proximity to Blue Goose Park (a four-acre community park with many amenities), located directly across Adams Lane and southwest of the project site. Additionally, Dolphin Park is within a half mile walk of the project with a safe crossing at the controlled intersection of Grant Street and Adams Lane. Consistent with the City’s 2019 Parks, Trails and Recreation Master Plan, an on-site park is not required based on the availability of the two existing parks in the vicinity of the project site and the safe access thereto for project residents. As a draft condition of approval, the developer is subject to park 18

PLANNING COMMISSION AGENDA ITEM NO. E.1
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in-lieu fees to fund community-wide projects rather than construct another new park in close proximity to two existing parks (Goal CSF 2, Policy 2-9).

As part of the application review, the Public Works Department and the Contra Costa County Fire Protection District reviewed the proposed vesting tentative subdivision map to verify that safe and acceptable street widths are included in the subdivision.

Full right-of-way improvements would be constructed within the street, including utilities, curb, gutter, and a separated sidewalk with a landscape strip.

The project involves the construction of the necessary infrastructure to serve the proposed neighborhood and would include plans to connect to existing City infrastructure to provide water and sewer to the site. Storm water quality for the site will be established with a bio-retention basin constructed at the northeast corner of the site pursuant to Contra Costa County and State Water Resources Control Board regulations. A condition of approval would also require improvements to Lone Oak Road along the eastern project frontage.

DESIGN REVIEW
Access and Circulation
Access to the site would be via two existing (currently under construction by the Orchard Grove project directly to the south) access points off Adams Lane, which borders the property to the west and the subdivision will tie into the looped public street internal to the previously approved Orchard Grove project. The two projects will connect for an overall design of one continuous project to ensure consistency within the neighborhood, well-connected streets, and development that occurs in a logical and orderly manner. The internal street is approximately 56 feet in width, with sidewalks connecting to the existing sidewalk on Adams Lane. Adams Lane will be widened along the project frontage to accommodate through traffic and new turning movements into and out of the proposed project. Full right-of way improvements would be constructed within the internal street, including utilities, curb, gutter, and a separated sidewalk with a landscape strip. (Policy LU1-4, LU1-5, Policy CIR 1-2).

An analysis of the expected vehicle miles traveled (VMT) by the proposed residential development was prepared by TJKM Transportation Consultants. The proposed development is expected to generate 362 daily vehicle trips, including 27 a.m. peak 19

PLANNING COMMISSION AGENDA ITEM NO. E.1
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hour trips and 34 p.m. peak hour trips. Based on the existing residential VMT generated by other similar homes surrounding the project location, the project is expected to generate VMT per resident that is at least 15 percent below the Brentwood citywide average. The project would produce a less-than-significant impact, based on the adopted Contra Costa Transportation Authority thresholds. A detailed discussion of transportation-related impacts associated with the proposed project can be found in the IS/MND.

Architecture
The proposed architecture is designed to be consistent with the previously approved Orchard Grove project located on the parcel to the south of the current proposal in order to appear as one cohesive subdivision. The project is uniquely designed, allowing for increased variation of building design and massing throughout the subdivision. There are four home plans for the market rate homes and two home plans for the duet units. Each of the floor plans offer a unique configuration of massing, intended to create differentiation and variety on the streetscape, and provide buyers with distinct choices in lifestyle and use of space. A summary of the proposed home plans is as follows:

Table 4
Plan
#
Home
Size (SF)
Bed/Bath Garage
Spaces
Stories Maximum
Proposed Height
1 3,043 4/3.5 2 One Story 20’ 9”
2 3,155 4/3.5 2 One Story 20 6”
3 3,741 4/3.5 3 Two Story 26’ 3 1/8”
4 4,118 5/4.5
(includes
ADU)
3 Two Story 27’ 6 5/8”
5 (duet)
1,976 4/3 2 Two Story 29’ 7”
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PLANNING COMMISSION AGENDA ITEM NO. E.1
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6 (duet)
2,073 4/3 2 Two Story 29’ 7”
The unit breakdown for each plan type is shown in the table below.

Table 5
PLAN TOTAL % OF TOTAL UNITS
Plan 1 (1 story) 8 23.5%
Plan 2 (1 story) 8 23.5%
Plan 3 (2 story) 7 20.6%
Plan 4 (2 story) 7 20.6%
Plan 5 Duet (2 story) 2 5.9%
Plan 6 Duet (2 story) 2 5.9%
TOTAL 34 100%
There are three distinctive elevation styles for each home plan, which include Early California/Spanish, Mediterranean Revival, and Craftsman. All duet units have a Craftsman elevation, similar to the Craftsman elevation found in the market rate homes. The three elevation styles offered are as follows:

Early California/Spanish – The Early California/Spanish style incorporates concrete “S” style tile roofing covering a series of traditional gable roof forms. The roof pitches of this style are 4:12. Walls are clad with stucco and the base of the Plan 1 has been built out true to the style and will be painted with a complimentary color. The Early California/Spanish style incorporates deep-set entry doors with entrances onto porches that are typically designated by a single arch feature or a more open design incorporating a decorative beam. A decorative beam is also included above the garage door to match the entryway. Two of the porch designs are also appointed with decorative wing walls common in early California architecture. Style-appropriate recessed windows are shown on the front elevations of many of the plans, as are wood-sided bay windows that emphasize elements on either the first or the second floor. All windows are accented with dimensional stucco trim, which is carried around onto the sides and rear of the homes.
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PLANNING COMMISSION AGENDA ITEM NO. E.1
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Mediterranean Revival – The Mediterranean Revival style incorporates concrete “S” style tile roofing covering a series of pyramid hip and cross-hipped roof forms.

The roof pitches of this style are 4:12. Walls are clad with stucco over foam trim. The entrances onto porches are either curved or square with cementitious trim around the perimeter of the opening that is painted a complimentary color and a light fixture above the entryway. Style-appropriate recessed windows are shown on the front elevations of many of the plans, as are wood-sided bay windows and windows with curved stucco/cementitious finishes that emphasize elements on either the first or the second floor. The Mediterranean Revival style incorporates a complimentary trim around the garage doors, which matches the entryway and window trims.

Craftsman – The Craftsman elevations are a combination of stucco over foam trim and cementitious board and batten siding. In addition, there are stone veneer trim bases and column bases with paired porch posts defining the entries. Wooden posts and trim elements adorn each of the front porches, consistent with the style and wooden trim compliments on the windows on all four elevations. Front elevations feature unique window trim styles and detail elements, and decorative faux corbels and trim details in the roof gable ends. The garage door style is specific to this elevation type. The rooflines are made up of accent gables in alternating directions with concrete roof tile. The roof pitches of this style are 4:12. All the duet units have a Craftsman elevation with a 6:12 roof pitch.

The exterior materials, massing, roof shape and pitches, trim shapes, colors and materials create a strong neighborhood identity and provides for architectural variation throughout the subdivision. For each plan, there are four color schemes that represent the particular style, for a total of 12 color schemes. The proposed design provides architectural elements and building forms that reflect attention to detail and general compliance with the City’s Interim Objective Design Standards explained below.

Master Plotting Plan
The master plotting plan depicts which home plans would be constructed on a particular lot. Consistent with the City’s Interim Objective Design Standards, the proposed combination of models and elevation styles serve to diversify the plotting as much as possible. The proposal provides for a varied streetscape, interspersing single-story plans, two-story plans, and duet units. Single-story and duet units are 22

PLANNING COMMISSION AGENDA ITEM NO. E.1
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located on corner lots to provide massing and lot proportions consistent with the residential development. A condition of approval is included to ensure that elevation styles are not repeated on adjacent lots, thereby creating a diverse streetscape and architectural variation.

Orchard Grove North Master Plotting Plan
As previously referenced, the project will physically tie into the Orchard Grove project on the parcel just south of the subject site. The applicant prepared a combined master plotting plan that incorporates both the Orchard Grove and Orchard Grove North projects for reference as shown below. The subject project, Orchard Grove North, is highlighted in yellow for clarity.

Combined Orchard Grove & Orchard Grove North Plotting Plan 23

PLANNING COMMISSION AGENDA ITEM NO. E.1
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Lighting
Lighting details and cut sheets for the residential lighting fixtures will be reviewed in conjunction with final design-level submittals for site improvements and building permits for compliance with the City’s applicable regulations. As conditioned, all external light fixtures must be of either a cut-off or full-cut off design, per City regulations.

Preliminary Landscaping
The preliminary landscape plan submitted with the application provides typical front yard landscaping. Shade and ornamental trees proposed on the site are 15-gallon and 24-inch box as required by the Brentwood Municipal Code. The bio-retention area includes a landscape buffer along Lone Oak Road and the remainder parcel with the existing single-family home. Although the project will not have an on-site park, Blue Goose Park and Dolphin Park are both in close proximity to the project site. A draft condition of approval would require new landscaping, irrigation, curb, and storm drain improvements along Adams Lane. A standard condition of approval requires the submittal of detailed landscape and irrigation plans for review and approval prior to issuance of a building permit to ensure compliance with the City’s Water Efficient Landscape Ordinance.

Fencing / Wall
Proposed at the northern property line of the project site is a six-foot high enhanced wood fence that extends from Adams Lane, east to Lone Oak Road, with the exception of the bio-retention basin. The bio-retention area includes a four-foot-high concrete split rail fence along Lone Oak Road and norther property line adjacent to the bioretention area while the interior perimeter includes a six-foot high landscape wall.

A six-foot high perimeter masonry wall with split face block is provided along Adams Lane for noise attenuation and is consistent with the wall for the adjacent subdivision.

Each property will be provided a six-foot high wood good neighbor fence for privacy by the applicant.

INTERIM OBJECTIVE DESIGN STANDARDS (IODS) ANALYSIS
On June 27, 2023, the City Council adopted Interim Objective Design Standards (IODS) that are applicable to all new single-family homes within the city. The subject application was submitted to the City on July 25, 2023 and is therefore subject to the 24

PLANNING COMMISSION AGENDA ITEM NO. E.1
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IODS. Staff has reviewed the application for consistency and the proposed project complies with a majority of the standards. However, as mentioned above in Table 3, the applicant is requesting waivers to some standards allowed by SDBL (please refer back to Table 3 for more detail). The applicant is also requesting an exception from three of the IODS, based on the reasoning below, as these standards do not physically preclude the construction of the additional units and therefore do not qualify for waiver under SDBL however, the Planning Commission, has discretion to grant exceptions to the ODS through the design review process.

Table 6
2(E)7 Street-facing
doors must
provide 6 sq.
ft. of glazing.

Allow some
architectural styles
a reduction in the
required glazing
square footage.

The applicant has indicated that the elevation
styles that are appropriate for glazing will
have at least six square feet such as the
Craftsman style. Other styles where this is
not appropriate architecturally are requesting
an exception. Applicant is requesting a
modification from the ODS for the Early
California/Spanish and Mediterranean
Revival architectural styles.

2.2(J)2 Exterior wall
planes
exceeding 250
square feet in
area must
provide glazing
for 30% of the
total wall area.

Allow some areas
of the home a
reduction in
glazing due to
location.

The applicant indicates that this requirement
is not possible to achieve on certain areas of
the home such as attic space gables,
garages, utility walls, etc. therefore an
exception is being requested. Applicant is
requesting a modification from the ODS.

2.2(k)2c When stucco is
used, it must
be used in
combination
with a least
one other wall
material,
which must
comprise of at
least 20% of
the building
frontage,
excluding
Allow Spanish
elevations a
reduction in the
20% requirement
of a secondary
material.

The applicant has indicated that the Spanish
elevation has introduced mosaic tile accents
on the front elevation. While this does not
result in 20% of the frontage being a different
material, it does introduce a second material,
different than stucco, that is appropriate to
the style. All other elevations comply.

Applicant is requesting a modification from
the IODS to allow for this alternative
approach to adding the appearance of a
secondary material.
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PLANNING COMMISSION AGENDA ITEM NO. E.1
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windows and
railings.

DATE OF NOTICE
As required, the City published a public hearing notice in the Brentwood Press and mailed it to property owners within 300 feet of the site on May 3, 2024 with the CEQA Notice of Availability, and the project site is posted with the required signage. At the June 4, 2024 Planning Commission hearing, the item was continued to the July 2, 2024 meeting date and therefore no additional public notice was required.

ENVIRONMENTAL DETERMINATION
The City prepared a mitigated negative declaration for this project in accordance with the requirements of the California Environmental Quality Act (CEQA, codified at Public Resources Code 21000, et seq., and as further governed by the State CEQA Guidelines, found at 14 CCR 15000, et seq.). Several potentially significant impacts are identified; however, mitigation measures are incorporated to reduce those impacts to less than significant levels. All mitigation measures are also included by reference in the conditions of approval.

The public review period for the proposed IS/MND began on May 3, 2024, and ended on June 3, 2024. During this review period, staff received two comment letters (Attachment 9); one from the California Department of Toxic Substances Control and one from the Central Valley Regional Water Quality Control Board. These comments have been incorporated as conditions of approval as applicable and a response has been provided by the CEQA consultant included as Attachment 10.

The IS/MND, Mitigation Monitoring and Reporting Program (MMRP) may be reviewed by clicking on the link below and scrolling to “Orchard Grove North:” https://www.brentwoodca.gov/government/community-development/planning/ceqadocuments The original publication of the IS/MND inadvertently included the Archaeological Assessment Report for Orchard Grove, the previously-approved project located directly south of the project site which is currently under construction. The report was cited in Section V. “Cultural Resources” of the IS/MND (pages 40 and 41). Therefore, errata changes were provided (Exhibit B of Attachment 2) with corrected citations for the Archaeological Assessment Report, along with the report itself. These errata changes 26

PLANNING COMMISSION AGENDA ITEM NO. E.1
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do not change any of the IS/MND significance determinations, nor otherwise impact other sections of the IS/MND. The changes are very minor and merely clarify the existing analysis in the IS/MND with references to the correct report. Recirculation of the IS/MND is therefore not warranted, as the documents have not been substantially revised per 14 CCR Section 15073.5(a).

ATTACHMENT(S)

1. Previous Actions

2. Planning Commission Resolution No. 24-028—IS/MND & Errata Sheet

3. Planning Commission Resolution No. 24-029--VTSM

4. Planning Commission Resolution No. 24-030—Design Review

5. Project Plans date stamped received February 19, 2024

6. VTSM Plans date stamped received February 19, 2024

7. Project Description

8. Interim Objective Design Standards Checklist

9. MND Public Comments Received

10.Response to MND Public Comments
27

Orchard Grove North Subdivision Project
June 6, 2024
De Novo Planning Group
IS/MND Errata Memo
City of Brentwood
Orchard Grove North Project
June 6, 2024
The IS/MND for the Brentwood Orchard Grove North Project contained a clerical error relating to the Cultural Resources section of the IS/MND. Specifically, an incorrect Archaeological Resources Report was cited in Section V. Cultural Resources of the IS/MND (pages 40 and 41). Therefore, errata changes are provided herein (see attached) to correct the citations for the Archaeological Resources Report and clarify related information. Additionally, the correct Archaeological Resources Report is also attached to this memo.

These errata changes do not change any of the IS/MND significance determinations, nor otherwise impact other sections of the IS/MND. The changers are very minor and merely clarify the existing analysis in the IS/MND with references to the correct report. Recirculation of the IS/MND is therefore not warranted, as the document has not been substantially revised per 14 CCR Section 15073.5(a). Under CEQA, a ‘substantial revision’ exists when:
 A new, avoidable significant effect is identified, and to reduce that effect to a level of insignificance, mitigation measures or project revisions must be added; or  The lead agency finds that the mitigation measures or project revisions originally included in the mitigated negative declaration will not reduce potentially significant impacts to a level of insignificance, and new mitigation measures or project revisions are required.

(14 CCR Section 15073.5(b)). As demonstrated in the errata changes, neither circumstance is present here.

Sincerely,
Josh Smith
De Novo Planning Group
916-805-1281
[email protected]

Orchard Grove North Subdivision Project
June 6, 2024
De Novo Planning Group
Errata Changes (Track Changes):

Orchard Grove North Subdivision Project
June 6, 2024
De Novo Planning Group
V. CULTURAL RESOURCES -- WOULD THE PROJECT:

Potentially
Significant
Impact
Less Than
Significant with
Mitigation
Incorporation
Less Than
Significant
Impact
No
Impact
a) Cause a substantial adverse change in the
significance of a historical resource pursuant to in
§ 15064.5?
X
b) Cause a substantial adverse change in the
significance of an archaeological resource pursuant
to § 15064.5?
X
c) Disturb any human remains, including those
interred outside of formal cemeteries? X

RESPONSES TO CHECKLIST QUESTIONS
Response a): No Impact. An Archaeological Assessment Report, dated December 2019November 2023, was prepared for the project site by Basin Research Associates (see Appendix B). A field survey was conducted by Basin Research Associates on November 21, 2019November 29, 2023, which noted the site appeared recently tilled and did not contain any buildings or significant architectural resources.

The report included a prehistoric and historic site records and literature search completed by the California Historical Resources Information Search, Northwest Information Center, Sonoma State University, Rohnert Park on December 4, 2019October 17, 2023 (CHRIS/NWIC File 19-081523-0498). The CHRIS/NWIC record search noted that no prehistoric or historic era archaeological sites have been recorded, reported, or identified in or adjacent to the proposed project site. Additionally, seven reports are on file at the CHRIS/NWIC for portions of the project site and surrounding areas, which were all negative for archaeological resources. Additionally, the record search indicated that the project site does not contain any recorded buildings or structures listed on the State Office of Historic Preservation Historic Property Directory (which includes listings of the California Register of Historical Resources, California State Historical Landmarks, California State Points of Historical Interest, and the National Register of Historic Places).

It should be noted that the 2014 Brentwood General Plan Update EIR identifies 24 historic properties in the Brentwood Planning Area. None of the 24 properties listed are within the proposed project site1 . Additionally,
there are no existing buildings, structures, or objects on the within the 9.6-acre Project site. The proposed project would remove the existing barn but preserve the home of the 0.4-acre designated remainder parcel. However, neither are considered identified or recorded historical resources under Section 15064.5 in the CEQA handbook.

Therefore, there is nothing on the site that could be considered a “historical resource” under Section 15064.5 in the CEQA handbook.

For the above-stated reasons, development of the proposed project would have no impact on historical resources.

Responses b), c): Less than Significant with Mitigation. As noted above, the Archaeological Assessment Report prepared by Basin Research Associates included a CHRIS/NWIC record search of the project site and surrounding area (CHRIS/NWIC File 23-049819-0815). The CHRIS/NWIC record search noted that no prehistoric or historic era archaeological sites have been recorded, reported, or identified in or adjacent to the project site. Additionally, the

1 City of Brentwood. 2014 Brentwood General Plan Update EIR [pg. 3.5-7]. July 22, 2014.

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field survey conducted by Basin Research Associates on November 29, 2023November 21, 2019 found no prehistoric, combined prehistoric/historic or historic era archaeological materials or significant architectural resources were observed on-site.

Given that no known archaeological resources are associated with the project site, the subject parcel is considered of low archaeological sensitivity for prehistoric cultural resources. However, ground-disturbing activities may have the potential to uncover buried cultural deposits. As a result, during construction and excavation activities, previously unknown archaeological resources, including human bone, may be uncovered, resulting in a potentially significant impact. Implementation of the following mitigation measures would reduce the construction-related impacts to a less than significant level.

MITIGATION MEASURE(S)
Mitigation Measure CUL-1: Prior to grading permit issuance, the developer shall submit plans to the Community Development Department for review and approval which indicate (via notation on the improvement plans) that if historic and/or cultural resources are encountered during site grading or other site work, all such work shall be halted immediately within 25 feet of the area of discovery and the developer shall immediately notify the Community Development Department of the discovery. In such case, the developer shall be required, at their own expense, to retain the services of a qualified archaeologist for the purpose of recording, protecting, or curating the discovery as appropriate. The archaeologist shall be required to submit to the Community Development Department for review and approval a report of the findings and method of curation or protection of the resources.

Further grading or site work within the area of discovery would not be allowed until the preceding work has occurred.

Mitigation Measure CUL-2: Pursuant to State Health and Safety Code §7050.5 (c) State Public Resources Code §5097.98, if human bone or bone of unknown origin is found during construction, all work shall stop in the vicinity of the find and the Contra Costa County Coroner shall be contacted immediately. If the remains are determined to be Native American, the coroner shall notify the Native American Heritage Commission who shall notify the person believed to be the most likely descendant. The most likely descendant shall work with the contractor to develop a program for reinternment of the human remains and any associated artifacts. Additional work is not to take place within the immediate vicinity of the find until the identified appropriate actions have been implemented.

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Archaeological Memo:

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CITY COUNCIL AGENDA ITEM NO. H.1
08/13/2024
SUBJECT: Presentation of Parks & Recreation Operational Assessment Final Report and Direction from the City Council
DEPARTMENT: City Manager
STAFF: Prepared by Matrix Consulting Group

TITLE/RECOMMENDATION
Accept the Final Report of the Parks and Recreational Operational Assessment Final Report (Report) and provide direction on consultant feedback.

FISCAL IMPACT
Matrix Consulting Group is currently under contract for an amount not to exceed $49,600.

There will be additional fiscal impacts depending on what recommendations the Council decides to implement, and costs and timeframes for implementation would need to be estimated for future Council direction before proceeding.

BACKGROUND
Requested as a future agenda item on September 12, 2023, and authorized on September 26, 2023, the City Council directed staff to prepare a Request for Proposals (RFP) to procure a consultant to assist with an operational assessment of the Brentwood Senior Activity Center (BSAC), and conduct a customer satisfaction survey of all recreational programming since 2019.

On November 14, 2023, the City Council approved the RFP to be disbursed to consulting firms, and on January 24, 2024, the City Council awarded a contract to Matrix Consulting Group in an amount not to exceed $49,600. The approved scope of work requested detailed interviews of Senior Center stakeholders and operational programming information, as well as a citywide survey of past and current recreational programming participants (users and providers). Matrix Consulting Group met with individual Council Members, stakeholder groups and performed two surveys with the two audiences.

The Report contains the assessment of the Brentwood Parks and Recreation Department's Recreation Division (Division) and Brentwood Senior Activities Center

CITY COUNCIL AGENDA ITEM NO. H.1
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(BSAC) as performed by Matrix Consulting Group. This analysis is based on a comparison of the Division and the BSAC to industry standards, best management practices (BMPs), and peer communities, and contains operational, workload and staffing analyses.

Departmental Key Strengths
While this assessment is designed to identify improvement opportunities, it is also an opportunity to identify existing strengths of the current processes. Some of the key operational strengths of the department include:
• The Division has high quality facilities from which to provide programs and services from that are appreciated by customers and staff. • The community and senior activities center surveys that were conducted yielded very positive responses. Customer service and the quality of programs were marked with positive responses.
• The Division provides a substantial set of programs and services to its residents. The amount and types of programs compares well with, or exceeds, other neighboring local communities.
• The department has been very resilient, not only through the pandemic, but through high turnover of management or supervisory staff. Survey responses indicate that there were no major impacts to service throughout this time.

Key Opportunities for Improvement
The comparison of the Department’s current approach to best management practices also identified some improvement opportunities. Some of the issues noted include:
• The Department lacks specific goals. Although the City has a strategic plan that includes parks and recreation initiatives, the Department itself does not have a strategic plan.
• The Division has less staff than most comparative communities, based on National Recreation & Park Association (NRPA) and comparative survey data.
• The Division has had high turnover of management and supervisory personnel, leading to a considerable learning curve with little mentorship or transfer of knowledge in key positions. This has led to needing significant time to focus on day-to-day operational tactics and meeting program goals, and less focus on strategic goals. This has been exasperated by the fact there is not a comprehensive set of Division standard operating procedures (SOPs) to help guide and train new employees.

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• The BSAC has had significant change in leadership along with the Division as a whole, causing difficult communication and transition with a patron group that is typically used to consistency.
• Due to changes in staffing over the past few years, and customer response to those changes, morale with the leadership and staff of the Division, specifically the BSAC has been impacted.

Matrix Consulting Group Recommendations
Based on the improvement opportunities highlighted above, the following recommendations have been developed by Matrix Consulting Group:

Administration and Management BMPs

1. Establish department-wide policies and procedures that support daily operations.

2. Ensure that all department personnel receive training and development opportunities that ensures staff are kept up to date on current industry trends as well as established City and Department procedures.

Community and Park Planning BMPs

3. Develop a policy that dictates the frequency by which the Parks Master Plan (PMP) should be updated.

4. Develop a new Parks, Recreation, and Trail Master Plan that incorporates a Strategic planning goals and objectives and a Recreation Program Plan.

Programs and Services BMPs

5. Implement a Recreation Program Plan (RPP) that supports and furthers the goals outlined in the department’s strategic plan and PMP.

Marketing, Communications, and Community Engagement BMPs

6. Develop marketing tools that provide necessary program and service information in Spanish, as well as other prominent languages utilized by City residents.

Programming Recommendations

7. Continued expansion of program offerings, especially those for teens and adults.

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8. The City should perform a review of contract requirements for private instructors for program classes to determine appropriate legal and risk management requirements.

9. The Department should develop an activity guide publication on a quarterly or semi-annual basis in multiple languages.

10. The Department should develop a consistent set of Adaptive or Inclusive programs for patrons with special needs and incorporate it into regular program schedules throughout the year.

11. Program offerings for Seniors should be planned that incorporate Tai Chi, Yoga, additional art and cooking classes, and support services trainers.

Staffing Analysis Recommendations

12. Provide training for Senior Center front desk staff and temporary assignees on customer service principles for supporting seniors use of technology.

13. Cross-Training of front desk employees and Recreation Leaders should include shadowing of Recreation Leaders who have time at the BSAC so that they can meet and build relationships with patrons.

14. As new Recreation Leaders are being considered for hire, prioritize candidates with bilingual skills to provide communication assistance at the Senior Center.

Staff brought this item for discussion to the Age and Disabilities Friendly Communities Committee on August 7, 2024, and the Committee suggested the following additional recommendations:

1. Assess and reduce any City regulatory applications, agreements and forms that may be barriers to participants, vendors, and other stakeholders.

2. Encourage the recruitment of bilingual speaking staff and assess any languages needed beyond Spanish.

3. Assess strategies to encourage greater cultural integration of participants in the programming.

4. Ensure that front line staff participate in-person for the mandatory DEI training, especially the Generations in the Workplace module.

5. Provide a timeframe for when adaptive and inclusive recreation strategies will be implemented.

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Staff will be available to address any follow up questions to Matrix Consulting Group’s identified department key strengths and opportunities for improvement, and their proposed recommendations, including the Age & Disabilities Friendly Communities Committee recommendations. Council may provide direction about any recommendations needing further consideration based on follow up information and any necessary budget allocations where there are fiscal impacts.

CITY COUNCIL STRATEGIC INITIATIVE
Focus Area 5: Parks & Recreation Services Mission Statement: Provide community and neighborhood services to enrich lives and to maintain facilities, infrastructure, and resources to maximize Brentwood’s high quality of life.

PREVIOUS ACTION
See attachment 1 – Previous Action.

ENVIRONMENTAL DETERMINATION
Not Applicable.

ATTACHMENT

1. Previous Action

2. Report

ATTACHMENT “1”
Previous actions related to this agenda item that were taken by the Council are listed below. To view prior actions and materials, and Brentwood Municipal Code references in the staff report, as applicable:
 Visit www.brentwoodca.gov/meetings, and select the meeting date(s) desired to see the reference materials and videos.
 Visit www.brentwoodca.gov/municipalcode to research references to the Brentwood Municipal Code and search by the code section(s) cited.

On September 12, 2023, Vice Mayor Meyer, and Council Members Mendoza and Pierson requested future agenda items generally related to issues at the Brentwood Senior Activity Center, and customer satisfaction of recreational programming.

On September 26, 2023, the City Council directed staff to spend staff time and resources on the following:
 Interview all the staff and all the stakeholders that participate in the programming of all of those facilities and programs
 Former employees who are residents if they’d like to participate  Include seniors and any participants in programming with the Parks and Rec  Investigation be independent
 Staff time and resources to create an RFP to be reviewed by Council  Set the budget amount for the investigation at $100k
 The full list of items for investigations specific to the senior center  Questions on the survey for residents questions related to youth services  Include in the RFP for consultant to put together a survey to encompass all of the various requests mentioned tonight
 Independently created, independently evaluated, and then presented to the city council
 Additional programming based on the Survey with all programming in Parks and Recreation to be included
 Add facilities and customer service
 Council will authorize the RFP unless that authority is delegated  Current non-profit and CBO partnerships and those terminated since 2019 including reasons for termination
 Current MOU use those that expired since 2019 and those about to expire  Current programs, special projects, events and activities and those terminated since 2019, including reasons for termination
 How staff is chosen to work at the center
 How training is managed for that staff, whether temporary or long term  Senior related experience qualifications of leadership positions of regular center staff
 Everything considered when placing staff there
 Any future plans being explored that potentially change the format infrastructure or offerings of the senior center
 Yearly attending number since 2019
 Confirmation of language and cultural access efforts
 The on-site schedule for Parks and Rec leadership

 The status of the previously printed Brentwood seniors’ activities guide  To include facility usage of the senior center
 Effectiveness of the programming customer service
 Recommendations from the Parks and Commission, on how we can ensure a positive experience for our residents.
 A review of staffing levels in over the last 3 years in Parks and Recreation  With organizational charts and position and attrition over the 3 years and reason for leaving (general without names or position titles, should not be  employee specific)
 The City Attorney has the authority to use staff time and resources time and resources to run the motion past outside council
On November 14, 2023, City Council authorized staff to issue a Request for Proposal for Consultant to assist with Brentwood Senior Center Operational Assessment & Citywide Recreational Customer Satisfaction Survey.

On January 24, 2024, the City Council adopted Resolution 2024-10 awarding the contract to Matrix Consulting Group in an amount not to exceed $49,600 for the Brentwood Senior Activity Center Operational Assessment & Citywide Recreational Customer Satisfaction Survey.

Final Report for the Assessment of the Parks
and Recreation Department

BRENTWOOD, CALIFORNIA

August 7, 2024

TABLE OF CONTENTS

1. Introduction ............................................................................................................. 1

1.1 Key Strengths....................................................................................................... 1

1.2 Key Opportunities for Improvement .................................................................... 2

2. Best Management Practice Analysis ...................................................................... 4

2.1 Administration and Management........................................................................ 4

2.2 Community and Park Planning............................................................................ 6

2.3 Programs and Services........................................................................................ 7

2.4 Marketing, Communications, and Community Engagement .............................. 9

3. Comparative Analysis............................................................................................ 12

4. Program and Services Analysis ............................................................................ 13

4.1 Recreation Programming National Trends........................................................ 13

4.2 Current Recreational Programming in Brentwood ............................................ 14

4.3 National Programming Comparative Assessment ........................................... 18

4.4 Local or Regional Programming Comparative Assessment............................. 20

4.4 Senior Programming and BSAC Activities......................................................... 21

4.5 Key Findings....................................................................................................... 26

5. Staffing Analysis.................................................................................................... 31

5.1 Staffing and Workload Analysis......................................................................... 31

5.2 Skills Needs Analysis......................................................................................... 35

6. Community Survey Findings......................................................................................... 39

6.1 Key Findings – Community Survey.................................................................... 39

6.2 Key Findings – Senior Activities Center ............................................................ 40 APPENDIX A: Community Survey Analysis ...................................................................... 41

1. Introduction ........................................................................................................... 41

2. Survey Demographics............................................................................................ 42

3. Multiple Choice Questions .................................................................................... 45

4. Open Response Questions .................................................................................... 48 APPENDIX B: Senior Center Survey Analysis ................................................................... 51

1. Introduction ........................................................................................................... 51

2. Survey Demographics............................................................................................ 52

3. Multiple Choice Questions .................................................................................... 53

4. Open Response Questions .................................................................................... 57

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 1

1. Introduction
This document provides the final report for the assessment of the Brentwood Parks and Recreation Department's Recreation Division (Division) and Senior Activities Center (BSAC). This analysis is based on a comparison of the Division and the BSAC to industry standards, best management practices (BMPs), peer communities, and a workload and staffing analyses. This assessment represents an important step to report on initial key findings and opportunities related to the services provided by the Division. It is important to note that this is a draft analysis and is subject to review, change, and update based upon new or updated data or direction from the Brentwood City Council.

To assess operational strengths and improvement opportunities, the project team utilized a set of best management practices outlining effective operational practices against which to evaluate the division's various operations and processes.

Collectively the BMPs consist of:
• Statements of BMPs, recommended practices, or performance targets derived from national professional service organizations (such as the National Recreation and Parks Association (NRPA), the Commission for the Accreditation of Parks and Recreation Agencies (CAPRA), etc.)
• Statements of “best or prevailing practices” based on the study team’s experience in evaluating high-performing development review operations. • Identification of whether the unit meets these performance targets.

This assessment was used along with information obtained from interviews and data analysis by the project team to develop findings and recommendations.

1.1 Key Strengths
While this assessment is designed to identify improvement opportunities, it is also an opportunity to identify existing strengths of the current processes. Some of the key operational strengths of the department include:
• The Division has high quality facilities from which to provide programs and services from that are appreciated by customers and staff. • The community and senior activities center surveys that were conducted yielded very positive responses. Customer service and the quality of programs were marked with positive responses.

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 2
• The Division provides a substantial set of programs and services to its residents.

The amount and types of programs compares well with, or exceeds, other neighboring local communities.
• The department has been very resilient, not only through the pandemic, but through high turnover of management or supervisory staff. Survey responses indicate that there were no major impacts to service throughout this time.

1.2 Key Opportunities for Improvement
The comparison of the Department’s current approach to best management practices also identified some improvement opportunities. Some of the issues noted include:
• The Department lacks department specific goals and direction. Although the City has a strategic plan that includes parks and recreation initiatives, the Department itself does not have a strategic plan.
• The Division has less staff than most comparative communities, based on NRPA and comparative survey data.
• The Division has had high turnover of management and supervisory personnel, leading to a considerable learning curve with little mentorship or transfer of knowledge in key positions. This has led to needing significant time to focus on day-to-day operational tactics and meeting program goals, and less focus on strategic goals. This has been exasperated by the fact there is not a comprehensive set of Division standard operating procedures (SOPs) to help guide and train new employees.
• The BSAC has had significant change in leadership along with the Division as a whole, causing difficult communication and transition with a patron group that is typically used to consistency.
• Due to changes in staffing over the past few years, and customer response to those changes, morale with the leadership and staff of the Division, specifically the BSAC has been impacted.

2.1 Recommendations
Based on the improvement opportunities highlighted above, the following recommendations have been developed:
# Recommendation

2.1 - Administration and Management BMPs
1 Establish department-wide policies and procedures that support daily operations.

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 3
# Recommendation
2 Ensure that all department personnel receive training and development opportunities that ensures staff are kept up to date on current industry trends as well as established City and Department procedures.

2.2 - Community and Park Planning BMPs
3 Develop a policy that dictates the frequency by which the Parks Master Plan (PMP) should be updated.
4 Develop a new Parks, Recreation, and Trails Master Plan that incorporates a Strategic planning goals and objectives and a Recreation Program Plan.

2.3 - Programs and Services BMPs
5 Implement a Recreation Program Plan (RPP) that supports and furthers the goals outlined in the department’s strategic plan and PMP.

2.4 - Marketing, Communications, and Community Engagement BMPs 6 Develop marketing tools that provide necessary program and service information in Spanish, as well as other prominent languages utilized by City residents.

4.5 – Programming Recommendations
7 Continued expansion of program offerings, especially those for teens and adults. 8 The City should perform a review of contract requirements for private instructors for program classes to determine appropriate legal and risk management requirements.
9 The Department should develop an activity guide publication on a quarterly or semi-annual basis in multiple languages.
10 The Department should develop a consistent set of Adaptive or Inclusive programs for patrons with special needs and incorporate it into regular program schedules throughout the year.
11 Program offerings for Seniors should be planned that incorporate Tai Chi, Yoga, additional art and cooking classes, and support services trainers.

5.2 – Staffing Analysis Recommendations
12 Provide training for Senior Center front desk staff and temporary assignees on customer service principles for supporting seniors use of technology. 13 Cross-Training of front desk employees and Recreation Leaders should include shadowing of Recreation Leaders who have time at the BSAC so that they can meet and build relationships with patrons.
14 As new Recreation Leaders are being considered for hire, prioritize candidates with bilingual skills to provide communication assistance at the Senior Center.

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 4

2. Best Management Practice Analysis
This chapter includes the best management practice analysis of the management and operational practices of the Parks and Recreation Department (PRD) in its entirety. It analyzes the way that management and staff work and recommends improvements to enhance the effectiveness of the organization including management practices and operations. These best management practices are based upon requirements set out by the National Parks and Recreation Association (NRPA) and the Commission for the Accreditation of Parks and Recreation Agencies (CAPRA).

2.1 Administration and Management
Best Practice / Operational Target Meets Target
Does Not
Meet Target
Improvement Opportunity /
Notes
The Department shall have a
documented mission statement
prescribing the purpose of the
organization, a vision that casts
direction for the long-term future of
the organization, and values that set a
tone for the agency's culture.
✓ The Department’s mission
statement is: “Provide
community and
neighborhood services to
enrich lives and to maintain
facilities, infrastructure, and
resources to maximize
Brentwood’s high quality of
Life.”
The Department shall have a strategic
plan derived from the mission and
vision that establishes goals and
objectives to direct its actions and
decision-making. The document
shall guide the efforts of the agency
for two (2) to five (5) years and shall
be based on input collected from
community and staff outreach efforts.
✓ ✓ There are goals for the
department in the city-wide
strategic plan, but the plan is
not department specific.

Other objectives and goals
are outlined in the 2019
Parks, Recreation and Trails
Master Plan Update.

The Department has developed a
department-wide set of policies and
procedures to maintain good order
under the leadership of the Director or
their designee.
✓ There is not a comprehensive
set of division-wide SOPs and
policies.

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 5
Best Practice / Operational Target Meets Target
Does Not
Meet Target
Improvement Opportunity /
Notes
The Department shall have at least
one board, commission, and/or
committee comprised of members of
the public that influence, direct, and
that may approve policy, strategy, and
financial decisions of the agency.

This body may be advisory, policysetting, elected, or appointed. ✓ Brentwood has a Parks and
Recreation Commission and
Arts Commission that
provides influence on policy,
strategy and finances for the
entire Department.

A training program for department
personnel is established to maintain
knowledge on current industry trends.
✓ A formal training program
has not been established;
however, the Department has
a focus on cross-training for
staff to provide greater
flexibility in assigning
Recreation Leaders to
appropriate facilities for
staffing and coverage.

The Department shall engage in
progressive research, adoption,
upgrade, installation, and/or
usage of technology in furtherance of
the agency's mission and planning
strategies. These goals shall be
sufficiently supported with
technological expertise and
equipment to enable the professional
staff to perform their appropriate
functions efficiently and effectively.
✓ The department uses an
extensive list of technologies
to further enhance their
mission success.

The PRD currently manages programs and services through strategic planning, up-to-date technology, and a customer service-oriented mission. To enhance Brentwood’s recreational programming and continue its success, there are a few best practice areas that can be improved.

2.1.1 Departmental Policies and Procedures
The Department has some specific policies designated for particular areas. However, a comprehensive SOP manual or set of policies and procedures (P&P) has not yet been developed. To appropriately plan for transitioning of employees, and to document required processes to meet service expectations, a standard set of P&Ps should be established for use by the entire Department.

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 6

2.1.2 Training Program
The department does not currently have a formal training program, but implementing one is a best practice for any Parks and Recreation agency to ensure staff remain knowledgeable about current industry trends. Such a program is essential for maintaining high standards of service and adapting to evolving community needs. A well-structured training program can cover a range of topics, including the latest advancements in park management, innovative recreational programming, safety protocols, and customer service excellence. It may also include certifications, workshops, and seminars led by industry experts. This ongoing education helps staff stay informed about new technologies, environmental sustainability practices, and inclusive programming strategies. By investing in continuous professional development, the department can enhance its operational efficiency, boost employee morale, and provide exceptional recreational experiences for the community.

Recommendation: Establish department-wide policies and procedures that support daily operations.

Recommendation: Ensure that all department personnel receive training and development opportunities that ensures staff are kept up to date on current industry trends as well as established City and Department procedures.

2.2 Community and Park Planning
PRD’s park planning responsibilities are performed by Department management and the Park Planner. The following practices review park planning and community coordination functions performed by the Department.

Best Practice / Operational Target Meets Target
Does Not
Meet Target
Improvement Opportunity /
Notes
The Department shall have a
designated position (individual) or
team responsible for the agency's
community and park planning efforts.

This individual/team shall influence
local planning and community
development efforts that further the
Mission Vision and Strategic Plan of
the agency.
✓ There is a Park Planner
position responsible for this.

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 7
Best Practice / Operational Target Meets Target
Does Not
Meet Target
Improvement Opportunity /
Notes
The Department shall be involved with
external agencies having
jurisdictional authority over land use
matters in regional state or federal
planning efforts to represent the
community's park and recreation
interests.
✓ The appointed board
members are involved with
external agencies as well as
Parks and Recreation staff
leadership.

The Department shall adopt and
periodically review and update a
Parks and Recreation System Master
Plan in alignment with its Mission
Vision and Strategic Plan that creates
a basis for strategic investment in
assets, property, facilities, and
improvements.
✓ The most current master plan
is from 2002 with an update
in 2019.

The Department is proactively working with external agencies but could enhance its services with an updated Parks and Recreation Master Plan. It is recommended that this master plan include aspects that help guide programming through a Recreation Program Plan element, and strategic priorities for the department.

Recommendation: Develop a policy that dictates the frequency by which the Parks Master Plan (PMP) should be updated.

Recommendation: Develop a new Parks, Recreation, and Trails Master Plan that incorporates a Strategic planning goals and objectives and a Recreation Program Plan.

2.3 Programs and Services
The Department provides a wide array of programs for adolescents through senior citizens. The following best practices outline management processes used for the most effective implementation of recreation programming in an agency.

Best Practice / Operational
Target Meets Target Does NotMeet Target
Improvement Opportunity /
Notes
There shall be a designated
position (individual) or team
responsible for the agency's
Recreation Programs and
Services. This person/team
shall provide strategies,
community collaboration
approaches, and technical
✓ The Recreation Division is
managed by a Recreation
Manager who is ultimately
responsible for Recreation
Programs and Services.

Each section of recreation
programs also has an
assigned supervisor to guide

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 8
Best Practice / Operational
Target Meets Target Does NotMeet Target
Improvement Opportunity /
Notes
expertise in relation to
recreation programs offered to
achieve predetermined agency
goals and objectives.
and direct specific
recreation types. Finally, the
Division has Coordinator
positions who directly
manage programming at
specific facilities and in
specific programming types.

A strategic, systematic, and
collaborative approach shall
be taken in determining what
programs and services shall
be provided by the agency.
✓ There are multiple
stakeholders, clubs, and
commissions involved with
Parks and Recreation. This
includes the Brentwood
Senior Citizen’s Club (BSCC)
who guides the
programming assigned for
Senior activities at the BSAC.

The agency shall have a
Recreation Program Plan
(RPP) that furthers the
implementation of the
recreation and leisure
objectives of the Park and
Recreation Master Plan and
Strategic Plan that is reviewed
and updated minimally every
three (3) years and that
addresses the lifecycle
(develop, assess, and improve
or discontinue) of all leisure
and recreation programs and
services delivered by the
agency.
✓ There is currently not a
formal RPP in place for use
by the Recreation Division to
guide programming
activities for the City overall,
and the Senior Center
specifically.

The Department often partners
with other organizations to
deliver programs or services to
the community, i.e., youth
sports organizations. Such
collaboration or cooperation
shall be documented via
formal agreement.
✓ There are several clubs and
groups that provide services
at recreational facilities. The
BSCC is an example of this.

They provide a substantial
set of programming focused
on the City’s Senior
population on top of
programs planned and
implemented by the Division.

The Department shall seek to
understand the community's
needs and preferences for
recreational programs and
services by piloting new or trial
programs.
✓ The Division and the BSCC
has piloted several
programs for customers.

These programs are
considered along with
current programs based

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Best Practice / Operational
Target Meets Target Does NotMeet Target
Improvement Opportunity /
Notes
upon response and
registration impacts.

The Department’s programming efforts are currently successful but could be enhanced.

Currently, programs are evaluated annually when rates and fees are presented to the City Council. As the City continues to increase programs and special events to meet community expectations, it is recommended that a plan be put into place to guide these efforts for the foreseeable future. CAPRA requirements set out that a Recreation Program Plan (RPP) be developed to help guide programming expansions and needs based upon community input and resource availability. This RPP could be a section or portion of a larger strategic or master planning effort.

At minimum, the RPP should include:
• A Matrix of Current Programs with Target Audiences and Cost Recovery Targets • A Comprehensive and Annual Action Plan and Program Objectives in SMART format.
• A Description and Diagrams showcasing the processes used in the project to develop the Plan as well as recommended processes for continual evaluation by the Department after the Plan is adopted.

Recommendation: Implement a Recreation Program Plan (RPP) that supports and furthers the goals outlined in the department’s strategic plan and PMP.

2.4 Marketing, Communications, and Community Engagement Marketing, Communications and Community Engagement is a responsibility within the Department but is also managed on a City-wide platform. As Parks and Recreation functions are inherently focused on customer needs and providing programming and support that meets the needs of the residents of the City itself, engagement and outreach is essential to building a mature parks and recreation agency that adequately provides services that the City requires. The following best practices discuss procedures and processes for outreach and use of community engagement information and its importance to the operations of the Department.

Best Practice / Operational
Target Meets Target Does Not Meet Target
Improvement Opportunity /
Notes

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Best Practice / Operational
Target Meets Target Does Not Meet Target
Improvement Opportunity /
Notes
The Department has a
designated position (individual)
or team responsible for the
agency's Marketing
Communications and
Community Engagement
functions. This person/team
shall provide strategies and
technical expertise in relation to
marketing communications,
crisis communications, and
community engagement
activities conducted to achieve
predetermined agency goals
and objectives related to this
area of responsibility.
✓ A Recreation Supervisor in
the Department is
responsible for social media
and marketing efforts.

These efforts currently are
reactionary in nature based
upon programs
implemented, however
should be strategic when
incorporated with a Master
Plan or RPP document.

Communications and
community engagement
activities shall reach a diverse
array of community members
representative of community
demographics; Changes to
strategy shall be informed by
evaluation of efforts.

Development of relationships
with the media where possible
may be utilized to advance the
agency's brand image and
service reach.
✓ The City of Brentwood has a
substantial population
segment that English is not
their primary language.

Marketing tools are not
currently bilingual. In the
past, most marketing efforts
have included information in
Spanish, and the Division
should re-implement this
effort.

2.4.1 Communication Diversity
The Marking and Communications Report published by the NRPA in 2019 also provides data on effective marketing of communication programs. This report states that 76% of Park and Recreation Agencies print a catalog or guide of events, classes, and programs.

In that same report, they mention that 34% of these agencies create and distribute marketing and communications collateral in at least one additional language besides English.

Brentwood is a very diverse community with a large Hispanic population. The Department has taken steps to reach those that don’t speak English in the past, but needs to reestablish this practice, along with considering other languages that are prominent in the City. The marketing tools and social media presence of the City and Department are currently not bilingual. Taking steps to ensure that all populations are represented in marketing efforts is important for the Department’s continued success.

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The Division has provided Spanish-language marketing materials in the past due to having bilingual staff that could translate marketing materials and program information and provide additional marketing for these programs and events. The Division has not recently hired full-time staff that are bilingual, making it difficult internally to translate and develop bilingual marketing materials. It is recommended that the City consider use of translation services vendors to provide bilingual translations for these efforts and develop marketing materials that can reach the large Spanish-speaking population within the City.

The City should also consider providing translated marketing for other languages prominent amongst their resident’s population, as well as non-residents, who have historically utilized programming provided by the Division.

Recommendation: Develop marketing tools that provide necessary program and service information in Spanish, as well as other prominent languages utilized by City residents.

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3. Comparative Analysis
The project team performed a comparative assessment that benchmarked the City against peer communities selected based on their similarities in population, location, and emphasis on park spaces and programming.

General Community Information
Location Population
Total
Parks
Antioch 117,096 35
Pittsburg 77,585 26
Walnut Creek 68,969 16
Union City 67,049 33
Lathrop 39,857 31
Brentwood 66,854 91
The following tables express the number of recreation staff and senior recreation staff in each community.

Recreation FTEs
Location Recreation FTEs Senior Recreation FTEs
Antioch 12.00 1.50
Pittsburg 8.00 2.00
Walnut Creek 55.00 5.25
Union City 90.00 3.25
Lathrop 13.00 4.00
Brentwood 45.70 6.30
Brentwood’s recreational staffing levels are in line with comparative cities in the region.

The support of the nearly 150 PT Recreational Leaders provides Brentwood with a significant staffing resource.

The amount of committed senior recreational staff for Brentwood is in line with comparative cities in the region.

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4. Program and Services Analysis
The Parks and Recreation Department provides recreational programming through parks, recreational amenities, facilities, the Community Center, and the Senior Activities Center.

The Department is organized so that programming is managed by the Recreation Manager and all physical park maintenance is managed by the Park Maintenance Manager. Each of these positions reports to the Parks and Recreation Director. This study has a primary focus on the recreation side of the Department and will examine the programming and services provided by the Division.

4.1 Recreation Programming National Trends
The following information provides insight into national trends in recreational programs from various sources, as well as from experience the project team has had with other similar clients. These are to assist the Parks and Recreation Department in consideration of future expansion or improvements to program offerings based upon expectations at the national level.
• Pickleball remains the fastest-growing sport in America, with over 4 million people participating annually, as reported by the NRPA. In 2023, the SFIA reported a 51.8% increase in participation in this sport, with a 223.5% increase in total over three years. Although tennis is offered, pickleball is currently not offered in Brentwood’s activities guides.
• The 2023 SFIA Topline Report notes higher participation in sports-related activities throughout the United States. Their report shows that 77.6% of all Americans in 2022 participated in some sort of athletic event, an increase of 9.2% from the previous year. This is further broken down into 67.4% participating in Fitness related activities, 41.3% in Individual Sports, 55% in Outdoor Sports, 16.4% in Racquet Sports, 23.2% in Team Sports, 14.4% in Water Sports, and 8% in Winter Sports. Continuing to provide sports programming is an essential part of the City’s recreational success.
• In 2023, NRPA issued a report on Supporting Older Adults Through Parks 1and Recreation that highlighted the following key metrics:
- 92% of park and recreation agencies offer older adult-related resources and programs
- 95% of agencies say that promoting social connection and addressing social isolation are top benefits of their older adult programming 1 Supporting Older Adults Through Parks - https://www.nrpa.org/publications-research/researchpapers/supporting-older-adults-through-parks-and-recreation/

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- 30% of agencies offer intergenerational programming such as arts and crafts, reading programs, and mentoring opportunities
- 30% of park and recreation agencies dedicate 10% or more of their annual operating budget to older adult programming and outreach

4.2 Current Recreational Programming in Brentwood
The RPD uses a program called ActiveNet to track registrations and programs that are directly managed by the Department and open for registrations. The following data sets represent aggregate models of data provided from this system. Senior Club Activities listed only represent those BSCC sponsored activities that require special registrations or separate fees. Examples of these include Bunco Nights, Trips and Tours, and Special Events. This data does not include BSCC sponsored monthly programs that are provided as these do not require registrations in ActiveNet or management by the PRD.

Programs are documented in ActiveNet by various categories, including activity type, age group, and by location. The following lists outline these categories for data aggregation.

Brentwood Recreation Program Types
Program Type Description
Aquatics Swim lessons and various aquatic programs run every season except winter. They offer lap swims, splashing, and boat derbies.

Art
Public Art programs allow for various types of artists to express their work. Either through art exhibits, an open mic night, or large public art pieces.

Dance Dance classes focus on dance lessons and events that involve dancing.

Day Camps
There are camps being run throughout every season. Camp Brentwood, for 1st – 6
th graders is the largest. Then there is Mini Camp Brentwood for 4 – 6 year old’s. Outside of that, there are various shorter camps for ages 4 – 16.

Fitness Fitness classes incorporate health and wellness activities such as yoga, exercise programs, Zumba, and others.

Gymnastics Gymnastics classes focus primarily on youth gymnastics training and entry-level gymnastics training.

Health and Safety Health and Safety Classes focus on training to assist other individuals like babysitting training and CPR / First Aid classes.

Preschool
Preschool focuses on ages 0 – 4 while youth is predominantly 5 – 12.

These programs typically focus on adventures with parents for newborns, toddlers, and programs prior to educational options for this age group.

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Program Type Description
Senior Club Activities Senior Club Activities are programs planned by the BSCC that require additional registration or fees.

Special Events The City puts on and supports many special events throughout the year.

Many include concerts, movie nights, parades, and more.

Sports Classes
Sports Classes incorporate training on knowing how to perform in athletics. These classes typically include tennis programs, youth sports, and racquet sports.

Sports Leagues Sports Leagues incorporate organized leagues of particular athletic types, like T-Ball, Softball, and Bocce Ball.

Brentwood Recreation Program Age Groups
Age Groups
Adults (50 & Over)
Adults (Ages 18+)
All Ages
Preschool (Ages 0-4)
Teens (Ages 13-17)
Youth (Ages 5-12)
Brentwood Recreation Program Locations
Locations
Apple Hill
Aquatics Center (BFAC)
Balfour Guthrie
Bristow Middle School
City Park
Community Center (BCC)
Comp Field
Created By You Art Studio
Creekside - Tennis Courts
Edna Hill Middle School
Fields 1, 2, 4, A
Liberty High School
Library Community Room
Offsite
Senior Activities Center (BSAC)
Summerwood - Field

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Locations
Veterans Park
The project team did an analysis of the number of programs based upon these primary categories. The first two tables represent programs by program type and age group aggregated over the past three years, including Fiscal Years 2021-2022, FY 2022-2023, and through April of FY 2023-2024.

Programs By Program Type
Program Type FY 21-22 FY 22-23
FY 23-24
(Thru Apr)
Aquatics 1,214 395 262
Art 67 49 55
Dance 72 82 57
Day camps 44 39 31
Fitness 35 47 27
Gymnastics 115 133 115
Health and Safety 6 13 5
Preschool 7 26 27
Senior Club Activities 14 26 29
Special Events 46 16 9
Sports Classes 181 222 179
Sports Leagues 22 20 17
Total Programs 1,825 1,068 813
Total Registrants 20,375 17,428 12,638
Aquatics programs account for an average of 45% of all programs offered by the PRD, however the Fiscal Year 2021-2022 total appears to be an outlier due to registrations being included for lap swimming and family swimming time periods. Using the other two years of data, these programs account for an average of 35% of all programming offerings. Sports Classes is the next highest programmed type, with 18% of all programs in the three years, or the 21% in the past two years. Finally, Gymnastics accounts for an additional 11% of programs, and 13% of those in the past two years. These three program types account for over two thirds of all programs offered in Brentwood.

Programs By Age Category
Age Category FY 21-22 FY 22-23 FY 23-24 (Thru APR)
Seniors 63 93 76
Adults 640 64 38

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Age Category FY 21-22 FY 22-23 FY 23-24 (Thru APR)
Teens 22 33 32
Youth 492 467 344
Preschool 294 308 247
All ages 314 103 76
Total Programs 1,825 1,068 813
73% of all programs provided by PRD are for Youth and Preschool aged patrons, 9% are for Seniors (50 and over), 9% for All Ages, and the remaining 9% for Adults and Teens.

Program Offerings by Location in FY 2023-2024 (Through April) The programming offerings from PRD are primarily focused on three locations: the Brentwood Community Center (BCC) – 31%, the Brentwood Family Aquatics Center (BFAC) – 23%, and the Creekside Tennis Courts – 13%. These three locations account for over two thirds of programming offered in this fiscal year.

Apple
Hill,
17 Aquatics Center,
191
Balfour
Guthrie, 8
Bristow Middle
School, 4
City Park, 1
Community
Center, 254
Comp Field, 13
Created By You
Art Studio, 30
Creekside -
Tennis Courts,
106
Edna Hill
Middle
School, 4
Fields 1,
2, 4, A, 7
Liberty High
School, 2
Library
Community Room,
4 Offsite, 97
Senior Center,
63 Summerwood -
Field, 9
Veterans Park, 3

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There was a noticeable decrease in total programs provided between Fiscal Years 21-22 and 22-23, however this appears to be directly equated to the discontinuation of lap swimming and family swimming “events” in ActiveNet. The total aquatics programs reduced by 819 programs, and the total programs reduced by 755. If these programs were not included, there would be a 64 program increase between these years.

4.3 National Programming Comparative Assessment
An assessment was done based on the NRPA Agency Performance Data to see what types of programs are usually offered in recreation and parks agencies that have a similar number of parks, park acreage, and population, and are in the same region of the United States as Brentwood. Using NRPA data and metrics, we can focus data analysis on similar agencies by size, location, and scope of park management.

The following table outlines general and particular programming, on average, provided by communities of similar variables. The variables utilized to analyze this data for the City of Brentwood include:
• 242 Acres of Parks
• 91 Parks Managed
• 66,854 Residents – Population per the 2022 U.S. Census • Pacific Northwest United States Region
Programming Analysis based upon NRPA Agency Performance Data Program Type
Brentwood Programs
Average
% of peer
agencies
across all
criteria
providing
program
type
Peer
agency
category:

Park acres
(250 acres
or less)
Peer
agency
category:

Population
(20,000 -
50,000
people)
Peer
agency
category:
# of
parks
(Fewer
than 10
parks)
% of
agencies
in Pacific
SW region
of U.S.
providing
program
type
General Programming Types
Themed Special Events Yes 91% 87% 94% 96% 80%
Social Recreation Events Yes 89% 88% 90% 94% 77%
Team Sports Yes 90% 89% 92% 90% 89%
Fitness Enhancement Classes Yes 85% 79% 90% 92% 73%
Health and wellness education Yes 83% 76% 85% 91% 70%
Individual Sports Yes 77% 72% 83% 86% 84%
Safety Training Yes 76% 69% 84% 87% 59%
Racquet Sports Yes 72% 65% 82% 87% 73%
Aquatics Yes 72% 61% 80% 88% 61%

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Program Type
Brentwood Programs
Average
% of peer
agencies
across all
criteria
providing
program
type
Peer
agency
category:

Park acres
(250 acres
or less)
Peer
agency
category:

Population
(20,000 -
50,000
people)
Peer
agency
category:
# of
parks
(Fewer
than 10
parks)
% of
agencies
in Pacific
SW region
of U.S.
providing
program
type
Performing Arts Yes 65% 51% 78% 83% 59%
Visual Arts Yes 63% 52% 75% 84% 61%
Natural and cultural history activities Yes 56% 43% 63% 87% 70% Cultural Crafts Yes 61% 53% 67% 80% 55%
Trips and Tours Yes 60% 54% 67% 77% 48%
Martial Arts Yes 63% 57% 73% 71% 48%
Running/cycling races No 47% 39% 54% 59% 45%
Golf No 42% 28% 54% 72% 52%
eSports/eGaming No 10% 7% 15% 21% 14%
Specific Programming Types
Summer Camp Yes 84% 74% 93% 94% 75%
Specific Senior Programs Yes 79% 72% 88% 89% 69%
Specific Teen Programs Yes 68% 56% 77% 88% 64%
Programs for people with disabilities Yes 61% 45% 75% 83% 61% STEM Programs No 56% 47% 66% 77% 51%
After School Programs Yes 53% 50% 52% 78% 51%
Preschool Yes 38% 32% 43% 40% 50%
Before school programs No 19% 17% 22% 24% 21%
Full daycare No 8% 6% 12% 10% 19%
Brentwood Programming Strengths and Weaknesses
Programming strengths are identified as programs offered in Brentwood that are also offered by 75 percent or greater of peer agencies in one or more categories.

Table 3.1 shows that Brentwood provides several programs when compared to peers across more than two categories. These programs should be maintained by the Department to continue matching offerings provided by peers.

These programs are:
• Themed special events
• Social recreation events
• Team sports
• Fitness enhancement classes

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• Health and wellness education
• Individual Sports (Youth Programs)
• Safety Training
The following programs are provided by over 50% of peer programs in one or two categories. These programs should also be maintained by the Department to continue matching offerings provided by peers. These programs are:
• Racquet sports
• Aquatics
• Performing
• Visual Arts
• Cultural Crafts
• Martial Arts
Programming weaknesses are identified as programs offered by 50 percent or greater of peer agencies in one or more criteria, but not offered in Brentwood. These programs may be considered by the Department to match offerings provided by peer agencies. These programs are:
• Running or Cycling Races
• Golf

4.4 Local or Regional Programming Comparative Assessment The following table represents a summary of the types of classes or programs provided by these communities along with those currently provided by the Department. This listing is based upon a review of current program guides and as such other programs may be offered by these entities that are not included in these materials.

Programming Offerings from Local Recreation and Parks Organizations Program Area Brentwood Lathrop Union City Walnut Creek Pittsburg Antioch Art X X X X X
Care X X X X X
Counseling X X X X
Dance X X X X X
Driving X

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Program Area Brentwood Lathrop Union City Walnut Creek Pittsburg Antioch Fitness X X X X X X
Games X X X X X X
Legal X X X X
Meals X X X X X
Movies X X X X X
Music X X X X X X
Sports X X X X X
Technology X X X X
Transit X X
Trips X X X
Other areas were compared with various local communities regarding the study, including senior facilities, senior clubs, and number of senior programs per year.

Communities with a Senior Facility / Senior Club
Program Area Brentwood Lathrop Union City Walnut Creek Pittsburg Antioch Senior Facility X X X X X
Senior Club X X X X X
Senior Recreation Programs Per Year*
Brentwood Lathrop Union City Walnut Creek Pittsburg Antioch # of Programs 1,500 1,200 1,350 825 850 1,800
* Numbers are rounded due to the variability of program offerings from year to year.

4.4 Senior Programming and BSAC Activities
The City of Brentwood classifies Senior in an age group of 50 or above. The Senior Activities Center, or BSAC, is the City’s recreational facility for these individuals to receive specialized programming focused on this age group of residents. The programming provided at the BSAC is provided through three primary means: The Brentwood Senior Citizens Club (BSCC), Senior Services Provider Partners, and the PRD.

Previous to the COVID Pandemic in 2020, the BSAC was primarily programmed by the BSCC and supported with volunteers from that organization, however after the pandemic,

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memoranda of understanding (MOU) between the City and the BSCC provide that the City shall operate the BSAC with front desk and support staff to better manage and maintain the facility and provide for programming.

Brentwood Senior Citizens Club, Inc. (BSCC)
The BSCC was formed in, and has been a California non-profit corporation since, 2004. It serves as a non-profit organization that provides senior-focused programming and services to its members at the BSAC as well as programs such as trips and tours that are off site from the BSAC but are based at this location. This organization is made up of annual members and is governed by a Board of Directors (Board) that reports annually on the operation of the club, its activities, membership, and goals for the current and future years to the City Council.

Membership in the BSCC costs $25 per year for residents of Brentwood and neighboring municipalities and regions. This membership pays for imlementing weekly, monthly, and annual programs for members at the BSAC. The following table outlines current activities provided to members each week at the BSAC:

BSCC Membership Included Programs Offered Monthly
Activity Day(s) Time(s) Location
Ballet Folklorico Wed & Thurs. 3:00 - 4:00 pm BSAC Main Hall Billiards Mon., Wed. & Fri. 9:00 am - 12:00 pm BSAC Game Room Bingo Mon. 12:30 - 3:30 pm BSAC Main Hall
Brown Bag 2nd & 4th Thurs. 10:00 - 11:00 am BSAC Main Hall Book & Media Center Mon. - Fri. 8:30 am - 3:00 pm BSAC Game Room Book Banter 3rd Tues. 1:30 -2:30 pm BCC Conference Room Bridge Tues. 9:00 am - 12:00 pm BSAC Main Hall
Bunco 2nd Friday 6:30 pm - 9:00 pm BSAC Main Hall
Café Costa Mon. - Fri.

Open 11:00am / Serves
11:30am BSAC Classroom
Decorative Painting Tues. 1:00 - 4:00 pm BSAC Meeting Room Game Day Social Fri. 1:00 - 4:00 pm BSAC Main Hall
Knitting, Crocheting Circle
& Quilting Tues. 12:30 - 3:30 pm BSAC Main Hall
Line Dancing Wed. 12:30 - 2:00 pm BSAC Main Hall
Mahjong (Chinese) Thurs. 1:00 - 3:00 pm BSAC Game Room
Place to Paint Tues. 1:00 -4:00 pm BSAC Classroom

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Activity Day(s) Time(s) Location
Pinochle Tues. & Thurs. 1:00 - 4:00 pm BSAC Main Hall
Quilting Tues. 1:00 - 4:00pm BSAC Main Hall
Single & Mingle 1st Tues. 1:30 - 3:00 pm BCC Conference Room Based upon this table, the BSCC provides an estimated 1,400 programs per year that are included in the membership fee. The Bingo program specifically provides substantial revenue to the Club annually to help offset the costs of the club’s expenses in addition to membership fees.

The BSCC also provides specialized programs each quarter that are cultural in nature, or have times and dates set for trips or events. These programs are either free for members (included) or charge a separate registration fee to offset the costs associated with the event or trip. The following is a listing of specialized programming that is being offered from September 2023 to September 2024 and included in BSCC Newsletters:

BSCC Specialized Programs Offered from September 2023 to September 2024 Event Type Date Fee Required?
Castle Air Museum Trip 10/14/23 Registration Fee
Boogie Nights Dance 10/26/23 Registration Fee
Art & Craft Faire Event 11/2/23 Included
The Lion King Musical Trip 11/29/23 Registration Fee
McHenry Mansion & Poinsettias Trip 12/4/23 Registration Fee Holly Jolly Jamboree Dance 12/8/23 Sponsored
New Year Celebration Event 12/31/23 Registration Fee
Boogie Nights Dance 1/25/24 Registration Fee
Author Luncheon - Dan Hanel Event 2/7/24 Registration Fee MJ the Musical Trip 2/21/24 Registration Fee
Boogie Nights Dance 2/22/24 Registration Fee
Boogie Nights Dance 3/28/24 Registration Fee
Volunteer Appreciation Luncheon Event 4/23/24 Included
Boogie Nights Dance 4/25/24 Registration Fee
Cinco de Mayo Event 5/3/24 Registration Fee
WWII through San Francisco Trip 5/3/24 Registration Fee Senior Health & Resource Fair Event 5/15/24 Included
Boogie Nights Dance 5/23/24 Registration Fee
Garre Winery Lunch & Tasting Trip 6/26/24 Registration Fee Boogie Nights Event 6/27/24 Registration Fee

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Event Type Date Fee Required?
Fiddler on the Roof Trip 7/14/24 Registration Fee
Casino Night Event 7/19/24 Included
Boogie Nights Dance 7/25/24 Registration Fee
Ice Cream Social Event 8/1/24 Included
Moving Movie Tour Trip 8/14/24 Registration Fee
Boogie Nights Dance 8/22/24 Registration Fee
Jersey Boys Trip 9/1/24 Registration Fee
Boogie Nights Dance 9/26/24 Registration Fee
Annual Barbeque Event 9/28/24 Included
In the 12 months since September 2023, 29 programs have been offered by the BSCC that are specialized for members. This number is in line with the total programs listed as Senior Club Activities in the total programming provided by the City.

The Senior Club also offers participation grants through the revenues received from membership fees and the Bingo weekly program for those who are unable to afford attendance at these specialized programs. On April 1, the Board of Directors approved grant values to be between $150-$250 per person.

Senior Programming Provided by the Parks and Recreation Department The PRD also provides senior age level programming that is not provided through the BSCC. These programs are provided at the BSAC, the Brentwood Community Center or in Veterans Park. These programs typically focus on fitness, sports, health and wellness, technology training, dance classes and arts. The following table is a list of programs offered in the 2022-2023 fiscal year (last full years’ worth of data) and how many classes were offered:

Parks and Recreation Department Senior Aged Programs offered in FY 2022-2023 Program Activity Category Classes Offered
Acrylic & Luminous Oil Painting Art 4
Adult 50+ Spring Bocce League Sports - Leagues 2
Android Training Technology 1
Ballroom Sampler- Rumba & Tango (Couples per person) Fitness 1 Ballroom Sampler- Rumba & Tango (Singles) Fitness 1
Ballroom Sampler- Salsa (Couples Per. Person) Fitness 1 Ballroom Sampler- Salsa (Single) Fitness 1
Brentwood Senior Health & Resource Fair - Commercial Special Events 1 Cardio Ball Fitness Sports - Classes 5

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Program Activity Category Classes Offered
Chair Exercise Sports - Classes 3
Country 2-Step (Couple) Fitness 2
DMV Senior Driver Ombudsman Health and Safety 1
Gentle Yoga Fitness 2
HICAP Medicare Presentation Special Events 1
iPhone Training Technology 1
Oldies But Goodies Art 12
Premiers Exercise Program Fitness 10
Swing & Foxtrot (Couple) Fitness 1
Swing & Foxtrot (Single) Fitness 1
Ugly Sweater Hot Cocoa & Tea Party Special Events 1
Volunteer Appreciation Luncheon Special Events 1
Watercolor Painting Art 4
Zumba Gold Sports - Classes 7
Total 64
The following table represents total PRD programming, broken down into Activity Categories, focused on Senior-aged participants for the current year and the previous two years. This data also excludes Senior Club activities:

PRD Senior Programming over Three Year Period
Activity Category FY 21-22 FY 22-23
FY 23-24
(Thru Apr)
Art 17 20 17
Fitness 18 20 23
Health and Safety 0 1 0
Special Events 4 4 2
Sports - Classes 5 15 0
Sports - Leagues 2 2 2
Technology 0 2 1
Total 46 64 45
Programming and Services Provided by Community Partners Various community partners provide senior-focused support programs at the BSAC and through programs offered to members of the BSCC. These include:

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• Alzheimer’s Association Services – Clinical confidential support for families being impacted by Alzheimer’s disease.
• Contra Costa Adult Protective Services – Service for investigating elderly neglect. • Contra Costa Senior Legal Services – Legal aid and support for seniors. • Contra Costa County Food Bank Brown Bag Program – Grocery supplements for seniors unable to afford or purchase their own.
• Meals on Wheels – Food delivery service for seniors to their homes.

These services are not documented as separate programs and as such are not included in total programs provided in the next section.

Total Programming for Seniors in Brentwood
Using the data gathered in the previous three sections, the following represents total programming offered by the City, either through the BSCC or through the PRD, in a twelvemonth timeframe:

Annualized Senior-Focused Programming Calculation
Provider and Type Annual Program Offerings
BSCC Monthly Programs 1,417
BSCC Specialized Programs 29
Parks and Recreation (FY 22-23) 64
Total Senior Programs 1,510

4.5 Key Findings
Based upon this analysis, the PRD provides a wide range of programs by type and provides programs that are common to organizations of similar size and in similar location. The following findings reflect not only data-driven results of the analysis in this chapter, but also recommendations and considerations from the Community and Senior Center Surveys performed and outlined in Chapter 6 of this report.

4.5.1 Recreational Programming Findings and Recommendations General Programming Findings
The PRD based upon its history, has a recreation focus on youth and patrons of the Brentwood Community Center. There is also a strong focus on aquatics programming due to the Brentwood Family Aquatics Center facility. These focuses follow common recreational goals and directions of similar community recreation agencies. These

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focuses are also understandable as these two facilities are two of the three owned and managed by the City. As such, a focus on keeping these facilities programmed and meeting the needs of the community is an obvious focus and need.

The City also has a focus in programming based upon age. With 73% of programs being provided being for Preschool and Youth patrons, further focus on Adult and Teen programming is recommended to continue to round out the Recreation program offerings. These programs increased from FY 2021-2022 to FY 2022-2023 and will increase again for FY 2023-2024 by the end of the fiscal year. This trend should be continued, and expansion planned as a part of a Recreation Program Plan (RPP) development effort, as documented in Chapter 2.

It should be noted that Adult and Teen programs typically require more administrative staff time due to the need to find and contract with, private providers. Adult and Teen programs are generally less “game” focused and more skill focused, requiring instructors that have specialized skills. Finding and hiring these instructors is difficult especially in a suburban area like Brentwood. It was also noted in staff interviews that the process to get a contract in place administratively within the City requires significant time due to legal and insurance requirements on City contracts. It was also noted that many contract instructors cannot afford the required insurance levels to meet City policy requirements.

It is recommended that this be reviewed by PRD and the appropriate departments.

Recommendation: Continued expansion of program offerings, especially those for teens and adults.

Recommendation: The City perform a review of contract requirements for private instructors for program classes to determine appropriate legal and risk management requirements.

Program Marketing and Communications
Recreation programs offered by PRD are documented and can be registered for on the City’s website through a link to ActiveNet. In the past, the City had developed a recreation activity guide that was printed and provided a number of times throughout the year that residents and other patrons could see program offerings for the coming years. As mentioned earlier in this section, this is a recommended practice for parks and recreation departments, as many patrons, especially seniors, have a difficult time finding and navigating electronic based listings of activities.

Periodicals like this also provide opportunities for communities to provide information in multiple languages to assist in communicating to patrons that do not use English as their

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first language. Several stakeholders mentioned that some materials have been provided in the past that provide a catalog of programs in multiple languages, however this was an ad-hoc process done by particular staff groups.

It is recommended that the PRD develop quarterly or semi-annually an activity guide publication that can be either mailed to residents of Brentwood, provided at recreational properties, or both. It is also recommended that this publication provide information in English and Spanish, if not other languages, to better communicate these opportunities to all residents of the City.

Recommendation: The Department should develop an activity guide publication on a quarterly or semi-annual basis and that it be provided in multiple languages.

Adaptive and Inclusive Recreation Offerings
The City has established a commitment to Adaptive and Inclusive Recreation and has begun providing services to patrons with special needs. Two playground facilities have been designed with adaptive amenities in mind: Blue Goose Park and Veterans Park. The Department however does not regularly provide program offerings that are adaptive or specifically inclusive.

Adaptive recreation offerings can include a variety of program types, including adaptive family movie nights, arts and crafts programs, special play activities and more. Inclusivity is also important for programs to incorporate all types of people into programs together without stigma or issue.

Many communities have begun offering specific programs and marketing them separately from other program types as Adaptive or Inclusive to provide interest to families that require this type of program. It is recommended that the Department provide consistent programming annually and market it as a separate program type for ease in finding and registering.

Recommendation: The Department should develop a consistent set of Adaptive or Inclusive programs for patrons with special needs and incorporate it into regular program schedules throughout the year.

Senior Programming Recommendations
A review of general programming earlier documented that most of the programming was performed at two of the three recreational facilities owned by the City of Brentwood. The

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third facility owned by the City, the Brentwood Senior Activities Center, has less programming managed by PRD because of two primary reasons:

1. The turnover of staff in the past three years has caused a reduction in capacity of staff to manage the sheer quantity of programs provided by the PRD.

2. Historically, the programming provided at the BSAC has been predominantly planned, managed, and implemented by the BSCC, with support from PRD Staff.

The PRD Staff in the past five years has provided staff support to the BSCC and some front desk assistance at the BSAC. Since then, a greater demand for staff capability has been requested and included in the MOU with the BSCC. There has also been a significant change of staffing assigned to the Senior Center over that time. As such, programming offered by PRD has varied, and staff assigned has changed multiple times.

The Department has recently hired a new Recreation Supervisor and a Recreation Coordinator to provide programming guidance and management of the BSAC and the PRD programs offered to seniors. These new staff members are responsible for finding instructors and contract providers to provide programming that is being sought by patrons or has not been provided in some time.

Programs recommended for development or return to regular status:

1. Tai Chi – In the survey and in stakeholder interviews, Tai Chi was mentioned as a favorite program that hasn’t been offered in some time. Staff mentioned that this is primarily due to the instructor moving out of the area and the difficulty in finding another one to provide the program. Tai Chi was also documented by the NRPA as one of the top two Senior programs being implemented in the past two years.2

2. Art / Creative Courses – While the BSCC and the PRD both provide a number of art program offerings, programs requested through the survey included painting workshops and writing courses.

3. Cooking Training – With the facility having a commercial sized kitchen and dining area, cooking classes could be provided when lunch programs are not requiring the space. This was another request from survey respondents.

4. Yoga Courses – Along with Tai Chi, respondents requested further health and wellness options for exercise, such as Yoga at varying level of skill and difficulty. 2 Supporting Older Adults Through Parks and Recreation, NRPA, 2024

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5. Senior Support Trainers – There was a significant number of respondents to the Senior Center survey that requested training classes with instructors to provide guidance on finance, technology, and estate planning. The PRD has offered some classes on iPhone and Android smartphone skills in the past with a hope of getting around 20 attendees and has registered 15-24 attendees at these events.

It was noted in the survey analysis that the overall response to program offerings for seniors were appreciated and positive, the respondents primarily wanted more of them.

These recommendations would provide further programs to Seniors that the PRD can manage while supporting the BSCC’s current program options being provided at the BSAC.

Recommendation: Program offerings for Seniors should be planned that incorporate Tai Chi, Yoga, additional art and cooking classes, and support services trainers.

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5. Staffing Analysis
This chapter will review the staffing of the Recreation Division to determine if adequate resources are available to meet department objectives. The analysis will include a review of staffing levels, recommended competencies, an industry-standard analysis of current and needed staffing resources, and workload of current staffing.

5.1 Staffing and Workload Analysis
This chapter will discuss the staffing analysis for the Parks and Recreation Department including an analysis of the following areas:
• Adequacy of staffing levels based upon generally accepted industry standards • Recommendations of skill sets and qualifications of the staff • Optimization of the organizational structure of the Department

5.1.1 National Data Comparative Analysis
The NRPA provides Agency Performance Data on various parks and recreation agencies throughout the United States. This performance data is organized by multiple variables, including population, region, size and number of parks, and others. The project team has used this data to determine comparative staffing levels for other similar organizations that were included in the Agency Performance Data process.

The Agency Performance Data is organized by these variables and is then organized into three primary staffing metrics: Number of FTEs in the Department, Number of FTEs per 10,000 Residents, and a percentage breakdown of responsibilities of staff in the department.

FTE stands for Full-Time Equivalent and is a generally accepted measurement of staffing capacity for local government agencies. This qualifies staffing numbers based on hours worked as opposed to basic positions. As an example, a part-time employee working 30 hours per week would be 0.75 FTE since they are working 75% of a normal full-time equivalent work week of 40 hours. As another example, a part-time employee working 20 hours per week would be 0.5 FTE, and a full-time employee working a full 40 hours a week (or more) would be 1 FTE.

The Parks and Recreation Department has 29 staff positions. There are also over 150 PT and seasonal staff that is equivalent to another 31.4 FTE, bringing the overall total to 60.4

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FTE. This staffing allocation is broken down into the areas designated in the Agency Performance Review in the following table.

Departmental Staffing Allocations by Staffing Type
Current Position Title Administrative
Capital
Planning
Operations
and
Maintenance Programmers Totals
Parks and Recreation Director 1 1
Management Analyst 1 1
Accountant II 1 1
Administrative Supervisor 1 1
Administrative Assistant I 2 2
Park Maintenance Manager 1 1
Project Services Specialist 1 1
Parks Planner 1 1
Park Maintenance Supervisor 3 3
Senior Park Maintenance
Worker 2 2
Park Maintenance Worker II 3 3
Park Maintenance Worker I 3 3
Recreation Manager 1 1
Administrative Assistant I 1 1
Recreation Supervisor 3 3
Recreation Coordinator 4 4
Recreation Leader I, II, or III
(Part Time) 31.4 31.4
Total 7 2 12 39.4 60.4
*Recreation Leader staffing count is based upon part-time labor hours, provided by the City of Brentwood.

Summary of Departmental Staffing by Type
NRPA Staffing Type Total FTEs Percentage
Administrative 7.0 12%
Capital Improvement Planning 2.0 3%
Operations and Maintenance 12.0 20%
Programmers 39.4 65%
Total 60.4 100%
The majority of staff fall under the programming positions. There is a large amount of part time recreational leaders that create such a large number of positions under this area.

The Agency Performance Review data is provided in terms of quartiles and medians for the number of FTEs from agencies responding. This provides a range of the middle 50%

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of all agencies to guide staffing based upon industry trends. As an example, communities who responded to the Agency Performance Review that have less than 10 parks has a lower quartile of 6 FTEs (or the lower 25% of respondents have 6 FTEs or less), an upper quartile of 32.9 FTEs (or the higher 25% of respondents have 32.9 FTEs or more) and a median of 16.3 FTEs (meaning 50% of respondents have between 6 and 32.9 FTEs, with the median being 16.3).

This same methodology is used for FTEs per 10,000 residents. Using the same example of respondents who have 10 parks or less, the lower quartile is 3.7 FTEs (or the lower 25% of respondents have 3.7 FTEs per 10,000 residents, or less), the upper quartile is 13.9 FTEs (or the higher 25% of respondents have 13.9 FTEs per 10,000 residents, or more), and the median is 7.7 FTEs (meaning 50% of the respondents have between 3.7 and 13.9 FTEs per 10,000 residents, but the median of these is 7.7 FTEs per 10,000 residents.) The following table represents staffing data from the Agency Performance Review based on the four variables for the City of Brentwood:
• 242 Acres of Parks
• 91 Parks Managed
• 66,854 Residents – Population per the U.S. Census Bureau • Pacific Northwest Region
NRPA Performance Review Staffing Data Summary
Name of Client All Agencies Park Acres Population
Number of
Parks Region
Brentwood Metrics 242 66,854 91
Pacific
Northwest
NRPA Data Segment 250 or less
50,000 –
99,999
50 or More
Parks
Pacific
Northwest
Number of FTEs
Lower Quartile 17.3 7.3 38.7 118.5 18.7
Median 49.4 19.3 64.1 216.3 37.7
Upper Quartile 127.3 44.3 117.3 413.6 91.7
FTEs per 10,000 Residents
Lower Quartile 4.7 5.2 5.3 5.5 5.9
Median 8.9 10.6 9.6 8.4 10.6
Upper Quartile 15.4 21.4 14.4 13.3 18.5

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The following graph represents the upper quartile, median, and lower quartile of staffing based upon each metric. The red line represents Brentwood’s current staffing of 60.4 FTEs.

NRPA Agency Performance Review Staffing Evaluation
The Department’s current staffing is in line with comparative staffing levels.

The Agency Performance Review also documents what percentage of staff are assigned to staffing types (Operations and Maintenance, Programmers, Administration, Capital Development, and Other). The following table reviews the City’s staffing breakdown versus those in the variables used:

NRPA Agency Performance Review Staff Responsibilities Data Summary Name of Client All Agencies Park Acres Population
Number of
Parks Region Brentwood
Brentwood
Metrics 242 66,854 91 Pacific Northwest
NRPA Data
Segment 250 or less 50,000 –99,999
50 or More
Parks
Pacific
Northwest
Responsibilities of Staff
Ops/Maintenance 45% 40% 44% 48% 53% 20%
Programmers 31% 31% 35% 32% 24% 65%
Administration 17% 22% 16% 11% 15% 12%
Capital Develop. 3% 3% 2% 4% 4% 3%
Other 4% 4% 3% 5% 4% 0%

17.3 7.3

38.7 118.5

18.7 49.4

19.3 64.1
216.3

37.7 127.3

44.3 117.3
413.6

91.7 0 50 100 150 200 250 300 350 400 450
All Agencies
Park Acres
Population
Number of Parks
Region

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Using this model, the Department is heavy in its percentage of programming staff and is low in operations and maintenance focused staff versus other comparable agencies.

This is probably due to the significant amount of contracted maintenance that is managed by the PRD instead of having in-house labor, however this was not a part of this project’s scope.

To further analyze this metric, the project team developed a general average based upon all five variable FTEs provided in the NRPA Agency Performance Review data based upon the same three levels: Lower Quartile, Median, and Upper Quartile. Using the data to develop these averages over the variables, the lower quartile staffing would be 51.18 FTEs, the median 99.58 FTEs, and the upper quartile 185.55 FTEs.

Similarly, an average of all variables can be made for responsibilities of staff, using an average of all five variables. These averages would be 43.3% of Staff for Operations and Maintenance, 33% for Programmers, 16% for Administration, 3% for Capital Development, and 5% for Other.

Using these two averages, a target FTE by responsibility can be developed for each quartile, giving a range of staffing targets for the City to consider in each responsibility area. Due to the variability of this data, the project team recommends that staffing be targeted between the Upper and Lower Quartile range.

Datatype FTEs Ops / Maint. Programming Admin.

Capital
Develop. Other
Lower Quartile 45.80 21 14 7 1 2
Upper Quartile 166.73 77 51 27 5 7
Brentwood 60.4 12 39.4 7 2 0
Based upon this analysis, and the NRPA Agency Performance Review data, Brentwood’s Parks and Recreation staffing is in line with comparable communities, especially in terms of programming focused employees.

5.2 Skills Needs Analysis
As the Parks and Recreation Department continues to explore new recreational programs, staff knowledge, skills, and abilities (KSAs), must also grow and meet the needs of the services provided. This includes certifications, training, and continuous educational opportunities to understand current trends, requirements, and mandates. The following table outlines KSAs or Certifications at each level of the organization that are

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recommended for the Department. Many of these items are already achieved by existing staff.

Position Level KSAs and Certifications
Director / Manager Budgeting and Long-Term Planning
Capital Project Management
Personnel Management
Certified Park and Recreation Professional
(CPRP) or Certified Park and Recreation Executive
(CPRE) Certification from NRPA
Annual Event Scheduling and Management
Recreation Manager Personnel Management
Programming Management and Implementation
Customer Coordination and Service with Leagues
and Patrons
Parks and Facilities Maintenance Basic Needs
Collaborative Teamwork Approach
CPRP Certification from NRPA
CPR/First Aid Certification
Recreation Supervisor
Personnel Management
Programming Management and Implementation
Customer Coordination and Service with Leagues
and Patrons
Facilities Maintenance Basic Needs
Collaborative Teamwork Approach
CPRP Certification from NRPA
CPR/First Aid Certification
Recreation Coordinator Personnel Management
Programming Management and Implementation
Customer Coordination and Service with Leagues
and Patrons
Facilities Maintenance Basic Needs
Collaborative Teamwork Approach
CPR/First Aid Certification
Multi-lingual Education
Administrative Assistant Budgeting and Long-Term Planning Documentation
Personnel Management Documentation
Annual and Periodic Report Development
Activity Guide Development
Contract and Financial Management
Marketing and Information Management

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Position Level KSAs and Certifications
Recreation Leader I/II/III Customer Coordination and Service with Instructors and Patrons
Knowledge of City systems and provide
assistance to Patrons
Knowledge and Understanding of Program
Offerings
Collaborative Teamwork Approach
CPR/First Aid Certification

5.2.1 Senior Center Staffing Skills and Abilities
One area of focus for this analysis was on the abilities and skills needed by staff assigned to support seniors at the BSAC or otherwise. This is due to several stakeholders providing input either through interviews or in the survey that staff at the Center were not adequately prepared for the role and that patrons did not know or have a relationship with some temporary staff at the BSAC.

The NRPA report on Supporting Older Adults Through Parks and Recreation report published in 2024, 95% of survey respondents say that promoting social connection and addressing social isolation are top benefits of older adult programming. As such, staff at the BSAC should be equipped to engage with senior patrons to assist them in social connection. This includes customer service and a familiar connection with patrons.

Stakeholders and survey respondents mentioned the need for staff at the Center to be able to connect to patrons and provide them support in utilizing the online recreation system for registering for events and getting information. It is recommended that as front desk staff are assigned to the Senior Center that they be given the opportunity to build relationships with patrons in the Center and be trained on how to assist seniors in utilizing the technology set out by the PRD.

Finally, there is a substantial Spanish-speaking population in the City that has utilized the BSAC in the past. This population prefers conversations with BSAC staff or volunteers that are in Spanish to better understand the programs being offered. The City should consider hiring future staff with multi-lingual capabilities to help fill this void and be able to communicate with this patron population.

Recommendation: Provide training for Senior Center front desk staff and temporary assignees on customer service principles for supporting seniors use of technology.

Recommendation: Cross-Training of front desk employees and Recreation Leaders should include shadowing of Recreation Leaders who have time at the BSAC so that they can meet and build relationships with patrons.

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Recommendation: As new Recreation Leaders are being considered for hire, prioritize candidates with bilingual skills to provide communication assistance at the Senior Center.

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6. Community Survey Findings
A major component of the Brentwood Parks and Recreation study was the administration of two surveys. One survey was sent to those that had registered for any type of parks and recreation programming in the past. The other was sent to those registered only at the Senior Activities Center. We received 875 responses from the community survey and 226 from the Senior Activities Center.

The survey responses were tallied in Survey Monkey and an analysis was completed.

Those analysis documents were shared with the City and below are some of the key findings from each of the surveys.

6.1 Key Findings – Community Survey
The list below summarizes some key findings resulting from analysis of survey responses.
• Responses Overall: Participants were strongly positive towards statements throughout the survey and provided a large number of strengths of the department. Common strengths included program quality, customer service, and accessibility of services.
• Programming: Listed as the most common strength of the department, programming was well-received by respondents. Participants enjoy the events, senior programs, and the variety of programs/classes on offer. Despite this, respondents signaled a desire for even more options, with an interest in increasing the number and/or capacity of current programs to address high demand. • Facilities: Most respondents were likely to note at least one department building as a strength. Positive comments noted that buildings were well-maintained, wellsuited to the services provided, and large enough to allow for flexibility. Again, many respondents asked for more options in this area – such as adding new sports facilities and expanding current ones to allow for greater program options. • Accessibility: Respondents value accessibility to parks, facilities, and services.

Several comments noted that the department should work towards ensuring that costs do not become prohibitively high, that it is easy to register for courses/programs, and that program offerings are conducted in diverse, accessible settings.

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6.2 Key Findings – Senior Activities Center
The list below summarizes some key findings resulting from the analysis of survey responses.
• Responses in General: The survey received highly positive responses from participants across all sections – including the quality of programs and customer service.
• Programming: The programs and classes offered by the Center were wellreceived, particularly the variety in programming that the Center provides. As shown in the open-response section, the main improvement participants would like to see is a continued increase in the number and types of programs available. • Facility: 58% of respondents indicated that the current Center facility was appropriately sized to meet the needs of its users. 42% noted that additional space was needed. 33% of respondents were also most interested in expanding the current facility as opposed to conducting activities in alternative locations or building a new Center facility.
• Customer Service: The customer service section of the survey received very strong agreement, with 90% of respondents agreeing that staff are helpful, knowledgeable, and that they enjoy interacting with staff. Staff and customer service was one of the most common strengths listed in the open-response section of the survey.
• Feedback: Statements related to Center users’ ability to provide feedback on programs received higher disagreement compared to others (around 20% disagreement).

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APPENDIX A: Community Survey Analysis

1. Introduction
The Matrix Consulting Group was engaged by the City of Brentwood to perform an assessment of its Parks and Recreation department’s programs and services. Part of this study involved gathering community feedback, accomplished via online surveys.

The survey was hosted via SurveyMonkey and ran from May 13 to May 31, 2024. It received input from 875 respondents in total. The survey was distributed to 12,014 individuals who had previously provided their email addresses to participate in services offered by the department.

This report contains the project team’s independent analysis of survey responses. It contains key findings that will be used to inform subsequent analysis and recommendations during the later phases of this engagement.

1.1 Key Findings
The list below summarizes some key findings resulting from analysis of survey responses. Further details can be found within the body of the report:
• Responses Overall: Participants were strongly positive towards statements throughout the survey and provided a large number of strengths of the department. Common strengths included program quality, customer service, and accessibility of services.
• Programming: Listed as the most common strength of the department, programming was well-received by respondents. Participants enjoy the events, senior programs, and the variety of programs/classes on offer. Despite this, respondents signaled a desire for even more options, with an interest in increasing the number and/or capacity of current programs to address high demand. • Facilities: Most respondents were likely to note at least one department building as a strength. Positive comments noted that buildings were well-maintained, wellsuited to the services provided, and large enough to allow for flexibility. Again, many respondents asked for more options in this area – such as adding new sports facilities and expanding current ones to allow for greater program options. • Accessibility: Respondents value accessibility to parks, facilities, and services.

Several comments noted that the department should work towards ensuring that costs do not become prohibitively high, that it is easy to register for courses/programs, and that program offerings are conducted in diverse, accessible settings.

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2. Survey Demographics
The survey opened by asking respondents to identify their age and the primary language spoken in their household, as well as questions asking about the types of programs they utilized, how often they utilized them, and which facilities they frequented the most.

Respondent Age % #
Under 18 4% 37
18-34 9% 80
35-64 57% 496
65+ 30% 261
Total Responses 874
The survey received the highest participation rates from those aged 35 and up. 57% were between the ages of 35 to 64, and 30% were 65 or older.

Primary Language % #
English 96% 841
Spanish 2% 15
Other 2% 17
Total Responses 21
96% of respondents spoke English as their primary language. Several other primary languages – including Portuguese, French, and Danish – were listed under “Other”.

Several of those in the “Other” grouping also indicated being bilingual.

Participation in Programs or Classes % #
A few times per year 62% 545
Quarterly 8% 73
Monthly 7% 62
Weekly 19% 169
Almost Daily 3% 26
Total Respondents 875
62% participated in programs or classes only a few times per year. The second most common respondent group utilized these services on a weekly basis – accounting for 19% of participants.

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The survey asked participants to select the types of programs or classes they frequented the most. Results are shown in the following table:

Types of Programs or Classes % #
Adaptive Recreation 1% 11
Adult Sports 12% 103
Aquatic Programs 28% 246
Camps 11% 95
Community Arts 10% 86
Community Events 35% 310
Cultural Awareness Programs 5% 42
Fitness Classes 13% 116
Health and Safety Programs 5% 45
Preschool Age Classes 15% 133
Senior Programs 15% 130
Special Events 26% 226
Teen Programs 6% 51
Youth Dance / Gymnastics 9% 80
Youth Sports 29% 253
Other 9% 81
Total Respondents 875
Community events (35%), closely followed by youth sports (29%), aquatic programs (28%), and special events (26%) were the most commonly attended program offerings.

The final question in this section asked which facility the respondent visited most frequently:

Most Used Facility % #
Brentwood Community Center 31% 264
Brentwood Senior Activity Center 21% 183
Brentwood Family Aquatic Complex 20% 173
Sunset Park Athletic Complex 12% 103
School District Facilities 5% 46
Other 10% 84
Total Respondents 853

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31% of respondents identified the Brentwood Community Center as their most frequented location for programs and classes. The Senior Activity Center and the Family Aquatic Complex were the next most-common locations, being the first choice for 21% and 20% of respondents respectively.

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3. Multiple Choice Questions
Respondents were asked to react to questions banks containing a series of statements related to the department’s programs and facilities. Participants could indicate their level of agreement from strongly disagree (“SD”) to strongly agree (“SA”). The survey also allowed participants to indicate neutrality towards each statement (“N”).

3.1 Parks and Recreation Programs
Participants were first asked to indicate their level of satisfaction with the programs and classes offered by Parks and Recreation. This section received input from 790 respondents, with 85 individuals skipping the section.
# Statement SA A D SD N
1 There are a sufficient number and type of programs
and classes to choose from. 18% 58% 16% 5% 3%
2 Programs meet the diverse needs of the community. 19% 60% 11% 2% 7% 3 Programs are provided in languages other than
English (ex. Spanish). 7% 25% 5% 2% 61%
4 Program schedules (times and days) are convenient. 16% 63% 12% 3% 6% 5 Registration for programs and classes is an easy
process.
26% 60% 8% 3% 3%
6 The programs and classes that are provided are
quality. 20% 64% 7% 2% 7%
7 Class instructors / program leaders are supportive
and helpful. 27% 55% 4% 2% 12%
8 New programs are added based on customer input. 8% 24% 10% 4% 53% Respondents were most likely to strongly agree or agree with all statements in this section, with the exception of two – statements #3 and #8 – that received high levels of neutral sentiment. Statement #1 received the highest disagreement rating overall, as a total of 21% felt as though there is an insufficient number and type of programs to choose from.

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3.2 Facilities
The next section of the survey focused on gauging resident opinion on the department’s various facilities. The first series of questions asked about the recreational events and programming that occurs at the City’s facilities as well as questions specific to the Community Center. This section received input from 723 participants in total. # Statement SA A D SD N
1 There are a sufficient number and type of facilities in Brentwood. 19% 51% 17% 5% 7%
2 There is an adequate level of recreational events. 16% 53% 18% 4% 10% 3 The Community Center has a large variation of
amenities. 15% 53% 9% 2% 20%
4 The Community Center kept well stocked, safe, and
clean. 22% 51% 2% 1% 24%
5 I enjoy visiting the Brentwood Community Center. 25% 50% 2% 0% 22% 6 The programs and classes that are provided are
quality. 20% 64% 7% 2% 7%
Most respondents were again mostly positive towards these statements, with each statement receiving an overall agreement rating of around 70% or higher. Statement #1 and #2 each received an overall disagreement rating higher than 20%. 22% felt as though there were not enough facilities in Brentwood (#1) and 22% felt like the number of events held at City facilities was inadequate (#2).

Respondents were also asked to respond to statements specific to the Family Aquatic Complex and the Sunset Park Athletic Complex. 721 participants responded to statements related to the Aquatic Complex and 716 to the Athletic Complex. # Statement SA A D SD N
1 The Family Aquatic Complex has a large variation of
amenities. 11% 40% 12% 2% 36%
2 The Family Aquatic Complex is kept well stocked,
safe, and clean. 14% 42% 5% 1% 38%
3 I enjoy visiting the Family Aquatic Complex. 17% 40% 4% 1% 38%

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# Statement SA A D SD N
4 The Sunset Park Athletic Complex has a large
variation of amenities. 10% 31% 6% 2% 51%
5 The Sunset Park Athletic Complex is kept well
stocked, safe, and clean. 12% 31% 4% 1% 52%
6 I enjoy visiting the Sunset Park Athletic Complex. 14% 31% 2% 1% 53% Statements related to these facilities were well-received by respondents, with disagreement ratings being lower than 10% for all but statement #1. Many respondents provided no opinion towards the statements in this section. Around 38% of participants were neutral towards those related to the Aquatic Complex and around 52% were neutral towards the Athletic Complex.

3.3 Customer Service
The last question bank asked respondents to rate the customer service they received when interacting with staff at the department. It received input from 710 participants in total:
# Statement SA A D SD N
1 Parks and Recreation Department staff provide a high
level of customer service. 29% 53% 6% 2% 10%
2 My concerns and questions are resolved quickly. 24% 44% 6% 3% 22% 3 In my interactions with staff, I have been treated well. 37% 51% 2% 2% 9% The majority of respondents appear to receive high quality customer service, have their concerns resolved quickly, and are treated well by staff. All statements in this section received 60% agreement or higher, with the lowest agreement being towards statement #2. While disagreement was still low, 22% were neutral/indifferent towards staff’s ability to resolve issues quickly.

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 48

4. Open Response Questions
Respondents were provided with a series of questions that prompted them to respond in their own words. Each comment was reviewed by the project team, assigned to categories, and summarized by a bar chart.

4.1 Strengths
Participants were asked to provide up to three strengths of the Parks and Recreation department. A total of 782 comments were provided by 309 participants:

What are the Parks and Recreation Department’s greatest strengths? • Programming was listed as the department’s greatest strength in 277 comments, with respondents frequently citing the variety in programs (93), events (43), and senior programming (31).
• 136 responses praised the customer service they received from department staff.

While 53 additional comments noted the training and knowledge of full-time staff, volunteers, and class instructors as a strength.
• 82 comments dealt with accessibility. This included the affordability of programs (18) and the ease by which a customer could register for services (22). • 69 positively highlighted the department’s facilities, noting they were sizable, wellsuited for their use, and well-maintained. The Aquatics Center in particular was referenced in multiple comments.
277
136
82 69
53 51
32 23 19 14 10 9 7
0 50
100
150
200
250
300

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 49
– Similarly, 51 comments simply stated “Clean” or “Cleanliness” as a strength.
• 32 comments referenced the quality of the City’s parks, including the number of parks and outdoor spaces available to residents.
• 19 comments underscored the positive sense of community generated by the spaces, facilities, and programming offered by the department. • 14 comments stated that the City’s spaces and facilities were safe. • Ten responses noted that parks and facilities are in good locations relative to their home.
• Nine comments stated that communication between the department and its residents (e.g., through marketing) is good.
• Seven comments simply stated “Fun”.

4.2 Opportunities for Improvement
Participants were asked to identify up to three improvement opportunities that the Parks and Recreation department could consider. A total of 657 comments were submitted by 304 respondents:

What opportunities for improvement do you see for programming efforts and facilities? • 245 comments discussed various programming efforts, the most common included the following:
– A need to increase program capacity, citing high demand (30). 245
105 94
82 51
32 28
7 6 5 2
0 50
100
150
200
250
300

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 50
– Greater program variety as well as an increase to the number of current programs (47).
– More swim classes, offered on a more regular basis and to different age groups and skill levels (19).
– More sports and exercise programs – including pickleball classes, more adult sports in general, and sports leagues for all ages/sports (23). – Additional programs that are limited to seniors (16), kids (14), and teens (15).
• 105 responses discussed facility improvements, including:
– Creating new sports facilities, like an indoor sports complex, soccer facilities, basketball facilities, etc. (20).
– Various improvements to the Aquatics Complex, like adding additional facilities, adding lanes to the pool, and increasing its hours of operation (19).
– Generally improving maintenance of facilities (17).
• 94 comments largely dealt with parks. Some common comment categories included:
– Creating new parks and fields for sports – including pickleball courts, tennis courts, baseball fields, soccer fields, and more (38).
– Adding various park amenities, like tarps for shade, vending machines, and playgrounds (21).
– Improving maintenance activities at the various City parks and open spaces (13).
• 82 responses dealt with various aspects of accessibility, including making the registration process easier (23), reducing costs (21), increasing operating hours (20), and having more accessible programs – such as ones offered in multiple languages (12).
• 32 comments discussed the need for additional staff, to retain current staff, to hire bilingual employees, and provide additional training for full-time, part-time, and volunteer positions. Six comments desired improvements to customer service. • 28 comments noted a need for better communication from the department, specifically as it relates to the marketing of programs and services. • Seven comments noted generic technology issues with the department’s website, five highlighted safety concerns in certain parks or facilities, and two comments noted a need for additional funding to the department.

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 51
APPENDIX B: Senior Center Survey Analysis

1. Introduction
Matrix Consulting Group was engaged by the City of Brentwood to perform an assessment of its Parks and Recreation department’s programs and services, specifically those at the Senior Activities Center (BSAC). Part of this study involved gathering community feedback, accomplished via surveys. This report summarizes the insights gathered from the survey focused on the services provided by the BSAC.

The survey was hosted via SurveyMonkey and ran from May 13 to May 31, 2024. The survey was distributed to those who had provided their email addresses to participate in any of the services offered by the BSAC. Printed copies were provided for respondents who could not or did not want to utilize the electronic version. These printed copies were submitted to either BSAC staff or to the City Clerk’s office and submitted to Matrix to be included in the overall survey response. In total, the survey was distributed to 1,953 email addresses and received input from 226 participants – resulting in a response rate of 12%.

This report is the result of an independent analysis of survey responses by the project team. It contains key findings that will be used to inform subsequent analysis and recommendations during the later phases of this engagement.

1.1 Key Findings
The list below summarizes some key findings resulting from the analysis of survey responses. Further details can be found within the body of the report:
• Responses in General: The survey received highly positive responses from participants across all sections – including the quality of programs and customer service.
• Programming: The programs and classes offered by the Center were wellreceived, particularly the variety in programming that the Center provides. As shown in the open-response section, the main improvement participants would like to see is a continued increase in the number and types of programs available. • Facility: 58% of respondents indicated that the current Center facility was appropriately sized to meet the needs of its users. 42% noted that additional space was needed. 33% of respondents were also most interested in expanding the current facility as opposed to conducting activities in alternative locations or building a new Center facility.
• Customer Service: The customer service section of the survey received very strong agreement, with 90% of respondents agreeing that staff are helpful,

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 52
knowledgeable, and that they enjoy interacting with staff. Staff and customer service was one of the most common strengths listed in the open-response section of the survey.
• Feedback: Statements related to Center users’ ability to provide feedback on programs received higher disagreement compared to others (around 20% disagreement).

2. Survey Demographics
The survey opened by asking respondents to identify their age and the primary language spoken in their household, as well as questions asking about the types of programs they utilized, how often they utilized them, and which facilities they frequented the most.

Respondent Age % #
50 – 60 2% 5
61 – 70 22% 50
71 – 80 54% 120
81+ 22% 49
Total Responses 224
54% of respondents identified as being between the ages of 71 and 80.

Primary Language % #
English 97% 218
Spanish 2% 5
Other 1% 2
Total Responses 225
97% of respondents spoke English as their primary language.

Length of Involvement with Center % #
Less than 1 year 9% 20
1 – 5 Years 46% 105
6 – 10 Years 26% 58
10+ Years 19% 43
Total Respondents 226

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 53
46% of respondents had been involved with Center programming for between one and five years, while a total of 45% had been attending programs for over six years.

Types of Programs or Classes % #
Bingo 27% 60
Card Games 15% 34
Cultural Awareness Programs 11% 24
Food Programs 18% 41
Health and Exercise Classes 35% 79
Housing and Food programs 1% 3
Senior Citizens Club 32% 73
Special Events 40% 91
Trips 44% 100
Other (please specify) 29% 66
Total Respondents 226
Trips (44%), Special Events (40%), and Health and Exercise Classes (35%) were the most frequently attended types of programs.

3. Multiple Choice Questions
Respondents were asked to react to questions banks containing a series of statements related to the department’s programs and facilities. Participants could indicate their level of agreement from strongly disagree (“SD”) to strongly agree (“SA”).

3.1 Overall Program Quality
Unlike other question banks in the survey, the first set of questions asked participants to rate the quality of each core Center program on a scale of one to five, with five being the highest. 199 respondents provided input for this question:
# Statement 1 2 3 4 5
Average
Score

1 Bingo 2% 5% 13% 15% 65% 4.4
2 Card Games 6% 3% 24% 29% 39% 3.9
3 Cultural Awareness Programs 7% 7% 27% 20% 40% 3.8

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 54
# Statement 1 2 3 4 5
Average
Score
4 Food Programs 5% 5% 17% 19% 54% 4.1
5 Health and Exercise Classes 4% 6% 10% 23% 56% 4.2
6 Housing and Food Programs 11% 5% 26% 21% 37% 3.7
7 Senior Citizens Club 5% 4% 16% 11% 64% 4.6
8 Special Events 3% 3% 13% 20% 61% 4.3
9 Trips 4% 5% 14% 23% 54% 4.2
Respondents reacted positively to all program areas, with scores of four or five being the most common ratings. The Senior Citizens Club was the highest-rated program, receiving a weighted score of 4.6. Conversely, satisfaction was lowest with Housing and Food programs which received a score of 3.7.

The survey also asked participants to react to a number of statements related to Center programming, to which 192 responded. Respondents were asked to choose either strongly agree (SA), agree (A), disagree (D) or strongly disagree (SD). # Statement SA A D SD

1 I have the opportunity to provide feedback on
programs and classes. 30% 44% 19% 6%
2 I feel my feedback is considered when new programs
or classes are created. 18% 53% 21% 8%
3 The Brentwood Senior Citizens Club provides quality
programs.
45% 47% 3% 4%
4 I know what events are happening at the Senior
Activities Center. 39% 45% 11% 5%
5 I am satisfied with number and type of programs /
classes provided. 20% 53% 23% 4%
6 It is easy to get to the Senior Activities Center. 54% 42% 1% 3%

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 55
Respondents reacted positively towards all statements in this section, each receiving overall agreement ratings higher than 60%. Statements #3 and #6 each received agreement ratings higher than 90%. 92% of respondents felt as though the Senior Citizens Club provided quality programming, and 96% found it easy to get to the Center.

Statements #1, #2, and #5 received disagreement ratings exceeding 20%. 25% did not think they were given opportunities to provide feedback on programs, 29% did not think feedback that they did provide was taken into account, and 27% indicated a lack of satisfaction with the number of types of programs and classes offered.

3.2 Customer Service
Participants were asked to rate the customer service they received when interacting with staff at the Center. 194 respondents provided input towards this section:
# Statement SA A D SD

1 The staff available while using the Senior Center is
adequate for the Center's needs. 40% 50% 9% 1%
2 Staff are helpful. 54% 40% 5% 1%
3 Staff go out of their way to support me. 57% 33% 7% 2% 4 I feel heard as a customer of the Senior Activities
Center. 45% 43% 9% 3%
5 Staff communicate with us in a supportive manner. 47% 46% 7% 1% 6 Staff are knowledgeable. 41% 51% 7% 1%
7 I would recommend Brentwood's Senior Activities
Center to other seniors. 61% 35% 4% 1%
8 I enjoy seeing and talking with the staff. 48% 49% 1% 1% 9 There is a need for staff that are bilingual. 20% 58% 17% 5% This section received strong agreement across all statements. All but two received 90% agreement or higher. Statement #4 – that respondents felt heard as a customer of the Center – received 88% agreement, and 78% agreed that bilingual staff were needed.

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 56

3.3 Senior Center Facility
The final set of multiple-choice questions related to the Center as a facility. Respondents were first asked if the Center is the correct size and type of building for the services it offers:

Is the Senior Activities Center an appropriate size and type of building? 58% felt as though the facility adequately met the needs of its patrons, while 42% noted that more space was needed. Those who indicated that the building was not the right size or type were asked to provide additional insight on potential improvements. The 46 individuals who provided feedback overwhelmingly asked for more rooms and space for activities and programs to be held. Many comments asked for additional rooms dedicated to specific activities, and several more noted that classes can sometimes feel crowded due to space constraints.

Respondents were also asked if they would be open to engaging in programs and/or classes at an alternative facility:
58%
42%
It is the right size and meets the needs of the
patrons.

It needs more space.
0%
10%
20%
30%
40%
50%
60%
70%

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 57
Would you be open to taking classes or conducting programs at an alternate facility? In total, 70% indicated a preference towards a new (12%), expanded (33%), or alternative (25%) facility to conduct senior activities. 30% stated that they would not like any changes made to the current facility, and that they would not be open to alternative locations.

4. Open Response Questions
Respondents were provided with a series of questions that prompted them to respond in their own words. Each comment was reviewed by the project team, assigned to categories, and summarized by a bar chart.

4.1 Strengths
Participants were asked to provide up to three of the Senior Center’s strengths. A total of 281 comments were submitted by 111 respondents.
30%
25%
33%
12%
No, the Senior Activities
Center is what I am
used to and enjoy the
facility.

Yes, I would be open to
taking classes or
programs at a different
City facility.

Yes, I would be open to
expanding the Senior
Activities Center building
on the current site.

Yes, I would be open to
a brand new Senior
Activities Center building
in another location, if
necessary.
0%
5%
10%
15%
20%
25%
30%
35%

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 58
What are the strengths of the Senior Activity Center?
• By far the most commonly listed strength related to the programs the Center had on offer – with 110 responses falling into this category. While many of these comments were general (e.g., “Good programs”), some participants were more specific.
– 34 of these comments highlighted that they appreciated the variety of programs and classes available, while 15 specifically noted the trips hosted by the Center. Additional comments mentioned activities such as bingo, dance classes, and exercise classes.
• The location of the facility was noted as a strength in 38 comments. Respondents noted that the facility was located centrally and close to their home. – The facility – specifically the fact that it is clean and well maintained – was mentioned in 21 additional comments.
• 36 responses noted that staff were supportive and well trained, while an additional 26 specifically highlighted the high-quality customer service they receive. • 23 comments appreciated the sense of community that the Center provides and the opportunities it gives seniors to socialize and form connections with their peers.
• 16 comments dealt with accessibility, specifically that programs are easy to sign up for and that costs are low.
• Six comments noted that the Center does a good job of keeping its users informed, while two comments cited the Center’s leadership as a strength. 110
38 36
26 23 21
16 6
3 2
0 20
40 60
80 100
120

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 59

4.2 Opportunities for Improvement
Participants were asked to identify up to three improvement opportunities that the Center could consider. A total of 187 comments were submitted by 89 respondents:

What are the Center’s greatest opportunities for improvement? • 81 comments suggested that the Center implement new programs and classes or increase the number of existing programs on offer.
– 18 comments specifically asked for an increase in the number of trips provided by the Center.
– Eight comments asked for more exercise courses, while six specifically asked for the Center to offer Tai Chi.
– Five additional comments (under “community”) wanted more opportunities to socialize with fellow seniors.
– Other common suggestions related to food courses, courses on use of technology (including information on common online scams), and the implementation of weekend programming.
• 58 comments dealt with the facility itself. The most common improvement opportunity was to increase the size and number of rooms at the Center to allow for more activities to be held. Some comments also noted a need for additional parking and for miscellaneous items (such as a hot tub, charging station, and computer facilities) to be added to the Center.
81 58
18 7 6 5 5 5
2 0
10 20
30 40
50 60
70 80
90

Final Report – Parks and Recreation Assessment Brentwood, CA Matrix Consulting Group 60
• 18 comments related to staff in some way, including a need for more bilingual staff, bringing in new teachers for new programs or classes, using more volunteer staff, and providing better training and information to existing staff. • Six comments asked for the Center to provide better information and marketing for their services and five asked for the hours of operation to be increased. A need for better technology systems – especially those used to sign up for programs – was mentioned in five comments.

CITY COUNCIL AGENDA ITEM NO. H.2
08/13/2024
SUBJECT: 2024 City of Brentwood Veterans Day Event and Amendment to the 24/25 General Fund Operating Budget
DEPARTMENT: Parks & Recreation
STAFF: Bruce Mulder, Director of Parks & Recreation
Thien Nguyen, Recreation Manager
Amanda Chaney, Recreation Supervisor

TITLE/RECOMMENDATION
Provide direction to City staff about plans for a 2024 Veterans Day Event and future events to recognize and honor military veterans including a possible amendment to the 2024/2025 General Fund Budget.

FISCAL IMPACT
Depending on direction from City Council, City staff has prepared a range of estimated costs for a Veterans Day event ranging from $6,850 - $31,550. This range includes a combination of fee waivers, which reduce fee revenue for the facilities hosting the event, and General Fund expenditure budget required to create and provide support for the new event.

If staff is directed to move forward with the event, an amendment to the FY 2024/25 General Fund Operating Budget will be required, with an amount to be based on direction from City Council. Additionally, if directed, staff will include costs for the new Veterans Day event in future operating budgets.

BACKGROUND
Veterans Day is a federal holiday, annually observed on November 11. The holiday originated as Armistice Day commemorating the end of World War I on November 11, 1918 and was later designated as Veterans Day in 1954 to honor all military veterans, not just veterans from World War I.

At the City Council meeting on May 9, 2023, following an informational staff report about proclamations, City events, permitted events, fee waivers, and staff costs, City Council directed staff to return to City Council with information about hosting city events based on city proclamations. Hosting a Veterans Day event, including budget, bandwidth, partnerships with outside vendors, etc., to accomplish at an event in 2024 and in future years.

CITY COUNCIL AGENDA ITEM NO. H.2
08/13/2024
In researching this item, it is staffs intention to identify existing ways that the City currently honors veterans and provide recommendations/options on how to supplement and expand on current celebrations, with ideas and associated costs.

Existing Recognition of Veterans
Currently, the City has number of ways to honor veterans. In 2016, the City of Brentwood launched the Military/Veteran Banner Program (MVBP), as part of the Better in Brentwood Marketing Campaign. The MVBP was established to honor and recognize active duty military personnel or military veterans that reside in or have immediate family living in the City of Brentwood, with a maximum of 32 poles able to be used for the program annually. Since COVID began in 2020, the program participation has dwindled with only two banners purchased in 2024. The program is currently managed by the Parks & Recreation Department, which accepts applications annually for banners to be hung in Veterans Park from Memorial Day to Veterans Day. Staff would like to focus on revamping this program to bring it to its fullest potential.

In addition to the MVBP, the City has annually hosted the 4th of July Parade in Downtown Brentwood since 2017, with the parade led by veterans service organizations, and in 2024, the City Council approved proclamations for Vietnam Veterans Memorial Day (March 29th), Memorial Day/Armed Forces Week (May), and will recognize Veterans Day later this year.

Separate from City Programs to honor Veterans, two other local events are held annually by local Veteran organizations with the Veterans of Foreign Wars (VFW) annually hosting a Memorial Day event at the cemetery, and the American Legion (Legion) hosting a Veterans Day event at Veterans Park.

Options to Further Honor Veterans
Following direction from the City Council, City staff researched how other cities recognize and honor veterans. Attachment 2 is a summary of research staff compiled of other cities veteran’s celebrations. In addition, City staff has been in contact with the local American Legion to discuss and receive their input on appropriate ways to further honor veterans. Following discussion, City staff is recommending the following:
- Partner with local Brentwood veterans organizations to bolster and enhance current Veterans Day celebrations on November 11.
- Re-invest in the current MVBP and broaden the visibility, recognition, and celebration of the program.

CITY COUNCIL AGENDA ITEM NO. H.2
08/13/2024
- Provide a “new” way for the City to honor veterans in the community.

Staff has prepared several combinations of options for City Council consideration including the following:

Option 1 ($6,850*) Option 2 ($11,350) Option 3 ($16,350) (Staff recommendation)
Partner with existing
external Veterans Day
event. Provide fee waivers
(as necessary)** for use of
Veterans Park, the
Brentwood Senior Activity
Center, chairs for ceremony
and staffing ($5,650)
Include MVBP in the
Veterans Day celebration
($1,000)
Veterans Card Campaign -
similar to Senior Card
Campaign ($200)
Option 1 ($6,850)
and
City supported BBQ lunch
for veterans and their
families. ($4,500)
Options 1 ($6,850)
and
Option 2 ($4,500)
and
Post Veterans Day
Ceremony entertainment
and vendor booths
focusing on veterans’
health and welfare
services and veteran
owned businesses at
Veterans Park/BSAC.
($5,000)
*With this option, City staff would pursue donations and/or partnerships to possibly still host a luncheon to honor veterans in 2024.
**Fee Waiver is only necessary if event at Veteran’s Park (hosted by Legion) stays a separate event from City’s event. If City were to partner directly to host Veterans Day event with Legion, the Fee Waiver would not be necessary as the event would be partnership with City incurring cost for equipment, seating, decorations, and staffing.

Additional opportunities to consider beyond the options listed above include:
 Annual Downtown parade the weekend before Veterans Day. The parade would start on First Street near Garin Elementary and end at Veterans Hall (estimated costs of $10,000-$12,000, due to staffing costs).
 City annually sponsoring the MVBP. Veterans and their families would be able to register for the program at no fee ($3,200, up to 32 participants per year).

This change would require staff time and resources to update information pertaining to the MVBP and could be implemented by May 2025.

Similar to other City events, City staff could solicit sponsorships for a Veterans Day event. The City was able to obtain $12,500 in sponsorships for the Juneteenth event,

CITY COUNCIL AGENDA ITEM NO. H.2
08/13/2024
and although it is not guaranteed, City staff hope to receive sponsorships for future planned Veterans Day events.

Feedback from City Council
Tonight City staff is requesting City Council receive and provide feedback on this staff report and provide direction on honoring veterans for:
1) Allocation of resources to implement options during FY 24/25. 2) Allocation of resources to implement options for future fiscal years to be budgeted during the budget cycles.

Direction from City Council will assist City staff in prioritizing ways to further honor veterans through existing programs and events. Allocation of resources for future years will also assist staff in planning and discussing events earlier in the planning process and opens up different opportunities for partnerships and/or sponsorships.

CITY COUNCIL STRATEGIC INITIATIVE
Focus Area 5: Parks & Recreation Services
Mission Statement: Provide community and neighborhood services to enrich lives and to maintain facilities, infrastructure, and resources to maximize Brentwood’s

PREVIOUS ACTION
Previous Action by the City Council is included in Attachment 1.

DATE OF NOTICE
Not Applicable.

ENVIRONMENTAL DETERMINATION
Not Applicable.

ALTERNATIVE OPTION(S)
Alternative Options to the Staff Recommendation:

1. Do not approve staff’s recommendation on how to further honor veterans.

With this option, City Council can identify an alternative option for City staff to explore and return with more information about this option.

CITY COUNCIL AGENDA ITEM NO. H.2
08/13/2024

2. Approve staff’s recommendation, and modify/combine one of the several options City staff provided. If City Council were to explore this, City staff is confident they will be able to deliver an event for 2024, and depending on the direction, plan for future veteran events in upcoming years.

3. Continue item with direction for staff to return with additional information.

ATTACHMENT(S)

1. Attachment 1: Previous Action

2. Attachment 2: 2023 Veterans Day Celebration Research

3. Attachment 3: Resolution

Attachment 1

PREVIOUS ACTION
Previous actions related to this agenda item that were taken by the Council are listed below. To view prior actions and materials, and Brentwood Municipal Code references in the staff report, as applicable:
 Visit www.brentwoodca.gov/meetings, and select the meeting date(s) desired to see the reference materials and videos.
 Visit www.brentwoodca.gov/municipalcode to research references to the Brentwood Municipal Code and search by the code section(s) cited.

On August 24, 2010, the City Council adopted Resolution 2010-113, which approved an amendment to the Use of City Funds Policy to clarify Policy requirements.

On May 24, 2011, the City Council adopted Resolution 2011-68, adopting Council/ Administrative Policy 110-04 (Procedures for Ceremonial Documents).

On January 13, 2015, the City Council adopted Resolution 2015-09 to streamline the request process, by removing the insurance requirements given that the rental of City Facilities already has insurance requirements, allowing the different Divisions within the County to each be considered a separate organization for approval purposes, and to revise the approval authority for the fee waivers and/or reduction requests within the Use of City Funds Policy.

On February 14, 2017, the City Council adopted Resolution 2017-17, approving and authorizing staff, in consultation with the City Attorney, to make revisions to certain City Council/ Administrative Policies, contained in sections: 00-Administration, 10- Finance, 20-Personnel, 70-Public Safety, and 80-Community Promotion to reflect the separation and reorganization of the Administrative Services Department into the Finance and Information Systems and Human Resources Department.

On April 26, 2022, the City Council authorized a future agenda item request from Council Member Mendoza for City Council discussion of, and possible direction to staff, related to a policy and procedures for requests from Council Members or organizations they are involved with for grants, partnerships, and requests for anything of value from the City.

On May 26, 2022, the City Council adopted Resolution 2022-65, updating and approving City Council Administrative Policy 110-4 (Procedures for Ceremonial Documents).

On August 9, 2022, the City Council adopted Resolution 2022-101, amending Council/Administrative Policy No. 10-12 (Policy and Procedures for Requests for Use of City Funds), to include an ineligibility period to reapply for City Funds for failure to abide by the rules and procedures set forth in the policy, added a new section to provide limits for City Council members and their families in regards to Donations, Fee Waivers, and/or Fee Reduction requests, and minor revisions for clarity and consistency.

Attachment 1
On February 14, 2023, Council Member Pierson requested a future agenda item relating to the possible creation of events to be held in conjunction with certain proclamations.

On March 28, 2023, the City Council directed staff to spend time and resources to review possible events to tie to the proclamation list.

On May 9, 2023, the City Council directed staff to bring back a report related to hosting events for Juneteenth and Veterans Day beginning in 2024, if not earlier, with information on budget, staffing, potential partnerships with outside vendors and any additional information that may assist with the hosting of the events.

On January 9, 2024, the City Council by motion approved the proposed list of Proclamations for 2024, with the addition of National Volunteer Week, recognized April 21-27, 2024.

2024 Theme- “A legacy of loyalty and service”
Historical events from other agencies:

Pleasanton
Parade
Concert
Santa Cruz- “ Veterans Day Fair”- Ticket for sale
$20/$25
Live Music
Raffles & Games
Danville
“Veteran’s Day Open House”- Space Pop Theme
Space Force & NASA exhibits
Separate Ceremony to honor Vets
Antioch
Veterans Day Pancake Breakfast (Lions)
Guest Speaker
Parade
Brentwood
Guest Speakers
Vocalist
Rifle Salute
El Cerrito
Flag raising ceremony
Martinez
Flag Raising Ceremony
Oakley
Ceremony
Freedom High School Band
Keynote Speakers
Walnut Creek
Keynote Speaker
Tomales
Veterans Day BBQ $20
Dublin
Family Style Lunch (with Rotary) $35, veterans
free
Live music
Recognition ceremony
SF
Veterans Gala $50--$100
Santa Rosa
Dedication ceremony
HS Jazz Choir
Guest Speaker
Plane flyover
Display of military vehicles
Film and video presentations
Goodguys Car Club- Alameda
Classic car show, vintage campers
Ceremony
Color Guard, vendors
Kids area
Food and drink
Sonoma
Dedication
Parade
Operation End Hunger – Food Drive
Attachment 2

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

BRENTWOOD DIRECTING STAFF TO COORDINATE A VETERANS
DAY EVENT FOR 2024 AND AMENDING THE FY 2024/25 GENERAL

FUND OPERATING BUDGET IN AN AMOUNT NOT TO EXCEED
$31,550.

WHEREAS, on August 24, 2010, the City Council adopted Resolution 2010- 113, approving an amendment to the Use of City Funds Policy to clarify Policy requirements; and
WHEREAS, on May 24, 2011, the City Council adopted Resolution 2011-68, adopting Council/Administrative Policy 110-04 (Procedures for Ceremonial Documents); and
WHEREAS, on January 13, 2015, the City Council adopted Resolution 2015- 09 to streamline the request process, by removing the insurance requirements given that the rental of City Facilities already has insurance requirements, allowing the different Divisions within the County to each be considered a separate organization for approval purposes, and to revise the approval authority for the fee waivers and/or reduction requests within the Use of City Funds Policy; and WHEREAS, on April 26, 2022, the City Council authorized a future agenda item request from Council Member Mendoza for City Council discussion of, and possible direction to staff, related to a policy and procedures for requests from Council Members or organizations they are involved with for grants, partnerships, and requests for anything of value from the City; and
WHEREAS, on May 26, 2022, the City Council adopted Resolution 2022-65, updating and approving City Council Administrative Policy 110-4 (Procedures for Ceremonial Documents); and
WHEREAS, on August 9, 2022, the City Council adopted Resolution 2022-101, amending Council/Administrative Policy No. 10-12 (Policy and Procedures for Requests for Use of City Funds), to include an ineligibility period to reapply for City Funds for failure to abide by the rules and procedures set forth in the policy, add a new section to provide limits for City Council members and their families in regards to Donations, Fee Waivers, and/or Fee Reduction requests, and minor revisions for clarity and consistency; and
WHEREAS, on February 14, 2023, Council Member Pierson requested a future agenda item relating to the possible creation of events to be held in conjunction with certain proclamations; and
WHEREAS, on March 28, 2023, the City Council directed staff to spend time and resources to review possible events to tie to the proclamation list; and

WHEREAS, on May 9, 2023, the City Council directed staff to bring back a report related to hosting events for Juneteenth and Veterans Day beginning in 2024, if not earlier, with information on budget, staffing, potential partnerships with outside vendors and any additional information that may assist with the hosting of the events; and
WHEREAS, on January 9, 2024, the City Council, by motion approved the proposed list of Proclamations for 2024, with the addition of National Volunteer Week, recognized April 21-27, 2024.

NOW, THEREFORE BE IT RESOLVED, that the City Council of the City of Brentwood hereby directs staff to coordinate a Veterans Day event for 2024 and amends the FY 2024/25 General Fund Operating Budget in an amount not to exceed $31,550.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Brentwood at a regular meeting held on August 13, 2024 by the following vote:

CITY COUNCIL AGENDA ITEM NO. H.3
08/13/2024
SUBJECT: Designation of the voting delegate and an alternate for the 2024 League of California Cities Annual Conference
DEPARTMENT: City Manager’s Office
STAFF: Tim Ogden, City Manager
Margaret Wimberly, City Clerk

TITLE/RECOMMENDATION
Adopt a Resolution designating the Mayor and an alternate as the City’s voting delegate for the 2024 League of California Cities Annual Conference.

FISCAL IMPACT
The budget for expenditures for conference and travel costs is included in the FY 2023/24 General Fund Operating Budget.

BACKGROUND
The League of California Cities Annual Conference will be held in Long Beach, California, October 16-18, 2024. During the annual business meeting on Friday, October 18, 2024, the League membership considers and takes action on resolutions that establish League policy. In order for the City to have a vote at the Annual Business Meeting, the City Council must designate a voting delegate. The voting delegate must be registered for the conference and must be present at the business meeting.

The Mayor is registered for the conference, and is planning to attend the business meeting. An alternate may also be selected should the Mayor be unable to attend.

CITY COUNCIL STRATEGIC INITIATIVE
Not Applicable

PREVIOUS ACTION
Action has not been taken on this item for the 2024 League of California Cities Annual Conference.

CITY COUNCIL AGENDA ITEM NO. H.3
08/13/2024

DATE OF NOTICE
Not Applicable

ENVIRONMENTAL DETERMINATION
Not Applicable

ALTERNATIVE OPTION(S)
Alternative Options to the Staff Recommendation:

1. Modify staff’s recommendation based on City Council direction.

2. Continue item with direction for staff to return with additional information.

ATTACHMENT(S)

1. Resolution

2. 2024 Cal Cities Voting Delegate Information Packet

RESOLUTION NO. 2024-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

BRENTWOOD DESIGNATING MAYOR JOEL BRYANT AS THE
CITY’S VOTING DELEGATE AND _________ AS THE CITY’S
ALTERNATE FOR THE 2024 LEAGUE OF CALIFORNIA CITIES
ANNUAL CONFERENCE.

WHEREAS, the League of California Cities (the “League”) Annual Business meeting will be held on Friday, October 18, 2024; and
WHEREAS, during the Annual Business meeting, the League membership considers and takes action on resolutions that establish League policy; and WHEREAS, the League of California Cities bylaws require that a city’s voting delegate be designated by the City Council, and that the voting delegate must be registered to attend the conference and be present at the business meeting; and WHEREAS, both Mayor Joel Bryant and _______________ are registered to attend the League of California Cities Annual Conference and Business meeting.

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF BRENTWOOD:
1) Designates Mayor Joel Bryant as the City’s voting delegate for the 2024 League of California Cities Annual Conference Business meeting; and 2) Appoints as the City’s alternate should the Mayor be unable to attend the meeting; and
3) Requests that the City Clerk transmit a copy of this Resolution to the League of California Cities.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Brentwood at a regular meeting held on the 13
th day of August 2024 by the following
vote:

1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org

DATE: Wednesday, July 10, 2024
TO: Mayors, Council Members, City Clerks, and City Managers RE: DESIGNATION OF VOTING DELEGATES AND ALTERNATES
League of California Cities Annual Conference and Expo, Oct. 16-18, 2024 Long Beach Convention Center
Every year, the League of California Cities convenes a member-driven General Assembly at the Cal Cities Annual Conference and Expo. The General Assembly is an important opportunity where city officials can directly participate in the development of Cal Cities policy.

Taking place on Oct. 18, the General Assembly is comprised of voting delegates appointed by each member city; every city has one voting delegate. Your appointed voting delegate plays an important role during the General Assembly by representing your city and voting on resolutions.

To cast a vote during the General Assembly, your city must designate a voting delegate and up to two alternate voting delegates, one of whom may vote if the designated voting delegate is unable to serve in that capacity. Voting delegates may either be an elected or appointed official.

Action by Council Required. Consistent with Cal Cities bylaws, a city’s voting delegate and up to two alternates must be designated by the city council. Please note that designating the voting delegate and alternates must be done by city council action and cannot be accomplished by individual action of the mayor or city manager alone.

Following council action, please submit your city’s delegates through the online submission portal by Wed., Sept. 25. When completing the Voting Delegate submission form, you will be asked to attest that council action was taken. You will need to be signed in to your My Cal Cities account when submitting the form.

Submitting your voting delegate form by the deadline will allow us time to establish voting delegate/alternate records prior to the conference and provide pre-conference communications with voting delegates.

Conference Registration Required. The voting delegate and alternates must be registered to attend the conference. They need not register for the entire conference; they may register for Friday only. Conference registration is open on the Cal Cities website.

Council Action Advised by September 25, 2024

For a city to cast a vote, one voter must be present at the General Assembly and in possession of the voting delegate card and voting tool. Voting delegates and alternates need to pick up their conference badges before signing in and picking up the voting delegate card at the voting delegate desk. This will enable them to receive the special sticker on their name badges that will admit the voting delegate into the voting area during the General Assembly.

Please view Cal Cities’ event and meeting policy in advance of the conference.

Transferring Voting Card to Non-Designated Individuals Not Allowed. The voting delegate card may be transferred freely between the voting delegate and alternates, but only between the voting delegate and alternates. If the voting delegate and alternates find themselves unable to attend the General Assembly, they may not transfer the voting card to another city official.

Seating Protocol during General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

The voting delegate desk, located in the conference registration area of the Long Beach Convention Center in Long Beach, will be open at the following times: Wednesday, Oct. 16, 8:00 a.m.-6:00 p.m. and Thursday, Oct. 17, 7:30 a.m.-4:00 p.m. On Friday, Oct. 18, the voting delegate desk will be open at the General Assembly, starting at 7:30 a.m., but will be closed during roll calls and voting.

The voting procedures that will be used at the conference are attached to this memo.

Please share these procedures and this memo with your council and especially with the individuals that your council designates as your city’s voting delegate and alternates.

Once again, thank you for submitting your voting delegate and alternates by Wednesday, Sept. 25. If you have questions, please contact Zach Seals at [email protected].

Attachments:
• General Assembly Voting Guidelines
• Information Sheet: Cal Cities Resolutions and the General Assembly

1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org General Assembly Voting Guidelines

1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.

2. Designating a City Voting Representative. Prior to the Cal Cities Annual Conference and Expo, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the voting delegate form provided to the Cal Cities Credentials Committee.

3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the voting delegate desk in the conference registration area. Voting delegates and alternates must sign in at the voting delegate desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the General Assembly.

4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city’s voting card by providing a signature to the credentials committee at the voting delegate desk, may sign petitions to initiate a resolution.

5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and voting tool; and be registered with the credentials committee. The voting card may be transferred freely between the voting delegate and alternates but may not be transferred to another city official who is neither a voting delegate nor alternate.

6. Voting Area at General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

7. Resolving Disputes. In case of dispute, the credentials committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the General Assembly.

Sixty days before the
Annual Conference
and Expo, Cal Cities
members may submit
policy proposals on
issues of importance
to cities. The resolution must
have the concurrence of at least
five additional member cities or
individual members.

How it works: Cal Cities
Resolutions and the General Assembly
General Assembly
General Resolutions Policy Committees
Developing League of California Cities policy is a dynamic process that engages a wide range of members to ensure Cal Cities represents cities with one voice. These policies directly guide Cal Cities’ advocacy to promote local decision-making, and lobby against statewide policies that erode local control.

The resolutions process and General Assembly is one way that city officials can directly participate in the development of Cal Cities policy. If a resolution is approved at the General Assembly, it becomes official Cal Cities policy. Here’s how resolutions and the General Assembly work.

The petitioned
resolution is an
alternate method
to introduce policy
proposals during
the annual conference. The
petition must be signed by
voting delegates from 10% of
member cities, and submitted to
the Cal Cities President at least
24 hours before the beginning
of the General Assembly.

Petitioned Resolutions
The Cal Cities
President assigns
general resolutions
to policy committees
where members
review, debate, and recommend
positions for each policy proposal.

Recommendations are forwarded
to the Resolutions Committee.

Who’s who
The Resolutions Committee
includes representatives
from each Cal Cities
diversity caucus, regional
division, municipal
department, and policy
committee, as well as
individuals appointed by
the Cal Cities president.

Voting delegates
are appointed by each
member city; every city
has one voting delegate.

The General Assembly is a
meeting of the collective
body of all voting
delegates —one from
every member city.

Seven policy committees
meet throughout the year
to review and recommend
positions to take on bills
and regulatory proposals.

Policy committees include
members from each Cal
Cities diversity caucus,
regional division, and
municipal department,
as well as individuals
appointed by the Cal
Cities president.

During the General Assembly, voting delegates
debate and consider general and petitioned
resolutions forwarded by the Resolutions
Committee. Potential Cal Cities bylaws
amendments are also considered at this meeting.

Cal Cities policy
development is a memberinformed process,
grounded in the voices and
experiences of city officials
throughout the state.

For more information visit www.calcities.org/general-assembly Prior to the Annual Conference and Expo
Resolutions Committee
The Resolutions
Committee considers
all resolutions. General
Resolutions approved1 by
either a policy committee
or the Resolutions Committee are next
considered by the General Assembly.

General resolutions not approved, or
referred for further study by both a
policy committee and the Resolutions
Committee do not go to the General
Assembly. All Petitioned Resolutions
are considered by the General
Assembly, unless disqualified.2
During the Annual Conference and Expo
1 The Resolution Committee can amend a general resolution prior to sending it to the General Assembly. 2 Petitioned Resolutions may be disqualified by the Resolutions Committee according to Cal Cities Bylaws Article VI. Sec. 5(f). Page 777 of 777