The City of Buena Park Recreation, Parks & Community Services Department offers a wide variety of recreation, sports and cultural activities, senior programs, services, and events for all age groups. The Public Works Department is also responsible for maintaining the parks and recreation facilities within Buena Park.
The City currently has approximately 96.1 112.66 acres of parkland. The Community Services Department operates and the Public Works Department maintains 1113 parks, one Community Recreation Center, an Event Center, and Senior Center, one Community Gymnasium, and a community garden; refer to Table OSR-1, Parks and Recreation Facilities, and Exhibit OSR-1, Parks and Recreation Facilities, for information on the facilities provided at each location.
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EXISTING
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PROPOSED
TABLE OSR-1
PARKS AND RECREATION FACILITIES
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EXHIBIT OSR-1
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Update Legend on Exhibit OSR-1 to include current landmarks and an updated listing of the City’s parks, including the parks and public facilities shown below:
Updated Legend
1. Ralph B. Clark Regional Park
2. Smith-Murphy Park
3. Images Park
4. Lindbergh Mini Park
5. George Bellis Park
6. Rick Gomez Park
7. Buena Park Community Center
8. Whitaker Park
9. Community Gymnasium
10.Carl Brenner Park
11. Community Garden
12. William Peak Park
13. Boisseranc Park
14. Ehlers Event Center/ Senior Center
15. San Marino Park
16. San Antonio Park
17. John Beat Park
18. Larwin Park
19. Silverado Trail
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Facilities at these parks and recreation facilities include children’s play areas, athletic fields, tennis courts, volleyball courts, basketball courts, swimming pools, handball courts, shuffleboard, a dog park, outdoor exercise equipment, skate park, and other amenities. The public parks range from 0.5046 acres to 22.56 acres in size and are generally located within residential neighborhoods distributed throughout the City. Ralph B. Clark Regional Park, located at 8800 Rosecrans Avenue, offers 1054 acres of additional parkland including baseball fields, bike and hiking trails, playground, tennis courts, and volleyball courts.
In addition to the Ralph B. Clark Regional Park, regional recreational facilities in the surrounding area include La Mirada Community Regional Park, Craig Regional Park, and Cerritos Don Knabe Community Regional County Park. Cypress College, a community college west of Buena Park, also provides additional open space and recreational facilities to City residents. Within the City, elementary schools, junior high schools, high schools, and other small campuses provide supplemental recreational opportunities through playgrounds and athletic field areas. One notable site is the Community Gymnasium at Buena Park Junior High School where the City is currently offering various recreational activities and programs through a joint-use agreement, including adult sports leagues, drop-in sports, gym classes for kids, and a summer sports camp.
A number of private youth sports programs are offered in Buena Park including the Buena Park National Little League, Crescent Buena Park American Little League, Buena Park Chargers Youth Football and Cheer, Buena Park Girls Softball, and AYSO Region 54soccer. Buena Park is also home to a number of clubs and service organizations, such as the Boys and Girls Club.
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The Buena Park Senior “Activity” Center, located at the Walter D. Ehlers Event Community Center, has established a mission to “provide the mature adult population in the community with a diverse offering of recreational, educational, social and human service programs in environments which promote a spirit of dignity and limitless potential for later life enrichment.” In addition to other services, the Senior Center offers a variety of classes including dance, exercise, arts and crafts, quilting, bingo and basic computer
Aside from the City’s public parks, there is limited open space in Buena Park. The City of Buena Park entered into a License Agreement and developed amenities on Existing open space consists of a linear easement owned by Southern California Edison (SCE) that is located north of La Palma Avenue. With this Agreement, the easement, now named Silverado Trail, provides The 200-foot wide easement is currently retained as active and passive open space and supports some garden and nursery operations.
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The current General Plan includes a standard of 3.0 acres of parkland per 1,000 persons. Based on the January 20092023 population of 83,38585,084, the City is deficient by approximately 5032 acres of parkland.
Ordinance No. 1416, adopted January 8, 2002, requires the dedication of parkland and/or payment of fees in lieu for dedication of parkland based on 3.0 acres per 1,000 persons for new residential development. In 2021, the City entered into a License Agreement with Southern California Edison to provide access to an easement for park, public recreation, and community garden purposes. One joint use agreement exists for the use of the Buena Park Junior High School gymnasium and a number of the schools allow youth leagues to utilize their fields.
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Policy OSR-2.3:
Upgrade and maintain existing City parks and facilities to properly meet the needs of the community. Develop a comprehensive park maintenance plan and landscape standards for public parks and open space, and include the standards within citywide design guideline documents.
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CITY OF BUENA PARK
PARKS AND RECREATION MASTER PLAN
OPERATIONS & MAINTENANCE PLAN
As the City shares in its employee handbook, “The City prides itself in providing topnotch customer service”. This pride and these high expectations are confirmed by the City’s Mission Statement: “The City of Buena Park is dedicated to providing superior, responsive services that improve and enhance the community and its quality of life.”
The Public Works and Community Services Department must work hand-in hand to ensure top-notch customer service is provided with its park maintenance and the operation of the play spaces and facilities in the City’s park system.
The maintenance of the City’s parks and facilities will be best-served with an operations and maintenance plan. A successful plan must include buy-in from the work teams and must clearly define the program, requirements, schedules, and the action plans of its team. A quality park design and a quality maintenance plan are integral to the City’s success. As an example, sports fields designed, installed, and properly maintained with a hybrid bermuda grass are more durable and are bettersuited to hold up to the activity on active sports fields. A successful plan will assist the City’s operations and maintenance team by establishing a roadmap for the City of Buena Park’s success with maintaining these valuable assets.
In today’s consumer-oriented society, park guests are focused on the end product or service and not particularly concerned with what needs to be done and how frequently it needs to be done to provide well-maintained and attractive community facilities, amenities, and park spaces. Maintenance standards need to focus on outcomes from the standpoint of the recreation users and may be supported with training and information on processes (what needs to be done) and outputs (how frequently particular maintenance functions need to be done) to achieve desired outcomes.
An operations and maintenance plan is a living document that must be reviewed, updated, and evaluated throughout the year. A quality plan will support the City and improve its process to identify, justify, and prioritize the maintenance and work efforts needed for its parks, play spaces, and community centers.
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Buena Park - Parks and Recreation Master Plan/Operations & Maintenance Plan Page 2 of 24 A dedicated team of contract professionals and a dedicated in-house team in the Public Works Department maintain the City’s parks and facilities. In our tour and assessment, the consultant team found well-maintained park areas and other park areas that need immediate attention.
The Community Services Department provides a variety of programs and services, and manages the City’s parks with maintenance support from its Public Works Department. It is critical for the departments to work together and communicate.
As an example, the program and permits team must work in collaboration with the maintenance team to ensure success. Unlimited resources and exceptional maintenance practices cannot succeed with an overscheduled or mismanaged sports field. Similarly, a new or resurfaced tennis, basketball, or other sports court surface can be damaged and will decline quickly with activities not appropriate for the court surfacing, such as skateboarding, roller hockey, and activities with participants not wearing appropriate footwear.
The observations of our consultant team were mixed with some positive and some not so positive observations. The City has an in-house maintenance team supported by contract maintenance service providers, such as Merchants the City’s landscape maintenance provider.
Some of the common themes, observations, and concerns included deficiencies with turf maintenance, sports court surfacing, and fencing. During interviews with the maintenance team, staff expressed an interest in additional personnel to keep up with the demand. It is often difficult to identify an adequate number of maintenance personnel to address all of the maintenance needs, but it can also be challenging to ensure the work product of contractors is properly completed and completed to the standards and expectations of the City and community. As staff evaluate opportunities to raise the bar, we recommend evaluating opportunities to work smarter, not necessarily harder. With this said, we would recommend evaluating opportunities to add basic manpower tasks to existing contractors.
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Buena Park - Parks and Recreation Master Plan/Operations & Maintenance Plan Page 3 of 24 Utilizing contract personnel for routine tasks such as daily trash and waste removal, and power blowing of hardscape areas is simple for a contractor to manage, but more important – it is easy for the City to ensure the tasks was properly completed.
Contractors can often add manpower at lower costs than costs for public agencies adding personnel. This strategy would allow existing City personnel to be used for more involved projects and work detail, and to ensure work completed by contractors is completed to the City’s requirements and expectations.
The City is in the process of implementing a Computerized Maintenance Management System (CMMS) with Mobile MMS from Websoft Developers. This CMMS will provide a valuable tool for the maintenance team. The City has not evaluated or implemented a lifecycle management program for its amenities and the assets in its park system.
As time permits, the City is encouraged to populate its CMMS software with scheduled, planned, and programmed maintenance. As an example, a recurring workorder can be placed in the system to alert staff when it is time to 1) replace the pour-in-place playground surfacing; 2) resurface the City’s sports courts (tennis/basketball); 3) inspect sports field lighting; and 4) to inspect the City’s irrigation system. These programmed or scheduled work orders can also include staff alerts when it is time for a contractor to complete specific work tasks. These reminders will assist staff in monitoring, assessing, and documenting the work product and performance of its contractors.
Buena Park Parks Maintenance Budget
The table above provides a breakdown of the Parks Maintenance Budget for the past five years. During this time period, the Budget has increased by nearly 29%, with an average annual increase during that time span nearing 5%. The personnel salaries and benefits were the most significant with an increase nearing 41% from FY 18/19 to the FY 22/23 Budget.
Purpose of a Maintenance Management Plan
It is important for the City of Buena Park to evaluate, analyze, and to understand all of the ongoing costs associated with its public spaces. Understanding an agencies total cost for the maintenance of its parks, amenities, and public spaces begins with a quality maintenance program, but there are many vital steps needed to ensure success.
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Buena Park - Parks and Recreation Master Plan/Operations & Maintenance Plan Page 4 of 24 A quality maintenance program for parks, buildings, and a community’s assets requires a plan, a team, a schedule, and a program. Understanding all of the maintenance needs for a park includes the specific needs, expectations, and the preventive maintenance necessary for each asset or amenity within a park. For example, an asset with an expected lifespan of 15-years, will typically require following the manufacturer’s recommended maintenance practices to reach this projected lifespan. A replacement plan should be proactively established with funding ready for its replacement at 15-years.
It is not uncommon for agencies to install a beautiful new amenity in a park and to move on to the next project without considering the ongoing maintenance needs, the expected lifespan, and to create a strategy for replacement of the amenity at the projected and expected end of its lifespan. As agencies fall behind, the maintenance team has more work than they can handle and simply react to and address one failing amenity after another.
Managing and tracking these maintenance needs is important and can be completed with a CMMS or other scheduling, tracking, or data base-oriented software. There are a number of CMMS software packages available that were designed for this specific purpose. They can provide a schedule, work orders, and can track completed work, but they require a plan and the collective efforts of the entire team. As shared earlier, the City of Buena Park is in the process of implementing a CMMS to manage and tracks its maintenance work orders with Mobile MMS, a software application provided by Websoft Developers, Inc.
These CMMS applications provide the maintenance and operation team a central repository for all maintenance data; however, the quality of the application’s output is directly correlated to the quality of the input. As a simple example, the applications are more helpful when they are used proactively to schedule all of the necessary, anticipated, and the ongoing maintenance tasks.
These tools and applications require buy-in from the entire team. If properly setup and utilized, the CMMS will include detailed information about each park and each of its critical assets and amenities. A CMMS allows maintenance managers to monitor the data in real-time while using historical data to analyze and improve their maintenance performance. Optimizing inventory and procurement systems are additional benefits from using CMMS software. CMMS applications typically include features that managers can use to schedule maintenance activities, order supplies, issue requests, prepare reports, and to project financial needs for maintenance and the Budget.
The lifespan and maintenance needs of an asset or amenity will vary largely due to its activity and use. More use on a soccer field or a tennis court will directly impact its maintenance needs and its expected useful lifespan. This is where it is important for the maintenance team and the programs/permits team to work together.
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Buena Park - Parks and Recreation Master Plan/Operations & Maintenance Plan Page 5 of 24 Examples include establishing a number of acceptable hours for the scheduled use of a soccer field, training staff in Community Services on required work tasks when the maintenance team is not present. Examples of a work task include when a field should be closed during inclement weather, what can be done to assist the maintenance team on a rainy day, dragging fields between games on weekends, and work tasks for the pitcher’s mound before closing a baseball field for the night.
Preventive maintenance, scheduled, and planned maintenance is necessary with every asset. As we all know with our personal automobile – our car needs an oil and filter change, and it needs its tires and windshield wipers checked/replaced at a specific date and/or number of miles. Neglecting replacement of tires or windshield wipers can create safety concerns, while neglecting oil changes and filter replacements can create premature failure of the engine and other vital components in the car. Similar examples are present for our public parks and amenities. The cost to purchase an asset or amenity is only a start with understanding the total cost of ownership.
Just as it is with a personal automobile, we need a big picture view of an asset and its costs over the lifespan, from purchase to disposal, and replacement. These costs include scheduled service, repairs, maintenance, refurbishment, and planned replacement. If this assessment is done well, it will improve the City’s understanding of the ongoing direct and indirect costs of these assets, and will help the City make more informed financial decisions in the future. The assessment of these costs provides a tool to assist the City in using limited resources more effectively, with more emphasis on preventive maintenance rather than reacting to asset failures.
Focusing on preventive maintenance will result in less disruptions and fewer expenses due to asset failures.
Prioritizing, scheduling, and planning for these preventative maintenance tasks will help the City remain operational, maintain safety in its parks, and will help the City with its planning and budget.
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RECOMMENDED MAINTENANCE PERFORMANCE STANDARDS
The following provides recommendations and performance standards for park maintenance. As shared earlier, any performance standards or operating procedure should be considered a living document that must be reviewed, updated, and evaluated throughout the year. Adopted standards and a quality plan will support the City and improve its process to identify, justify, and prioritize the maintenance and work efforts needed for its parks, play spaces, and community centers.
TURF MAINTENANCE
1. All turf areas shall be mowed once per week. The schedule for each park shall ensure mowing is complete on the same day of the week.
2. All turf grass borders shall be neatly and uniformly edged or trimmed concurrent with each mowing.
3. Cutting heights shall be adjusted according to the type of grass in accordance with the following:
Grass Type Schedule Cutting Heights
Fescue Blends June through September 3”
Fescue Blends September through May 2”
Bermuda Year Round 1”
Rye September through May 2”
4. All warm-season grasses such as Bermuda shall be mowed with a power– driven reel type mower. Fescue may be mowed with either power–driven reel type or rotary type mowers. All equipment shall be adjusted to the proper cutting heights and shall be adequately sharpened.
5. All mow directions shall alternate on a week-to-week basis regardless of topography.
6. Glass, leaves, paper and other debris shall be removed and disposed of offsite prior to mowing.
7. Portable obstructions such as picnic tables, trash containers, and soccer goals shall be moved in order to mow all portions of turf.
8. All turf shall be irrigated as needed to maintain adequate growth and appearance.
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9. A regular program of “hand removal” or “mechanical removal” and mulch applications shall be used to control weed growth. If necessary, the program shall be supplemented by a regular program of pre-emergent/post-emergent “chemical application” of noxious weeds or grasses if physically or productively possible.
a) Chemical control of broadleaf weeds shall be employed as often as necessary to maintain turf areas in a “weed free” condition. b) In addition, turf grass areas shall be treated as follows:
− Between January 15 and February 15, pre-emergent crabgrass control compound (such as Dimension 270-G) shall be applied to all areas. The product application shall be placed at the highest rate per label to control the broadest number of weeds in the turf.
− Between November 1 and November 30, a broadleaf preemergent weed control compound (such as Dimension 270-G) shall be applied to all areas. The product application shall be placed at the highest rate per label to control the broadest number of weeds in the turf. Applicator shall follow all instructions as described on the manufacturer’s product label.
− Twice per year, a broad-spectrum fungicide (such as Insignia or Tekken) shall be applied at the manufacturer’s recommended coverage rate in December and June. All fungicides shall be rotated by use for future efficacy and managing resistance.
10. Pesticides shall only be applied under the supervision of persons possessing a valid California Pest Control Operators license in the appropriate category.
11. All turf areas shall be fertilized four (4) times per year (March, May, July and October). Turf shall be free of moisture at the time of fertilizer application.
Application of the fertilizer shall be done in sections, determined by the areas covered by each irrigation system. All fertilized areas shall be thoroughly soaked immediately after the fertilizer broadcast.
12. All Fescue blended, Hybrid Bermuda blended, and Kikuya blended turf areas shall be de-thatched when the turf exhibits an accumulation of heavy thick thatch. De-thatching shall be accomplished by use of a “vertical cut type” de-thatch machine. All thatch and debris shall be picked up and disposed of prior to the end of the workday.
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13. All Fescue blend turf areas shall be aerated two (2) times per year, once between February 15 and March 15 and one between September 1 and October 1 immediately following de-thatching and prior to overseeding (note… overseed the following day).
14. All sports turf areas shall be aerated five (5) times per year, once during Spring Recess, once beginning of Summer Recess, once prior to end of Summer Recess, once during Thanksgiving Recess, and once during Christmas Recess.
15. Aeration shall be accomplished by removing ¾” diameter by 3” deep cores at a maximum spacing of 6” by use of a mechanical aeration machine.
Aerate entire area, first from east to west, then repeat north to south.
16. Fescue Turf Areas: All cores should be processed with mechanical mowers within 24 hours.
17. Sports Turf Areas: All cores shall be removed from the sports turf and disposed of by the end of the workday. Turf Sweeper/Power Vacuum should be used to pick up and remove all aeration plugs.
18. All irrigation heads, valves, quick couplers and other improvements that can be damaged by the aeration operation shall be flagged and/or protected prior to starting.
19. Overseeding: All common and park turf areas (all areas that are fescue blend and Kikuya turf) shall be overseeded immediately (within 24 hours/the next working day) after aeration once per year from September 1 to October 1.
20. Sports Turf Interseeding: All sports turf shall be interseeded in two (2) cross directions. Interseeding shall take place the Monday after Thanksgiving and be completed by Christmas.
21. All seed used in interseed/overseed operations shall be Perennial Rye (Stovers VIP, Pennington Smart Seed Pro, or equal). Seed shall be applied at a rate of 10 lbs./1,000 sf. Seed quality shall meet the following criteria. a) Minimum purity shall be 98% weed free for all grasses. b) Minimum germination rate shall be 85% for all grasses.
22. All seeding equipment shall be calibrated to deliver the desired seeding rate for the specific species or seed mixture to be used prior to each overseeding operation.
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23. Once the seed has been applied, apply periodic supplemental irrigation to ensure seed germination. Supplemental irrigation shall continue until 90% of all seed has sprouted and is in a vigorous state of growth.
24. All bare, worn, or sparse areas in the turf shall be reseeded to reestablish turf to an acceptable condition annually between February 15 and March 15 and between April 1 and April 30 in all other areas.
25. Reseeding shall be performed in accordance with the following criteria:
a) All areas reseeded shall be raked or verticut to remove all thatch and to provide a rough (scarified) seedbed suitable for seeding. b) Seed shall be of a type to match existing turf and applied at a rate of 10 lbs. of product per 1,000 square feet.
c) Grass seed shall be applied at the rate specified on the label for the type of seed being used for reseeding. Seed quality shall meet the criteria provided in 21 a) and b).
d) All seeding equipment shall be calibrated to deliver the desired seeding rate for the specific species or seed mixture to be used prior to each reseeding operation.
e) Once seed has been applied, cover all seed and firm the soil with a water ballast roller either empty or partially filled depending upon soil conditions. Seed shall then be lightly covered with an organic seed topper to prevent erosion and reduce evaporation of soil moisture.
26. Fall common turf renovations shall begin on September 1 and should be completed by October 1. The sequencing of the work shall be de-thatch, aeration, and overseeding, in that order.
27. Top Dressing: All sports turf areas shall be top dressed once per year typically June 1 through mid-August. All top dressing shall encompass the entire athletic playing surface.
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28. Verticutting: All sports turf areas shall be verticut every one to two years as needed for turf with an accumulation of heavy thick thatch. a) The vertical cutting shall encompass the entire athletic playing surface. b) The vertical cutting machine shall be hydraulically or P.T.O. driven from the attached tractor with fixed 1/8" thick, 12" diameter, 8 to 10-pointed slicing blades spaced a maximum of 2" apart.
c) All debris shall be picked up and disposed of at end of the workday with a Turf Sweeper or Power Vacuum. Note: Mulching/recycling mowers or mowers equipped with vacuums shall not be utilized for this purpose.
d) All irrigation heads, valves, quick couplers, and other improvements that can be damaged by the verticutting operation shall be flagged and/or protected prior to starting.
29. Sod Renovations: Sports turf sod renovations may be required on all turf areas, some areas of the field, or as patch work throughout the year. Typically, renovations of soccer fields shall be completed June 1 – August 15 and baseball fields shall start the Monday after Thanksgiving and be complete and ready for play on February 1 each year.
a) Sod Materials – All sod areas shall receive soil amendments and fertilizers for sod as needed to establish the new sod and to promote healthy growth and appearance. The use of a mechanical track or rubber turf tire machine will be required to place this product. b) Finish Grading – Prior to beginning the grading operation, sod-cut the area to be worked on to the minimum thickness of the new sod. This may require the actual removal of sod and soil at the same time. All sod and soil shall be removed from the site to a legal authorized dump site.
Before any planting operations start in any area, all trash and deleterious materials on the surface of the ground shall be removed and disposed of. After completion of fine grading and prior to soil preparation, the installation shall adhere to the Agronomic Soils Test and Report recommendations as required or what is shown above, except for the minimums specified herein.
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Buena Park - Parks and Recreation Master Plan/Operations & Maintenance Plan Page 11 of 24 Turf areas shall be graded so that after cultivation, amendment and settlement, the soil shall be 1” below the top of curb, walks, existing turf areas etc. All flow lines shall be maintained to all for free flow of surface water. Displaced material which interfaces with drainage shall be removed and placed as directed. Low spots and pockets shall be graded to drain properly.
All turf planting areas shall be cultivated until the soil is brought to a loose friable condition to a minimum depth of 6”. Note: The final depth of the loose soil shall be 6” after rolling and light compaction. Remove all rocks and debris 1” or larger in size. Evenly distribute soil amendments and fertilizers. Thoroughly incorporate into the upper 6” (minimum) of soil with mechanical tiller.
All planting areas shall be finish graded in accordance with the standards above. Finish grades shall be graded to ensure settlement does not affect the grade at the end of the project maintenance period.
c) Sod Installation – Grade smooth all surfaces where sod is to be placed.
The soil surface shall be 1” below adjacent curb, gutter, walks, existing turf, etc. after settling. Roll lightly with a sod/landscape roller and fill in all soil depressions compact to bedding. The lightly compacted depth shall be 6”. DO NOT use roller designed for use of compacting aggregates or asphalt concrete.
Soil shall be at established grade, smooth, and moist before sod placement.
Begin sod installation immediately after delivery. As sod is rolling off the installation equipment remove all nylon mesh backing. Start laying sod along a straight edge such as a sidewalk, driveway, curb, etc. Butt joints tightly together, do not overlap. All joints to be staggered. Use a sharp knife to cut and shape around curves, trees, and borders. Do not bend sod to fit.
After sod installation, the area shall be rolled to eliminate depressions and lower rills. This operation will also lightly compact the sod.
The final sod product shall be uniform in grade. All edges shall be even and tight. The sod shall be green and vigorous in growth. In all edge areas that are not even and tight, apply a fine top dressing of sand uniformly to all exposed edges and gaps.
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Buena Park - Parks and Recreation Master Plan/Operations & Maintenance Plan Page 12 of 24 d) Watering – Water shall be applied within 30 minutes, even if the sod placement is not complete. Complete initial watering when there is saturation of the top 6”-8” of soil.
Apply water in sufficient quantities and as often as seasonal conditions require to keep the sod wet at all times, well below the root system of the sod.
e) Final Rolling – Watering shall be decreased or ceased for this operation.
DO NOT perform this work in this section on a wet or saturated turf field.
Prior to opening of the field(s), roll the entire surface with a 1-Ton Steel Roller to provide a uniform and smooth play surface.
SHRUBS/GROUNDCOVER MAINTENANCE
1. All shrubs/groundcover areas shall be maintained to promote healthy growth and appearance of the plant material.
2. A regular program of “hand removal” or “mechanical removal” and mulch applications shall be used to control weed growth, if necessary, supplemented by a regular program of pre-emergent/post-emergent “chemical application” of noxious weeds or grasses if physically or productively possible.
a) A broad spectrum pre-emergent weed control shall be applied twice each year, once in April and once in September, to all shrub and groundcover beds. This includes all irrigated/non-irrigated natural groundcover areas.
b) A post-emergent weed control shall be applied as needed in all irrigated/non/irrigated natural groundcover areas.
c) A 3” minimum layer of mulch groundcover as a weed control shall be applied concurrently with the mulching process as described in Section
63.4 D in all irrigated/non/irrigated natural groundcover areas.
3. Weeds and grasses shall be removed from all planted areas within seven (7) days from the time that they are first visible. Methods for removal shall be hand removal or cultivation, dependent upon planting concentration.
4. When necessary, non-restricted materials shall be used to perform weed control in shrub and groundcover areas.
a) Prior to application, a licensed Pest Control Operator shall read product label to identify all potential dangers, hazards, and risks to the health of Tool 11: Operations and Maintenance Plan 208
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b) Prior to application, a licensed Pest Control Operator shall read product label, to identify weed pests in area to be sprayed and identify potential environmental hazards such as waterways, eating and food preparation areas, sensitive ornamental, and production agricultural sites, and to take all precautionary measures necessary to ensure contamination of these areas is avoided.
c) Prior to application, a licensed Pest Control Operator shall read product label, to identify all personal protective equipment required for employees to handle the pesticide to ensure employee safety and protection.
5. All shrubbery shall be trimmed, shaped, and thinned every 30 days. a) Full Slope Prune/Trim: All slope shrubs shall receive a full pruning/trimming semi-annually between September 1 and October 1, and March 1 and April 1. Slope shrubs should be pruned/trimmed to maintain desired height, as directed by the City Representative. b) All shrubs aligning the hardscape edge shall be shear-cut at a 45° angle. Note: Vertical 90° cuts are not acceptable.
c) Power hedge shears shall be used for cutting of all shrubs. Note: Line trimmers shall not be utilized for cutting purposes.
d) Shrubs and groundcover shall be trimmed to restrict growth or encroachments on sidewalks, trees, shrubs, trails behind curbs, and from private property. In addition, all shrubs and groundcover shall be trimmed to maintain horizontal clearance 12” behind walkways, trails, and roadways to prevent encroachment onto private property and to remove dead, damaged or diseased limbs as necessary.
e) Pruning Procedures
− All cuts shall be made sufficiently close, flush, if possible, to the parent stem so that healing can readily start under normal conditions.
− All limbs over 1” or greater in diameter shall be undercut to prevent splitting.
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Buena Park - Parks and Recreation Master Plan/Operations & Maintenance Plan Page 14 of 24 − All shrubs aligning paths, curbs, gutters, property lines, etc. shall be cut at a 45° angle starting at 12” – 18” from path, curb, and/or gutter/edge. NOTE: Vertical 90° cuts are not acceptable. − A minimum of 12”–18” and a maximum of 36” clearance shall be maintained of shrubbery away from all adjacent private property (walls, fences, etc.).
− A maximum height of 36” shall be maintained of all shrubbery that is immediately adjacent to private property (wall, fences, etc.).
− All plant material shall be removed from all private property that is encroaching onto public property.
− All equipment utilized shall be clean, sharp and expressly designed for shrub pruning.
6. All leaves shall be raked from under the shrubs after each pruning.
7. Mulching: All irrigated, non-irrigated, and bare groundcover areas shall have a uniform mulch layer throughout for erosion control, weed control, and moisture control.
a) All groundcover mulch shall be 0”-2” forest floor mulch laid uniformly 3” minimum thick. All mulch to be approved by City Representative prior to application.
b) All groundcover mulch shall be applied two (2) times per year, once in April and once in October.
8. Fertilization: All shrubs/groundcover shall be fertilized to promote healthy growth and appearance of the plant material. Area shall be free of moisture at the time of application. Application shall be completed in sections, determined by the areas covered by each irrigation system. All fertilized areas shall be thoroughly soaked immediately after the fertilizer is broadcast.
RODENT/PEST CONTROL
1. All turf, trees, and landscaped areas shall be maintained free of rodents to include gophers and ground squirrels and pests to include but not limited to snails, grubs, sow bugs, aphids, adelgids, caterpillars, scales, etc., that could cause damage to any plants, shrubs, groundcover, trees, irrigation systems, facilities, or cause erosion.
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2. All methods to perform Rodent/Pest Control shall conform to all Federal, State and County environmental regulations.
3. Rodent Control shall be performed in accordance with the following criteria:
a) All rodents to be controlled shall be identified and feeding habits determined prior to treatment.
b) All mounds shall be raked level a minimum of twenty-four (24) hours prior to treatment.
c) Soil shall be checked in the area to be treated to ensure proper soil moisture exists prior to treatment with treated baits.
d) All treated bait, traps and gases used to control rodents shall be placed in the tunnel. Traps shall be covered with soil once inserted in the tunnel, to prevent vandalism and to ensure public safety.
e) Any and all spilled bait shall be picked up or buried immediately. f) All bait containers and/or applicators shall be of the type that will minimize spills.
g) All treated areas shall be inspected for dying animals after treatment.
Remove all dying animals and/or carcasses, and dispose of them offsite prior to the end of each workday until area no longer requires further treatment.
4. Pest control shall be performed in accordance with the following criteria:
a) All insect pests to be treated shall be identified and life stage determined prior to treatment.
b) All areas which may be adversely affected by chemical treatment operation shall be identified (i.e., ways, food preparation sites and eating areas, and agricultural production areas) and all precautionary measures necessary shall be taken to prevent contamination of these areas.
c) All pesticides shall be applied in accordance with the label recommendations and shall be applied to infested plants only.
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TREE CARE
1. Trees (less than 5 years old) to be structurally pruned as needed for proper health and shape of the tree.
2. Newly planted trees shall be properly staked utilizing 3-inch stakes. Trees shall be supported by double-staking with cinch ties applied at the lower and upper portions of the trunk and inspected on a regular basis to prevent rubbing and girdling. Cinch ties or VIT braces shall be used to prevent bruising.
3. Trees (5 year and older) to be pruned as needed for structural health and safety; pruning shall include removal of dead and damaged branches, thinning of canopy or required aesthetics. Branches shall be pruned as needed to maintain an 8-foot clearance over sidewalks and 14 feet clearance over bicycle lanes and streets. No more than ¼ of the foliage may be removed at any single pruning.
4. Special emphasis shall be placed upon public safety during pruning operations, particularly when adjacent to roadways.
5. Pruning criteria:
a) Initial step shall include removal of all deadwood and weak, diseased, insect infected, and damaged limbs.
b) All trees shall be pruned for vertical and horizontal clearance. c) All crossed or rubbing limbs shall be removed unless removal will result in large gaps in the general outline.
d) All trees shall be thinned of smaller limbs to distribute the foliage evenly. e) All trees shall be trimmed and shaped to provide a symmetrical appearance typical of the species.
f) All suckers and sprouts shall be cut flush with the trunk or limb.
6. All trees shall be inspected and thinned as needed to prevent damage during wind storms.
7. A regular program of “hand removal” or “mechanical removal” shall be used to control weed growth; tree wells shall remain weed free.
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8. All pest control measures shall be complete by recommendation of a Pest Control Operator and recommendation of an ISA certified Arborist. Control of aphids and other seasonal pests shall be removed in a timely manner to prevent health or aesthetic problems with neighboring residences.
9. Fertilization: Young, rapidly growing trees should be fertilized annually to promote rapid establishment. Mature trees may need fertilization every two or three years to maintain foliage color, healthy growth, and appearance.
PICNIC SHELTERS, GAZEBOS AND RESERVATION SPACES MAINTENANCE
1. All structures shall be inspected daily and maintained in a neat, clean and safe condition at all times.
2. Immediately address closing of facilities, which are not safe for public use.
3. Structures shall be graffiti-free. Graffiti shall be removed within 24 hours of discovery.
4. Picnic tables, benches, outdoor cooking receptacles, and other similar amenities shall be clean, in good working order, and safe for use at all times.
5. All reservation spaces shall be inspected daily and shall be inspected before each scheduled reservation to ensure the site is customer ready.
IRRIGATION SYSTEM MAINTENANCE
1. The entire irrigation system, to include all components from connection at meters, shall be maintained in an operational state at all times. This coverage applies to all controllers and remote-control valves, gate valves and backflow devices, main and lateral lines, irrigation pumps, sprinkler heads, and moisture sensing devices.
2. All irrigation systems shall be tested and inspected a minimum of once per week for sports fields and bi-weekly for all other irrigation and in accordance with the following:
All systems shall be adjusted in order to:
a) Provide adequate coverage of all landscape areas;
b) Prevent excessive runoff and/or erosion; and
c) Prevent watering roadways and facilities, such as tennis, basketball, or handball courts, walkways, parking lots, trails, fences and private property.
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3. All irrigation systems shall comply with State and local laws regarding backflow prevention and protection of the public water system.
4. In addition to weekly and bi-weekly testing, all irrigation systems shall be tested and inspected as necessary when damage is suspected, observed or reported, daily, if necessary.
5. Irrigation controllers shall be programmed according to the specific site conditions to promote proper plant health and growth.
6. Irrigation shall be accomplished after hours. Irrigation system testing shall occur when park areas are not in use.
7. Broken heads and lateral lines shall be repaired within 48 hours after work is approved by the Department. Mainline breaks shall be secured as soon as they are discovered/reported. Mainline breaks shall be repaired within 72 hours after work is approved by the Department. Irrigation valves shall be repaired or replaced within 96 hours after work is approved by the Department.
8. Special emphasis shall be placed upon public safety during irrigation repair operations. When excavation and digging are required for repair of irrigation lines, plywood and other safety barriers shall be used to maintain public safety. Such holes shall remain open no longer than 96 hours unless approved by the Department.
GENERAL PARK MAINTENANCE
Applies to all hardscape and softscape maintenance areas.
1. All areas shall be inspected daily and maintained in a neat, clean and safe condition at all times.
2. All animal feces or other materials detrimental to human health shall be removed from the park daily.
3. All broken glass shall be removed daily.
4. All areas shall be raked, swept or blown to remove leaves and debris daily.
5. All sand and wood chip areas abutting maintained areas shall be cleaned when dirtied by maintenance operations and at other times as required.
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6. All play/sports equipment, bleachers, benches, tables, drinking fountains, trash cans, gates, rails, posts, fences, barbeques, gazebos, signs and all other park amenities, shall be monitored for vandalism, safety hazards, and serviceability daily. Deficiencies shall be addressed to ensure patron safety and reported.
7. All right-of-way sidewalks, curbs, and gutter are City property and shall be included with all inspections and maintenance efforts.
PLAYGROUNDS, SPORTS COURTS, SPLASH PADS, AND OTHER PARK AMENITIES
1. All playgrounds, sports courts, splash pads, water features, and other park amenities shall be visually inspected daily.
2. Trash cans shall be emptied daily, and washed when necessary.
3. All areas shall be maintained debris and weed-free.
4. All sand and wood chips shall be inspected and raked level daily by 10 a.m.
5. All tot-lot rubber safety surfacing and play equipment shall be swept/blown free of all debris daily by 10 a.m.
6. A complete playground inspection shall occur at least two times each month.
All inspections shall be completed under the supervision of a Certified Playground Safety Inspector by an employee who has completed Playground Safety Inspector training. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
7. During the first week of every month, all sand areas shall be rototilled, and wood chips (Engineered Wood Fiber) shall be raked to the maximum depth that will allow complete loosening of the sand/wood chips.
8. Sand and wood chips (Engineered Wood Fiber) shall be replenished as necessary to maintain optimum level of material in each area, generally level to six (6) inches below the top of the concrete curb. Depth of material may be dependent upon play equipment footing and final level shall be determined by the maintenance team. Replacement playground sand shall be at least equivalent to washed and screened plaster sand (standard designation of rock product suppliers to denote a type and cleanliness of sand) for playgrounds. Replacement wood chips shall be “playground chips” appropriate for safe play in and around playgrounds.
9. Splash Pads/Water Features: Water chemistry/sanitation levels shall be tested in accordance with County and State Public Health Department standards.
10. Timers shall be set for optimal use with water conservation in mind.
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11. Water feature structures shall remain graffiti-free. Graffiti shall be removed within one day of discovery.
12. Park Drainage: All concrete “V” drains and other drainage facilities, to include drains under sidewalks, shall be kept free of vegetation, debris and algae to allow unrestricted water flow. “V” drains shall be cleared a minimum of once per year and completed by October 15 annually.
13. Intensive inspections and clean up shall be completed prior to and after each storm event.
a) All V-drains shall be maintained in a debris-free condition. b) All V-drains shall be continuously cleared of all overgrown vegetation. c) All V-drains shall be continuously monitored for separations and structural failures.
d) All other drainage facilities shall be cleared of all vegetation and debris.
All grates shall be tested for security and refastened as necessary.
Missing or damaged grates shall be reported to the department office.
SPORTS FIELD/COURT LIGHT MAINTENANCE
1. Park staff scheduled in the evenings shall inspect the working condition of all park lights monthly. Inspection includes recording all inoperable lamps and shall include a light meter reading with recording of the footcandle readings in key areas of each field and court.
2. Inspection records shall be immediately forwarded to the City’s maintenance team.
TENNIS, BASKETBALL, AND SPORTS COURTS
1. Court surfacing will require professional repairs and resurfacing every four to eight years. The amount of use, types of use, and ongoing maintenance practices will directly impact the expected lifespan.
2. Court surfacing shall be blown free at least once per week and as needed following winds and inclement weather. Courts shall be properly washed at least once per month, as needed. Court surfacing shall be free of leaves, grit, and other debris to ensure an attractive safe playing surface. Participants using shoes with marking soles should be prohibited and enforced by park staff.
3. Court surfacing with a higher sand base will last longer than a court surface with a lighter sand base.
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4. Nets shall be set at correct playing height and free of tears or holes.
5. Backboards, rims, nets, fences, windscreen, and gates shall remain in good repair.
6. Monitor and adjust irrigation to ensure water does not reach court surfaces.
COMMUNITY CENTERS/BUILDINGS/CONCESSION STANDS
1. Inspection of overall maintenance of facility shall occur daily.
2. Floors, countertops, sinks, and restroom amenities shall be cleaned daily.
3. Windows shall be cleaned as needed, with buildings receiving a comprehensive window cleaning at least two times each year.
4. All buildings shall be graffiti-free, and graffiti shall be removed within one day of discovery.
5. Food handling areas shall remain in compliance with County and State Public Health Department requirements and standards.
6. Stored items shall be stored safely and shall not block access to fire extinguishers, pull stations, light switches or exit routes.
7. Roofs, and roof vents shall not leak and shall remain operable and free of limbs, litter, and debris.
8. Exterior surfaces shall be free of holes, gaps, and peeling paint.
9. Lighting fixtures and electrical outlets shall be in proper working order and timers set per schedule or activated by photocell.
10. The Maintenance Department shall be notified of all problems within 24 hours of discovery.
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RECOMMENDED ANNUAL WORK PLAN
Maintenance tasks shall be completed consistent with the Performance Standards.
The core tasks are provided below for daily, weekly, bi-weekly and monthly maintenance tasks.
DAILY TASKS
1. Park Inspections consistent with Performance Standards;
2. Daily Inspections include park grounds and landscape, park amenities and playground safety inspections, vandalism and graffiti;
3. Park Opening and Closing Checklist; and
4. Pick up litter and empty containers at least once daily, and during/following special events.
Weekly Tasks
1. Mow and edge turf consistent with Performance Standards;
2. Complete irrigation inspections and testing on sport fields consistent with Performance Standards; and
3. Complete inspection of park grounds for invasive plants, and remove/treat per Performance Standards.
BI-WEEKLY TASKS
1. Complete irrigation inspections and testing on common turf areas consistent with Performance Standards Inspect and remove debris/organic material from drain covers twice monthly, and prior to/immediately following inclement weather; and
2. Complete playground safety inspections at least bi-monthly per Performance Standards.
MONTHLY TASKS
1. Complete an inspection of all sports courts and address safety concerns;
2. Complete an inspection of all hard and soft surface trails for erosion and other safety hazards;
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4. Complete an inspection of park grounds for “V” drains and other drainage facilities consistent with Performance Standards; and
5. Check park grounds for rodent/pest activity and respond consistent with Performance Standards.
SEMI-ANNUAL TASKS (2-3 TIMES ANNUALLY)
1. Complete inspections of all fences, gates, and bollards at least twice annually; and
2. Deep-clean/ power wash park amenities such as drinking fountains, restrooms, concrete and walkways near high traffic areas.
ANNUAL TASKS
1. January: Audit each playground to ensure compliance with the current version of ASTM Performance Standard F1487 and the Consumer Product Safety Commission “Handbook for Public Playground Safety.”
2. February: Complete inspections and deep cleaning of concession facilities prior to opening of the spring sports season. Items to address include the following:
a) Facilities deep-cleaned, wiped down, and sanitized;
b) Concession appliances inspected for compliance;
c) Concession lighting inspected and repaired;
d) Inspect facilities for rodent/pest activity and address as appropriate; e) Food service operating permits secured before opening; and f) Clean and sanitize concession supplies before opening.
3. February: Clean and restock trash receptacles, as needed, to address increased usage near baseball and softball fields.
4. May/June: Begin the scheduled turf renovations of sports fields in preparation of the fall sports season. Establish a renovation schedule in conjunction with Community Services in December to begin with soccer fields. The renovation schedule should conclude with baseball/softball fields starting the work at the end of baseball/softball post-season.
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Buena Park - Parks and Recreation Master Plan/Operations & Maintenance Plan Page 24 of 24 ANNUAL TASKS (continued)
5. September: Complete inspections, clean up, and clearing of all “V” drains consistent with Performance Standards.
MISCELLANEOUS TASKS
1. Turf, shrub, and tree weed/pest control, fertilization, aerifying, dethatching, verticutting, pruning, and trimming shall be completed as recommended in the Performance Standards.
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CITY OF BUENA PARK
PARKS AND RECREATION MASTER PLAN
FINANCIAL REVIEW & RECOMMENDATIONS
This master plan will provide a road map to ensure parks and recreation programs in Buena Park are provided and available to everyone in the community now and in the future. A thorough review and analysis of the Community Services Department, the Buena Park community, its parks, programs, and services guided the Consultant Team to a variety of recommendations and opportunities for future park development, programs and services, and a sustainable park maintenance program. These opportunities will provide tangible improvements for the City’s park system and its service to the community, but will also drive increased costs and demand for financial resources. A master plan won’t provide a benefit for the community if funding is not secured to implement these recommendations.
Following a park master plan process, funding and resources will be needed for the acquisition and development of new parklands and facilities, and for the renovation projects of existing park spaces. Long-term sustainable resources are also needed for the operation and maintenance of current and proposed new parks and facilities.
A number of financial resources are available and the City must be strategic as it considers initial costs for new park development and the ongoing financial needs associated with the ongoing maintenance, and operations of the parks, programs, and any new services for the community. This document will review current funding mechanisms and opportunities for enhanced financial resources to meet the future needs of the City and to accomplish the vision and goals of the Master Plan.
Meeting these challenges will require equal amounts of vision, resourcefulness, partnership, and hard work.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 2 of 29 FISCAL SUMMARY – REVIEW OF BUDGET AND CURRENT RESOURCES Budget and Personnel
The Community Services Department Budget is displayed below in Exhibit 1a and the Park Maintenance Budget from the Public Works Department is displayed below in Exhibit 1b. It is important to acknowledge the actual spending and revenues for Fiscal Year 19/20, and for the two fiscal years following, experienced significant impacts following the COVID-19 pandemic.
EXHIBIT 1a
Budget Comparisons (Community Services)
Exhibit 1a and 1b summarize and provide a year-to-year comparison of spending for the Community Services and Public Works Departments for Park maintenance from FY 2018/19 to the Adopted Budget of FY 2022/23. As Exhibit 1a shares, the FY 2022/23 Adopted Budget represents nearly a 13% increase from the actual spending in FY 2018/19.
EXHIBIT 1b
Budget Comparisons (PW - Park Maintenance)
Exhibit 1b shares the spending specifically for park maintenance. With FY 2018/19 as a benchmark, park maintenance spending increased by nearly 29% from FY 2018/19 to the FY 2022/23 budget. The Park Maintenance Budget included increases of approximately 5-8% when comparing the approved Budgets year-to-year. It is also important to note the actual expenditures the past four years were within 3-7% of the adopted Budgets above.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 3 of 29 The NRPA Agency Performance Review for 2022 reports the median agency with a population similar to Buena Park (50,000 to 99,999 residents) having operating expenditures equal to $104.38 per capita. In comparison, the City of Buena Park’s budget for spending in FY 2022/23 includes operating expenditures of $88.10 per capita in support of its parks and recreation.
NRPA’s Agency Performance Review for 2022 reports the median operating expenditures as $7,823 per acre of parkland. Agencies serving a community similar to the size Buena Park, with a population range between 50,000 and 99,999 residents, the median figure is $9,642 with the lower quartile of agencies at $5,527 and the upper quartile at $20,766. In comparison, the City of Buena Park provides an operating budget for Community Services and Park Maintenance through the Public Works Department equal to $62,646 per acre of parkland.
The NRPA report identified the typical park and recreation agency with $93.01 of annual operating expenses per capita. The denser the population served by an agency, the higher the per capita operating expenses. A typical agency serving a jurisdiction with less than 500 people per square mile has per capita operating expenses of $57.53, while an agency serving an area with more than 2,500 people per square mile has per capita operating expenses of $108.36. The City of Buena Park has an estimated population density of 8,057 residents per square mile and as shared earlier has per capita operating expenses of $88.10.
While these references provide perspective and a comparison of the resources committed to parks and recreation in Buena Park to other agencies nationwide, it is important to recognize each agency serves a different community with unique needs, desires, and challenges.
The City of Buena Park is best-served by tailoring its facilities and program offerings to the needs and interests of its community. All cities should strive to understand the characteristics and demographics of residents who need and utilize these park and recreation resources, as well as the types of programs, facilities and amenities they seek from local parks. It is also important to anticipate the characteristics of those who may use these resources in the future when shaping the optimal mix of facilities and services offered going forward.
In addition to the adopted annual budget and actual expenditures for the City’s operations and maintenance of its parklands, the City has the following resources and funding available for its parks and recreation facilities.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 4 of 29 EXHIBIT 2a
Community Services Department Personnel
Position FTE’s
Director of Community Services 1.0
Community Services Supervisor 3.0
Community Services Coordinator 5.0
Homeless Outreach Coordinator 1.0
Community Outreach Coordinator 1.0
Senior Administrative Assistant 1.0
Senior Office Assistant 1.0
Driver/Scheduler 1.0
Part-time Community Services Personnel 31.23
Grand Total FTE 45.23
EXHIBIT 2b
Public Works Department Personnel (Park Maintenance)
Position FTE’s
Maintenance Superintendent 1.0
Lead Maintenance Worker 1.0
Sr. Maintenance Worker 2.0
Maintenance Worker 3.0
Maintenance Helper 4.0
Maintenance Assistance I/II 4.0
Grand Total FTE 15.0
Exhibit 2a provides a summary of the personnel dedicated to the Community Services Department and Exhibit 2b provides a summary of the Public Works personnel dedicated to park maintenance.
As Exhibit 2a and 2b share, the City of Buena Park provides 60.23 FTE’s in support of its parks and recreation facilities, operations, and programs. Among its key findings, NRPA’s 2022 Agency Performance Review reported the median agency serving 50,000 to 99,999 residents having 64.1 FTE’s, with the lower quartile of these cities having 38.7 FTE’s and the upper quartile having 117.3 FTE’s.
NRPA’s report also identifies the median of these cities (50,000 to 99,999 residents) having 9.6 FTE’s per 10,000 residents. With 85,084 residents in Buena Park, the City currently provides 7.08 FTE’s per 10,000 residents to support the City’s 21 parks, 119.66 acres of parkland, and the programs and services offered for its 85,000 plus residents.
While such comparisons provide a reference, it is important to acknowledge agencies provide personnel for services through a variety of means. Most agencies provide programming and park maintenance with some mix contract personnel, which likely is not included in these references.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 5 of 29 Revenue Analysis and Tracking
Typical of every municipality, the budget process involves competing interests from each department for support from the General Fund. The General Fund typically covers usual and on-going municipal expenses that are generally not supported by a direct stream of revenue.
Tracking revenue is an important component for all programs and services, as is comparing participation, cost-of-services, and cost per participant year-to-year. A year-to-year analysis of this nature provides a tool to evaluate the successes within the City’s operation.
The year-end revenues generated by the programs and services of the Community Services Department are shown below in Exhibit 3.
EXHIBIT 3:
Community Services Revenues
FY 2022/23
Department Revenue $825,320
The NRPA Agency Performance Review for 2022 reports the median agency (50,000 to 99,999 residents) with revenues equal to $26.68 per capita. The revenues shown above do not meet this threshold. The Community Services Department revenues for FY 2022/23 provided revenues at approximately $9.70 per capita.
The programs in the City’s Buena Park Today were found to have fees at or near the norm for other cities in the surrounding region. Fees and program revenues vary by agency, just as the parks, facilities, and types of programs offered are different from one agency to another. With this in mind, while fees in neighboring communities should be evaluated, the revenues and cost recovery should be specific to the needs, goals, and the priorities of the community.
With limited resources, cities cannot offer every program and must carefully consider the programs and services they offer at low or no cost to its residents. The agency should carefully consider, review, and monitor the programs offered, the fees, and the City’s cost recovery goals should be carefully considered and established to make the most efficient use of its available funding.
Recreation programs generally fall within a range of benefits from individual-based benefits to community-wide benefits. An example of a program with an individualbased benefit would be a round of golf on a public golf course, while programs with community-wide benefits might focus on teens, after-school programs, seniors, swim lessons, and CPR/First Aid Classes.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 6 of 29 A common approach to cost recovery for programs with individual-based benefits involves user fees equivalent to or exceeding the net cost to deliver the service, while fees for programs with a community-based benefit are often partially or in some cases fully supported by the General Fund.
Factors to consider when determining what price to charge for a service:
− It is important to understand the cost of providing a service when establishing fees with an individual-based benefit. Cost should include direct costs, indirect costs, and fixed costs. Indirect costs should include administrative costs and other general overhead costs, such as utilities and maintenance. Fees for programs with an individual-based benefit will recover all or a high percentage of the true cost to provide the service.
− Value to the Community – There is subjectivity in determining the benefits to the community from park and recreation programs when setting fees for a program or service with a community-based benefit. With this said, programs considered to provide a community-wide benefit include fees generally designed to recover the direct cost for services.
− Competitors' Pricing. When considering program fees, it is critical to understand what other cities or competitors are charging for similar services in the marketplace. Consideration should also consider the value of the service offered and the demand and/or need for the program offering in the marketplace.
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REVIEW OF FUNDING OPPORTUNITIES
A variety of financing methods are used by special districts and other governmental agencies to finance the acquisition, development, maintenance, and operation of parks and recreation facilities. Many of these will require cooperation and collaboration with other agencies or organizations. This listing of funding opportunities is a summary and is not intended to make specific recommendations as to which mechanisms are most appropriate.
General Fund
The General Fund is the primary fund used to account for all revenue and expenditures without legal restrictions on its use. The General Fund Budget is a projection and an accounting of the revenues and expenditures dedicated to providing and managing a variety of the City’s programs and services.
The General Fund revenue sources include sales tax, property tax, transient occupancy tax, program and service fees, license and permit fees, unrestricted revenues from the state, fines and forfeitures, and interest income.
The General Fund expenditures include personnel salaries and benefits, contract services, maintenance and repair of City facilities, supplies, training expenses, utilities, capital equipment, and other miscellaneous expenses. The General Fund includes the majority of the City’s routine operating expenses.
While parks and recreation services are highly valued, a limited General Fund will always be in demand and highly competitive among City departments. As priorities and needs change for City services, forecasting available funding for parks and recreation can be a challenge. While the General Fund will continue to be an important funding source for parks and recreation, there are other opportunities and potential sources of funding to consider.
Property Tax Proceeds
Additional funding for special projects can be secured with a vote for a “special tax”. The tax is assessed on commercial and residential property. This type of tax offers a steady stream of revenue to develop and maintain parks.
A voter-approved “special tax” may be used to build a public recreation center or park. The tax is intended to last for a set number of years. Once the project has been paid for, the tax is discontinued.
Property taxes can be accurately predicted and the financial burden is equally distributed among property owners. Despite the dislike of property taxes, voters in many communities have been willing to accept an increase when revenues are specifically earmarked for parks and public amenities.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 8 of 29 The Property Tax proceeds of the City of Buena Park experienced more than an 12% increase from FY 2018/19 to FY 2021/22.
EXHIBIT 4: Property Tax Revenue
Budget
Estimate
Budget
Estimate
Actual
Actual
Actual
FY 2022/23 FY 2021/22 FY 2020/21 FY 2019/20 FY 2018/19
$10,825,000 $11,166,140 $11,739,845 $10,170,372 $9,942,703 Sales Tax Proceeds
Sales tax is a significant and substantial source of income for most local governments. Sales taxes are levied on the sale of goods or services at the retail level. Excise or selective sales taxes are imposed on specific items such as alcohol, tobacco, gasoline, gambling, and marijuana and are sometimes earmarked for specific projects.
In 2019, Assembly Bill (AB 147) amended the Revenue and Taxation Code Section 6203 to impose sales tax on all online sales and transactions for delivery with retailers inside or outside California if, during the preceding or current calendar year, the total combined sales in California by the retailer and all persons related to the retailer exceed $500,000. To understand the impact of AB 147, estimates are that between $1.0 and $1.7 billion of California sales taxes went unpaid in 2017. With trending online sales growth, this revenue stream will continue to make its impact on local tax proceeds and City budgets.
EXHIBIT 5: Sales Tax Revenue
Budget
Estimate
Actual
Actual
Actual
Actual
FY 2022/23 FY 2021/22 FY 2020/21 FY 2019/20 FY 2018/19
$32,293,000 $33,127,127 $27,471,630 $24,154,145 $25,739,640 As Exhibit 5 illustrates, the pandemic created a drop-off in revenues in FY 2019/20 with a return of sales tax revenues to levels exceeding proceeds prior to the pandemic. The City’s revenue estimate for FY 2022/23 represents a 25% increase from actual sales tax proceeds in FY 2018/19
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Transient Occupancy Tax (TOT), often referred to as a bed tax, is assessed on hotel rooms, campgrounds, and other lodging facilities. TOT is generally imposed on persons staying 30 days or less in a hotel, inn, motel, VRBO, Air BNB, and other lodging facilities.
EXHIBIT 6: Transient Occupancy Tax (TOT)
Budget
Estimate
Actual
Actual
Actual
Actual
FY 2022/23 FY 2021/22 FY 2020/21 FY 2019/20 FY 2018/19
$7,300,000 $6,572,341 $3,703,860 $5,312,725 $6,604,883
As Exhibit 6 displays, the TOT revenues were substantially impacted by the pandemic; however, the estimate for 2022/23 provided projections of positive growth and more than a 10% increase when compared with the TOT proceeds from FY 2018/19.
Real Estate Transfer Tax
A real estate transfer tax is a tax levied on the sale of certain classes of property:
residential, commercial, or industrial. Many California cities are considering an increase in the real property transfer tax rates and some municipalities recently included initiatives on the ballot for voter-approved increases. Real estate transfer taxes can provide funding for park and open space acquisition.
Utility User Tax
Cities and counties may impose Utility Users Tax (UUT) on users' consumption of certain utility services. On January 1, 2021, California City Finance reported 158 cities, four counties, and one special district with a utility user tax in California. This accounted for more than 50 percent of the state's population. The report stated that the total revenues from UUTs amounted to nearly $2 billion. Proposition 218 also requires voter-approval for utility user taxes.
Utility user taxes may be applied to any of the services below:
− Electricity
− Gas
− Water
− Sewer
− Telephone (including cell phones and long distance services) − Sanitation
− Cable television
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 10 of 29 The City of Buena Park imposes a 3% Utility Users Tax for Electricity and Gas. The estimates and actual taxes received are provided in Exhibit 7 below. As the numbers display, the revenues have been consistent, but have not shown significant growth.
EXHIBIT 7: Utility Users Tax (UUT)
Budget
Estimate
Actual
Actual
Actual
Actual
FY 2022/23 FY 2021/22 FY 2020/21 FY 2019/20 FY 2018/19
$2,500,000 $3,072,861 $2,425,002 $2,443,393 $2,525,046
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PROPERTY ASSESSMENTS
Benefit Assessments
An assessment district creates a property tax and a funding mechanism for cities to cover costs associated with the development, maintenance, and improvements of public facilities in a defined geographic area. Examples include lighting, landscaping, and maintenance costs associated with city parks, streets, and medians.
The California Constitution defines a Benefit Assessment as “any levy or charge upon real property by an agency for a special benefit conferred upon the real property” (Article XIIID Section 2 [b]).
The Lighting and Landscape Act of 1972 (L&L), Mello-Roos Community Facilities Act of 1982, California Proposition 218, and the Mitigation Fee Act (Assembly Bill 1600) all provide guidance and governance for the purpose of financing the costs and expenses associated with the development, maintenance, and improvements of public facilities.
The assessments are made on a cost per lot, per acre, or some other parcel‐byparcel basis. With the passage of Proposition 218, these assessments require voterapproval of the projects and any new or increased tax assessment. These assessment districts ensure each property owner pays a fair share of the costs of such improvements.
Landscape and Lighting Maintenance Districts, Business Improvement Districts, and Mello-Roos Community Facilities Districts are common examples of these Benefit Assessment Districts. These special assessments or levies are placed on a property to finance improvements and/or maintenance that specifically benefit the properties in the geographic area.
Landscape and Lighting Maintenance Districts
The Landscaping and Lighting Act of 1972 provides local government agencies a flexible tool to pay for landscaping, lighting and other improvements and services in public areas.
This legislation (Streets & Highways §22500) allows local governmental agencies to form Landscape & Lighting Maintenance Districts for the purpose of financing the costs and expenses of landscaping and lighting public areas. The approved uses include installation and maintenance of landscaping, statues, fountains, general lighting, traffic lights, recreational and playground courts and equipment, and public restrooms. Additionally, the Act allows acquisition of land for parks and open spaces, plus the construction of community centers, municipal auditoriums or halls to be financed. Notes or bonds can be issued to finance larger improvements under the Act.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 12 of 29 Mello-Roos Community Facilities District (CFD)
In 1978, Proposition 13 was approved by Californians, which limited the ability of many public agencies to finance new public projects. In 1982, Senator Henry Mello and Assemblyman Mike Roos assisted in the passage of the "Mello-Roos Community Facilities Act of 1982" authorizing local governments and developers to create Community Facilities Districts (CFDs) for the purpose of selling tax-exempt bonds to fund public improvements.
Mello‐Roos Community Facilities Districts are primarily found with new developments and used in combination with other developer-based funding. Mello-Roos bond financing provides some unique advantages to local governments as projects are initiated, approved, and operated for and by the local community, so that only projects, which are truly positive additions to the area will be financed.
Business Improvement Districts
This is a direct tax levy on business license holders and/or property owners. Like other special assessment districts, BID’s assess residents within set boundaries for additional services, such as park maintenance and public safety. They are unique, however, in that they establish a partnership between property owners and businesses in downtown or commercial areas for the purpose of improving the business climate in a defined area. The motivation for the BID generally comes from business and property owners hoping to attract tourists and new customers by cleaning up sidewalks, improving parks, increasing lighting, etc. These business owners want better services within their neighborhood and are willing to pay for it.
The cities and communities experience the benefits from funding these businessrelated improvements, maintenance, and activities. It is in the public’s best interests to promote the economic revitalization and physical maintenance of the business districts of its cities to create jobs, attract new businesses, and to prevent the deterioration of the business district.
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DEBT FINANCING AND BONDS
General Obligation Bonds
A general obligation bond is secured by the public agency's pledge to use all available resources to repay holders of the bond. A general obligation bond is essentially a loan taken out by a city, county, or special district against the value of the taxable property in the locality. A bond also requires voter-approval. If passed by voters, taxes are increased by a specific amount for a specific defined period.
Bond measures require strong support from the community to pass. As an advantage, these bonds allow for immediate purchase of land, renovation of existing or development of new facilities. Bond proceeds cannot be used for maintenance and operations.
Revenue Bonds
Revenue bonds are a class of municipal bonds issued to fund public projects, which then repay investors from the income created by that project. For instance, a golf course, sports or ice complex, or performing arts theater can be financed with municipal bonds with creditors' interest and principal repaid from the fees collected from the public facility.
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DEVELOPMENT RELATED FUNDING
Development Impact Fees
Development Impact Fees (AB 1600) on new development is another option for local agencies. The fees or exactions are based on the premise that new development generates increased demand for a City’s infrastructure and services.
This new development brings new residents, which can put a strain on a city's infrastructure and services, including its schools, parks, recreational facilities, libraries, water and sewer, police and fire protection services.
The fees only apply to new development and may only be assessed for new capital costs related to the development. The fees are paid by the developer to offset costs for the infrastructure caused by the new development. The fees are not limited to the cost of land and can be assessed for improvements. The fees are often used in combination with development agreements. Fees can be assessed under the premise that tourists, employers, and employees all benefit from and use community parks. This allows for assessment of commercial and industrial development.
Quimby Parkland Dedication
The "Quimby Act" enables local governments to require the dedication of land or in‐lieu fees for parks as part of the subdivision approval process. Although the Act has provided for the acquisition of land for parks in new subdivisions; it has limitations when an area is built out. The Quimby Act can require funds for improvements, but not maintenance. The dedication or fee is based on the local agencies adopted park standards per thousand population. Local cities and counties must pass an ordinance to enact Quimby provisions.
In‐Lieu Fees are based on the cost of land and do not provide adequate funding for park development. In 2013 the state Quimby ordinance was amended to permit cities and counties to use developer paid Quimby Act fees to provide parks in neighborhoods other than the one in which the developer’s subdivision is located.
This amendment based on Assembly Bill 1359, provided cities and counties with opportunities to improve parks and to create new parks in areas that would not have benefited before.
Buena Park addresses these park dedication requirements in the City’s municipal code under Chapter 18. The General Plan and Chapter 18 of the Municipal Code include a standard dedication of 3.0 acres per 1,000 population.
The City of Buena Park’s budget included estimated revenues, expenditures and its projected year-end balance for its Park In-Lieu Fund in FY 2022/23, which resulted in a deficit entering FY 23/24. The City committed $1,900,000 from its Park In-Lieu Fund in FY 22/23 to support improvements at Whitaker Park, ADA park improvements, and the SCE Trail Phase II project. The Table below shows revenue estimates for FY 23/24 and FY 24/25 with resources available for future park projects.
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PARK IN-LIEU FUND
FY 22/23 Year-End Balance ($1,955,000)
FY 23/24 Estimated Revenue $902,200
FY 24/25 Estimated Revenue $3,444,660
Total Resources $2,391,860
New developments continue to generate Park In-Lieu Fees for the City annually. The estimated revenues for FY 2022/23 through 2024/25 are shown below along with the actual revenues received dating back to FY 2020/21.
Budget
Estimate
Budget
Estimate
Budget
Estimate
Actual
Actual
FY 2024/25 FY 2023/24 FY 2022/23 FY 2021/22 FY 2020/21
$3,444,660 $902,200 $4,290,000 $3,502,050 $890,406
Development Agreements
Development Agreements are contracts negotiated between a city and land developer. Although subject to negotiation, allowable land uses must be consistent with local planning policies and the City’s General Plan. These Agreements may include public utilities, parks, and recreation facilities. These are voluntary agreements, and the agency can negotiate public facility improvements beyond those required by state or local mandates.
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STATE AND FEDERAL GRANTS
Numerous state and federal governmental agencies provide grant opportunities for local park and recreation agencies. The availability of funds can vary from year to year, and each grant program includes specific requirements and project criteria.
Although there are grants available for recreation and educational programs, and park operations, most state and federal grant programs focus on the acquisition, development, and improvement of parks, amenities, and recreation facilities.
Some government entities, such as the Department of Education, Department of Health Services, and the Environmental Protection Administration provide funding for educational programs. The City can increase its potential for grants by collaborating with other public agencies and/or local school districts.
Land and Water Conservation Act/ The Great American Outdoors Act The Land and Water Conservation Fund (LWCF) was established by Congress in 1964 to fulfill a bipartisan commitment to safeguard natural areas, water resources and cultural heritage, and to provide recreation opportunities to all Americans. The fund invests earnings from offshore oil and gas leasing to help strengthen communities, preserve history, and protect the national endowment of lands and waters.
The LWCF provides matching grants to help states and local communities protect parks and recreation resources. Money from the LWCF goes to a variety of programs that support a nationwide legacy of high-quality recreation and conservation areas. These grants can be used for a range of projects from establishing baseball fields and community green spaces; to providing public access to rivers, lakes and other water resources; to protecting historic and cultural sites; and for conserving natural landscapes.
The Great American Outdoors Act (GAOA) was enacted on August 4, 2020. GAOA is the single largest investment in public lands in U.S. history. This landmark legislation established:
− A new National Parks and Public Land Legacy Restoration Fund (LRF) to address the deferred maintenance and repair (DM&R) backlog on public lands. It was authorized at up to $1.9 billion annually for five years from Fiscal Year 2021 to Fiscal Year 2025; and
− Permanent funding for the existing Land and Water Conservation Fund of $900 million.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 17 of 29 Prevention and Public Health Grants
Grant programs and cooperative agreements administered through the Centers for Disease Control (CDC) fund research and non-research public health programs to advance the agency’s public health mission domestically and abroad to keep Americans safe and healthy where they work, live and play. In FY 2022, the Office of Grants Services (OGS) supported 5,924 grant awards to 2,571 recipients. OGS processed funding of nearly $9.1 billion for public health programs and research in the U.S. and around the world.
Older Americans Act
The Supporting Older Americans Act of 2020 (OAA) reauthorizes programs for FY 2020 through FY 2024. The OOA addresses the health, welfare, and economic needs of older individuals by promoting senior center modernizations and the delivery of social and nutrition services. Although older individuals may receive services under many other federal programs, today the OAA is considered to be a major vehicle for the organization and delivery of social and nutrition services to this age group and their caregivers.
Community Development Block Grants (CDBG)
The Community Development Block Grant (CDBG) Program supports community development activities to build stronger and more resilient communities. To support community development, activities are identified through an ongoing process.
Activities may address needs such as infrastructure, economic development projects, public facilities installation, community centers, housing rehabilitation, public services, clearance/acquisition, microenterprise assistance, code enforcement, homeowner assistance, etc.
The Community Development Block Grant (CDBG) program provides federal funding for projects to improve the quality of life for people with low or moderate incomes, to revitalize urban centers, and to address the urgent health and safety needs of low-income communities. The CDBG program has been administered by the U.S. Department of Housing and Urban Development (HUD) since 1974.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 18 of 29 Other Federal Grants
There are several federal agencies managing grant programs to provide funding benefitting local parks and recreation including the following:
• Department of Agriculture
• National Endowment for the Arts
• National Endowment for the Humanities
• Environmental Protection Agency
• Institute of Museum and Library Services
• Department of Energy
• Department of Education
• NOAA Coastal Zone Estuaries
• North America Wetlands Conservation Act
• Health and Human Service Department
• Center for Disease Control (CDC)
• Housing and Urban Development
State, County, Pass-Through, and Other Philanthropic Grants State agencies historically have managed the legislative funding and voter‐ approved propositions that provide funds for park and recreation agencies. In addition, federal funds are often funneled through state agencies that manage these grant programs. For example, the Land and Water Conservation (LWCF) grants and federal transportation enhancement funds SAFETEA‐LU are managed by the California State Department of Parks and Recreation.
Some of the key state departments that manage grants benefitting local parks and recreation include the following:
− Office of Grants and Local Services
− Department of Parks and Recreation
− California Natural Resources Agency
− Department of Water Resources
− California Conservation Corps
− California State Library
− Department of Education
− Department of Public Health
− California Arts Council
− California Department of Aging
− Housing and Community Development
− Department of Fish and Wildlife
− Wildlife Conservation Board
− Department of Boating and Waterways
− Department of Forestry and Fire Prevention
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California Department of Parks and Recreation and the Office of Grants and Local Services (OGALS) develops grant programs to provide funding for local, state and nonprofit organization projects. This competitive grant program creates new parks and new recreation opportunities in underserved communities across California.
Trails, Greenways, and Bicycle Transportation
A number of grants are available for trails, greenways and bicycle transportation infrastructures. Grant opportunities are outlined by the Rails to Trails Conservancy on their website at www.railstotrails.org, People for Bikes at www.peopleforbikes.org, and the California Bicycle Coalition at www.calbike.org.
Recreational Trails Program
The Recreational Trails Program (RTP) administered by the Office of Grants and Local Services (OGALS) provides funds annually to develop non-motorized recreational trails and trails-related facilities.
Active Transportation Program (ATP)
The Active Transportation Program was created by Senate Bill 99 to encourage increased use of active modes of transportation, such as walking and biking.
The Active Transportation Program (ATP) consolidated various transportation programs into a single program and was originally funded at about $123 million a year from a combination of state and federal funds. The goals of the ATP includes, but is not limited to, increasing the proportion of trips accomplished by walking and biking, increasing the safety and mobility of non-motorized users, advancing efforts of regional agencies to achieve greenhouse gas reduction goals, enhancing public health, and providing a broad spectrum of projects to benefit many types of users including disadvantaged communities.
Outdoor Equity Grants Program
In 2019, AB 209 established the Outdoor Equity Grants Program in the California Department of Parks and Recreation to provide funding for outdoor recreation and environmental education opportunities, particularly for youth in under-resourced communities, and focused on providing transportation and programming. $57 million was awarded from this grant in round one. A round two application guide will be available in the spring of 2023 and applications will be due no earlier than November 2023.
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The California Department of Transportation (Caltrans) developed the Clean California Local Grant Program through which funds will go to local communities to beautify and improve local streets and roads, tribal lands, parks, pathways, and transit centers. Through the combination of adding beautification measures and art in public spaces along with the removal of litter and debris, this effort will enhance communities and improve spaces for walking and recreation.
The goals of the Clean CA Local Grant Program are to:
− Reduce the amount of waste and debris within public rights-of-way, pathways, parks, transit centers, and other public spaces.
− Enhance, rehabilitate, restore, or install measures to beautify and improve public spaces and mitigate the urban heat island effect. − Enhance public health, cultural connection, and community placemaking by improving public spaces for walking and recreation.
− Advance equity for underserved communities.
The grant program announced Cycle 2 of the program is anticipated to provide $100 million in grant funding to local agencies in 2023, contingent upon funds being made available in the FY 2023/24 California State Budget.
Transformative Climate Communities Grant
The TCC Program furthers the purposes of AB 32 (Nunez, 2006) and AB 2722 (Burke, 2016) by funding projects that reduce greenhouse gas emissions (GHG) through the development and implementation of neighborhood-level transformative climate community plans that include multiple coordinated GHG emissions reduction projects that provide local economic, environmental, and health benefits to disadvantaged communities.
Examples of park project implementations include, but are not limited to:
− Solar installations;
− Water and energy efficiency installations;
− Urban greening and green infrastructure;
− Bicycle and pedestrian facilities; and
− Health and well-being projects
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 21 of 29 Foundation Grants
There are many foundations offering funding opportunities to benefit the programs, services, and facilities of park and recreation agencies. The foundations often focus on community programs with current interests in environmental education, arts, health, and wellness. The National Park and Recreation Association (NRPA) has numerous grants made available through partnerships with various foundations.
The current opportunities promoted by NRPA include:
− Saucony Run for Good Foundation
The Saucony Run for Good Foundation is committed to reversing the increasing rate of obesity among U.S. youth by offering children the opportunity to enjoy the benefits of running and a healthier lifestyle. Saucony provides funding to community organizations that promote running and fitness programs for children.
Grants of up to $10,000 will be awarded. There are two rounds of grants made per year.
− Musco Sports Lighting and US Soccer Foundation Soccer Fund Grant Musco Sports Lighting and the US Soccer Foundation established the Soccer Fund to offer financial support for sports lighting projects on a rolling basis.
Projects can include the Mini-Pitch System or soccer lighting projects of all sizes.
Mini-Pitches are ideal for urban areas and other communities where a safe place to play can be difficult to find. Applications are accepted quarterly. − MLB-MLBPA Youth Development Foundation
Also known as the Baseball Tomorrow Fund, this program was created to increase participation in and expand access to youth baseball and softball. The program prioritizes bold, innovative, and creative ideas that increase opportunities for youth, particularly those who are minorities, girls, and/or located in under resourced communities. Funds may be used to support capital projects (e.g., field renovations), baseball/softball programs, and education initiatives.
Applications are accepted on a rolling basis.
− United States Tennis Association (USTA) Tennis Venue Services USTA funding is available to upgrade existing facilities or add new facilities.
Funding Category 1 supports basic facility improvements for up to $5,000.
Category 2 supports resurfacing and converting existing tennis courts for up to $35,000, and Category 3 supports new construction and reconstruction of tennis courts, lighting, and the addition of structures over existing tennis courts for up to $55,000. Applications are accepted on a rolling basis.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 22 of 29 − Yamaha Outdoor Access Initiative
The Yamaha Outdoor Access Initiative accepts applications quarterly from nonprofit or tax-exempt groups (clubs and associations), public riding areas (local, state and federal), outdoor enthusiast associations and land conservation organizations, and communities with an interest in protecting, improving, expanding and/or maintaining access for safe, responsible and sustainable use by motorized off-road vehicles. The Initiative has contributed more than $3.5 million in funding and equipment across more than 300 projects during the past 10 years to assist outdoor recreationists working to protect and improve access to public land and educate the public on its safe, sustainable, recreational use.
Applications are accepted quarterly.
− Lisa Libraries Grant Program
Nonprofit organizations that serve low-income or underserved areas are eligible to apply for in-kind donations from The Lisa Libraries. The Lisa Libraries provides donations of free books for community facilities to host their own small libraries or to operate programs where children can take the book home. While book donations are free, The Lisa Libraries requests that recipients cover the shipping and handling costs, which are based on the destination and quantity of books.
Applications are accepted on an ongoing basis.
− The Fruit Tree Planting Foundation Grant Program
Municipal entities, local nonprofits, and public schools are eligible to apply to support the planting of fruitful trees and plants to alleviate hunger, combat global warming, strengthen communities and improve the surrounding environment. Trees can be planted at community gardens, city and state parks, low-income neighborhoods, Native American reservations, schools, and other locations where they will serve the greater community. The Foundation provides high-quality trees and shrubs, equipment, on-site orchard design expertise and oversight, horticultural workshops, and aftercare training and manuals.
Applications are accepted on an ongoing basis.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 23 of 29 − The Out-of-School Time Youth Mentoring Grant
The Grant will provide funding, training and peer networking opportunities to support park and recreation agencies as they develop and implement mentoring practices in park and recreation settings. Leveraging existing youth programs, agencies are encouraged to submit proposals that integrate more intentional one-on-one and group mentoring services and activities into their existing youth and out-of-school time offerings (afterschool care, STEAM, youth sports, outdoor recreation, arts and cultural activities). In alignment with NRPA’s equity goals, programs should prioritize mentoring services to reach youth who have historically faced barriers to youth development opportunities including historically disenfranchised populations, specifically Black, American Indian/Alaska Native; Hispanic/Latino; Asian American; LGBTQ+ youth; and youth living in low-income and rural communities. The Grant will provide $50,000 in funding over 2.5 years to organizations in 20 communities nationwide. This grant is focused on delivering mentoring services through park and recreationbased out-of-school time programs to the target populations above. − The Skatepark Project Grants
The Skatepark Project is dedicated to promoting the construction of new, quality skateparks located in underserved communities throughout the United States.
The Skatepark Project primarily supports projects that can demonstrate a strong grassroots commitment, particularly in the form of planning and/or fundraising by local skateboarders and other community groups. Priority is given to projects that are designed to increase equity in underserved areas, are built from concrete by experienced skatepark contractors, and include local skaters in the planning, fundraising, and design process. Grants of $1,000 to $300,000 are provided to nonprofit organizations and state or local agencies, including public school systems and public projects. The Skatepark Project accepts Letters of Inquiry year-round and has quarterly award cycles.
− Quadratec Cares Energize the Environment Grant Program Quadratec is offering two $3,500 grants annually to applicants pursuing a program or initiative designed to benefit our environment. Examples include trail building or restoration projects, park beautification events, litter prevention initiatives, sustainable land management activities, community environmental educational projects and youth educational engagement events. There are two rounds of grants provided each year.
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Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 24 of 29 Fundraising and Marketing Resources
When looking for funding and grants, there are many resources available on the internet. Below are a few suggestions on where to start your research.
1. Candid (Formerly, Foundation Center and Guidestar): Provides training and research information on corporate and foundation grant programs as well as access to IRS 990 forms for foundations and other nonprofit organizations. The grants database is a collection of thousands of grants.
2. Yearly offers a free tool to create engaging, digital annual reports, donor reports and event recaps to impress your stakeholders. Yearly is a fun and easy way to design unlimited reports and integrate your stories, videos, social media posts, polls and more. Yearly is currently offering their basic level of service to agencies for free.
3. Chronicle of Philanthropy: The Chronicle is a newspaper for nonprofit news publishing, fundraising trends, resources, and recent grants.
4. NRPA Crowdfunding Toolkit
5. Nonprofit Times: Nonprofit management newspaper.
6. Fortune Magazine: A resource for identifying companies by state and industry.
7. Google, Yahoo Finance and other general search engines.
8. Newspapers and magazines like the Wall Street Journal, Newsweek, New York Times.
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OPERATIONS REVENUE
User Fees
Fees for use of park and recreation facilities and programs are common throughout the nation. User fees include programs, events, reservations of outdoor parks spaces, indoor facility rentals, parking, and entry fees. Many public agencies charge additional nonresident fees for participants and users outside their jurisdiction.
Property and Facility Leases
With extensive land holdings, park agencies have the potential to lease land for special uses compatible with parks and recreation generating additional revenue.
Grazing leases, radio and cell phone tower lease agreements, land-leases for commercial recreation programs and facilities have become prevalent throughout California.
Programs, Events and Facility Sponsorships (Naming Rights) These sponsorships are financial transactions and opportunities for a public agency and a private-sector business to work together and connect for the purpose of establishing a partnership, sponsorship, or naming rights agreement. The public agency receives funding and the corporate partner receives tangible benefits with positive exposure and an association with a public agency, or a popular facility or program.
Negotiations can include a number of benefits, including the right to name a facility, object, location, program, or event, typically for a defined period of time. Properties such as multi-purpose arenas, performing arts venues, or large sports complexes typically involve terms ranging from three to 20 years. Longer terms are more common for higher profile venues, such as professional sports facilities.
Seeking corporate and philanthropic funding to construct, improve, or rehabilitate physical structures in parks is relatively easy; however, contributions to acquire naming or licensing rights from the City to promote or advertise the corporate partner or their product should be given thoughtful and careful consideration. These ventures can include the naming of buildings, advertising on public property, and/or licensing rights to the agency’s name and other intellectual property. Typically, the agency and corporate partner negotiate and document the specific terms in a formal agreement. This can be an effective tool particularly for highly visible facilities or events.
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NONPROFIT AND PRIVATE GIVING
Individuals, private foundations, and nonprofit corporations will contribute to park and recreation agencies and programs to improve their community. Donations can be made for capital campaigns, projects, programs, and services. This method of funding can be enhanced when the public agency has established a community foundation, 501(c)(3) nonprofit organization. The community foundation provides a vehicle for fundraising campaigns and a means to build community support.
Capital campaigns should provide well-defined projects and specific monetary needs for the fundraising efforts. The foundation acts as a conduit to receive donations from individuals and/or entities, which might otherwise be reluctant to donate to a public entity.
Voluntary Donations through Utility Providers or Local Retailers Municipalities have partnered with Utility Providers allowing customers to make a donation for park improvements and/or recreation programs as part of their monthly bill. Other agencies have partnered with local retailers to allow customers to make a similar donation at the register.
Adopt‐A‐Park Programs
This type of program could generate funds from corporate or individual donations, or could identify volunteers to provide maintenance support for parks or facilities.
Individual Giving
Donors can include a provision in their will directing a gift to an organization after their death or the death of one of their survivors. Donors can give the organization either a specific amount of money or item of property (a “specific” bequest), or a percentage of the balance remaining in their estate after taxes, expenses, and specific bequests have been paid (a “residual” bequest). Donors can also designate how to use their bequest for a particular program or activity at an organization or can allow its use to be discretionary (“restricted” and “unrestricted” bequests).
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COLLABORATIVE AGREEMENTS AND FINANCING
Joint Development and Joint Use Agreements
Public agencies can enter joint development and/or joint use agreements with other local public agencies, most often a school district, special district, city, or county for development or use of land and facilities. Both agencies may participate in the funding of the improvement in exchange for use of the facilities. The agencies negotiate terms of the agreements. The land usually remains in the ownership of one agency. Generally, one agency will assume responsibility for maintenance of the facilities.
The City of Buena Park entered into a Joint Use Agreement with Buena Park Unified School District on the construction and operation of a community gymnasium at Buena Park Middle School. The City also entered into a License Agreement with Southern California Edison to develop an easement for a park, public recreation, and community garden purposes.
Public/Private Partnership Ventures
This type of venture takes advantage of the potential revenue generating facilities such as golf courses, multi‐sports complexes, restaurants and snack facilities. Projects can be jointly funded using public and private financing. Another opportunity involves the public agency providing land and outsourcing the development and operation to a private company to build and operate turn‐key facilities through lease or concession agreements. Private capital is used for the improvements to the public facility and in turn the developer makes a profit from the fee-based recreation activity. This concept works well for large regional parks or large planned developments that can accommodate the specialized uses.
Public/Nonprofit Partnerships
Joint ventures with local nonprofit organizations can be an effective approach for some recreation facilities. These might be youth serving organizations or special interest groups such as bicycling clubs, dog owners and other community organizations that need facilities. By joining forces, fundraising ability can be enhanced and joint development of community recreational facilities in public parks can be accomplished. With strong volunteer support, these organizations often provide in‐kind labor to support city services, programs and to improve facilities.
Nonprofit Conservation Organizations
Organizations such as Land Trusts, Friends of the River, and the Sierra Club can be instrumental in working with public agencies to acquire and preserve open space, sensitive habitats, or natural areas.
Tool 12: Financial Review and Recommendations 247
City of Buena Park | Parks and Recreation Master Plan
Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 28 of 29 Volunteerism
Californians have shown desire and a willingness to contribute to their communities by volunteering. Volunteer labor and donations of money, services, or materials can provide attractive resources for agencies that cannot afford to pay additional staff or make purchases beyond the approved budget. As cities expand and promote these volunteer opportunities, and as baby boomers age and retire, there will be a growing pool of talented volunteers. Examples of volunteer projects at senior facilities include meal deliveries, gift shop management, front desk, and other office assistance.
Agencies can consider developing or expanding a youth volunteer program, such as a Leaders-In-Training Program, or can approach service-based organizations such as the National Charity League, or scout groups for specific Eagle Scout projects, such as picnic table slabs, painting projects, trails, murals, gardens, or gazebos.
Service Organizations
Most communities have service clubs, such as Rotary, Kiwanis, Lions, Soroptimists, a Chamber of Commerce and business associations, faith‐based and neighborhood associations who can contribute to the betterment of park and recreation programs in the community. These organizations are often looking for ways to contribute and to support their community. It is strategic to provide personnel to be a liaison and to actively participate as members of the organization and/or serve on the boards of directors, and likewise to invite these organizations to serve on park and recreation committees and advisory boards.
Tool 12: Financial Review and Recommendations 248
City of Buena Park | Parks and Recreation Master Plan
Buena Park Parks and Recreation Master Plan/ Financial Review & Recommendations Page 29 of 29
FUTURE OPERATION AND MAINTENANCE COSTS
The City will need to develop new revenue sources beyond those currently in use and/or increase funding levels for park maintenance and capital expenditures.
Funding needs can be satisfied through a variety of potential revenue sources as described earlier in the Review of Potential Funding Opportunities.
Proposals for future park operations must include adequate funding at a level necessary to sustain quality and safety in the City’s parks, and cost-effective maintenance practices as described in the Operations and Maintenance Management Plan provided within this Parks and Recreation Master Plan.
The specific funding source to be considered will depend on the timing of the new development, the funding sources available, and/or those which may be more easily pursued at the time. For major improvements which include such facilities as community centers, tennis complexes, gymnasiums, sports complexes, etc., the use of a fund-raising effort to be conducted on behalf of a City’s non-profit foundation could be beneficial. Sponsorships/naming rights for major corporate or other private donors can be offered. In some cases, the use of a professional fund-raising firm should be considered once a facility or project is identified. Other sources of funding may include development agreements, public/private partnerships, and/or grant opportunities.
City of Buena Park | Parks and Recreation Master Plan
Tool 13: Final Presentation 249
final
presentation
Photo by City of Buena Park Facebook
2023
CITY OF BUENA PARK
PARKS AND RECREATION
MASTER PLAN
Photo by City of Buena Park Facebook
City of Buena Park
Parks and Recreation Master Plan
2023
Prepared for:
Prepared by:
Acknowledgments
City Council
Arthur Brown, Mayor
Susan Sonne, Mayor Pro Tempore
Joyce Ahn, Council Member
José Trinidad Castañeda, Council Member
Conner Traut, Council Member
City Manager’s Office
Aaron France, City Manager
Community Services Department
Jim Box, Director of Community Services
Dale Kurata, Community Services Supervisor
Mark Sauceda, Community Services Supervisor
Public Works Department
Cesar Ortiz, P.E., Principal Engineer
Planning Team
Zachary Mueting, Principal Landscape Architect, RJM Design Group Inc.
Kristen Schnell, Project Manager, RJM Design Group Inc.
Courtney Hawkins, Landscape Designer, RJM Design Group Inc.
David Molina, GIS Analyst, RJM Design Group Inc.
Ed Crofts, Operations and Maintenance Specialist, RJM Design Group Rubio Medina, Architect, RM Architecture
Timothy McLarney, Survey Specialist, True North Research Special thanks to our stakeholders and community members who participated in the planning process.
Photo by City of Buena Park
TABLE OF CONTENTS
Section THREE: NEEDS ASSESSMENT
3.1 Existing Conditions
Park Types.............................................................................35 Acreage Analysis.................................................................38 Community Facilities ...........................................................39 Trail Connectivity .................................................................40 School Facilities....................................................................41 Joint Use Agreements .........................................................42 Other Parks and Recreation Facilities ...............................43 Park Service Gap Analysis ..................................................45
3.2 Custom Park Standards Calculations/Facility Demand..49
3.3 Programs and Services........................................................53 Section FOUR: RECOMMENDATIONS
4.1 Key Strategies.......................................................................56
4.2 Parks & Facility Funding Recommendations....................87
4.3 CIP .........................................................................................97
4.4 Maintenance Recommendations.....................................94
4.5 Staffing Recommendations................................................96 Section ONE: INTRODUCTION
1.1 Purpose of Parks and Recreation Master Plan...................4
1.2 Benefits of Parks and Recreation.........................................5
1.3 Regional Setting.....................................................................6
1.4 Local Setting...........................................................................7
1.5 Process....................................................................................9
1.6 Related Studies....................................................................11 Section TWO: COMMUNITY VOICE
2.1 Community Profile ...............................................................14
2.2 Outreach and Engagement..............................................17
2.3 Summarizing the Community Voice..................................30 Executive Summary ...................................................................................1 Photo by City of Buena Park
APPENDIX TABLE OF CONTENTS
Tool 1: Meetings ............................................................................................................. 2 Tool 2: Existing Documentation
a. Information Request Memo – Existing Document Resources................. 12 b. Zoning Map .................................................................................................. 14 Tool 3: Parks, Facilities, and Program Inventory
a. Park Profiles................................................................................................... 15 b. Existing Parks and Facilities Map ................................................................ 31 c. Park and Facility Amenity Matrix................................................................ 32 d. Schools Map................................................................................................. 33 e. Assessment and Inventory of Programs and Services............................. 34 Tool 4: Demographic Trends....................................................................................... 64 Tool 5: Benchmark Comparison ................................................................................. 69 Tool 6: Custom Park Standards Calculations
a. Sports Organization - Facility Demand Analysis....................................... 74 b. Statistically Valid Survey Participation – Facility Demand Analysis........ 77 Tool 7: Community Engagement
a. Project Website............................................................................................ 78 b. Feedback Comments................................................................................. 97 c. Stakeholder Interview Summary .............................................................. 101 d. Community Workshop #1 Summary........................................................ 109 e. Community Workshop #2 Summary........................................................ 114 f. Community Workshop #3 Summary........................................................ 120 g. Statistically Valid Multimodal Community Survey Summary................. 126 h. Program and Facility Needs Summary Charts ....................................... 179 Tool 8: Community Needs Assessment
a. Program and Facility Community Needs Prioritization .......................... 181 b. Park Acreage Analysis............................................................................... 183 c. Service Gap Analysis................................................................................. 184 Tool 9: Recommendations and CIP......................................................................... 187 Tool 10: Policy Review and General Plan Updates................................................ 190 Tool 11: Operations and Maintenance Plan........................................................... 196 Tool 12: Financial Review and Recommendations................................................ 220 Tool 10: Final Presentation......................................................................................... 249
LIST OF EXHIBITS
Section ONE: INTRODUCTION
1.3-1 City of Buena Park Regional Setting ......................................................................6
1.5-1 Project Timeline.........................................................................................................9 Section TWO: COMMUNITY VOICE
2.1-1 Tapestry Map ..........................................................................................................13
2.1-2 Buena Park Age Profile compared to Orange County .....................................15
2.2-1 Community Workshop #1 Survey Distribution Map............................................21
2.2-2 Community Workshop #2 Survey Distribution Map............................................23
2.2-3 Community Workshop #3 Survey Distribution Map............................................25
2.2-4 Word Cloud Summary of Feedback Comments................................................26
2.2-5 Multimodal Survey Distribution Map.....................................................................27
2.3-1 Program Priorities....................................................................................................31
2.3-2 Facility Priorities.......................................................................................................32 Section THREE: NEEDS ASSESSMENT
3.1-1 Buena Park’s Park Types Map...............................................................................35
3.1-2 Buena Park Community Facilities Map................................................................37
3.1-3 School Facilities Map .............................................................................................39
3.1-4 Buena Park Existing Bike Trails Map.......................................................................38
3.1-5 Service Area Gap Analysis for Parkettes .............................................................43
3.1-6 Service Area Gap Analysis for Neighborhood Parks..........................................44
3.1-7 Service Area Gap Analysis for Community Parks...............................................44
3.1-8 Service Area Gap Analysis 3 Mile Drive for Community Parks ..........................45
3.1-9 Service Area Gap Analysis Map...........................................................................47
3.2-1 CPSC Methodology ...............................................................................................50
3.2-2 Local Needs vs. NRPA Needs................................................................................50 Section FOUR: RECOMMENDATIONS
4.1-1 Youth Programs Survey Results..............................................................................57
4.1-2 Security Lighting and Cameras Survey Results....................................................59
4.1-3 Safety in Parks and Facilities and Security / Police Patrols Survey Results .......60
4.1-4 Homeless Outreach Survey Results.......................................................................61
4.1-5 Exercise equipment Survey Results.......................................................................63
4.1-6 Sports Survey Results...............................................................................................64
4.1-7 Health and Wellness Survey Results......................................................................65
4.1-8 Senior Classes and Activities Survey Results ........................................................67
4.1-9 Arts and Crafts Classes Survey Results..................................................................68
4.1-10 Joint Use Program / Partnership Survey Results...................................................69
4.1-11 Community Events Survey Results.........................................................................70
4.1-12 Special Needs Programs Survey Results...............................................................71
4.1-13 Dog Area Survey Results........................................................................................73
4.1-14 Playground Improvements Survey Results...........................................................74
4.1-15 Renovate / Upgrade Existing Parks Survey Results .............................................75
4.1-16 Benches / Seating Survey Results .........................................................................76
4.1-17 Shade Structures Survey Results............................................................................77
4.1-18 Restroom Improvements Survey Results...............................................................78
4.1-19 Maintenance Survey Results.................................................................................79
4.1-20 More, Additional Parks Survey Results..................................................................80
4.1-21 Pickleball Court Survey Results..............................................................................81
4.1-22 Bike Facilities Results...............................................................................................83
4.1-23 Aquatics Survey Results..........................................................................................85
4.1-24 Swimming Pool / Splash Pad Improvements Survey Results..............................86
4.2-1 Funded and Unfunded Planned Parks & Recreation Projects..........................87
4.2-2 New / Unplanned Parks and Recreation Facility Projects.................................89
4.3-1 5 Year CIP................................................................................................................91 1 2
3 4
Photo by City of Buena Park
EXECUTIVE SUMMARY
The Buena Park Parks and Recreation Master Plan serves as a guide and implementation tool for the management and development of parks and recreation facilities throughout the city. This document represents a summary of the extensive community input, research, and professional analysis. The culminating result is a community inspired plan for the future of parks and recreation in Buena Park.
The process began with a review of pertinent planning documents, existing park resources, and recreation opportunities. Following the initial inventory, an extensive community outreach campaign was developed through in-person workshops, online video presentations, one-onone stakeholder interviews, public online surveys, direct website feedback, and a statistically valid multimodal survey. Throughout the process, project updates and summary results were posted to the project website. This website enabled community members to review updates and provide immediate feedback at any point in time. The combination of all these outreach methods enabled anyone in the community to have a voice in the process regardless of when and where meetings were held.
The result of the master planning process identified the following key strategies developed to balance the available inventory with the community recreational desires.
Key Strategy #1: Invest in the future through program development for younger generations.
Goal 1.1: Continue to provide and develop relevant youth programs.
Key Strategy #2: Establish a collaborative community support network focused on promoting safety and awareness.
Goal 2.1: Enhance security lighting and cameras in parks.
Goal 2.2: Promote safety in parks and facilities through enhanced security/ police patrols.
Goal 2.3: Assist those in need through continued homeless outreach.
Key Strategy #3: Develop programs to promote a healthy mind and body through active sports and wellness classes.
Goal 3.1: Maintain and install exercise equipment.
Goal 3.2: Promote and maintain sports programs and facilities.
Goal 3.3: Develop and promote health and wellness classes. 1 | City of Buena Park • Parks and Recreation Master Plan Photo by City of Buena Park
Key Strategy #4: Provide diverse program opportunities for all ages and abilities to strengthen the overall community fabric.
Goal 4.1: Develop and promote senior classes and activities.
Goal 4.2: Develop and promote arts and crafts classes.
Goal 4.3: Strengthen and support joint use programs / partnerships.
Goal 4.4: Continue to develop and promote community events.
Goal 4.5: Strengthen and support special needs programs.
Key Strategy #5: Modernize existing facilities and develop new recreation amenities.
Goal 5.1: Implement a new dog area amenities.
Goal 5.2: Maintain and install playground improvements.
Goal 5.3: Renovate / upgrade existing parks.
Goal 5.4: Maintain and install benches / seating.
Goal 5.5: Maintain and install shade structures.
Goal 5.6: Maintain and upgrade restroom facilities.
Goal 5.7: Increased maintenance of parks and facilities.
Goal 5.8: Enhance and expand parkland.
Goal 5.9: Implement new pickleball courts.
Key Strategy #6: Support outdoor recreation and community exploration through development of enhanced park amenities and trail connectivity.
Goal 6.1: Expand and enhance trail connectivity.
Key Strategy #7: Offer continued support for aquatic facilities and programming.
Goal 7.1: Develop and promote aquatic programming.
Goal 7.2: Implement Swimming pool improvements and a new splash pad.
In October 2023, during the final stages of the Master Plan project, City Council approved the renaming of three city parks. The city will implement new signage for these parks, as well as update park listings on the city website and printed materials. The new park names are as follows:
• Lindbergh Mini Park to Bessie Coleman Park
• Smith Murphy Park to Friendship Park
• San Marino Park to Heroes Park
The Master Plan report had already been developed and refers to the old park names throughout this report.
City of Buena Park • Parks and Recreation Master Plan | 2 Photo by City of Buena Park
William Peak Park Pool
3 | City of Buena Park • Parks and Recreation Master Plan Purpose of a Parks and Recreation Master Plan
1 The City of Buena Park has numerous parks and recreation opportunities available for its community members. Through these parks and recreation facilities, people can exercise, socialize, and connect with nature. In accordance with the City of Buena Park’s mission to provide superior services that improve and enhance the community, this Master Plan has been developed for the sound management and governance of City’s parks and recreation resources.
Mission Statement
The City of Buena Park is dedicated to providing superior, responsive services that improve and enhance the community and its quality of life. -2015-2017 Strategic Plan
The community outreach process provides a clear understanding of the community’s desires and needs for parks and recreation. Having this understanding enables strategic expenditures and improvements within the recreation system and maximizes the community impact. This report was developed in part to ensure the resources dedicated to sustaining recreation in Buena Park are continuously in line with community expectations and desires.
The Master Plan presented here is intended to be flexible and should be evaluated and/or modified every five (5) years as the City responds to unforeseen opportunities and constraints, as well as changes in residents’ needs and demands in the context of other city priorities.
1.1 SECTION ONE:
INTRODUCTION
Larwin Park
Photo by RJM Design Group
City of Buena Park • Parks and Recreation Master Plan | 4 Benefits of Parks and Recreation
The California Park and Recreation Society (CPRS) Vision Insight and Planning Project - Creating Community in the 21st Century identifies the mission of California’s park and recreation agencies:
“To create community through people, parks and programs.” The CPRS VISION also identifies benefits of park and recreation services including:
• Foster Human Development. Parks and recreation services foster social, intellectual, physical, and emotional development.
• Promote Health and Wellness. Participation in recreation improves physical and emotional health.
• Increase Cultural Unity. Parks and recreation increase cultural unity through experiences that promote cultural understanding and celebrate diversity. • Facilitate Community Problem-Solving. Park and recreation professionals have skills in facilitation and leadership that can be applied to resolve community problems and issues.
• Protect Natural Resources. By acquiring and protecting valuable resources as open space, such as rivers, streams, greenways, viewsheds, forests, and other habitat areas, natural resources are protected and habitat required for the survival of diverse species is preserved.
• Strengthen Safety and Security. Park and recreation professionals provide safe environments for recreation and design programs and services specifically to reduce criminal activity.
• Strengthen Community Image and Sense of Place. Parks, recreation facilities, programs, and community events are key factors in strengthening community image and creating a sense of place.
• Support Economic Development. Recreation programs and facilities attract and retain businesses and residents, as well as attract tourists. Parks and recreation provide jobs and generate income for the community and for local businesses.
Rick Gomez Park
1.2 Benefits of Parks and Recreation
Photo by RJM Design Group
5 | City of Buena Park • Parks and Recreation Master Plan 1 Copyright © 1995–2023 Esri.
All rights reserved.
Buena Park
1.3 Regional Setting
Buena Park is located on the
northwestern boundary of Orange
County. The city is 10.28 square miles.
It is approximately 20 miles southeast
of downtown Los Angeles. The city is
easily accessible via major highways
and is surrounded by the communities of
Anaheim, Cypress, Fullerton, La Habra,
La Palma, and the Los Angeles County
communities of Cerritos and La Mirada.
Regional Setting
Exhibit 1.3-1: City of Buena Park
Regional Setting
Copyright © 1995–2023 Esri.
All rights reserved.
City of Buena Park • Parks and Recreation Master Plan | 6 Major Freeways (Interstate 5, State Route 91, State Route 39) These major freeways play a crucial role in facilitating transportation in and around Buena Park, making it convenient for residents and visitors to access nearby cities, attractions, and employment centers in the broader Los Angeles metropolitan area and Orange County.
Local Setting
Buena Park is known for its family-friendly attractions, including Knott’s Berry Farm amusement park, the Medieval Times Dinner & Tournament, and the Pirates Dinner Adventure.
Buena Park, was founded in 1887 by James A. Whitaker, who purchased 690 acres of land from Abel Stearns. Whitaker’s initiatives included opening a merchandise store, establishing a church, and promoting economic development with the arrival of the transcontinental railroad in southern Los Angeles County. In 1889, he attracted the Pacific Creamery Company, the first industry in Orange County, which canned condensed milk under the Lily Cream label.
The City of Buena Park was officially incorporated in 1953. On January 27, 1953, the first City Council was sworn in, with Grady Travis as the inaugural mayor. Since then, Buena Park has grown into a thriving city with over 80,000 residents, featuring residential neighborhoods, commercial areas, and various attractions. The city is shaped by neighborhoods and transportation corridors that provide both opportunities and constraints with respect to parks and recreation. These include:
1 - Major Freeways (Interstate 5, State Route 91, State Route 39)
1.4 Local Setting
Photo by Google Maps
7 | City of Buena Park • Parks and Recreation Master Plan 1 Copyright © 1995–2023 Esri.
All rights reserved.
Exhibit 1.4-1: City of Buena Park
Local Setting
5 5
91 39
City of Buena Park • Parks and Recreation Master Plan | 8
1.5 Process
The Master Plan process began in
December of 2022 and included six
months of investigations, community
outreach, and reporting. Critical to the
process was the development of the
Community Voice. Through the lens of
the community, program and facility
priorities are set, leading to the final
updated recommendations required to
continue the development of parks and
recreation in Buena Park.
Over a seven-month period (JanuaryJuly) focused community outreach methods were used to collect data from
various segments of the community.
Stakeholder interviews, in-person
workshops, online surveys, direct
feedback surveys, and a statistically
valid multimodal community survey
were each conducted to gather insight
into the community’s views and desires
for recreation programs, services, and
facilities.
The Master Plan Process
Exhibit 1.5-1: Project Timeline
Multimodal
Community
Survey
Stakeholder
Interviews
Workshop ONE
Custom Park
Standards
Calculation
Kick Off Meeting
Project Website Launched to
Public
Inventory
of Rec.
Facilities,
Parks, and
Programs
Benchmark
Comparison
Demographic
Assessment
Existing
Documentation
Review
Dec Jan Feb Mar Apr May
9 | City of Buena Park • Parks and Recreation Master Plan 1 A project website was developed that
outlined the Master Plan goals and
objectives and identified a schedule
of dates on how to be involved in
the outreach opportunities. As each
segment of the community outreach
was completed, the results were placed
on the website for the community to
view and provide feedback on. This
component extended the ability for
anyone to review the information
collected and provide feedback at any
time.
Workshop
TWO
Community Needs
Assessment
Financial Review &
Recommendations Policy Review /
General Plan
Update
Workshop
THREE
Recommendations
and CIP Review
Operations & Maintenance Plan
Report
Development
Public Meetings
& Presentations
Jun Jul Aug Sep Oct Nov
After the outreach process was
completed, the data was synthesized
into a prioritized programs and facilities
matrix clearly portraying the voice of
the community. This list of priorities was
then compared against the inventory
of existing facilities during the months
of July through August. The results of
the comparison formed the basis for
the recommendations presented in this
report. At the end of 2023, this report
and subsequent presentations were
developed to clearly illustrate what
facilities exist, what the community
priorities are, and how the two can align
today and in the future.
City of Buena Park • Parks and Recreation Master Plan | 10 Related Studies
There are existing documents and plans that relate to the planning of recreation and influence its direction. These documents and their relationship to the planning process include:
Buena Park 2035 General Plan (2010)
Each city in California is required by State
law to adopt a comprehensive, longterm General Plan for its own physical development. The General Plan consists
of mandatory and discretionary elements
including land use and community design,
mobility, community facilities, conservation
and sustainability, open space and
recreation, safety, noise, economic
development, and housing. California
State law requires that the day-to-day
decisions of a city should follow logically
from, and be consistent with, the General
Plan. The current version of the Buena Park
2035 General Plan can be viewed at the
city website.
Open Space and Recreation
Element (2010)
California State Government Code
Section 65560(b)(3) stipulates that the
General Plan address “…Open space
for outdoor recreation, including but
not limited to, areas of outstanding
scenic, historical and cultural value;
areas particularly suited for park and
recreation purposes, including access
to lakes shores, beaches, and rivers,
and streams; and areas which serve
as links between major recreation and
open space reservations, including
utility easements, banks of rivers and
streams, trails, and scenic highway
corridors…” The City of Buena Park has
expanded the Open Space Element to
include parks and recreation. Some of
highlights outlined in the Open Space
and Recreation Element include:
• Establishes a standard of 3.0 acres of
parkland per 1,000 persons.
• Ordinance No. 1416, adopted
January 8, 2002, requires the
dedication of parkland and/
or payment of fees in lieu for
dedication of parkland based on
3.0 acres per 1,000 persons for new
residential development.
The Open Space and Recreation
Element in the City’s General Plan
contains principles, goals, and
policies that have been developed
to help achieve an equitable
balance of recreational resources,
and to adapt to future open space
and recreation needs. The Open
Space and Recreation Element can
be viewed on the city website.
Housing Element (2022)
The Housing Element represents an
awareness of the need within the City
of Buena Park to assure that housing
is provided for all economic segments
of the community. The Element also
satisfies the legal requirements that
housing policy be a part of the General
Plan. This Buena Park Housing Element
complies with the 2021-2029 update
cycle for jurisdictions in the Southern
California Association of Governments
(SCAG) region. Proposed residential
projects include the Orchard View
Senior Apartments: 8300 Valley View
Street. The Housing Element can be
viewed at the city website.
1.6 Related Studies
11 | City of Buena Park • Parks and Recreation Master Plan Entertainment Corridor Specific Plan
1 (2019)
The Entertainment Corridor Specific Plan
establishes guidelines and development
standards for a one-mile stretch along
Beach Boulevard. Located in the center
of Buena Park, the Beach Boulevard
Entertainment Corridor is a unique tourist/
commercial area. Knott’s Berry Farm,
Knott’s Soak City, Pirates Dinner Adventure,
and Medieval Times are unique Southern
California entertainment attractions
located in the Entertainment Corridor. In
addition, the nearby Buena Park Mall on
La Palma Avenue further complements
and supports the entertainment and
recreational uses in the Entertainment
Corridor.
Beach & Orangethorpe Mixed Use
Specific Plan (2008)
The Beach and Orangethorpe Mixed
Use Specific Plan establishes guidelines
and development standards for a retailfocused, mixed-use development located near the junction of two major freeways
(Interstate 5 and State Route 91) and along
major arterial roads (Beach Boulevard and
Orangethorpe Avenue). The development
will function as the north gateway to the
City’s Tourist Entertainment Corridor.
The development was constructed in
2017. The Source OC is a 500,000 sq.
ft. retail, office, restaurant, hotel, and
entertainment complex on the 12.5 acre
site. The development is a Buena Park
landmark creating a premier destination
featuring a wide array of shopping,
dining, and entertainment. The multistory development features unique and energetic contemporary design with stateof-the-art electronic imagery. This dynamic and exciting environment brings a fresh
combination of businesses to Buena Park.
Complete Streets Master Plan (2017)
Buena Park received a grant from St.
Jude Hospital to create a Complete
Streets Master Plan, in line with the
Orange County Complete Streets
Initiative (OCCSI) Design Handbook.
The OCCSI Handbook offers guidance
for different street types, and Buena
Park’s streets mainly fit into Mixed Land
Use Corridor and Neighborhood Main
Street categories, where they plan to
implement features like wider sidewalks,
transit amenities, and pedestrian
crossings to improve safety and
sustainability.
In August 2017, the City of Buena
Park adopted the Complete Streets
Master Plan. Complete Streets not only
improve individual mobility and safety;
they promote better health, provide a
cleaner environment, and enhance a
sense of place and community. The City
applied for, and received funding for the
construction of Dale Street Complete
Street project, and the project is
anticipated to be constructed in FY 2025-
2026.
Active Transportation Plan (ongoing)
The goal of this study is to establish a
more comprehensive and equitable
network, enabling community
members to access local and regional
destinations, including transit hubs, via
walking and biking. The Buena Park
Active Transportation Network currently
consists of isolated corridors, primarily in
the city’s northern region. The existing
bicycle facilities and OCTA transit stops
have limited access to schools. Notably,
the majority of arterial streets in Buena
Park operate at speeds of 40-45 miles
per hour, and many key locations like
shopping areas, schools, and parks are
adjacent to these high-traffic arterials,
presenting a challenge for active
transportation.
City of Buena Park • Parks and Recreation Master Plan | 12 Exhibit 2.1-1: Buena Park
Tapestry Map Copyright © 1995–2023 Esri.
All rights reserved.
13 | City of Buena Park • Parks and Recreation Master Plan Who is Buena Park? A Community Profile
2 Understanding the demographic context of a community can create a valuable perspective for understanding current parks and recreation facility and program requirements and, moreover, for anticipating parks and recreation facility and program needs in the future. A complete demographics analysis was developed utilizing the 2022 Environmental Systems Research Institute (ESRI) demographic datasets including the Tapestry Segmentation. This information provides a deeper understanding of “who” the community is and “where” they are geographically and economically.
SECTION TWO:
COMMUNITY VOICE
2.1 All of Buena Park’s households fall into one of four Tapestry LifeMode groups:
2 8
(2B, 2C, 2D)
Average Age: 40.2
Average Income: $91K
% of Buena Park HH: 35.30%
(8A)
Average Age: 39
Average Income: $69K
% of Buena Park HH: 9.37%
Typically prosperous married couples
living in older suburban neighborhoods or
townhomes. Majority are homeowners.
Many with older children. Generally
interested in active recreation and fitness.
Mix of single/married, renters/
homeowners, and middle/working class.
Majority attended college. Internet savvy.
Commonly interested in night life and
outdoor activities.
7 (7B, 7C)
Average Age: 33.3
Average Income: $56.5K
% of Buena Park HH: 27.89%
Typically young married couples with
children and grandparents who are multigenerational and multilingual. Focus on children activities. Generally interested
in sports and water/theme parks.
Comfortable with technology.
13 (13A, 13B)
Average Age: 30.6
Average Income: $42K
% of Buena Park HH: 27.44%
Typically married couples with children.
Includes Spanish speaking households.
Generally interested in active recreation
including soccer. Enjoy music and theme
parks. May use public transportation.
City of Buena Park • Parks and Recreation Master Plan | 14 How old are Buena Park residents?
The City of Buena Park’s Age Profile is illustrated in Exhibit 3 and Exhibit 3.1. The City of Buena Park’s age profile is similar to that of the County of Orange. Buena Park has a slightly higher youth population compared to the County of Orange; 23% of the population is below 19 years of age. 14% of the population in Buena Park is over 65 years of age, which is lower than the 17.6% that are over 65 years of age for all of Orange County.
Community Profile
Exhibit 2.1-2: Buena Park Age Profile
Compared to Orange County
15 | City of Buena Park • Parks and Recreation Master Plan 2 83,430
Population
Median Age
3.3 Average
Household Size
36.6 To enhance the analysis population
growth, housing unit growth, and age
profiles for the resident population
was compiled. Highlights of these
demographic trends include:
• The Esri forecast data set predicts a
decrease in the population with a
total population of 82,780 in 2027.
The five year growth percent change
from 2022 to 2027 of -0.9% is below
the County’s average growth rate of
-0.1% change from 2022 to 2027. The
forecasted population for the City of
Buena Park in 2032 is 83,491.
• Housing unit growth in the City during
the 2010 to 2022 time frame occurred
at a 4.3% rate, with approximately 88
new housing units documented each
year on average. The City housing
unit growth during the 2010-2022 time
frame (4.3%) was below the rate in the
County which was 8.9%.
• Average household size in the City
of Buena Park remained the same
with 3.37 persons per household in
2010 to 3.30 persons per household
in 2022 which is higher than the
County average of 2.91 persons per
household in 2022.
• The most recent 2022 Housing Element
plans for approximately 10,000 new
units over approximately 400 parcels
at various densities.
Community Profile Overview
Buena Park is characterized by a slightly
higher youth population and a lower
percentage of residents over 65 years
of age compared to the county’s
average. Approximately 23% of the
population in Buena Park is below 19
years of age, highlighting the city’s
family-friendly environment and appeal
to young families. In contrast, around 14%
of the population is over 65 years old,
showing a relatively smaller proportion
of elderly residents. The city’s population
is forecasted to experience a slight
decrease over the coming years, with a
total population of 82,780 projected for
2027. Despite this, Buena Park maintains a
community-oriented atmosphere, with an
average household size of 3.30 persons
per household, surpassing the county’s
average. With its diverse demographics
and range of amenities, Buena Park
continues to be an attractive and
dynamic place to call home.
Source: 2022 Department of Finance Estimate
and Esri 2022 Demographic Data
City of Buena Park • Parks and Recreation Master Plan | 16 1 2
3 Outreach and Engagement
The community outreach campaign developed for this Master Plan utilized multiple methods of information sharing and data collection including in-person presentations, online video presentations, one-on-one stakeholder interviews, public online surveys, a statistically valid multimodal survey, and online website feedback surveys.
Throughout the process, project updates and summary results were posted to the project website. This website enabled community members to review updates and provide immediate feedback at any point in time. This resource enabled anyone in the community to have a voice in the process regardless of when and where meetings were held.
The purpose of gathering community input through a variety of methods is to ensure that the Master Plan is as inclusive as possible and that it reflects the views, preferences, and recreation patterns of Buena Park residents. Within this section, community feedback has been recorded in three (3) separate categories:
Category One: One-on-One Stakeholder Interviews
Direct one-on-one interviews with key stakeholders and elected officials were conducted in a format where participant’s discuss key issues and opinions on facility needs and programmatic recommendations that should be researched in the Master Plan.
Category Two: Community at Large Public Workshops
Public community consensus-building workshops were held via in-person meetings and surveys. Meetings were open to the public where community members could learn about past survey results, ask questions of the design team, and participate in surveys.
Category Three: Statistically Valid Survey
Direct survey responses were collected through a statistically valid multimodal survey. This survey was conducted via telephone (land lines and cell numbers), text, and email to ensure the population demographic was represented.
2.2 Outreach & Engagement
17 | City of Buena Park • Parks and Recreation Master Plan Total Combined Participants Reached:
2 2,966
Total Website Views
279
Total Social
Media Likes
490
Total YouTube Video
Views
13 Stakeholder Interviews
20 Total Website Feedback
Comments
1,795
Residents Represented in
Multimodal Survey of
544
Households
402
Total Surveys Completed
3,701
Residents
Represented by
9 Sports Organizations
Surveyed
All participation numbers as of 9/6/23.
City of Buena Park • Parks and Recreation Master Plan | 18 Stakeholder Interviews:
The following summarizes the results of the thirteen (13) stakeholder interviews conducted as a part of the public outreach effort to assist in the preparation of the Master Plan. The interviews were held between March 8, 2023 and May 30, 2023.
Stakeholders were interviewed in a one-on-one environment in either in-person meetings or over a secure online virtual meeting. Over a series of seven (7) questions, various topics were discussed to identify important recreation issues, programs, facilities, as well as areas the Community Services Department could improve upon.
The following charts illustrate the frequency of similar responses.
Stakeholder Interviews
What are the most important issues in Buena Park related to the parks, recreation facilities, programs, and services currently provided? What are the most important parks, recreation facilities, programs, and services for residents in the future?
Need more parkland & open space
with even distribution
Safety in parks and facilities
Lighting and cameras should be added to all parks
Homeless
Programs for non-English speaking
citizens (Spanish & Korean)
Maintenance (budget, park equipment, need
clean environment)
Gomez Park (need more parks like this)
Update, renovate, and modernize
parks & infrastructure
Update youth programs
Everyone has access to parks (create new parks,
more parkland at Artesia + Beach)
Safety (lighting, cameras, homeless, drinking at parks, restrooms don’t feel safe, park ranger program)
Exercise equipment (at parks, along Silverado Trail)
New, quality equipment and best programming
Pickleball
Sports
Variety of facilities, programs, and services
1st (tied)
1st (tied)
2nd (tied)
2nd (tied)
2nd (tied)
3rd (tied)
3rd (tied)
3rd (tied)
3rd (tied)
1st (tied)
1st (tied)
2nd (tied)
2nd (tied)
2nd (tied)
2nd (tied)
2nd (tied)
19 | City of Buena Park • Parks and Recreation Master Plan 2 What is the one program, class, or activity
you would most like to see added or
expanded in Buena Park to meet the
needs of the community?
PROGRAMS
What is the one park feature or recreation
facility you would most like to see added
or improved in Buena Park to meet the
needs of the community?
FACILITIES
Additional details that were discussed as well as individual answers are available in the Appendix document.
MOST COMMONLY IDENTIFIED:
• Bike trails (connecting parks, loop
around city)
• Exercise equipment (at all parks, for all
ages)
• Pump track (Bike/skate/skateboard/
scooter park)
• Walking trail (access for community at
Beat Park from Savanna St)
Additional Responses Included:
• Brenner Park improvements (wading
pool / splash pad)
• More seating in parks (group seating,
living room seating, along walking trails)
• Public gym / Community fitness center
with classrooms for nutrition class/health/
wellness
MOST COMMONLY IDENTIFIED:
• Health and wellness classes (for all ages)
• Transportation (bike/bus program with
school districts, multimodal, to parks
from park poor areas)
Additional Responses Included:
• Ethnic programs & events (for Korean
population, culturally sensitive)
• Joint use programs (with schools, library,
boys & girls club, mutually beneficial
green space)
• After school programs (Wings Program/
Savanna School District)
• Aquatics
• Childcare (affordable, 1-2 yr old for city
employees, 3+ years old for public)
City of Buena Park • Parks and Recreation Master Plan | 20 Community Workshop 1
This initial community meeting was focused
on seeking high-level information about the
community characteristics, issues, and trends, as
well as what role the City can play in supporting
those community characteristics that make
Buena Park a great place to live, work, and
play. Buena Park residents that attended the
community workshop learned about the Parks
and Recreation Master Plan process, City
demographics, and existing resources, followed
by a brief outline of the evening’s workshop
agenda. Workshop #1 commenced on April
27, 2023, from 6:00pm to 8:00pm at Buena Park
Community Center. The workshop was in person
and the presentation was made available online
for those who could not attend. Twenty-one (21)
attendees participated in the evening workshop.
The Workshop #1 Survey was open for over
two weeks until May 15, 2023. The survey
was available online and paper copies were
available at the Buena Park Community Center,
Ehlers Event Center, Community Gymnasium,
and Peak Park Pool. The Workshop #1 Survey was also advertised on the City’s social media, City website, and flyers were distributed at all parks. A total of ninety-four (94) surveys were completed.
Community Workshops
Community Workshop 1 on April 27th, 2023
Exhibit 2.2-1: Community
Workshop 1 Survey Distribution Map
Copyright © 1995–2023 Esri.
All rights reserved.
Photo by RJM Design Group
21 | City of Buena Park • Parks and Recreation Master Plan 2 What are the issues or trends that may be negatively impacting those important community characteristics and should be considered in the Parks and Recreation Master Plan?
What are the most important community characteristics that make the City of Buena Park a great place to live, work and play? What role can the Community Services Department play in addressing those issues and support the community characteristics that make the City of Buena Park a great place to live, work and play? safety 1st (tied)
great schools
parks (great, unique)
friendly people
events
programs and activities
community (pride, involved, active)
clean
restaurants
diversity
1st (tied)
2nd (tied)
2nd (tied)
3rd
4th (tied)
4th (tied)
4th (tied)
4th (tied)
5th
homeless
graffiti
maintenance
crime
outdated/old park facilities and infrastructure
lighting (more, security)
safety
funding
lack of youth activities/opportunities (exercise, leadership, teens, kids) 1st
2nd (tied)
2nd (tied)
3rd (tied)
3rd (tied)
4th
5th (tied)
5th (tied)
5th (tied)
community engagement (communication, more, include residents) maintenance
funding
more bike/walking paths
lighting
homeless outreach program (volunteer, food drive, soup kitchen) social media/promote programs/events
1st
2nd
3rd (tied)
3rd (tied)
4th
5th (tied)
5th (tied)
City of Buena Park • Parks and Recreation Master Plan | 22 Community Workshops
Community Workshop 2
Residents of the City of Buena Park were
invited to the second community workshop
to learn about the Parks and Recreation
Master Plan process, and to participate
in the second survey. Workshop #2
commenced on June 8, 2023, from 6:00pm
to 8:00pm at the Ehlers Event Center.
The workshop was in person and the
presentation was made available online for
those who could not attend. Twenty-eight
(28) attendees participated in the evening
workshop. RJM shared an overview of the
Parks and Recreation Master Plan process,
City demographics, existing resources,
and results of the community workshop #1,
followed by a brief outline of the evening’s
workshop agenda. Workshop participants
filled out the survey individually and then
discussed their answers to achieve a
consensus among their group.
The Workshop #2 survey was open for a
little over two weeks until June 25, 2023.
The survey was available online and paper
copies were available at all community
centers. The Workshop #2 Survey was also
advertised on the City’s social media, City
website, and flyers with QR codes were
distributed at all parks and facilities. A total
of one hundred sixty five (165) surveys were
completed.
Exhibit 2.2-2: Community
Workshop 2 Survey Distribution Map
Copyright © 1995–2023 Esri.
All rights reserved.
Day after the in
person meeting, post
Commencement
Video on RJM’s You Tube
Channel and made
available to the public via
City’s social media and
project website. Online
survey opens for 2 weeks*.
Online survey
results collected
Survey results
posted on
project website
Summary report
developed
Community Workshop Process
In person presentation
and discussion. Individual
and group consensus
building activities.
*paper copies of surveys made available at City hall,
community centers and libraries.
23 | City of Buena Park • Parks and Recreation Master Plan 2 What is one park feature or recreation facility you would most like to see added or improved in the City of Buena Park?
What is one recreation program, class, activity, or service you would most like to see added or improved in the City of Buena Park? pickleball (classes, courts,
expansion, convert courts)
aquatics (swim classes, year round, aqua
fitness, water aerobics, senior swim)
community events
walking/running paths
special needs programs (soccer,
baseball, softball, basketball, disabilities)
benches/seating
shade
1st
2nd
3rd
4th (tied)
4th (tied)
5th
1st
2nd (tied)
2nd (tied)
2nd (tied)
3rd
4th
5th
pickleball court
playground improvements
(fencing, replace sand, swings)
aquatic facility (waterslide)
trails (walking, running,
hiking, nature)
walking/running paths
senior center (therapy pool,
staff rooms)
community events
included: holiday,
concerts, talent
show, at San
Marino, at Images,
at Smith Murphy, at
Whitaker Park, 3k/5k
City of Buena Park • Parks and Recreation Master Plan | 24 Community Workshops
Community Workshop 3
Residents of the City of Buena Park were
invited to the community workshop to learn
about the Parks and Recreation Master Plan
process, and to participate in the third Survey.
Workshop #3 commenced on July 20, 2023,
from 6:00pm to 8:00pm at the Buena Park
Community Center. The workshop was in
person and available online for those who
could not attend. Twenty (20) attendees
participated in the evening workshop. RJM
shared an overview of the Master Plan
process, City demographics, and existing
resources, followed by a brief outline of the
evening’s workshop agenda. Workshop
participants filled out the survey individually
and then discussed their answers to achieve a
consensus among their group.
The Workshop #3 Survey was open for a little
over two weeks until August 6, 2023 and was
available online and paper copies were
available at all community centers. The
Workshop #3 Survey was also advertised on
the City’s social media, City website, City popup events.
PROGRAM
NEEDS
FACILITY
NEEDS • Dog area (dog park, obstacle
course, dog playground)
• Restroom improvements (replace/fix
equipment, safety, open hours)
• Trails (walking paths, hiking, nature)
• Playground improvements
• Renovate/upgrade existing parks
• Aquatics (swim classes, aqua fitness
classes)
• Security/police patrols (enforce
drinking/smoking rules, park ranger)
• Afterschool program
• Safety in parks and facilities
• Special needs programs (adults,
sports)
• College and career readiness class /
teen leadership
• Homeless outreach
Exhibit 2.2-3: Community
Workshop 3 Survey Distribution Map
Copyright © 1995–2023 Esri.
All rights reserved.
25 | City of Buena Park • Parks and Recreation Master Plan Project Website and Feedback
2 A project website was developed to
keep the community informed all day,
everyday. The website launched to the
public on February 6, 2023. Throughout
the project, updates were published and
surveys made available on the project
website. Website views totaled 2,966,
averaging 8 views per day.
A total of 20 feedback comments were
received throughout the project. The
feedback survey option was available
on the project website and opened with
the website launch in February 2023 and
remained open for the duration of the
project.
Exhibit 2.2-5: Word Cloud Summary of
Feedback Comments
Programs Facilities
Exhibit 2.2-4: Feedback Survey
Distribution Map
Copyright © 1995–2023 Esri.
All rights reserved.
City of Buena Park • Parks and Recreation Master Plan | 26 Statistically Valid Multimodal Survey
A total of 544 residents were surveyed between February 27, 2023 and March 6, 2023. A survey of this size yields a margin of error of +/-4.2%, with a confidence level of 95%. The survey followed a mixed-method design that employed multiple recruiting methods (email, text, and telephone) and multiple data collection methods (telephone and online). Administered in English (84%), Spanish (12%), and Korean (4%) languages between February 27, 2023 and March 6, 2023, the average interview lasted 15 minutes. Security measures precluded individuals from completing the survey more than once and allowed only the designated respondents to complete the survey. Online respondents were able to use their computer, tablet, or smart phone to participate.
Our sample used stratified random
sampling methodology to ensure
that the demographic proportions
of survey respondents match the
demographic composition of City of
Buena Park residents.
Critical in the data collected is the
geolocation of the participants.
Exhibit 2.2-5 indicates that there was
an equal geographic distribution of
participants across the City. This not
only validates the statistically valid
component of the survey, but also
indicates there is not a geographic
bias in the data being recorded
from only one end of the community
and not the other.
Statistically Valid Multimodal Survey
Exhibit 2.2-5: Multimodal
Survey Distribution Map
Copyright © 1995–2023 Esri.
All rights reserved.
Copyright © 1995–2023 Esri.
All rights reserved.
27 | City of Buena Park • Parks and Recreation Master Plan Subjects explored in the context of the multimodal survey included:
2 Are Satisfied
60%
with City Recreation
Programs, Classes, Activities, or Services
Listed William Peak Park as the Most
24%
Often Used Park or Recreation Facility
Are Satisfied
68%
with the Maintenance of
Parks, Open Space, and Facilities
What Facility Residents Would Most
Like to See Added
Are Satisfied
68%
with Parks, Open Space,
and Facilities
Visit a Park or Recreational Facility in
84%
Buena Park at Least Monthly
Get Information from the City Website,
74%
Google, or Social Media
What Program Residents Would Most
Like to See Added
13.3%
10.5%
10.4%
9.0%
8.7%
7.9%
7.5%
6.9%
6.8%
5.4%
11.1%
11.1%
6.8%
6.7%
5.9%
5.6%
5.2%
4.9%
4.9%
4.7%
4.6%
4.4%
4.3%
Provide, improve playgrounds
Improve public safety
Provide, improve walking, hiking
trails
Improve landscaping, trees
Provide, improve dog parks
Provide, improve fitness, exercise
equipment
Improve maintenance of
restrooms
Provide, improve community
pool
Provide, improve lighting
Provide, improve sports fields
Fitness, gym classes
Swimming classes
Activities, classes for toddlers,
children
Yoga, meditation, Pilates classes
Dance classes
Art & craft classes
Senior classes, activities
Hiking, walking in the park
Enrichment, education classes
Provide more police presence,
safety
Community swimming pool
Martial arts, Tai Chi, self-defense
classes
Soccer fields, leagues
City of Buena Park • Parks and Recreation Master Plan | 28 Sports Organizations*
Organization name % Residents
Sports Organization Survey
A questionnaire was designed and
distributed to the organized sports
groups that use the City facilities. This
questionnaire obtained information
regarding the number of players
and teams in the league or sports
organization, age ranges of the players,
what seasons they play, if they travel
outside Buena Park to play, and if they
participate in tournaments.
The questionnaire was distributed by the
City staff and nine (9) sports organizations
responded. The information regarding
the number of players, size of teams,
seasonality and turnover of facilities
for both games and practice are used
to better define peak day demand
and convert that to the number of
facilities required to meet the needs of
this segment of the recreation market.
Information regarding which of the
facilities are currently being used by
the sports groups provides input to the
inventory of sports facilities regarding
usage for adult sports, youth sports and
practices.
The questionnaire addresses the
percentage of the players in each
organization that live within the City of
Buena Park. This varies widely by type of
sport and in Buena Park reflects that a
number of participants in certain sports
reside outside of the City. The demand
for facilities to accommodate organized
sports are adjusted to accommodate
all players in the leagues, regardless of
whether they are living in Buena Park.
Sports Organizations
95%
90%
85%
80%
75%
50%
50%
50%
40%
National Little League
Crescent Little League
American Youth Football
Girls Fastpitch
AYSO
BP City Basketball
BP City Youth Baseball
BP City Youth Soccer League
BP City Adult Softball
Photo by the City of Buena Park
*See Custom Park Standards
Calculations & Facility Demand in
Section 3 for the CPSCs based on the
sports organization survey
29 | City of Buena Park • Parks and Recreation Master Plan Summarizing the Community Voice
Summarizing the Community Voice
2 Throughout the process, numerous needs have been identified and recorded across multiple modes of outreach (Individual Interviews, Community at Large Virtual Workshops, and Statistically Valid Surveys). The community voice is developed through synthesizing all the data into a single summary, representing both program and facility needs. It is generally helpful to attempt to determine which needs have the highest priority as perceived by the largest number of residents (identified as the area of maximum community impact).
To achieve this analysis, each response recorded from the community is cataloged in a matrix. As an individual program or facility need is brought up (aquatics, health and wellness class, dog area, exercise equipment, etc.), it is recorded for frequency in the specific outreach mode in which it was received. Needs that have been identified in each of the three modes have a higher impact across the community than needs identified in only one of these modes.
Exhibits 2.3-1 and 2.3-2 illustrate the classification of these needs by grouping them into categories – Frequent (3 modes), Apparent (2 modes), and Identified (1 mode). The number of times the need was listed across all modes outlines an area of maximum community impact. For example, exercise equipment (4) is ranked higher than benches/seating (3) because it was identified in each of the three outreach modes.
The recommendations to illustrate where improvements will have the maximum impact across the entire community.
2.3 FACILITIES
Frequent:
• Dog area
• Exercise equipment
• Playground improvements
• Renovate / upgrade existing parks
• Restroom improvements
• Security lighting and cameras
• Swimming pool improvements
• Trails
Apparent:
• Benches / seating
• Bike paths / trails
• Maintenance
• More, additional parks
• Pickleball court
• Shade structures
Identified:
• Splash pad
PROGRAMS
Frequent:
• Aquatics
• Health and wellness class
• Security and police patrols
• Senior classes and activities
Apparent:
• Arts and crafts class
• College and career readiness class /
teen leadership
• Homeless outreach
• Joint use program / partnerships
• Safety in parks and facilities
• Special needs programs
• Sports
• STEAM classes for youth
• Summer youth program
Identified:
• Community events
City of Buena Park • Parks and Recreation Master Plan | 30 Program Priorities
Exhibit 2.3-1: Program Priorities
Public/Community
Workshop 1 / Workshop 2 /
Workshop 3 / Feedback Comments
Small Group
Stakeholder Interviews
Surveys
Multimodal Community Survey
BUENA PARK PARKS AND RECREATION MASTER PLAN
Program Needs Prioritization Summary
4 4
3 3
3 3
3 3
4 4
4 4
5 5
5 Area of
maximum
community
impact
*Programs are encompassing of multiple “similar” community comments. Individual comments are identified in the recommendations and appendix.
FREQUENT
APPARENT
Public/Community
Workshop 1 / Workshop 2 /
Workshop 3 / Feedback Comments
Small Group
Stakeholder Interviews
Surveys
Multimodal Community Survey
BUENA PARK PARKS AND RECREATION MASTER PLAN
Program Needs Prioritization Summary
4 4
3 3
3 3
3 3
4 4
4 4
5 5
5 Area of
maximum
community
impact
*Programs are encompassing of multiple “similar” community comments. Individual comments are identified in the recommendations and appendix.
FREQUENT
APPARENT
31 | City of Buena Park • Parks and Recreation Master Plan Facility Priorities 2
Exhibit 2.3-2: Facility Priorities
Public/Community
Workshop 1 / Workshop 2 /
Workshop 3 / Feedback Comments
*Facilities are encompassing of multiple “similar” community comments. Individual comments are identified in the recommendations and appendix.
Small Group
Stakeholder Interviews
Surveys
Multimodal Community Survey
BUENA PARK PARKS AND RECREATION MASTER PLAN
Facility Needs Prioritization Summary
5 5
5 5
5 6
4 4
4 3
3 3
3 3
3 Area of
maximum
community
impact
FREQUENT
APPARENT
Public/Community
Workshop 1 / Workshop 2 /
Workshop 3 / Feedback Comments
*Facilities are encompassing of multiple “similar” community comments. Individual comments are identified in the recommendations and appendix.
Small Group
Stakeholder Interviews
Surveys
Multimodal Community Survey
BUENA PARK PARKS AND RECREATION MASTER PLAN
Facility Needs Prioritization Summary
5 5
5 5
5 6
4 4
4 3
3 3
3 3
3 Area of
maximum
community
impact
FREQUENT
APPARENT
City of Buena Park • Parks and Recreation Master Plan | 32 Photo by the City of Buena Park
George Bellis Dog Park
33 | City of Buena Park • Parks and Recreation Master Plan Existing Conditions
3 What parks exist and where are they?
The process for evaluating the community
needs relies heavily on what recreation
facilities exist today and how they may
or may not meet the needs of the
community. Carefully balancing the
inventory with the community needs and
desires will allow resources to be directed
to critical areas maximizing the community
benefit.
Park Types
Park classifications are useful in several
ways. They can help define a set of
characteristics to serve as a guide when
parks are constructed or renovated. They
can also restrict incompatible activities by
limiting those activities to only certain types
of parks.
The Buena Park General Plan’s Open
Space and Recreation Element does not
include park type classifications. This Parks
and Recreation Master Plan proposes a
classification system of parks to further
detail uses and acceptable features of
each type of park and/or recreation
facility. Recommended classification
definitions are:
Parkette: small in size, less than 2 ½ acres,
serving only the immediate neighborhood.
Pocket parks are frequently created on
a single vacant building lot or on small,
irregular piece of land. These areas provide
a landscaped respite from neighborhoods
and often offer places to picnic or play.
The parks may contain limited assets such
as benches, picnic tables, open play area,
playground, and a sport court.
3.1 Neighborhood Park: these parks are from 2 ½
to 10 acres and serve the surrounding
neighborhoods within ½ mile radius (15-20
minute walk) without significant architectural
barriers. Neighborhood parks should be easily
accessible by pedestrians and bicyclists.
Park features may include open play area,
barbeques, picnic tables, sport court, improved
paths, and may include restroom facilities
and/or a parking lot.
Community Park: vary in size and meet the
recreational needs of a larger segment of the
community. They may also preserve unique
landscapes and open spaces. Community
park sites should be accessible by arterial
and/or collector streets, as well as accessible
by pedestrian and bicyclists. Geographic
range of users is up to 3 miles or City-wide if
park contains or is adjacent to a community
recreation facility. These parks serve multiple
uses and provide recreational facilities that
accommodate group activities not typically
provided in neighborhood parks. Parking lot
and restroom facilities are typically provided at
these parks.
Recreation Facility or Special Use Park: this
category refers to stand-alone park or facility
that is designed to serve one particular use
such as a community center, senior center,
teen center, or aquatics facility.
Joint Use Facility: often School District sites
that supplement community parks and during
non-school hours can serve broader Citywide recreation needs. These joint use sites may contain various assets, often for active
recreation, and are programmed accordingly.
Restroom facilities and parking are generally
provided for users. Geographic range of users
can be City-wide. These facilities do not count
towards the city’s parkland acreage goals as
they are not owned by the City.
SECTION THREE:
NEEDS ASSESSMENT
City of Buena Park • Parks and Recreation Master Plan | 34 City Parks
Exhibit 3.1-1: Buena Park’s Park Types Map
Copyright © 1995–2023 Esri.
All rights reserved.
Park Types
There are currently thirteen (13) city parks,
(1) joint use park, and (1) County park
within the City of Buena Park. The Master
Plan proposed park type classification into
five categories, Parkette, Neighborhood,
Community, Recreation Facility or Special
Use Park, and Joint Use Facility.
NOTE: In October 2023, City Council
approved the renaming of three
city parks. The new park names
are as follows:
• Lindbergh Mini Park to Bessie
Coleman Park
• Smith-Murphy Park to Friendship
Park
• San Marino Park to Heroes Park
35 | City of Buena Park • Parks and Recreation Master Plan 3 Recreation Facilities
Buena Park’s Community Services Department provides
a variety of programs and services for the community at the Buena Park Community Center, the Community
Gymnasium, Ehlers Event Center, totaling 7 acres, and
at its other public parks and play spaces. These parks
and recreation facilities have a variety of venues
and spaces to host activities such as arts and
crafts, dance, camps, afterschool programs,
preschool programs, sports and
fitness, from tots to seniors.
Beyond providing a number of
excellent programs, activities,
and social services, Community
Services celebrates its
community with several
special events, including its
Annual Christmas Tree
Lighting, BP CultureFest,
Candy Cane Land,
Concerts in the Park, Cops
and Goblins, Family Art
Festival, Memorial Day,
Silverado Days, and Spring
Extravaganza.
Copyright © 1995–2023 Esri.
All rights reserved.
Recreation Facilities
Exhibit 3.1-2: Buena Park
Community Facilities Map
City of Buena Park • Parks and Recreation Master Plan | 36 Acreage Analysis
There are currently thirteen (13) city parks
and two (2) city recreation facilities which
encompasses 119.20 acres of developed
parkland.
Based on the city park acreage identified
and the Department of Finance estimated
City’s 2022 population of 83,430 the city
currently has:
1.43 acres of developed parks per 1000
residents
The current General Plan includes a
standard of 3.0 acres of parkland per
1,000 persons. Based on the January
2022 population of 83,430, the city needs
approximately 131 acres (250.6 acres of
parkland total) of additional parkland
in order to reach the 3 acres per 1,000
parkland acreage goal.
Opportunities for new park development
are limited. Per 2010 General Plan:
“Acquiring large amounts of additional
open space is unrealistic due to the builtout nature of the City and high cost of property in Orange County; however, the
addition of smaller areas, preservation,
and enhancements to existing open space
amenities will work towards providing
needed recreation and open space areas
in the community.”
The private Los Coyotes Country Club
& Golf Course, and the Ralph B. Clark
Regional County Park (104 acres), and
private homeowner’s association parks are
not included in the city-owned parkland
acreage.
Park Acres by Park Type Summary
Parkette Parks
Neighborhood Parks
Community Parks
Recreation Facility /
Special Use
Total Park Acreage
1.96 Acres
29.80 Acres
80.90 Acres
6.54 Acres
119.20 Acres
Opportunities to increase the City’s
Park acreage could be accomplished
through joint use of public school athletic
fields. One joint use agreement exists for
the use of the Buena Park Junior High
School gymnasium. There is another joint
use agreement in development, the
Whittaker School Park (3.2 acres).
Additional opportunities which may be
suitable for recreation purposes include:
utility transmission corridors and privately
owned vacant parcels.
When evaluating the parkland to serve
future population growth, approximately
10,000 new units (source: 2022 Housing
Element), it will be important to enforce
the City’s Ordinance No. 1416, adopted
January 8, 2002, that requires the
dedication of parkland and/or payment
of fees in lieu for dedication of parkland
based on 3.0 acres per 1,000 persons for
new residential development.
Park Acreage
37 | City of Buena Park • Parks and Recreation Master Plan Trail Connectivity
3 Funded by the Southern California Association of Governments (SCAG), Buena Park is creating an Active Transportation Plan.
Some of the goals of this project are safety for bicycles and pedestrians, identifying the gap areas in the bicycle and pedestrian networks, and to create a delightful and convenient walking and biking experience for everyone navigating Buena Park‘s essential services.
Currently, the Buena Park Active Transportation Network is primarily concentrated in the northern part of the city. Transforming it into a more inclusive and well-connected network will grant community members access to local and regional destinations, including public transit hubs, through walking and biking. The map reveals the limited availability of dedicated bicycle lanes or trails leading to schools.
Trail Connectivity
Exhibit 3.1-3: Buena Park
Existing Bike Trails Map
Copyright © 1995–2023 Esri.
All rights reserved.
City of Buena Park • Parks and Recreation Master Plan | 38 School Facilities
Copyright © 1995–2023 Esri.
All rights reserved.
School Facilities
The City of Buena Park is served by six
elementary school districts and two high
school districts. These include:
• Anaheim Elementary School District
• Buena Park School District
• Centralia School District
• Cypress Elementary School District
• Magnolia Elementary School District
• Savanna School District
• Anaheim Union High School District
• Fullerton Joint Union High School
District
Most school fields are available for
use for sports practices althouth
there is no formal agreement for
this use. The Southern California
Cricket Association utilizes
Gordon H. Beatty Elementary
School.
In addition, there is a few
public and private college
and universities adjacent
to the city (not included on
map).
Exhibit 3.1-4: Buena Park
School Facilities Map
39 | City of Buena Park • Parks and Recreation Master Plan Joint Use Agreements
3 Throughout the city, public school districts have facilities which have several recreation amenities including a running track, theater space, playgrounds, multi-use sport courts, ÀWQHVV HTXLSPHQW RSHQ VSDFH IRU VPDOO VLGHG VRFFHU SLFQLF DUHDV YDULRXV VXSSRUW amenities, and a school gymnasium.
The City of Buena Park has established joint use agreements with both Buena Park School District and Fullerton Joint Union High School District for use of the various recreation amenities by the City. While the City and Organized Sports Organizations may request use of school facilities, there is no guarantee of availability, as the districts typically reserve priority reservation and exclusive use of facilities during normal school operation hours.
In addition to the joint use agreements with the school districts, the City has also entered into a joint use agreement with Southern California Edison for Right-of-Way
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Church for additional parking facilities. Combined, these collaborative initiatives assist with expanding recreational opportunities to the community via a more cost effective strategy than park acquisition.
Photo by https://www.bpsd.us/about-bpsd/
our-heritage
Buena Park School District
City of Buena Park • Parks and Recreation Master Plan | 40 Ralph B. Clark Regional Park
A peaceful oasis in the city, this park offers
nature trails, picnic areas, and a lake for
ÀVKLQJ SURYLGLQJ D VHUHQH HVFDSH IURP
the urban bustle. Ralph B. Clark Regional
Park offers 105 acres of parkland to the
community.
Knott’s Berry Farm
One of the most famous amusement parks
in Southern California, Knott’s Berry Farm
offers rides, live entertainment, and a
Western-themed atmosphere and includes
a water park. It has a rich history dating
back to the 1920s.
Other Parks and Recreation Facilities
Other Parks and Recreation Facilities Open to the Public Additional State, County, and Private Recreation facilities exist around and within the City of Buena Park. Though not directly owned or controlled by the City, these facilities also provide recreation opportunities to the community. Such facilities are important to identify so not to duplicate city facilities in areas that may already be served through non-city owned recreational opportunities. The following are parks and facilities that KDYH EHHQ LGHQWLÀHG LQ WKLV FDWHJRU\
Photo by https://www.ocparks.com/clarkpark https://www.ocparks.com/clarkpark Photo by https://commons.wikimedia.org/
wiki/File:Knotts_Berry_Farm_2013.JPG
Los Coyotes Country Club & Golf Course
This private facility provides three nine-hole
courses and associated amenities,
including a pro shop, driving range, practice
green, chipping area, clubhouse, and
banquet facilities. Additionally, the Country
Club includes six lighted tennis courts and a
ÀWQHVV FHQWHU
Photo by https://www.loscoyotescc.com/
41 | City of Buena Park • Parks and Recreation Master Plan 3 Medieval Times Dinner & Tournament
This attraction offers a unique dinner and
show experience, where guests can enjoy
a medieval-themed dinner while watching
knights joust and compete in a grand
tournament.
Shopping & Entertainment
The Source OC features trendy shops,
diverse dining options, and live
entertainment events. The Buena Park
Downtown Mall offers 1.2 million square feet
of affordable shopping options, restaurants
and entertainment.
Pirate’s Dinner Adventure
Another interactive dinner show, Pirate’s
Dinner Adventure immerses guests in a
swashbuckling pirate tale, complete with
acrobatics, special effects, and a fourcourse meal.
Photo by https://www.visitbuenapark.com/
business/ralph-b-clark-regional-park
Photo by https://www.medievaltimes.com/
buena-park
Photo by https://www.xperiencedays.com/
Pirate_Dinner_Adventure_Buena_Park.html
Photo by Google Maps
City of Buena Park • Parks and Recreation Master Plan | 42 Park Service Gap Analysis
In addition to providing appropriate
quantities and types of recreation
facilities, the City of Buena Park strives to
provide them in useful and appropriate
locations. The service area gap analysis
examines how parks are distributed
throughout residential areas in the City.
Park Service Gap Analysis
Parkettes
5 Min
Walk
10 Min
Walk
15 Min
Walk
18.9% of
population
35.2% of
population
41.5% of
population
15,751 pop
/ .43 sq.
miles
29,360 pop
/ 1.31 sq.
miles
34,628 pop
/ 2.19 sq.
miles
“Everyone deserves a park
within walking distance of their
home.”
153$
1DWLRQDO 5HFUHDWLRQ DQG 3DUNV
$VVRFLDWLRQ
Proximity to parks is more than a
convenience issue. It helps to establish
an excellent park system by providing
improved air quality, circulation, and
overall improved community health
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PLOH LV
approximately a 10-15-minute walk for
most people. Most residences should be
within one-half mile of a neighborhood
park or amenity that satisfy common
recreation needs.
The 5-10-15 minute walk map outlines the
service availability around the existing
parks that are available to Buena Park
residents. The service area boundaries
DOVR UHÁHFW WKH SK\VLFDO REVWUXFWLRQV WR
pedestrian travel created by arterial
roadways, freeways, etc. which limit
HDV\ DFFHVV WR SDUNV DQG DUH UHÁHFWHG
by truncated shapes in the service areas
shown on the following exhibits.
Copyright © 1995–2023 Esri.
All rights reserved.
1 2
3 City Parks
Parkettes
1 - Images Park
2 - Lindbergh Mini Park
3 - Rick Gomez Park
Parkette Walking Radius
5 minutes
10 minutes
15 minutes Exhibit 3.1-5: Service Area Gap
Analysis for Parkettes
Parkette Walking Radius
5 minutes
10 minutes
15 minutes
Park Service Gap Analysis
43 | City of Buena Park • Parks and Recreation Master Plan 3 Copyright © 1995–2023 Esri.
All rights reserved.
Copyright © 1995–2023 Esri.
All rights reserved.
Neighborhood Parks
5 Min
Walk
10 Min
Walk
15 Min
Walk
11.4% of
population
23.7% of
population
34.1% of
population
9,498 pop
/ .6 sq. miles
19,763 pop
/ 2.02 sq.
miles
28,489 pop
/ 4.66 sq.
miles
Community Parks
5 Min
Walk
10 Min
Walk
15 Min
Walk
4.4% of
population
17.2% of
population
28.3% of
population
3,651 pop
/ .43 sq.
miles
14,324 pop
/ 1.71 sq.
miles
23,581 pop
/ 3.26 sq.
miles
6 5
7 8
4 9
City Parks
Neighborhood Park
5 minutes
Neighborhood Walking Radius
5 minutes
10 minutes
15 minutes
Exhibit 3.1-6: Service Area Gap
Analysis for Neighborhood Parks
Exhibit 3.1-7: Service Area Gap
Analysis for Community Parks
City of Buena Park • Parks and Recreation Master Plan | 44 Community Parks
3 Mile
Drive
99% of
population
82,604 pop
/ 28.56 sq.
miles
Copyright © 1995–2023 Esri.
All rights reserved.
Exhibit 3.1-8: Service Area Gap
Analysis for Community Parks
Park Service Gap Analysis
45 | City of Buena Park • Parks and Recreation Master Plan 3 Photo by the City of Buena Park
Smith-Murphy Park
City of Buena Park • Parks and Recreation Master Plan | 46 Walking Distance
5 Minutes
10 Minutes
15 Minutes
Park Service Gap Analysis
Exhibit 3.1-9: Service Area Gap
Analysis Map
Copyright © 1995–2023 Esri.
All rights reserved.
#1 #2
#3
#4
#5
#6
#7
Neighborhood Walking Radius #8
5 minutes
10 minutes
15 minutes
Parkette Walking Radius
5 minutes
10 minutes
15 minutes
47 | City of Buena Park • Parks and Recreation Master Plan 3 Community parks serve a larger active recreational community need and are also evaluated with a 3-mile drive radius. Residents within a short drivable distance to &RPPXQLW\ 3DUNV
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RI WKH WRWDO SRSXODWLRQ
To analyze the distribution of existing City parks, a service area radius map is created for &LW\RZQHG SDUNHWWHV QHLJKERUKRRG DQG FRPPXQLW\ SDUNV VHH ([KLELW
When areas zoned for residential use fall outside of these service area designations, WKH\ DUH LGHQWLÀHG DV DQ XQGHUVHUYHG QHLJKERUKRRG RU ´JDS DUHDµ 7KH &LW\ KDV excellent coverage providing park space that is geographically distributed throughout WKH FRPPXQLW\ 7KHUH DUH KRZHYHU VRPH JDSV DV LGHQWLÀHG LQ H[KLELW
#1
#2
#3
#4
#5
#6
#7
#8
There is a small neighborhood outside of the service area accessible from Alondra %OYG LQ /D 0LUDGD 7KHUH LV DQ RSHQ WXUI ÀHOG DGMDFHQW WR WKLV QHLJKERUKRRG DW Charlotte Anthony Elementary School. There is also Windermere Park in La Mirada less than one half mile away that services this community.
There is a small residential neighborhood outside the service area north of Malvern Ave along the Los Coyotes Country Club to Rosecrans Ave. This neighborhood is served by County of Orange Ralph B Clark Regional Park. Lakeside private neighborhood is also located in a gap area here just south of Malvern Ave. This neighborhood is served by its own private amenities.
There are several residential areas in this gap that fall outside of a services area. 7KH DUHD EHWZHHQ WKH 6DQWD $QD
)UHHZD\DQG WKH $UWHVLD
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small residential area. This area is served by a private HOA park, HOA Pools, as well as Mabel L. Pendleton Elementary School.
The Neighborhoods in the southern part of this gap adjacent Knott’s Berry Farm are loosely served by Peter Marshall Park and Schweitzer Park in Anaheim less than one mile away.
There is a small gap north of Orangethorpe Ave west of Knott Ave. This neighborhood is served by a private mini park and Buena Park Junior High school. $QRWKHU VPDOO QHLJKERUKRRG EHWZHHQ 2UDQJHWKRUSH $YH DQG WKH $UWHVLD
Freeway also sits outside of the park service area. This neighborhood is landlocked and does not have readily available recreational opportunities.
A residential area west of Valley View St and north of Cresent Ava sits outside of WKH SDUN VHUYLFH DUHD :DONHU -XQLRU +LJK 6FKRRO
/D 3DOPD
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area and may serve as a recreational opportunity for this community.
There is a small gap in this area however there are multiple recreational opportunities that sit just outside the city boundary that may serve this community.
Opportunities exist with Orangeview Junior High School, Western High School in the City of Anaheim and Cypress College in the city of Cypress.
City of Buena Park • Parks and Recreation Master Plan | 48 Custom Park Standards Calculations (CPSC’s)
Custom Park Standards Calculations & Facility Demand
A key element in any planning strategy is an understanding of the nature of “demand” for parks and recreation facilities. This report assesses the demand for recreation facilities by the participants of organized sports within Buena Park, and participation data from the statistically valid, multimodal community survey. Without this understanding, a policy can only be based on general standards of supply and GHPDQG VXFK DV SRSXODWLRQ UDWLRV
DFUHV SHU WKRXVDQG SRSXODWLRQ
RU VHUYLFH DUHD
GLVWDQFH WR D SDUN
6XFK VWDQGDUGV DUH XVHIXO JXLGHV ODFNLQJ VSHFLÀF GHWDLOHG planning and assessment.
The Custom Park Standards Calculations
&36&·V
IRU WKH &LW\ RI %XHQD 3DUN
are based on the 2022 Esri population
level of 83,430 and participation data
gathered in the Sports Organization
Survey. The Custom Park Standards
Calculations provide an estimate of
the number of facilities or ‘demand’
required to accommodate peak day
demand in the context of the local
design standards. The local facility design
is based on the information received from
the sports organizations identifying the
number of players, team size, and facility
turnover for each facility type. The CPSC
Methodology is illustrated in Exhibit 3.2-1.
“The 2022 NRPA Agency Performance Review does not present park and recreation “standards”; the benchmarks outlined do not promote any sort of standards against which every park and recreation agency should measure itself. The reason for this is simple: there is not a single set of standards for parks and recreation because different agencies serve different communities that have unique needs, desires and challenges.
Agencies also have diverse funding mechanisms.”
- 2022 NRPA Agency Performance Review
C
ustom Park Standards Calculations
CPSC’
s FACILITY TURNOVER
RESIDENT VS NON-RESIDENT POPULATION
FIELD INVENTORY
TEAM SIZE
NO. OF SPORTS LEAGUES
3.2 49 | City of Buena Park • Parks and Recreation Master Plan 3 To provide an additional comparison of the Buena Park Local Needs, a comparison of the 2023 NRPA Benchmark facility report is provided in Exhibit 3.2-2. The comparison illustrates how each City is unique in its recreation patterns. The City should not rely solely on benchmarking.
Exhibit 3.2-2 below uses the 2023 NRPA Benchmark data to compare with the City of Buena Park’s existing inventory. The NRPA National Standard is used to calculate the NRPA Facility Need for Buena Park using the City of Buena Park’s 2022 population of 83,430.
*NRPA does not specify indoor or outdoor.
Exhibit 3.2-1 CPSC Methodology
Exhibit 3.2-2 Local Needs vs. NRPA
Needs
Facility Local CPSC Facility
Need Ratio for All
Players
Local
Facility
Need
NRPA National
Standard
(50,000 to 99,999
population)
NRPA
Facility
Need
Baseball Field (youth) 1/11,427 7.3 1/27,566 3.0
Basketball Court* 1/57,538 1.5 1/8,790 9.5
Football Field 1/166,860 0.5 1/29,374 2.8
Soccer Field (youth) 1/31,938 2.6 1/7,207 11.6
Softball Field (adult) 1/12,843 6.5 1/12,716 6.6
Softball Field (youth) 1/125,145 0.7 1/17,078 4.9
City of Buena Park • Parks and Recreation Master Plan | 50 Custom Park Standards Calculations (CPSC’s)
Baseball (youth) Summary:
Basketball (indoor) Summary:
The following illustrations identify the
individual sports evaluated as part of
the local CPSC’s for Buena Park. Existing
facilities are compared to the local
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important to note that the needs in this
section are based on organized sport
data and does not take into account
additional unstructured recreation desires
by the community.
Total Facilities Available
Current Needs
&XUUHQW 6XUSOXV 'HÀFLW
Future Needs
)XWXUH 6XUSOXV 'HÀFLW
3 7.3
-4.3
7.3 -4.3
Total Facilities Available
Current Needs
&XUUHQW 6XUSOXV 'HÀFLW
Future Needs
)XWXUH 6XUSOXV 'HÀFLW
1 1.5
-1.5
1.5 -1.5
Soccer (youth) Summary:
Softball (adult) Summary:
Football Summary: Softball (youth) Summary:
Total Facilities Available
Current Needs
&XUUHQW 6XUSOXV 'HÀFLW
Future Needs
)XWXUH 6XUSOXV 'HÀFLW
7 6.5
0.5 6.5
0.5 Total Facilities Available
Current Needs
&XUUHQW 6XUSOXV 'HÀFLW
Future Needs
)XWXUH 6XUSOXV 'HÀFLW
0 0.5
-0.5
0.5 -0.5
Total Facilities Available
Current Needs
&XUUHQW 6XUSOXV 'HÀFLW
Future Needs
)XWXUH 6XUSOXV 'HÀFLW
3*
2.6 0.4
2.6 0.4
Total Facilities Available
Current Needs
&XUUHQW 6XUSOXV 'HÀFLW
Future Needs
)XWXUH 6XUSOXV 'HÀFLW
3 0.7
2.3 0.7
2.3 Buena Park Girls Fastpitch Softball
Photo by https://www.bpgsl.org/
teams/?u=BPGSL&s=softball
RYHUOD\ ÀHOGV
51 | City of Buena Park • Parks and Recreation Master Plan 3 Pickleball Summary:
Skateboarding Summary:
Tennis Summary:
Cricket Summary:
Swimming (recreational) Summary:
Total Facilities Available*
Current Needs
Current Surplus / Deficit
1.0 0.8
0.2 Total Facilities Available
Current Needs
Current Surplus / Deficit
8.0 4.5
3.5 Total Facilities Available*
Current Needs
Current Surplus / Deficit
0 0.7
-0.7
Total Facilities Available
Current Needs
Current Surplus / Deficit
2.0 1.7
0.3 Total Facilities Available
Current Needs
Current Surplus / Deficit
0 1.9
-1.9
Buena Park P-Nut Baseball
The Custom Park Standards Calculations
for swimming, skateboarding, tennis,
pickleball, and cricket are based on
the 2022 population level in the City of
Buena Park of 83,430. The per capita
participation is based on the information
received from the 2023 statistically valid,
multimodal community survey identifying
the annual participation for each facility
type. The facility need ratio for each
type of facility is calculated by dividing
the total population by the number of
facilities demanded. The City should
continue to evaluate growth or decline
in recreational activities when prioritizing
new development.
*Based on 10,000 SF = 1 skate park
Photo by the City of Buena Park
City of Buena Park • Parks and Recreation Master Plan | 52 Programs and Services
In addition to providing open spaces,
parks, and recreation facilities, the City
of Buena Park through the Community
Services Department also provides a
wide range of services and programs
geared towards meeting the recreation
needs and interests of various age levels.
The City’s service and activity programs
include:
Sports & Fitness Activities:
The City has an impressive assortment
of sports, fitness, and aquatics programs
available through its Community Services
Department. The programs provide
something literally for everyone from
tots to teens, and from adults to seniors.
Youth programs are offered for track
and field, basketball, volleyball, soccer,
sports leagues, gymnastics, martial arts,
and tennis, and programs on the ice
in conjunction with Westminster Ice.
Adult programs include Zumba, yoga,
Tai Chi, boot camps, and adult sports
leagues. A number of senior fitness and
exercise programs are offered, including
pickleball, table tennis, and dance
classes.
Recreation Classes And Activities:
Beyond sports, and fitness classes, Buena
Park offers a variety of special interest
classes including activities in dance,
theater, community chorus, community
gardens, computer programming,
robotics, and other STEAM programs.
These are in addition to its seasonal
programs and its everyday arts and crafts
classes.
Community Programs:
Beyond recreation programs, the
City has a Homeless Outreach Team,
Senior Outreach, and Social Services
Team, and a Grocery Food Distribution
program. When in need, the community
is fortunate with the wrap-around services
provided at the Friendly Center and the
services provided by the Buena Park
Collaborative. These programs are critical
as they provide a caring and helpful
hand to individuals, couples, and families
in need with support and assistance
in identifying and accessing available
services.
3.3 Programs and Services
Tot Time
Swim Lessons
Photo by the City of Buena Park
Photo by the City of Buena Park
53 | City of Buena Park • Parks and Recreation Master Plan 3 Memorial Day Remembrance Service
Special Events:
The City brings friends, neighbors, and the
community together to celebrate several
popular special events throughout the
year. The City’s Spring Extravaganza, its
concerts in the park and movies under
the stars, its festivals and art shows,
the symphony, theater and chorus
performances, and its Silverado Days are
among the popular annual events.
Are Satisfied
60%
with City Recreation
Programs, Classes, Activities, or Services
Listed William Peak Park as the Most
24%
Often Used Park or Recreation Facility
Family Art Festival
Photo by the City of Buena Park
Photo by the City of Buena Park
Participation:
The City’s participation numbers at the
end of FY 2021/22 have shown growth and
a return from its pre-pandemic numbers
in FY 2019/20. Attendance increased
by 289% in youth sports, 623% in summer
camps, and 145% in its parents night out
programs.
A detailed analysis of the City’s recreation
programs, activities, special events,
and recommendations is included in
the Appendix. The community’s voice
expressed satisfaction with the current
program offerings, and its interest in
expanded and developing new program
offerings for the future.
City of Buena Park • Parks and Recreation Master Plan | 54 Photo by the City of Buena Park
Buena Park Track
55 | City of Buena Park • Parks and Recreation Master Plan 4 4.1
Key Strategy #1: Invest in the future through program development for younger generations
Key Strategy #2: Establish a collaborative community support network focused on promoting safety and awareness
Key Strategy #3: Develop programs to promote a healthy mind and body through active sports and wellness classes
Key Strategy #4: Provide diverse program opportunities for all ages and abilities to strengthen the overall community fabric
Key Strategy #5: Modernize existing facilities and develop new recreation amenities
Key Strategy #6: Support outdoor recreation and community exploration through development of enhanced park
amenities and trail connectivity
Key Strategy #7: Offer continued support for aquatic facilities and programming
The recommendations developed herein are founded in the desires and needs for recreation opportunities identified by the Buena Park community outreach conducted as part of this Parks and Recreation Master Plan. Specific recommendations are broken down into the seven key strategies that will advance the development of parks and recreation for the entire community.
Key Strategies
Each of the following recommended key strategies are designed to balance the equation of where exiting recreation resources exist and how they relate to the needs of the community.
SECTION FOUR:
RECOMMENDATIONS
City of Buena Park • Parks and Recreation Master Plan | 56 Key Strategy #1: Invest In the Future
Through Program Development For Younger
Generations
Existing Conditions:
• A variety of programs are offered to the
community for youth under 18 years.
These include specific offerings for
preschool-aged (under 5), school-age
(5-12 years), and the teenage (13-17
years) population in Buena Park.
• Specific youth activities include
Halloween Crafts & Fun, Summer Safari
Youth Excursion Program, Read with
Me, and VOLT.
• Youth program participation has grown
well past pre-pandemic numbers.
Significant increases were identified
in youth sports, summer camps and
parents’ night out (further details
available on page 58).
Community Voice:
• Youth program desires were recorded
in all outreach modes. Ideas expressed
in the Stakeholder Interviews were
update youth programs and variety of
offerings. Concerns over a perceived
lack of youth programs were recorded
in Workshop 1, and requests for
“college and career readiness class/
teen leadership” were expressed in
Workshop 3. The Multimodal survey
identified “Activities, classes for
toddlers and children” as one of the
programs residents would like to see
added or expanded in the city.
• Exhibit 4.1-1 illustrates the survey
respondents that indicated youth
programs as a need in the city.
Youth programs:
Buena Park’s programs are a vital aspect
of the city’s growth and prosperity.
Buena Park’s commitment to improving
programs within the city reflects its
dedication to maintaining a high quality
of life for its diverse population.
Exhibit 4.1-1: Youth Programs Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
Photo by the City of Buena Park
P-Nut Baseball
57 | City of Buena Park • Parks and Recreation Master Plan 4 Recommendations:
With the growth in participant registration
combined with the community desires
the following youth programs and service
recommendation should be considered
(specific details are outlined in the
appendix):
• The preliminary recommendations for
early childhood/preschool programs
suggest offering diverse activities for
toddlers in two to three-hour blocks,
two to three days per week, along
with more flexible one-day-per-week
classes for parents. These programs
can be provided in-house or through
contract service providers, with an
emphasis on community engagement,
safety, and accessibility.
• Recommendations include expanding
school-age programs in the city to
include diverse recreational classes
like astronomy and cooking, offering
flexible half-day camp options, and
partnering with local organizations and
schools to provide a range of engaging
activities and accommodate parents’
varying schedules and children’s
interests.
• Recommendations for teen programs
in Buena Park include organizing
teen dances, Battle of the Bands,
skateboarding events, Leaders in
Training (LIT), and Junior Lifeguards
programs. Additionally, these work
experience programs are seen as a
valuable resource to both teenagers
and the community, offering a potential
solution to part-time staffing challenges
while providing youth with early
workplace experiences.
106% Increase
289% Increase
623% Increase
145% Increase
City of Buena Park • Parks and Recreation Master Plan | 58 Exhibit 4.1-2: Security Lighting and Cameras
Survey Results
Existing Conditions:
Recommendations:
• The City of Buena Park has been
awarded $500,000 in American Rescue
Plan Act (ARPA) funds from Supervisor
Doug Chaffee and the County of
Orange and for added security
cameras and lighting upgrades
around the city. The installation of
security cameras and lighting at
various locations, including Buena Park
Community Center, Ehlers Event Center,
Rick Gomez Park, George Bellis Park,
Community Gymnasium, William Peak
Park, promotes an increase in safety
and security for the community.
• The city has already installed cameras
at several facilities. Based on the
participant requests the city should
conduct a park lighting audit. The focus
of the audit would be to identify dark
zones and or areas typically out of
visibility. Additional park lighting should
be implemented in these areas to
continue to promote park security.
• As necessary the city should look
to expand coverage of security
capabilities at parks that do not yet
have any surveillance systems installed.
Community Voice:
• Community desires for security
lighting and cameras were recorded
in Stakeholder Interviews, Workshop
1, Workshop 2, Workshop 3, and the
Multimodal Survey as shown on exhibit
4.1-2. Workshop 2 comments also
indicated participants visit certain
parks more because of security.
Specific mentions included requests for
solar powered security lights as well as
security cameras.
Security lighting and cameras:
Good lighting enhances community
safety. It deters crime, improves visibility,
and enables quicker responses by law
enforcement. Coupled with surveillance
systems, it fosters a sense of security,
creating safer and more comfortable
neighborhoods for everyone.
Copyright © 1995–2023 Esri.
All rights reserved.
Key Strategy #2: Establish a Collaborative
Community Support Network Focused On
Promoting Safety and Awareness
59 | City of Buena Park • Parks and Recreation Master Plan 4 Existing Conditions:
Recommendations:
• Currently the City of Buena Park
Police Department has a force of
85 sworn police officers and 36
professional staff members. These
sworn police officers and professional
staff members cooperate closely to
provide outstanding customer service
to the community. Their shared goal
is to enhance the quality of life for all
residents, employees, and visitors in the
City of Buena Park by reducing crime
and promoting safety.
The city should consider implementing Crime Prevention through Environmental Design (CPTED) features in any new park facility or park improvements. Key CPTED elements to consider include:
• Engaging the community in the design and maintenance of public spaces to create a sense of ownership and pride, leading to greater vigilance against criminal activity. • Regular upkeep and management of properties and public spaces to prevent them from becoming run-down or neglected, which can attract criminal activity. • Designing spaces to increase visibility and surveillance, such as installing well-placed lighting, clear sightlines, and windows overlooking public areas.
Additionally, the city may elect to establish goals and objectives of a park ranger program to engage the community further and enhance positive presence in public spaces.
Community Voice:
• Desires for enhanced “security” and
“police patrols” to enforce rules and
promote community safety in parks
was recorded in multiple outreach
modes. Specifically, Stakeholder
Interviews, Workshop 1, Workshop
3, Feedback Comments and the
Multimodal Survey all included
mentions of police patrols, ranger
program development, and enforcing
park rules (specific mentions include
smoking and drinking).
• Exhibit 4.1-3 illustrates the location
of survey respondents that indicated
safety and police patrols are a need in
the city.
Safety in parks and facilities and security/
police patrols:
Exhibit 4.1-3: Safety in Parks and Facilities
and Security / Police Patrols Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
City of Buena Park • Parks and Recreation Master Plan | 60 Homeless outreach:
Homeless outreach is a compassionate
community effort to assist those
experiencing homelessness. It involves
connecting individuals with essential
resources like shelter, food, and medical
care while building trust and offering
long-term solutions like housing and job
support. This approach aims to restore
stability and dignity to their lives.
Exhibit 4.1-4: Homeless Outreach Survey
Results
Copyright © 1995–2023 Esri.
All rights reserved.
Key Strategy #2: Establish a Collaborative
Community Support Network Focused On
Promoting Safety and Awareness
Existing Conditions:
• Homeless / Community Outreach Services
is identified as one of four strategic goals
of the Community Services Department.
• Buena Park, like many parts of Orange
County, has seen a rising issue of
homelessness, especially in areas
frequently visited by tourists. Homeless
individuals and their belongings are
visible in various city parks and private
properties, notably along Beach
Boulevard. The Buena Park Police
Department has an established Bright
Paths Program. The program empowers
homeless individuals to transition into
self-sufficient, contributing members
of the community by offering essential
resources, including temporary housing,
rehabilitation programs, and general
assistance, enabling them to take the
first step toward reclaiming their lives and
reintegrating into society. In addition, the
program provides the tools to educate
local residents, businesses, and faithbased organizations about homelessness and the resources readily available to
empower these groups to help decrease
homelessness in their neighborhoods.
In 2016, the city council approved the
following steps in efforts to decrease
homelessness in the City:
• Conduct a Buena Park homeless
census
• Engage community members
• Provide two dedicated police liaison
officers
• Connect with businesses and faithbased organizations • Address stolen shopping carts
• In 2021, the city added a Homeless
Outreach Team to supplement the Buena
Park Police Department Homeless Liaison
Officer. This team fosters relationships
to develop comprehensive and
compassionate solutions that include
referrals to social services, shelter options
and case management.
• Further, in September of 2022, the Friendly
Center opened at the City’s Buena Park
Community Center. This Community
Resource Center offers vital social service
programs to struggling families in the
community. 61 | City of Buena Park • Parks and Recreation Master Plan 4 Recommendations:
• The City may want to consider
providing additional information
and exposure to these valuable
social services on its website. These
programs and services are provided
to the community, but are not found
as a service or resource on the City’s
website as is 2-1-1 Orange County,
the National Association on Mental
Illness, or the OC Health Agency Crisis
Assessment. The lack of program
visibility and increasing homeless
populations may be the result of
the increased community desire for
additional services and programs.
Developing informational campaigns
to promote the accomplishments
of these programs will illustrate to
the community the efforts already
underway by the City of Buena Park.
Community Voice:
• Several concerns for people dealing
with homeless situations were recorded
during the outreach campaign.
Specifically, Stakeholder Interviews,
Workshop 1, Workshop 3, and
Feedback Comments all included
mentions of “homeless outreach”,
concerns of the number of homeless
in parks, and desires for homeless
services for families in need.
• Exhibit 4.1-4 illustrates the location
of survey respondents that indicated
homeless outreach is a need in the
city.
Photo by the City of Buena Park
Buena Park Navigation Center
City of Buena Park • Parks and Recreation Master Plan | 62 Key Strategy #3: Develop Programs To
Promote a Healthy Mind and Body Through
Active Sports and Wellness Classes
Existing Conditions:
Recommendations:
• The city has multiple park locations
with exercise amenities available to
the community. Currently, Images
Park, Lindbergh Mini Park, Rick Gomez
Park, San Marino Park, George Bellis
Park, William Peak Park have exercise
equipment / fitness stations.
• Repair and replace worn exercise
equipment as usage requires.
• Consider adding equipment in park
locations near community desires are
strong such as Smith-Murphy Park, San
Antonio Park, and Boisseranc Park.
Community Voice:
• Desires for additional “exercise
equipment” were recorded from
the community in the Stakeholder
Interviews, Workshop 2, Feedback
Comments, Multimodal Survey.
• Exhibit 4.1-5 illustrated the location of
the respondents that indicated a desire
for exercise and fitness equipment.
Exercise equipment:
Providing exercise equipment to a
community brings a multitude of benefits.
It promotes physical fitness and overall
health, offering residents an accessible
way to stay active and combat sedentary
lifestyles. Additionally, communal exercise
spaces encourage social interaction and
a sense of belonging, fostering community
bonds. By making exercise equipment
readily available, communities empower
individuals of all ages to prioritize their wellbeing, leading to a healthier, happier, and more engaged population.
Exhibit 4.1-5: Exercise Equipment Survey
Results
Copyright © 1995–2023 Esri.
All rights reserved.
63 | City of Buena Park • Parks and Recreation Master Plan 4 Existing Conditions:
Recommendations:
• There are several sport opportunities in
the city residents can take advantage
of. Sports such as baseball, softball,
soccer, and basketball to name a few
enable the community to participate in
active recreation. Parks and recreation
plays a critical role in ensuring everyone
has access to team and individual
sports. As part of the research for this
Master Plan nine (9) sports organizations
were surveyed. The results of that
survey evaluated the number of fields
required based on the number of teams
and players. That information was then
balanced with the city’s inventory of
available facilities.
• The city currently has a deficit of -4.3
fields for youth baseball, and -1.5 indoor
basketball courts according to the
Custom Park Standards Calculations
(CPSC’s). Refer to section 2.2 and 3.2
for additional information. Other sports
such as youth soccer, softball (youth and
adult), each have a balanced demandneed ratio.
The city has limited space for new additional large sports facilities to reduce the existing youth baseball deficit. As such the city will need to balance the remaining facility programming and seek out joint use partnerships to support the current demand. • Continue to maintain sports field and courts.
• Monitor registration and participation in youth and adult programs. If sports programs grow beyond city inventory capacity:
• Explore joint use opportunities with school districts, explore overlay options, and expand field usage by adding field lights for extended program hours (William Peak Park)
Community Voice:
• During the outreach process sport
facilities and programs were mentioned
in the Stakeholder Interviews, Workshop
2, Workshop 3, and in Feedback
Comments shown in exhibit 4.1-6.
Specific mentions recorded include”
Sports (youth, classes, organized
leagues, train coaches better, new
equipment)” as well as “sports field
improvements”.
Exhibit 4.1-6: Sports Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
Sports:
Sports programs provide opportunities
for improved physical fitness, social
and leadership development, stress
relief, personal growth, and community
engagement, contributing to individual
well-being and community cohesion.
City of Buena Park • Parks and Recreation Master Plan | 64 Existing Conditions:
Recommendations:
• The city has numerous programs for all
ages that deal with specific health and
wellness elements. Programs range
from youth to adult to senior classes.
Specific program offering include Youth
Sports & Fitness Classes, Swim Lessons,
Gymnastics and Tennis, Martial Arts,
PiYo, Zumba, Yoga, Kundalini, Strength
and Conditioning Training, Tai Chi
Chuan, Senior Café, Meals on Wheels
OC Home Delivered Meals, Grocery
Food Distribution and many more.
• Buena Park has successfully resumed
many programs, with registration and
participation levels near or exceeding
pre-pandemic figures.
Continue to develop and host health and
wellness-oriented classes and facilities
including:
• Healthy cooking classes
• Group exercise classes
• Development of a fitness center
and expansion of outdoor exercise
equipment
Community Voice:
• Participants noted desires for “health
and wellness classes”, “Nutrition and
self-health”, “physical health through
parks”, and “healthy minds and
bodies during the community outreach
campaigns. Exhibit 4.1-7 shows specific
mentions recorded in the Stakeholder
Interviews, Workshop 1, Workshop
3, Feedback Comments, and in the
Multimodal Survey.
Exhibit 4.1-7: Health and Wellness Survey
Results
Copyright © 1995–2023 Esri.
All rights reserved.
Health and wellness class:
Recreation programs, services, and
facilities provide a number of benefits
throughout the community. Research
shows that parks and recreation programs
can change the way people interact
with their environment. By providing the
community with ways to get involved and
stay invested in its green spaces, effective
park programming brings many benefits
to the health and well-being of residents.
Effective recreation programs promote the
positive use of leisure time and a lifelong
commitment to a healthy lifestyle, personal
development, and a strong community.
Key Strategy #3: Develop Programs To
Promote a Healthy Mind and Body Through
Active Sports and Wellness Classes
65 | City of Buena Park • Parks and Recreation Master Plan 4 Photo by the City of Buena Park
Buena Park Track
City of Buena Park • Parks and Recreation Master Plan | 66 Key Strategy #4: Provide Diverse Program
Opportunities For All Ages and Abilities To
Strengthen the Overall Community Fabric
Existing Conditions:
Recommendations:
• Recognizing the projected growth of the
senior population in California, Governor
Gavin Newsom initiated the Master Plan
for Aging in 2019, outlining five goals and
23 strategies to support older Californians
by 2030. Buena Park is actively aligned
with these goals, offering a wide
range of programs and services for its
senior community, spanning nutrition,
transportation, social clubs, fitness,
support services, and cultural activities.
This approach prioritizes senior wellbeing and community engagement.
The Master Plan and Buena Park’s efforts
collectively demonstrate a proactive
commitment to creating age-friendly
communities in California. Together, they
aim to ensure that seniors have access
to housing, healthcare, and opportunities
that enrich their lives and promote
inclusion and equity.
• The city offers numerous senior classes
and activities (refer to the appendix
for specific class availability). The
city should continue to evaluate
participation in each programs to
remain current in relative offerings.
Trends in senior programming include
health and wellness (refer to key
strategy 3), food distribution (currently
available to seniors) and as well as
aqua aerobics. The city may also
consider adding gardening classes
in conjunction with its Community
Gardens and potentially with the
University of California Master
Gardeners.
Community Voice:
• Desires for additional “senior classes
and activities” were recorded from
the community in the Stakeholder
Interviews, Workshop 2, Workshop 3,
and the Multimodal Survey shown in
exhibit 4.1-8.
Senior classes and activities:
Senior classes and activities improve the
well-being of older community members
by promoting physical and mental
health, reducing isolation, and fostering
a sense of belonging. These programs
empower seniors to stay active and
engaged, contributing to a more vibrant
community.
Exhibit 4.1-8: Senior Classes and Activities
Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
67 | City of Buena Park • Parks and Recreation Master Plan 4 Existing Conditions:
Recommendations:
• Arts and Crafts play a vital role in
child development by nurturing
creativity, problem-solving skills, and
critical thinking, while also enhancing
academic performance. Buena
Park offers a variety of programs,
such as Anime Art, Cartoon Drawing,
Scrapbooking, and more, to provide
children with opportunities for artistic
expression and skill development.
These programs encourage exploration
and expression in a supportive
environment, contributing to the growth
and well-rounded development of
children during their formative years.
• Currently, Community Services Goal
3 includes promoting cultural and
fine arts events within the community
to explore opportunities for diverse
performing arts programming and
promote unique and varied events that
display the City’s cultural diversity.
The City of Buena Park may want to
consider the following arts and crafts
programs based on regional trends:
• Cooking and Culinary Arts
• Ceramics for Children & Adults
• Jewelry Making Classes
• Music Classes
Community Voice:
• There were community desires for arts
and crafts shown in exhibit 4.1-9 and
recorded in Workshop 3, Feedback
Comments, and in the Multimodal
Survey. Specific comments included
“instructional programs in art, music
and visual arts”, Art & Culture”, “Fine
arts drop in facility”, and “Music”.
Arts and crafts class:
Arts and crafts classes in a community
are a creative outlet that benefits
individuals by providing a platform for
self-expression, skill development, and a
sense of accomplishment. These classes
also foster community bonds through
shared creative experiences, enriching
the cultural fabric and promoting social
well-being.
Exhibit 4.1-9: Arts and Crafts Classes Survey
Results
Copyright © 1995–2023 Esri.
All rights reserved.
City of Buena Park • Parks and Recreation Master Plan | 68 Existing Conditions:
Recommendations:
• The city currently has joint use
agreements with:
• Buena Park School District
(Community Gymnasium),
• Buena Park School District (Whitaker
School Park),
• Fullerton Joint Union High School
District,
• License Agreement with Southern
California Edison for Right of Way
green space from Valley View St. to
El Monte Dr.,
• Lease Agreement with the First
Congregational Church
• The city should continue to develop
new public and private partnerships
to support the growth of parks and
recreation services and facilities
available to the community.
Community Voice:
• There were community desires for
joint use programs and partnerships
recorded in Stakeholder Interviews,
Workshop 1, and Feedback Comments.
Specific comments included
“program/partnerships (with schools,
small businesses, library and Boys &
Girls Club)”, and “mutually beneficial
green space”.
• Exhibit 4.1-10 illustrates the location of
survey respondents that indicated joint
use programs / partnerships is a need
in the city.
Exhibit 4.1-10: Joint Use Program /
Partnership Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
Key Strategy #4: Provide Diverse Program
Opportunities For All Ages and Abilities To
Strengthen the Overall Community Fabric
Joint use program / partnership:
Public agencies can enter joint
development and/or joint use
agreements with other local public
agencies for development or use of
land and facilities. The City of Buena
Park entered into a Joint Use Agreement
with Buena Park Unified School District
on the construction and operation of
a community gymnasium at Buena
Park Middle School. The City also
entered into a License Agreement with
Southern California Edison to develop an
easement for a park, public recreation,
and community garden purposes.
Photo by https://www.alltrails.com/parks/us/
california/ralph-b-clark-regional-park
Photo by the City of Buena Park
Ralph B. Clark Regional Park
Whitaker Park Site
69 | City of Buena Park • Parks and Recreation Master Plan 4 Existing Conditions:
Recommendations:
• The City of Buena Park provides several
special events including: Spring
Extravaganza, Movies Under the Stars,
Summer Concert Series, Symphony
on the Go!, Community Chorus
Performances, BP CultureFest, Silverado
Day (BP Noon Lions) Cops and Goblins,
Art Shows and Art Festivals, Food Truck
Festival, Candy Caneland and Craft Fair,
Christmas Tree Lighting, Civic Theater,
Memorial Day Remembrance, Veteran’s
Honor Walk, All-City Track and Field
Meet, and Family Art Festival.
Community Voice:
• Community desires for continued and
expanded “community events” were
noted specifically across all in person
workshops and Feedback Comments as
shown in exhibit 4.1-11. This concentration
of community desires building from a
specific qualitative outreach mode
indicate one of Buena Parks strengths in
building community identity.
• The City of Buena Park may want
to consider offering joint events in
conjunction with the North Orange
County Chamber. Events such as an
Art Walk in a Buena Park business
district to celebrate local artists. These
events bring the community together in
celebration, but also assist in bringing
an audience to the business district to
promote these local businesses.
Exhibit 4.1-11: Community Events Survey
Results
Copyright © 1995–2023 Esri.
All rights reserved.
Community events:
Community-wide events bring
people from all walks of life together,
strengthening the bonds between
them. Studies have shown that building
healthy relationships and spending time
with your family, friends, and others
in your community can help improve
your mental well-being. Establishing a
strong identity and a sense of pride for
a community is important, especially
for smaller cities. Smaller cities can use
community events to connect residents
and to keep old traditions alive, while
making new traditions.
Note:
• Events are typically challenged with attendance in its first few years. Most events often kick off with a modest crowd and as word spreads, grow with excitement in future years. With this in mind, as opposed to new stand-alone special events, take your creative new idea/event to the people. Success can be achieved by bringing small events to a large community gathering or to another established special event.
• Events are also typically challenged with budgets for new or growing special events; however, popular/signature events with large crowds and attendance have built-in opportunities for sponsorships from local businesses.
City of Buena Park • Parks and Recreation Master Plan | 70 Existing Conditions:
• There are currently limited special needs
services available within the city. The
city does offer a Special Needs Martial
Arts class. Special needs programs
offer tailored support and resources to
individuals with disabilities, enhancing
their quality of life by addressing
their specific needs and fostering
independence. These programs promote
social inclusion and skill development,
reducing stigmatization and empowering
individuals to advocate for themselves.
Families benefit from guidance and
support, while society gains from
increased diversity and a more inclusive,
compassionate culture. Additionally,
special needs programs provide equal
opportunities and ultimately contribute
to a more equitable and harmonious
community.
Community Voice:
• Community desires for “Special needs
programs (Adults, Sports)”, “special
needs playgrounds”, “classes geared
towards participants with special
needs” were recorded in Stakeholder
Interviews, Workshop 2, Workshop 3,
and Feedback Comments shown in
exhibit 4.1-12.
Special needs programs:
Special needs programs provide
tailored support and opportunities
for individuals with diverse abilities,
addressing their unique needs and
fostering independence. These programs
contribute to inclusive communities and
promote awareness of diverse abilities.
Exhibit 4.1-12: Special Needs Programs
Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
Key Strategy #4: Provide Diverse Program
Opportunities For All Ages and Abilities To
Strengthen the Overall Community Fabric
Photo by https://up-ma.com/
71 | City of Buena Park • Parks and Recreation Master Plan 4 Photo by https://up-ma.com/
Photo by https://up-ma.com/
Recommendations:
The City should create a Committee or
Commission to act in an advisory capacity
to the City Council and City staff to address
concerns or issues affecting people
with special needs, including those with
physical and mental disabilities, and to
make recommendations on new programs
and services.
• Develop an Inclusion Policy dedicated
and committed to following the
guidelines established by ADA to ensure
all programs, activities, and services are
accessible and available to individuals
with disabilities.
• Develop inclusion programs to allow
participants the opportunity for more
“hands-on” job training classes, to
improve their potential for finding
employment.
• In cooperation with local school districts
and the County of Orange Social
Service Agency, develop programs
specific to persons with disabilities,
such as independent living programs,
summer programs, after school
programs, and job training to support its
residents with disabilities.
• Explore cooperative agreements with
other Orange County communities
and nonprofits, such as REACH or the
Regional Center of Orange County to
provide programming opportunities
for persons with intellectual and
developmental disabilities.
• Explore collaborative partnerships
with the Speech and Language
Development Center (SLDC) for
opportunities to offer programs and
services to the community.
City of Buena Park • Parks and Recreation Master Plan | 72 Key Strategy #5: Modernize Existing
Facilities and Develop New Recreation
Amenities
Existing Conditions:
Recommendations:
• The city currently has George Bellis
Park Dog Park, a small approximately
½ acre (24,000 SF) dog park. Dog parks
are growing in popularity yet are still
regional destination facilities.
• Additional nearby dog parks include
Maxwell Dog Park in Anaheim and
Fullerton Pooch Park.
• Typical dog parks are 1 to 2 acres in
size. It is recommended the city begin
improvements to the existing dog park
including shade areas, dog agility
amenities. Based on frequency and
usage of the existing dog park the city
may consider expanding the exiting
dog park or developing more dog
friendly areas including dog runs, and
additional waste bag dispensers.
Community Voice:
• Community desires for a dog park were
recorded in Stakeholder Interviews,
Workshop 2, Workshop 3, Feedback
Comments as well as the Multimodal
Survey. Specific mentions include
“dog park, obstacle course, and dog
playground.”
• Exhibit 4.1-13 illustrates the location of
survey respondents that indicated a
dog area is a need in the city.
Dog area:
Having a safe and controlled space for
dogs to exercise and socialize, promoting
their physical and mental well-being.
This can lead to healthier and happier
pets. Additionally, dog parks encourage
community engagement, as pet owners
gather and build connections while
supervising their dogs. Such spaces also
help reduce issues related to off-leash
dogs in other public areas, enhancing
safety and peace in the neighborhood.
Exhibit 4.1-13: Dog Area Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
73 | City of Buena Park • Parks and Recreation Master Plan 4 Existing Conditions:
Recommendations:
• The city currently has 12 parks with
various playground structures for
children to play on.
• The city should develop a playground
maintenance and replacement
strategy based on equipment
life cycles. A good playground
replacement model should prioritize
safety, accessibility, and fun for
children of various age groups.
• As the city develops new playground
facilities specific design considerations
should be given to a universal design
approach. This approach enables
a wider community to interact in a
social and individual bases taking into
account a variety of special needs.
Community Voice:
• Community desires for playground
improvements were recorded in
Stakeholder Interviews, Workshop 2,
Workshop 3, Feedback Comments
as well as the Multimodal Survey.
Specific mentions include “playground
improvements” and “safe equipment,
inclusive, innovative, at Peak Park”.
• Exhibit 4.1-14 illustrates the location
of survey respondents that stated
playground improvements are needed
in the city.
Playground improvements:
Improving playground equipment in a
city creates safer and more inclusive
spaces for children to play, promoting
physical activity, social interaction,
and community attractiveness. It’s an
investment in the well-being and future of
the city’s youth.
Exhibit 4.1-14: Playground Improvements
Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
City of Buena Park • Parks and Recreation Master Plan | 74 Existing Conditions:
Recommendations:
• The City currently has 13 parks and
three recreation facilities. There is
approximately $11,900,000 in 20-21
CIP projects that deal with specific
park upgrades, new park facilities and
equipment.
Continue with the planned 2023-24 CIP
items identified below:
• Citywide Parks ADA Improvements
• Images Park
• Community Gardens Master Plan
Community Voice:
• Community desires for general park
upgrades and renovations are shown
in exhibit 4.1-15 and were recorded
in Stakeholder Interviews, Workshop
1, Workshop 3, Feedback Comments
as well as the Multimodal Survey.
Specific mentions include “renovate /
upgrade existing parks, renovate peak
park, renovate courts, and modernize
parks”.
Renovate / upgrade existing parks:
Renovating and upgrading park facilities
improves safety, attractiveness, and
functionality. It promotes physical
activity, sustainability, and community
engagement, ultimately enhancing
residents’ quality of life and pride in their
public spaces.
Exhibit 4.1-15: Renovate / Upgrade Existing
Parks Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
Key Strategy #5: Modernize Existing
Facilities and Develop New Recreation
Amenities
75 | City of Buena Park • Parks and Recreation Master Plan 4 Existing Conditions:
Recommendations:
• The city has numerous seating
opportunities across the park system
including picnic shelters at Rick Gomez
Park, Carl Brenner Park, John Beat Park,
Larwin Park, San Marino Park, SmithMurphy Park, Boisseranc Park, George Bellis Park, and William Peak Park.
• Review high traffic areas within current
park facilities and add benched and
additional seating areas as necessary.
• Consider additional seating areas
around playgrounds, and sport court
facilities.
Community Voice:
• Community desires for benches
and seating areas were recorded in
Stakeholder Interviews, Workshop 3,
and Feedback Comments. Specific
mentions include “add benches, more
benches and seating areas”.
• Exhibit 4.1-16 illustrates the location
of survey respondents that indicated
benches and seating are a need in the
city.
Benches / seating:
Providing benches and seating at
parks enhances the park experience,
promoting relaxation, physical well-being,
social interactions, and inclusivity. These
seating options create inviting spaces
that strengthen community bonds.
Exhibit 4.1-16: Benches / Seating Survey
Results
Copyright © 1995–2023 Esri.
All rights reserved.
City of Buena Park • Parks and Recreation Master Plan | 76 Existing Conditions:
Recommendations:
• The city currently has several picnic
shelters at city parks including Rick
Gomez Park, Carl Brenner Park, John
Beat Park, Larwin Park, San Marino Park,
Smith-Murphy Park, Boisseranc Park,
George Bellis Park, and William Peak
Park.
• Add picnic shelter opportunities over
existing playgrounds.
• Consider additional picnic shelters
and shade opportunities near areas
illustrated on exhibit 4.1-17.
Community Voice:
• Picnic shelters and shade desires were
recorded in Stakeholder Interviews,
Workshop 2, and the Feedback
Comments. Ideas from the community
included “providing shade structures
over all playgrounds “, including shade
at pickleball courts, and develop more
picnic shelters.
• Exhibit 4.1-17 illustrates the location of
survey respondents who indicated that
picnic shelters and shade are a need
in the city.
Shade structures:
Shade structures offer numerous
advantages for outdoor gatherings. They
provide protection from the elements,
shielding guests from solar exposure and
inclement weather. Shade structures
accommodate larger groups, offering
privacy and a designated space for
social events. They extend the usability
of outdoor spaces and often come
with storage facilities for convenience.
Overall, shade structures create
aesthetically pleasing environments
that enhance the enjoyment of outdoor
activities.
Exhibit 4.1-17: Shade Structures Survey
Results
Copyright © 1995–2023 Esri.
All rights reserved.
Key Strategy #5: Modernize Existing
Facilities and Develop New Recreation
Amenities
77 | City of Buena Park • Parks and Recreation Master Plan 4 Existing Conditions:
Recommendations:
• The city currently has restrooms
available at all of the neighborhood
and community parks, excluding
Silverado Trail.
• Upgrade and renovate restroom
facilities available to the public.
Consideration should be given to
security, accessibility, lighting and
regular inspection and cleaning
schedules.
• Upgrade and renovate restrooms that
are in disrepair first including those at
Carl Brenner Park, Boisserance Park,
William Peak Park,
Community Voice:
• Restroom improvement desires were
recorded in Stakeholder Interviews,
Workshop 3, Feedback Comments as
well as the Multimodal Survey shown
in exhibit 4.1-18. Comments from
the community included “Restroom
improvements (replace/fix equipment,
safety, open hours)“.
Restroom improvements:
The size of parks and their locations can
lead to whether or not they become
destination facilities. Small Mini Parks and
Neighborhood Parks primarily serve their
local neighborhood residents. Larger
Community Parks and Regional Parks are
more automobile centric and serve a
larger portion of the community. Having
restrooms at larger facilities supports the
wide variety of user groups that visit these
park types.
Exhibit 4.1-18: Restroom Improvements
Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
City of Buena Park • Parks and Recreation Master Plan | 78 Existing Conditions:
Recommendations:
• The Community Services Department
provides a variety of programs and
services and manages the City’s parks
with maintenance support from its
Public Works Department.
• The City is in the process of
implementing a Computerized
Maintenance Management System
(CMMS) with Mobile MMS from Websoft
Developers. This CMMS will provide
a valuable tool for the maintenance
team. The City has not evaluated or
implemented a lifecycle management
program for its amenities and the assets
in its park system.
• As time permits, the City is encouraged
to populate its CMMS software with
scheduled, planned, and programmed
maintenance.
• Implementation of the operations and
maintenance plan developed and
available in the appendix.
Community Voice:
• Requests for maintenance
improvements were recorded in
Stakeholder Interviews, Workshop 1,
and Workshop 3 shown on the map
in exhibit 4.1-19. Comments from the
community included “Maintenance /
clean up trash / graffiti removal “.
Maintenance:
The Public Works and Community Services
Department must work hand-in hand
to ensure top-notch customer service is
provided with its park maintenance and
the operation of the play spaces and
facilities in the City’s park system.
Exhibit 4.1-19: Maintenance Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
Key Strategy #5: Modernize Existing
Facilities and Develop New Recreation
Amenities
79 | City of Buena Park • Parks and Recreation Master Plan 4 Existing Conditions:
Recommendations:
• There are very little, large open areas
left for new additional parkland to
be developed. As a result, the city
has maximized its resources and
developed partnerships and joint use
agreements to expand recreation
opportunities for the community.
• Continue to develop public and private
partnerships for expanded recreation
opportunities including school district
properties, private golf course, and the
County park.
Community Voice:
• Requests for more, additional parks
were recorded in Stakeholder
Interviews, Workshop 3, and Feedback
Comments. Comments from the
community included “More, additional
parks (in central area, pocket parks,
distributed through city)”.
• Exhibit 4.1-20 illustrates the location of
survey respondents that indicated more,
additional parks are a need in the city.
More, additional parks:
Adding more parks to a city offers
numerous benefits. It increases access to
green spaces, promotes physical activity
and community bonding, enhances
mental well-being, and contributes to
environmental sustainability. Ultimately,
it enriches urban life and improves
residents’ quality of life.
Exhibit 4.1-20: More, Additional Parks Survey
Results
Copyright © 1995–2023 Esri.
All rights reserved.
City of Buena Park • Parks and Recreation Master Plan | 80 Existing Conditions:
Recommendations:
• The city does not have any permanent
pickleball facilities. There have been
temporary facilities set up for local
tournaments.
• As part of the Multimodal Survey
a calculation was developed to
determine the number of pickleball
courts the city would need based on
the average number of players and
their frequency of play (refer to section
3.2).
• The city should look to develop
permanent pickleball courts. Consider
developing permanent pickleball
courts at George Bellis, Boisseranc,
and/or San Marino Parks.
Community Voice:
• Requests for pickleball courts were
recorded in Stakeholder Interviews,
Workshop 2, and Workshop 3.
Comments from the community
included desires for new permanent
pickleball courts.
• Exhibit 4.1-21 illustrates the location
of survey respondents that indicated
pickleball courts are a need in the city.
Pickleball court:
Pickleball encourages people of all
ages and skill levels to engage in friendly
competition, promoting physical fitness
and social connections. With its smaller
court size and lower physical demands,
pickleball is accessible to a wide range
of individuals, including seniors and those
with physical limitations. Communities that
embrace pickleball facilities and programs
provide residents with an engaging way to
stay active, build relationships, and foster
a sense of belonging, making it a valuable
addition to their recreational offerings.
Exhibit 4.1-21: Pickleball Court Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
Key Strategy #5: Modernize Existing
Facilities and Develop New Recreation
Amenities
81 | City of Buena Park • Parks and Recreation Master Plan 4 Photo by the City of Buena Park
Carl Brenner Park
City of Buena Park • Parks and Recreation Master Plan | 82 Key Strategy #6: Support Outdoor Recreation
and Community Exploration Through Development Of
Enhanced Park Amenities and Trail Connectivity
Existing Conditions:
Recommendations:
• The city of Buena Park has few class
1, 2 and 3 trails. There is limited
availability of dedicated bicycle lanes
/ trails connecting schools, parks and
neighborhoods. Refer to exhibit 3.3-1
Buena Park Existing Bike Trails Map.
• Continue the development of the
Buena Park Active Transportation
plan. Emphasis should be placed on
developing connections between
parks, schools, and neighborhoods.
• Land is limited to develop off-street
bike trails. Adding a pump track to a
city park would provide an innovative
park amenity to satisfy the desire for
bike trails. A pump track is a track for
wheeled sports equipment that, when
ridden properly, does not require
pedaling or pushing, but a “pumping”
action to maintain momentum.
Community Voice:
• Community desires for bike facilities
were recorded in Stakeholder
Interviews, Workshop 1, Workshop 2,
and Workshop 3, Feedback Comments,
and the Multimodal Survey. Specific
mentions include “more bike paths or
trails”, “bike racks” and “pump track”.
• Exhibit 4.1-22 illustrates the location of
survey respondents that indicated bike
facilities are a need in the city.
Bike facilities:
Local trails and bike paths are vital
for staying active, offering a means
of transportation, and reducing stress.
Three out of four U.S. adults value
having access to nearby trails. Park and
recreation agencies in the U.S. typically
manage or maintain about 12 miles of
trails. These trails provide physical health
benefits through exercise and mental
well-being improvements by reducing
stress and anxiety. They also support
eco-friendly transportation, recreational
opportunities, inclusivity, and personal
growth.
Exhibit 4.1-22: Bike Facilities Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
83 | City of Buena Park • Parks and Recreation Master Plan 4 Existing Bike Trails Map from section 3, page 38.
City of Buena Park • Parks and Recreation Master Plan | 84 Existing Conditions:
Recommendations:
• The City of Buena Park has pools at
Boisseranc Park and Peak Park, and
has a wading pool at Carl Brenner
Park. Programs are provided for little
ones as young as 10 months and for
ages up to adults. Examples of the
programs and services provided
include:
• Group, private swim lessons
• Pool Rentals
• Recreation Swimming
• Saturday Theme Days
The City of Buena Park has a
comprehensive aquatics program for its
community, but may want to consider the
following:
• Junior Lifeguards
• Synchronized Swimming
• Summer Splash Camps
• Dive-in Movies
• Teen Pool Parties
• Birthday Party Packages
Community Voice:
• Community desires for aquatic
programming elements were recorded
in Stakeholder Interviews, Workshop
2, Workshop 3, and in the Multimodal
Survey. Specific mentions include
“Aquatic programs, swim classes, aqua
fitness classes)”.
• Exhibit 4.1-23 illustrates the location
of survey respondents that indicated
aquatics is a need in the city.
Aquatic programming:
Aquatics facilities in cities provide
opportunities for physical fitness,
recreation, and community bonding.
They offer swimming, water sports, and
fitness programs, promoting healthier
lifestyles and social interactions. These
facilities also host swimming lessons and
safety programs, contribute to the local
economy through tourism, and enhance
overall quality of life, making them
valuable assets to cities.
Exhibit 4.1-23: Aquatics Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
Key Strategy #7: Offer Continued Support
For Aquatic Facility and Programming
85 | City of Buena Park • Parks and Recreation Master Plan 4 Existing Conditions:
Recommendations:
• The city currently has pools located at
Boisseranc Park, William Peak Park, and
one wading pool at Carl Brenner Park.
• The city has a community demand of
1.7 pool facilities. With 2 pools, the city
is meeting the quantity of community
demanded facilities yet there is a desire
for additional programming at these
facilities.
• The city should consider expansion of
the pool facilities at Boisseranc Park
and William Peak Park to expand the
community desired programming.
• The wading pool at Carl Brenner Park is
not operational and needs major repairs.
Convert wading pool to a splash pad to
increase aquatic amentiies in the city.
• Upgrade and renovate the pool building
at Peak Park pool.
Community Voice:
• Community desires for a swimming
pool and splash pad improvement
elements were recorded in Stakeholder
Interviews, Workshop 2, Workshop
3, Feedback Surveys, and in the
Multimodal Survey shown in exhibit 4.1-
24. Specific mentions include “Repair
Brenner Park Pool, swimming pool open
year-round and heated, updated pool
equipment rooms at peak pool, wading
pool, splash pad, and special events”.
Swimming pool / splash pad improvements:
Enhancing aquatic facilities, like splash
pads in city parks, offers a safe and
enjoyable way for children to cool off,
promotes physical activity, and drives foot
traffic to local parks, benefiting businesses
and tourism. Additionally, upgrading
swimming pool facilities with improvements
in infrastructure, water quality, and
energy efficiency enhances the overall
swimming experience, extending the
swimming season and accommodating
diverse programs and events, ultimately
contributing to a vibrant city environment.
Exhibit 4.1-24: Swimming Pool / Splash Pad
Improvements Survey Results
Copyright © 1995–2023 Esri.
All rights reserved.
City of Buena Park • Parks and Recreation Master Plan | 86 Park and Recreation Facility Funding Recommendations
The City’s Capital Improvement Program (CIP) for Leisure Services Fiscal Year 2023/24 totals $3,040,000 to fund projects for various ADA Compliance, Peak Park, and Boisseranc Park Pool Improvements.
The City’s Capital Improvement Program (CIP) for Leisure Services Fiscal Year 2024/25 totals $5.4 million to fund projects for the Silverado Trail Improvements and the new Whitaker School Park.
There is approximately $26,641,000 in park and facility projects in various stages design, planning and implementation including master plan recommendations (Exhibit 4.2-1).
Additional information on possible funding sources are available online and provided in the Appendix: Financial Review and Recommendations. The City should review and evaluate all available grant opportunities for each of the new projects considered.
Some possible funding sources include:
• Community Development Block Grants (CDBG)
• California HCD’s Housing-Related Parks Program
• Office of Grants and Local Services (OGALS)
- California Land Water and Conservation Fund (LWCF)
- Per Capita Grants
- Recreation Trails Program
- Outdoor Equity Grants
• MLB-MLBPA Baseball Tomorrow Fund
• United States Tennis Association (USTA) Facility Services Program The specific funding source for projects will depend on the timing of the new development, the funding sources available at that time, and/or those which may be more easily pursued when the project is anticipated to move forward. For major improvements, which include such facilities as community centers, sports complexes, gymnasiums, etc., the use of a capital project fund-raising effort may be needed.
4.2 PARK/FACILITY IMPROVEMENT PROJECT FUNDING SOURCE ESTIMATED COSTS Various Park Projects for ADA Compliance General Fund, CDBG $820,000 Peak Park and Boisseranc Park Pool
Improvements
General Fund, ARPA $2,220,000
Silverado Trail Improvement (SCE Trail Phase
III - Design)
General Fund $200,000
Whitaker School Park (new park) Prop. 68 Grant & General Fund $5,200,000 Park improvements identified in table 4.2-2 Unfunded $18,201,000 TOTAL $26,641,000
Exhibit 4.2-1: Funded and Unfunded
Planned Parks & Recreation Projects
Park and Facility Funding Recommendations
87 | City of Buena Park • Parks and Recreation Master Plan 4 Sponsorships and/or naming rights
for major corporate or other private
donors may also be a consideration. In
some cases, the use of a professional
fund-raising firm should be considered
once a facility or project is identified.
Other sources of funding may include
development agreements, public/private
partnerships, and/or grant opportunities.
Use of bonds, an increase in taxes, or
special assessment districts requires voterapproval. Despite the dislike for taxes, voters in many communities have been willing to accept an increase when revenues are specifically earmarked for improvements or enhancements to public parks and amenities.
Exhibit 4.2-2, on the following pages, identifies several recommended projects by park site and recreation facility for the City of Buena Park based on the community outreach and professional site analysis during the Master Plan process. Project cost estimates are general in nature and developed to represent a master plan level cost for future budgeting. Costs should be considered as approximations of the proposed project. Actual costs will depend on design, size of facility, additional support facilities, utilities, infrastructure, environmental conditions, as well as site specific conditions which require additional study and have not been evaluated in the Master Plan. Based on these general project estimates and with all projects considered, the City of Buena Park has a projection of $18,201,000 in park and facility specific renovations as is shown in Exhibit 4.2-2.
The City should consider grouping like projects together with in grant applications.
Examples are shown below:
• Fitness Stations CDC Prevention and Public Health Grant • Playground Resurfacing California Statewide Park Program (SPP) Grant Existing park improvements can be combined by type and bid to specialty contractors for potentially more competitive pricing. The following categories represent specific improvements that are identified in several park or recreation facility locations:
• Replace Rubberized Play Surface and Playground Structures • Replace gazebo / shade structure
Larwin Park
Photo by the City of Buena Park
City of Buena Park • Parks and Recreation Master Plan | 88
PARK / FACILITY AND RECOMMENDATIONS POSSIBLE FUNDING
SOURCES
ESTIMATED
COSTS
CITY PARKS
Boisseranc Park – 20.00 Acres
• Restroom renovations
• Replace gazebo / shade structure
• Turf renovations
• Basketball court resurfacing
• Playground resurfacing
• Add shade structure over playground
• Add fitness station/exercise equipment
• Consider replacing handball courts to develop four
pickleball courts
Land and Water
Conservation Fund
(LWCF)
and
OGALS: Per Capita
Program
$200,000
$50,000
$65,000
$75,000
$28,000
$100,000
$25,000
$1,200,000
Carl Brenner Park – 4.50 Acres
• Restroom renovations
• New basketball court backboards
• Basketball court resurfacing
• Lighting repairs
• New splash pad / wading pool
• Gazebo refurbishment
• Turf renovations
Land and Water
Conservation Fund
(LWCF)
and
Life Floor Make a
Splash! Grant Contest
$200,000
$1,500
$65,000
$5,000
$3,000,000
$5,000
$10,000
George Bellis Park – 25.50 Acres
• Turf renovations
• Picnic table replacement
• Gazebo refurbishment
• Dog park turf renovations
• Landscape infill
• Convert one tennis court to four pickleball courts
• Add community garden
Land and Water
Conservation Fund
(LWCF)
$75,000
$1,500
$5,000
$15,000
$25,000
$20,000
$170,000
Images Park – 0.50 Acres (no improvements recommended) - John Beat Park – 2.00 Acres
• Replace gazebo / shade structure
• Basketball court resurfacing
• Restroom renovations
• Turf renovations
Land and Water
Conservation Fund
(LWCF)
and
Clean California
Local Grant Program
$50,000
$30,000
$200,000
$10,000
Larwin Park – 5.90 Acres
• Landscape material infill
• BBQ renovations
Land and Water
Conservation Fund
(LWCF)
$15,000
$5,000
Lindbergh Mini Park- 1.00 Acres
• New park signage (1) for new name “Bessie Coleman
Park”
$20,000
Rick Gomez Park - 0.46 Acres
• New palm tree
• Picnic bench replacement
OGALS: Per Capita
Program $1,000
$1,500
San Antonio Park – 4.50 Acres
• Landscape material infill
• Turf renovations
• Restroom renovations
• Security & pedestrian lighting at playground/ parking lot Land and Water
Conservation Fund
(LWCF)
$15,000
$10,000
$200,000
$25,000
Exhibit 4.2-2: New/Unplanned Parks
and Recreation Facility Projects
Park and Facility Funding Recommendations
89 | City of Buena Park • Parks and Recreation Master Plan 4 Exhibit 4.2-2: New/Unplanned Parks
and Recreation Facility Projects (Cont.)
PARK / FACILITY AND RECOMMENDATIONS POSSIBLE FUNDING
SOURCES
ESTIMATED
COSTS
CITY PARKS (continued)
San Marino Park – 6.00 Acres
• Turf renovations
• Concrete repair / water pooling
• Picnic table replacement
• Court resurfacing / drainage improvements
• Replace gazebo / shade structure
• Develop four pickleball courts on existing concrete pad • Relocate exercise equipment/fitness station
• New park signage (2) for new name “Heroes Park”
Land and Water
Conservation Fund
(LWCF)
and
OGALS: Per Capita
Program
$20,000
$30,000
$1,500
$105,000
$50,000
$100,000
$50,000
$40,000
Silverado Trail – 22.60 Acres
• (planned/funded expansion of trail)
Smith-Murphy Park – 6.90 Acres
• Turf renovations
• Playground surfacing
• Playground repairs
• Concrete walkway repairs
• Add fitness station/exercise equipment
• New park signage (2) for new name “Friendship Park”
Land and Water
Conservation Fund
(LWCF)
$130,000
$5,500
$2,500
$8,000
$25,000
$40,000
Whitaker School Park - 3.2 Acres
• (planned/funded development of new park)
William Peak Park – 15.80 Acres
• Restroom renovations
• Turf renovations
• Walkway renovations
• Playground resurfacing
• Add shade structure over playground
• Remove field 3 and develop pump track
• Renovate/Upgrade pool building
California HCD’s
Housing-Related
Parks Program
and
OGALS: Per Capita
Program
$200,000
$250,000
$10,000
$10,000
$100,000
$750,000
$10,000,000
CITY FACILITIES
Buena Park Community Center
Mid Term (3-5 Years)
• Replace ceiling tiles & investigate source of leakage and damage to repair
• Explore solutions to reduce sound transmission when
folding wall is closed in the community room
California HCD’s
Housing-Related
Parks Program $60,000
Community Gymnasium (at school)
Mid Term (3-5 Years)
• Refinish gymnasium floors
• Repair broken bleacher seats
• Replace mirrors in restrooms
California HCD’s
Housing-Related
Parks Program $200,000
Ehlers Event Center / Senior Center
• Add community garden
Land and Water
Conservation Fund
(LWCF)
$90,000
TOTAL AMOUNT $18,201,000
City of Buena Park • Parks and Recreation Master Plan | 90 CIP
Exhibit 4.3-1 illustrates the short-term (FY 2023-2028) unfunded park and facility recommendations developed from this Parks and Recreation Master Plan for the next five (5) years.
4.3 PARK / FACILITY AND
RECOMMENDATIONS
FY 2023-
2024
FY 2024-
2025
FY 2025-
2026
FY 2026-
2027
FY 2027-
2028
Boisseranc Park - 20.00 Acres - $343,000 - $1,400,000 - Carl Brenner Park - 4.50 Acres - $286,500 $3,000,000 - - George Bellis Park - 25.50 Acres - $311,500 - - -
Images Park - 0.50 Acres - - - - -
John Beat Park - 2.00 Acres - $290,000 - - -
Larwin Park - 5.90 Acres - $20,000 - - -
Lindbergh Mini Park - 1.00 Acres - $20,000 - - -
Rick Gomez Park - 0.46 Acres - $2,500 - - -
San Antonio Park - 4.50 Acres - $50,000 $200,000 - -
San Marino Park - 6.00 Acres - - $396,500 - -
Silverado Trail - 22.60 Miles $200,000 - - - -
Smith-Murphy Park - 6.90 Acres - $41,000 $130,000 $40,000 - Whitaker School Park - 3.2 Acres $5,200,000 - - - -
William Peak Park - 15.80 Acres - - $1,120,000 $200,000 $10,000,000 Buena Park Community Center - $60,000 - - -
Community Gym (at school) - $200,000 - - -
Senior Center at Ehlers Event
Center
- $90,000 - - -
Various Park Projects for ADA
Compliance
$820,000 - - - -
Peak Park and Boisseranc Park
Pool Improvements
$2,220,000 - - - -
Total Costs $8,440,000 $1,714,500 $4,846,500 $1,640,000 $10,000,000 Exhibit 4.3-1: Five Year CIP
CIP
NOTE: There are no recommended improvements for Images Park.
The City will need to develop new revenue sources beyond those currently in use and/ or increase funding levels for park maintenance and capital expenditures. Proposals for future park operations must include adequate funding at a level necessary to sustain quality and safety in the City’s parks, and cost-effective maintenance practices as described in the Operations and Maintenance Management Plan provided in the Appendix document.
91 | City of Buena Park • Parks and Recreation Master Plan 4 Photo by RJM Design Group
Larwin Park
City of Buena Park • Parks and Recreation Master Plan | 92 Maintenance Recommendations
The City of Buena Park places a strong emphasis on delivering top-notch customer service, aligning with its mission statement dedicated to providing superior and responsive services that enhance the community’s quality of life. This commitment extends to the operation and maintenance of the city’s park system, which involves the close coordination of the Public Works and Community Services Department.
Park maintenance is managed by a combination of contract professionals and an in-house team within the Public Works Department. The consultant team’s assessment identified both well-maintained park areas and others requiring immediate attention.
Effective collaboration between the Community Services Department and the maintenance team is crucial, as it’s vital for program and permit teams to work together with maintenance to ensure the overall success of the parks. Deficiencies in turf maintenance, sports court surfaces, and fencing were observed, with staff expressing a need for additional personnel to meet the demand. To address these challenges, it is recommended to explore opportunities to work more efficiently, potentially by outsourcing routine tasks to contractors, allowing existing city personnel to focus on more complex projects.
The City is in the process of implementing a Computerized Maintenance Management System (CMMS) to enhance maintenance efficiency. However, there is room for improvement in implementing a lifecycle management program to maintain park assets effectively, with scheduled and programmed maintenance tasks and contractor oversight, ensuring that work aligns with the city’s standards and expectations.
In efforts to maintain and preserve the city’s parks regular maintenance recommendations and performance standards have been developed. Specific maintenance recommendations have been developed for the following (complete details are available in the appendix).
• Trees/Turf/Shrubs/Groundcover maintenance
• Rodent/pest control
• Picnic shelters, gazebos and reservation spaces maintenance • Irrigation system maintenance
• Playgrounds, sports courts, splash pads, and other park amenities • Sports field/court light maintenance
• Community centers/buildings/concession stands
In addition to the maintenance recommendations an annual work plan was developed to identify daily, bi-weekly, monthly, semi-annual, and annual tasks to ensure a high-quality community parks system.
4.4 Maintenance Recommendations
93 | City of Buena Park • Parks and Recreation Master Plan Staffing Recommendations
4 The review of Buena Park’s Community Services Department and park maintenance team suggests the city may benefit from adding more personnel. While the budgeted personnel initially seem comparable to benchmarked cities, they fall short when compared to cities of similar size in the NRPA 2022 Agency Performance Review.
Buena Park has 60.23 full-time equivalents (FTEs), whereas the median for cities of similar size is 64.1 FTEs, and the upper quartile exceeds 117 FTEs. The personnel needs may include a Manager, Assistant or Deputy Director, and an Analyst to support the department’s operation and financial management. Additionally, it’s recommended to review park maintenance and expand in-house personnel to manage routine functions and ensure contract maintenance meets established standards.
4.5 Rick Gomez Park
Photo by RJM Design Group
Staffing Recommendations
City of Buena Park • Parks and Recreation Master Plan | 94 Photo by City of Buena Park Facebook
City of Buena Park
City Council Regular Meeting Agenda Report
DISCUSS AND PROVIDE DIRECTION FOR REMOVING DISCRETIONARY APPROVAL PROCESSES TO TRANSITION TO
BY-RIGHT APPROVALS FOR HOUSING DEVELOPMENT
Meeting
Tuesday, October 24, 2023, 5:00 PM
Agenda Group
STUDY SESSION Item: B
Presented By
Swati Meshram, Planning Manager
Prepared By
Matt Foulkes, Director of Community and Economic Development Approved By
Aaron France, City Manager
DISCUSSION
Council Member Castañeda calendared a Study Session item on December 13, 2022, to discuss removing discretionary approval processes to transition to by-right approvals for housing development. In a separate action, Council Member Castañeda calendared a Study Session item on April 23, 2023, to discuss housing production. This report will cover both topics by providing:
Discretionary Approval versus Ministerial Approval
Construction or development projects vary in size, scope, and complexity. Title 19 (Zoning) of the Buena Park Municipal Code, along with the California Building Code, specifies the procedural process for all types of development to occur. These procedures are divided into two categories, ministerial or by-right and discretionary. Ministerial development are projects that do not require any judgement or deliberation by an elected or appointed official in order to approve or deny. Common examples of ministerial projects include small additions or alterations to residential properties and interior tenant improvements to commercial or industrial properties. For these projects, provided the construction plans comply with the Building Code and Zoning Code, the City is required to issue a permit without discretion or a public hearing.
In contrast, discretionary approval requires an appointed or elected body to deliberate and make a judgement, based on specific criteria or findings, whether or not to approve a development project. Examples of discretionary approvals include Variances, Conditional Use Permits, Site Plans, Zone Changes, or General Plan Land Use Changes. Discretionary approvals require public hearings and notification and the determination by the appointed or elected body is documented through a resolution or ordinance. Additionally, discretionary approvals are subject to additional environmental analysis pursuant to the California Environmental Quality Act (CEQA) while ministerial approvals are exempt from this additional analysis.
Current Buena Park Municipal Code Requirements for Housing Development The Zoning Code establishes the list of permitted uses within the various zones, development standards within those zones, and other development thresholds that trigger additional levels of review by the City. With respect to uses, each zoning classification is generally The difference between a discretionary versus ministerial approval; Current Buena Park Zoning Code requirements for housing development; Summary of recent state legislation regarding housing development; Programs in the 2021-2029 Housing Element;
Implementation of the Housing Element programs (Housing Incentive Overlay); Housing Element Annual Report and Summary of active housing development projects. divided into four categories, permitted by-right, conditionally permitted, permitted or conditionally permitted as an incidental use, or not permitted. Residential development in some form is a permitted or conditionally permitted use within the following zones:
Although a ‘use’ may be permitted by-right, some types of development projects require additional review. For example, any development that proposes construction of a new building; significant exterior alterations; expansion of a single-family home when the existing home is less than 1,100 square feet, or expansion of a home that is more than 150% of the existing square footage. In these instances, a Site Plan Review approval by the Zoning Administrator is required before a project is issued building permits. There are some exceptions to this additional review requirement for some types of residential development, most notably for Accessory Dwelling Units, which is more fully described below.
State Legislation Regarding Housing Development
Housing production has been a key legislative issue at the State-level dating back to the Affordable Housing Bill Package in 2017. Since then, there have been many pieces of legislation adopted that were intended to increase housing production by reducing real or perceived barriers at the local level. A summary of the various pieces of legislation aimed at housing production is provided as Attachment 1, but a few of the more impactful include:
Accessory Dwelling Unit (ADU) Legislation (SB-13, AB-68, AB-881, AB-670, AB-671, AB-587, SB-229, AB-494) – These bills completely overhauled how cities regulate ADUs in nearly every aspect. The result of these changes has been a substantial increase in the number of ADU projects received in the City from only a couple in 2017, to more than 75 applications in 2022.
Housing Element Laws (AB-686, AB-1397, AB-1486, AB-686, SB-6, AB-678, AB-1515, AB-3194, SB-330) – These bills and others have dramatically increased the scope, authority, analysis, and enforcement mechanisms at the State Department of Housing and Community Development (HCD). Along with a substantial increase in cities Regional Housing Needs Assessment (RHNA) allocation, the legislation resulted in cities having to identify a much larger number of the sites where housing may occur. In Buena Park, the City received a RHNA allocation 8,919 units.
Urban Lot Split (SB-9) – This bill allows single-family residential properties to subdivide a single parcel into two separate parcels and up to two primary units to be constructed on each parcel. This process must be allowed ministerially and subject only to adopted objective development standards.
Density Bonus Laws (California Government Code Sections 65915 – 65918) – Density Bonus provides developers with powerful tools for the development of affordable and senior housing, including up to a 50% increase in project densities for most projects, depending on the amount of affordable housing provided, and an 80% increase in density for projects which are completely affordable. The Density Bonus Law is about more than the density bonus itself, however. It is actually a larger package of incentives intended to help make the development of affordable and senior housing economically feasible. These additional components include reduced parking requirements, and incentives and concessions such as reduced setback and minimum square footage requirements. Often these other tools are even more helpful to project economics than the density bonus itself, particularly the special parking benefits.
Constraints to Housing Production
The 2021-2029 Housing Element identified the following constraints to the development of affordable housing in Buena Park:
Single-Family Residential (RS-6, RS-8, RS-10, RS-16)
Planned Development (PD)
Multi-Family Residential (RM-10, RM-20)
Residential Mobile Home (RMH)
General Mixed-Use (GMU)
Beach Orangethorpe Specific Plan (BOSP)
Auto Center Specific Plan (ACSP)
Market Constraints (construction and labor costs, land costs, interest rates, financing) The Housing Element acknowledges that while all of the above-referenced elements have the effect of constraining housing development, many of these factors are outside of the control of the City. Market and Environmental Constraints, for example, influence housing production but are not factors that the City can exert any meaningful amount of control. By contrast, Governmental Constraints, and to a lesser extent, Infrastructure Constraints are areas where the City has the ability to reduce or remove barriers to housing development.
The Housing Element adopted several Programs to reduce or eliminate governmental constraints by amending the discretionary approval process for development of affordable housing. Specific programs and objectives are:
Housing Element Program 11: Adequate Sites to Accommodate the RHNA and Monitoring of No Net Loss Housing Element Program 12: Provision of Adequate Sites By-Right Approval for Projects with 20% Affordable Units Review and revise the Zoning Ordinance to address the by-right approval for projects with 20% affordable unit requirement.
Housing Element Program 14: Special Needs Housing
Identify zones where emergency shelters are allowed as a permitted use without a conditional use or other discretionary permit in the ML and MH zones. Review and revise the Zoning Ordinance to update development standards (including, but not limited to, capacity, transit stop proximity, staffing, and vehicle and bicycle parking) for Emergency Shelters in compliance with state law.
Review and revise the Zoning Ordinance to consider transitional and supportive housing as a residential use of property and shall be subject only to those restrictions that apply to other residential dwellings of the same type in the same zone, as well as allow supportive housing as a use by right in all zones where multi-family and mixed uses are permitted (in compliance with AB 2162). Additionally, remove minimum parking requirements for units occupied by supportive housing residents if the development is located within one-half mile of a public transit stop, in accordance with state law.
Review and revise the Zoning Ordinance to address changes to state law related to Assembly Bill 101 (Low Barrier Navigation Center).
Review and revise the Zoning Ordinance for compliance with the Employee Housing Act (California Health and Safety Code §17021.5 and §17021.6).
Housing Element Program 15: Zoning Ordinance Updates
Review and revise the Zoning Ordinance to allow single-family residential room additions that exceed 150% of the primary structure to be a ministerial review and approval process. This will be facilitated by the development of objective design standards.
Housing Element Program 16: Streamline Entitlement and Permit Processing Develop objective design standards for multi-family and mixed-use residential developments in compliance with state law (SB-35 and SB330).
Review and revise entitlement review procedures (including, but not limited to, Site Plan Review and Conditional Use Permit) to provide guidance, clarity and objectivity to meet approval findings.
Develop an administrative procedure for request to modify design and development standards as necessary to ensure feasibility of densities identified in the sites inventory.
Prioritize affordable and special needs housing for processing, including housing for seniors and the disabled (including persons with developmental disabilities).
Implementation of the Housing Element Programs
Governmental Constraints (permitted land uses, development standards, parking standards, fees) Infrastructure Constraints (off-site improvements, availability and suitability of water, sewer, public safety infrastructure) Environmental Constraints (Seismic hazards, flooding, severe storms, drought, fires) Review and revise the Zoning Ordinance and General Plan to establish a Religious Congregational and Fraternal Sites overlay to allow by-right development of affordable housing on existing religious and fraternal organizational sites.
Review and revise the Zoning Ordinance to establish/adopt objective development standards for multi-family and mixed-use residential projects in an effort to increase housing supply, and encouraging development of affordable housing on underutilized sites.
Attachments
ATTACHMENT 1.pdf
2022 APR.pdf
City staff have been working with a consultant (CASC Engineering) to implement the above-mentioned programs and objectives. Among various deliverables, this project will create:
The Housing Incentive Overlay Zone (HIOZ) will be applied to 341 parcels around the City that were identified through the Housing Element update process at densities of 45-, 60- or 100-dwelling units per acre depending on their location. It is important to note that the overlay zone will be applied ‘on top’ of the properties existing underlying zoning classification. This will allow a property owner to continue to operate their non-residential use, but should they wish to take advantage of the newly applied overlay zone, they would be able to redevelop their property with residential and/or mixed-use development. In exchange for the increased value of the property because of the overlay zone, the property owner will need to provide twenty percent of the new residential units created as affordable housing at specified income levels.
An essential element of the of HIOZ will be that property owners wishing to redevelop their property with residential or mixed-use development pursuant to the overlay zone will have their projects reviewed ministerially, whereas previously this type of development would be discretionary. To ensure that the new development is designed in a way that is consistent with the City’s goals regarding height, setbacks, landscaping, public and private open space, infrastructure capacity, environmental sustainability, and use of quality materials, the HIOZ will have objective design/development standards for each density level. The term “Objective Design/Development Standards” is defined by State law as standards that “involves no personal or subjective judgement by a public official and are uniformly verifiable by reference to an external and uniform benchmark or criterion available and knowable by both the development applicant or proponent and the public official before submittal”. The Objective Design Criteria that is being drafted will consist of development standards that are measurable, verifiable, and quantifiable. They provide a predictable and equitable path to development approvals to expedite and support consistent design in the community. Additionally, they will provide policies for promoting lot consolidation, as well as incentives for housing production for households within very low and extremely low-income categories.
Housing Element Annual Report and Summary of Active Housing Development Projects Each year the City is required to prepare an annual report documenting the amount of housing produced in the previous 12-months, along with the affordability status for each unit. A summary of the most recent Housing Element Annual Report is attached for reference. Over the past two years, the City has permitted or finaled 247 housing units.
Summary
The City had adopted ordinances (which may be updated from time to time) requiring ministerial reviews of ADUs and lot splits/ two unit developments as required by state law. The City is currently not subject to SB 35 ministerial review of projects, however, is in the process of creating Objective Design Standards for all the Housing Element sites, as well as updating the Zoning Code to streamline other review. A public review draft is anticipated by January 2024.
General Plan Land Use Element update to create a Housing Incentive Overlay Zone Revisions to the Single-Family Residential development standards (Division 3 of the Zoning Code) Revisions to the Multi-Family Residential development standards (Division 4) of the Zoning Code New development standards for the General Mixed-Use (GMU) zoning classification New development standards for the Housing Incentive Overlay classification that includes residential densities of 45-, 60- and 100- dwelling units per acre
New development standards for the City’s hotel/motel conversion to Permanent Supportive Housing CEQA analysis via a focused EIR that includes a Statement of Overriding Considerations ATTACHMENT 1
Accessory Dwelling Unit – The City has adopted an ordinance establishing regulations regarding new housing unit developments within lots zoned for single family, multi family, or mixed use zone within the City in compliance with California Government Code Sections 65852.2 and 65852.22. these regulations allow for development of new unit only subject to ministerial review.
Urban Lot Splits and two-unit developments – The City has adopted an urgency ordinance establishing regulations regarding sub division of land and development of two unit on lots zoned for single family development in compliance with California Government Code section 66411.7.
SB-35, SB 423 and AB 2668 – SB 35 requires local entities to streamline the approval by providing a ministerial process through which a project is only reviewed against objective standards, provided that certain eligibility criteria are met. Since Buena Park is one of the 38 cities and counties statewide, that have met their prorated Lower (Very-Low and Low) and AboveModerate Income Regional Housing Needs Assessment (RHNA) for the Reporting Period that ended in 2021, it is not subject to streamlined ministerial process prescribed under SB-35.
SB 330 - shortens the timeframes for housing development approval under the Permit Streamlining Act. Local agencies now have 90 days, instead of 120 days, following certification of the environmental impact report, to approve the project. For low-income projects seeking tax credits or other public funding, that time frame is 60 days. Added the Housing Crisis Act of 2019 to the Planning and Zoning Laws (Gov’t Code §66300). Amended the Housing Accountability Act – NIMBY Law (Gov’t Code §65589.5) and Permit Streamlining Act (Gov’t Code §65920 et seq.).
Purpose is to provide more housing and reduce the time in processing housing applications. (SB 8 extends provisions of SB 330 until 2030.)
AB 101 requires low-barrier navigation centers to be a use by right in areas zoned for mixed uses and non-residential zones permitting multifamily uses if the development meets certain requirements.
AB 139 Requires cities to identify zone or zones where emergency shelters are allowed as a permitted use without a conditional use or other discretionary permit. The identified zone or zones shall include sufficient capacity necessary to accommodate the most recent homeless point-intime count conducted before the start of the planning period, the need for emergency shelter based on number of beds available on a year-round and seasonal basis, the number of shelter beds that go unused on an average monthly basis within a one-year period, and the percentage of those in emergency shelters that move to permanent housing solutions.
AB 2162 Requires that transitional housing and supportive housing be considered a residential use of property and be subject only to those restrictions that apply to other residential dwellings of the same type in the same zone. Assembly Bill 2162 further requires supportive housing projects of 50 units or fewer be allowed by right in zones where multi-family and mixed uses are permitted.
AB 916 prevents local agencies from requiring a public hearing as a condition for proposals to reconfigure existing space within a dwelling unit to increase bedroom count. AB 916 applies to applications that seek to add no more than two additional bedrooms in an existing dwelling in a residential zone.
SB 478 allows construction of small multifamily projects (3-10 units) in areas already zoned for multifamily housing, by ensuring that artificially low floor-area ratio regulation do not stop otherwise allowable projects.
Projects with 3-7 units, shall have a FAR of 1.0 or more.
Projects with 8-10 units, shall have a FAR of 1.25 or more.
Lot coverage requirement doesn’t apply for projects that meet the requirements in Gov. Code Section 65913.11 (b).
AB- 2011 which provides a ministerial, California Environmental Quality Act (CEQA)-exempt approval pathway for qualifying multifamily projects on commercial zoned land that pay prevailing wages and meet specified affordable housing targets.
AB 2234 Local agencies must respond within 15 business days after an agency receives an application by identifying any specific information from the published checklist that was missing from the application, or else the application becomes "deemed complete." Local agencies must complete their review of any complete application within 30 business days (for developments with 25 homes or fewer) or 60 days (for developments with more than 25 homes).
SB 886 streamlines and accelerates student and faculty housing production across the state and increases the supply of housing so more students and faculty can live on campus.
AB 68 seeks to address California’s climate and ongoing housing crises by making it easier to build multifamily housing in key locations, while preserving environmentally sensitive areas that are crucial to fighting climate change. Specifically, AB 68 would:
Require ministerial approval of infill multifamily units in walkable, transit accessible, and low- vehicle miles traveled (VMT) neighborhoods that are close to services and under specified conditions.
Preserve natural and working landscapes outside of existing communities that are critical for climate resilience, storing carbon, and keeping people out of harm’s way.
City of Buena Park
City Council Regular Meeting Agenda Report
DISCUSS AND PROVIDE DIRECTION REGARDING JUNETEENTH CITYWIDE SPECIAL EVENT Meeting
Tuesday, October 24, 2023, 5:00 PM
Agenda Group
STUDY SESSION Item: C
Presented By
Dale Kurata, Community Services Supervisor and Mark Sauceda, Community Services Supervisor
Prepared By
Jim Box, Director of Community Services
Approved By
Aaron France, City Manager
DISCUSSION
At a previous City Council Meeting, Council Member Castañeda calendared an item for discussion regarding the City hosting a citywide special event in June 2024, in recognition of Juneteenth. Juneteenth is a holiday commemorating the end of slavery in the United States. It is also called Emancipation Day or Juneteenth Independence Day. The name "Juneteenth" references the date of the holiday, combining the words "June" and "nineteenth" as it is observed annually on June 19.
Juneteenth commemorates when the last enslaved African Americans were freed on June 19, 1865, in Galveston, Texas, more than two years after the Emancipation Proclamation. Juneteenth marks this milestone in American history and its celebration has spread beyond its origin in Texas, hence becoming a federal holiday in 2021.
Locally in Orange County, several cities celebrate Juneteenth on or around June 19 including:
Council Member Castañeda's proposal is to add an additional concert at Boisseranc Park on Wednesday, June 19, 2024.
This event would be separate from the Summer Concert Series. Festivities at the concert would celebrate the African American community and would include live music, food trucks, informational booths (health care, employment opportunities, educational opportunities, etc.), twilight swimming, bounce house, children's games, and a train ride. It is proposed that this event would be assigned to the Cultural Engagement Commission to develop and implement along with the Community Services Department.
The proposed event is estimated to cost $13,200. The cost breakdown is as follows: $3,000 for a band, $2,000 for a sound operator and equipment, $900 for a train, $300 for a bounce house, $2,000 for Community Services part-time staffing, and $5,000 for Public Works overtime and part-time staffing. Donations may be sought to offset some event costs. The Community Services Department would absorb all other costs associated with this proposal.
Juneteenth Festival at Centennial Park in Santa Ana
Juneteenth Freedom Celebration at the Great Park in Irvine Juneteenth Celebration at Pretend City Children's Museum in Irvine Juneteenth Celebration at the Segerstrom Center for the Arts in Costa Mesa Gospel Voices of OC at Chapman University in Orange
Juneteenth Freedom Day at the Laguna Beach Cultural Arts Center City of Buena Park
City Council Regular Meeting Agenda Report
DISCUSS AND PROVIDE DIRECTION ON EFFORTS TO REVITALIZE THE NORTH SIDE OF AUTO CENTER DRIVE
BETWEEN STANTON AVENUE AND BEACH BOULEVARD
Meeting
Tuesday, October 24, 2023, 5:00 PM
Agenda Group
STUDY SESSION Item: D
Presented By
Matt Foulkes, Director of Community and Economic Development Prepared By
Matt Foulkes, Director of Community and Economic Development Approved By
Aaron France, City Manager
DISCUSSION
During the City Council meeting on July 11, 2023, Mayor Art Brown calendared a study session item to discuss and provide direction on revitalizing properties on the north side of Auto Center Drive between Stanton Avenue and Beach Boulevard.
The subject properties along this section of Auto Center Drive are within the Auto Center Specific Plan (ACSP) and have a General Plan land use designation of Commercial. The existing land uses consist of a restaurant, two motels, auto detailing, tire repair, smog check and a fueling station. There are several additional commercial properties along Whitaker Street, west of Stanton Avenue, that include collision repair and auto auction businesses. The ACSP was first adopted in 1997 to recognize and maintain the unique benefits and economic viability of the auto mall. The ACSP encourages appropriate uses and development standards aimed specifically at auto sales, auto leasing, and other automotive related uses. The ACSP is divided into six sub-districts with the majority of the properties situated along the north and south sides of Auto Center Drive between Beach Boulevard and Dale Street and the south side of Auto Center Drive between Beach Boulevard and Western Avenue. The boundaries of the ACSP also extend to the area between Artesia Boulevard and the Santa Ana (I-5) Freeway west of Western Avenue, as well as the northwest corner of Artesia Boulevard and Rostrata Avenue.
The area under consideration for this study session is located within Sub-District A-2. This sub-district also includes properties on the west side of Homewood Avenue and the east side of Beach Boulevard, south of 7th Street. Even at the 1997 adoption, the ACSP identified that these properties are very unlikely to be redeveloped due to parking and vehicular access challenges and would likely remain in their current conditions and uses until such time as the lots are consolidated by a private developer for a larger development which could include abandoning the segment of Whitaker Street west of Stanton Avenue. Additionally, all of the uses within the study area are listed as permitted uses in the A-2 Sub-District which further decreases the likelihood that properties would be consolidated or the uses will change over time.
There have been several discussions by the former Redevelopment Agency and the County over the last 20+ years to acquire properties along the north side of Auto Center Drive, specifically the Coral Motel and Travel Lodge (formerly the Copper Barrel Motel), for redevelopment. In 2021, the County evaluated acquisition of the Coral Motel and determined that the cost to renovate the rooms far exceeded the funding available through Project Home Key, and without substantial City investment, the location was not feasible for conversion to Permanent Supportive Housing (PSH) through this program. In addition, the Travel Lodge property was sold in 2021 and the new ownership has submitted plans and permits to renovate rooms and upgrade the exterior of the building which reduces its likelihood for redevelopment. As part of the 2012-2029 General Plan Housing Element, all of the properties within the study session boundaries were identified as Opportunity Sites for future redevelopment with mixed-use residential development at a density of up to 60 dwelling units per acre. Once Attachments
Attachment 1 - Study Session Area.pdf
adopted, this Housing Incentive Overlay will provide development standards which will give the existing property owners greater flexibility to redevelop the site with residential uses, substantially increasing the value of the property.
Without allocating General Funds for private property revitalization efforts, the City’s options to improve or revitalize this area are limited. There are two options available for the City Council to consider which could result in improvements to the study area over time.
Option 1: Initiate proactive Code Enforcement activity focusing on exterior violations including:
a. Property maintenance
b. Overgrown or dead landscaping
c. Illegal/unpermitted signage
d. Unpermitted outdoor storage of vehicles or materials The outcome of this option would be a temporary improvement to the exteriors of the properties resulting from improved building and landscape maintenance and the removal of banners, A-frame signs and unpermitted vehicle storage. In order to sustain whatever improvements are achieved through this effort for the long-term, recurring proactive enforcement will likely be required.
Option 2: Amend the Auto Center Specific Plan to change the list of permitted uses within Sub-District A-2 to make the current uses, or a subset of uses, non-conforming.
The effect of this change would be that the uses that are removed from the list of permitted uses in this Sub-District would become non-conforming. Pursuant to Section 19.204.140 of the Buena Park Municipal Code, a non-conforming use would be required to discontinue within 10-years of the date of becoming non-conforming.
Based on the direction provided by the City Council, staff will take the necessary steps to either increase proactive code enforcement in this area or begin to process the required code amendments to change the list of permitted uses in the ACSP.
Attachment 1 – Study Session Aerial
Auto Center Specific Plan
RS-6 – Single-Family Residential
CG - General Commercial
Zoning
Study Session Area
City of Buena Park
City Council Regular Meeting Agenda Report
DISCUSS AND PROVIDE DIRECTION REGARDING CITY SELECTION COMMITTEE APPOINTMENTS Meeting
Tuesday, October 24, 2023, 5:00 PM
Agenda Group
STUDY SESSION Item: E
Presented By
Adria Jimenez, MMC, Director of Government and Community Relations/City Clerk
Prepared By
Adria Jimenez, City Clerk
Approved By
Aaron France, City Manager
DISCUSSION
The County of Orange will be holding its next City Selection Committee appointment meeting on Thursday, November 2, 2023. Buena Park votes for Supervisorial District 4 candidates for City Selection Committee purposes. The appointments being considered and voted on at the meeting include:
District 4-Related Voting:
Other District Voting:
The nomination period ended October 19th and as of the publication of this agenda report, County staffers have not shared the nominations. Staff is seeking City Council direction on confirmation of Mayor Brown as the voting delegate and selection of an alternative voting delegate, should Mayor Brown be unable to attend. Although specific candidates will not be known, the City Council may guide the Mayor on candidates they may be aware of, or allow Mayor Brown to vote as he sees fit.
Orange County Transportation Authority (Supervisorial Districts 1, 2, 3, 4, and 5) - population-weighted vote San Gabriel and Lower Los Angeles Rivers and Mountains Conservancy (RMC) - majority of Cities that are members of the League of CA Cities
Senior Citizens Advisory Council (Supervisorial Districts 1, 2, 3, 4, and 5) - majority of cities in District 4 Airport Land Use Commission for Orange County (Mayor/Council Member of Costa Mesa, Irvine, Newport Beach, Santa Ana, and Tustin)
City Engineers Flood Control Advisory Committee (City Engineer or Director of Public Works of 2nd Supervisorial District)
Orange County Human Relations Commission (Supervisorial Districts 1, 3) Orange County Operational Area Executive Board City Manager Representative & Alternate (Joint appointment with Orange County City Managers Association)
Orange County Waste Management Commission City Manager Representative - majority votes of City Selection Committee
Orange Countywide Oversight Board of the Successor Agencies - majority of the City Selection Committee South Coast Air Quality Management District - majority of City Selection Committee AND majority of population of OC Attachments
Candidate Statement -Application - Fill in Version.pdf
OCTA.pdf
San Gabriel & Lower LA Rivers & Mtns Conservancy.pdf
Senior Citizens Advisory Council.pdf
Airport Land Use - Airport Area Commissioner.pdf
City Engineers Flood Control Advisory Committee.pdf
OC Operational Area Exec Board.pdf
Orange County Human Relations Commission.pdf
Orange Countywide Oversight Board of the Successor Agencies.pdf SCAQMD - OC Rep.pdf
Waste Management Commission.pdf
Also, for City Council consideration, currently City Council does not have an official policy that formalizes the process of reviewing City Selection Committee candidates and providing direction to the voting delegate on behalf of the City. Staff is recommending the City Council consider whether or not it would be appropriate to formalize this practice in a policy.
Orange County City Selection Committee
Candidate Statement Form
Name:
Specific Position
Applying For:
District:
Home address:
Mobile phone: E-mail:
City:
Years as elected official: Occupation:
Please list other positions held (both state and local service):
Please use a separate sheet to answer the following questions. 1) What would you hope to accomplish in your term as a member of this committee? 2) The Opportunity Notice lists the Objective and/or Responsibilities of this position; what qualifications or skills do you bring to the position you are seeking appointment? Signature Date