1 STAFF REPORT
DATE: January 14, 2025
TO: Justin Hess, City Manager
FROM: Marisa Garcia, Park, Recreation and Community Services Director BY: Diego Cevallos, Assistant Park, Recreation and Community Services Director
SUBJECT: Approval of the City Parks Master Plan
RECOMMENDATION
Approve the City Parks Master Plan.
BACKGROUND
The City of Burbank (City) Parks and Recreation Department (Department) strives to be the heart of the community by providing enriching opportunities through dedicated people, beautiful parks, and inspiring programs. As part of the Department’s strategic plan to offering clean, valuable, and safe parks and facilities, the Department initiated a City Parks Master Plan (Master Plan) to assess facilities, amenities, and programs citywide.
The Department is responsible for operating and maintaining over 43 facilities and amenities that cater to a variety of recreational needs. These include 27 parks, two community gardens, three recreation centers, and a community center, among others.
The range of facilities also encompasses cultural and art entertainment venues, two public pools, two adult centers, a nature center, and a golf course with a driving range.
Additionally, the Department provides public tennis courts, outdoor basketball courts, open spaces, hiking trails, an animal shelter, and other recreational amenities such as a skate/BMX bike park, pickleball courts, bocce ball courts, and a roller hockey faci lity, all designed to enhance community engagement and well-being.
In May 2021, the Department sought a consulting firm for a public engagement framework for George Izay Park Master Plan. RJM Design Group (Consultant) was selected and the
2 George Izay Park Master Plan was completed after ten months of community engagement.
In developing the Master Plan, the Consultant conducted public outreach and engagement to gather community input to identify and assess the needs of Burbank residents and stakeholders for future improvements in the Master Plan. The Master Plan represents a summary of extensive community input, investigations, and professional analysis, culminating in the development of recommendations for current and future park development in the City.
Leveraging this momentum, the Master Plan process offers an opportunity to create cost- effective strategies that build on the successes of the Council-adopted George Izay Park Master Plan.
DISCUSSION
On June 23, 2023, the Consultant developed a public engagement framework to identify and assess community needs for the Master Plan.
The Master Plan was implemented over five distinct phases, that include the following:
• Phase I outlined the project management and meetings for the duration of the project.
• Phase II focused on updating the existing conditions of Burbank’s recreation facilities, programs, and demographics.
• Phase III encompassed community outreach tools including innovative online virtual meetings, website, and community feedback.
• Phase IV included a review of all the community data collected and prepare a meaningful analysis that will support future recreation planning. • Phase V summarized research, in an easy-to-read document, illustrating the Master Plan for the City.
Phase I: Project Management
On August 29, 2023 , the Department conducted an initial kick -off meeting with the Consultant to review the following: scope of services ; objectives; methodology; guiding principles; community outreach framework; project schedule; Department standards and policies; budgets; key deliverables; as well as roles and responsibilities of team members.
Regular monthly virtual meetings were held throughout the project timeline between the Department and Consultant to maintain clear communication.
3 Phase II: Existing Conditions Analysis
Following the kick -off meeting, the Consultant reviewed existing documents related to recreation facilities, parks, programs, demographic assessments, local trends, and Custom Parks Standards Calculations (CPSC). They analyzed how these documents interrelated to guide planning and prevent conflicts or overlaps, generating a database of resources and a summary of key elements. This process provided insight into past planning efforts, helping to navigate future projects without potential conflicts.
The Consultant utilized Environmental Systems Research Institute , a company that specializes in geographic information system (GIS) software, mapping, and location intelligence, to map community needs and identify underserved areas where park quality, safety, and accessibility impacted disadvantaged communities. The inventory was analyzed by service area to ide ntify underserved neighborhoods. Map exhibits were created to assess the distribution and connectivity of recreation facilities throughout the City, illustrating gaps in equitable service distribution for all ages and income levels.
A Sports Organization S pecific Online Survey was developed to gather data on facility usage, team size, recreation seasonality, and player volume. The results updated participation rates for demand analysis and the calculation of the Department’s local community parks standard, emphasizing local demand over national averages. They also identified surpluses and deficiencies in parks and recreation facilities, evaluating current needs and projecting for 2030, resulting in a quantitative assessment of facility surpluses and deficits.
Additionally, a full evaluation was completed of existing recreation programs offered by the Department, analyzing attendance, space utilization, and alignment with contemporary trends. This evaluation rated the Department's performance across various demographics, identified service gaps, and recommend ed programming changes to address those gaps.
Finally, an assessment of social service and recreation program services was completed within the City’s sphere of influence, evaluating the adequacy of services for all residents.
An analysis was conducted of potential competition and duplication of services from other providers, offering recommendations for minimizing overlap and enhancing collaborative partnerships.
Phase III: Public Outreach and Engagement
A dedicated project website (www.Burbankca.gov/CityParksMasterPlan) was developed to inform the public about the Master Plan effort. A story map platform was added to the site, allowing the community to explore the various stages of the project. The website has served as a central hub for community collaboration and meaningful two -way feedback.
4 As each outreach effort was completed, the results were shared on the site, which continues to facilitate ongoing community involvement throughout the project's duration.
The “Feedback” button allows for direct comments, and all feedback is reviewed and shared with the project team monthly. The website also ensures clear and open communication about the process, providing a public record of outcomes and displaying a range of collected views and ideas. To date, the website has received over 5,550 views.
Between December 5 and December 17, 2023 , a statistically valid multi -modal survey was conducted with 400 randomly selected residents . Interviews were held with respondents via landline and mobile phones, with Spanish and Armenian translation available if needed. For the online survey phase, residents were invited to participate through email and text message. Security measures ensured that each individual could only complete the survey once and that only the designated resident could participate.
The survey results were published on the project website.
On February 27, 2024, the Consultant began gathering input from community stakeholders as a key part of the project. These stakeholders, often on the front lines of community recreation support, have valuable insights into local needs and desires. Ten virtual one-on-one interviews were conducted with selected key stakeholders, including members of various boards and commissions. Additionally, eight focus groups were held with City staff to gather data on community park, facility, and program needs.
To further encourage community participation, the Department hosted three in -person meetings to gather additional input on the Master Plan.
Community Workshops and Survey Participation
Workshop #1: March 13, 2024
The first community workshop was held on March 13, 2024, from 6:00 PM to 8:00 PM at the Joslyn Adult Center at George Izay Park. A video of the workshop presentation was posted online for those unable to attend in person. The Workshop #1 survey, available online and in paper format at recreation facilities, was open until March 31, 2024. A total of 459 surveys were completed. The results were posted on the project website.
Workshop #2: April 10, 2024
The second workshop took place on April 10, 2024, from 6:00 PM to 8:00 PM at the Mary Alvord Recreation Center at Verdugo Park. A video of the presentation was made available online following the event. The Workshop #2 survey was accessible online and in paper form at recreation facilities and was open until April 24, 2024. A total of 383 surveys were completed.
5 Workshop #3: May 8, 2024
The final community workshop was held on May 8, 2024, from 6:00 PM to 8:00 PM at the McCambridge Recreation Center, with an online option for remote participation. The Consultant provided an overview of the Master Plan process, city demographics, existing resources, and a summary of prior community outreach.
Workshop #3 survey included lists of program, class, and activity needs, as well as park features and facility needs, from previous outreach efforts. Participants selected their top five needs and then discussed their responses in groups to reach a consensus. The survey was available until May 22, 2024 and was promoted through the City’s social media, website, and flyers at various recreat ion facilities. A total of 1,146 surveys were completed.
The initial community outreach event was supported by the Department’s marketing campaign aimed at raising awareness of the project. This campaign included distributing door hangers, as well as postcards and posters at recreation centers, community centers, and public counters. Additionally, a pre -recorded video presentation was posted on the project website, introducing the project, outlining its background and timeline, describing completed and upc oming outreach efforts, and presenting project goals. The video remains available on the website, allowing those who could not attend to stay engaged at their convenience. This online format enables participants to remain involved on their own schedule.
Phase IV: Recommendations
The community’s needs and desires , as captured through the public outreach and engagement phase , are included as recommendations in the Master Plan. Specific recommendations are further broken down into the key strategies that will advance the development of parks and recreation for the entire community.
To effectively address the identified needs, the following key strategies are recommended. Each of these strategies are designed to b alance existing recreation resources with the community's requirements, ensuring a comprehensive approach to enhancement and development.
Key Strategy #1: Develop multi-use sports complexes that maximize space efficiency, provide flexible scheduling, and promote inclusive programming for all age groups.
Goal 1.1 – Soccer Fields: Prioritize developing soccer fields to meet community needs, as use of school district fields are unsecured and contingent to school priorities.
6 Goal 1.2 – Picklball Courts: Develop additional pickleball courts in groupings of four to eight, allowing flexibility for lessons, scheduling, and tournament play.
Goal 1.3 – Youth Sports : Expand youth sports offerings, particularly in high - demand areas like baseball, volleyb all, and soccer, by developing new facilities and collaborating with programs to meet community needs.
Key Strategy #2: Implement aquatic center improvements with diverse water features, swim programs, and spaces for both competitive athletes and casual swimmers.
Goal 2.1 – Swimming Pool Improvements/Swimming Classes/Competitive Swim: Collaborate with local providers to address participation barriers, capacity, and explore expanded use of McCambridge Pool.
Goal 2.2 – Splash Pad : Add small, low -cost water features that enhance playgrounds with mist -level play, avoiding standing water and minimizing impact on park usability.
Key Strategy #3: Adopt a comprehensive park enhancement plan that prioritizes eco - friendly practices, modernizes amenities, and ensures inclusive access for all community members, including those with disabilities.
Goal 3.1 – Park Maintenance: Improve park maintenance by focusing on sports fields, hardscape areas, and planter areas, while utilizing computer ma intenance management software (CMMS) for scheduled and planned tasks to support a lifecycle management program of park assets.
Goal 3.2 – Sustainable Park Management : Promote sustainable park management by developing a n Urban Forest Master Plan encouraging park conservation, implementing a lifecycle management plan for tree care, and partnering with community organizations to promote urban forest health.
Goal 3.3 – Restrooms: Increase restroom maintenance and availability through additional clea ning operations during peak usage times in parks with high visitation.
Goal 3. 4 – Playground Improvements : Continue the playground renovation schedule, while incorporating universal playground design standards for equitable and inclusive play spaces in all new developments.
Goal 3.5 – Accessible Playgrounds and Facilities for Those with Disabilities:
Enhance park accessibility with inclusive playgrounds, accessible facilities, and universal design standards to create equitable spaces for all ages and abilities.
Goal 3.6 – Dog Park: Prioritize the continued development of the Dick Clark Dog Park.
7 Key Strategy #4: Create interconnected greenways with walking loops that link parks and trails to accessible transit options and parking, promoting sustainable mobility and outdoor recreation.
Goal 4.1 – Add More Parks and Green Areas : Enhance urban spaces by repurposing land, developing green corridors, and fostering public -private to partnerships create multiuse recreational and environmental spaces.
Goal 4.2 – Walking Paths or Trails: Enhance park access and promote healthy living through a well-defined trail system.
Goal 4.3 – Bike Trails: Improve communication on trail access, gather community feedback, and advance the Burbank Complete Streets Plan to boost bike and pedestrian mobility.
Goal 4.4 – Parking and Transportation: Enhance pedestrian safety by adding traffic calming measures, improving parking flow, and ensuring adequate parking and alternative transport for parks and events.
Key Strategy #5: Create a versatile cultural hub that offers adaptable spac es for performances, exhibitions, and community -driven programs, fostering creative expression and cultural engagement.
Goal 5.1 – Performance Venue: Strengthen partnerships with local nonprofits and enhance facilities like the Burbank Little Theater and Starlight Bowl, providing diverse platforms for arts and cultural events.
Goal 5.2 – Arts and Culture Programs : Expand access to the arts through fostering expanded cultural programs and development of facilities / venue optimization.
Key Strategy #6: Expand diverse programming that provides tailored activities for both seniors and youth, encouraging active engagement and community growth.
Goal 6.1 – More Senior Programs and Activities : Foster community and well - being by expanding social clubs, fitness options, and creative arts programs for seniors.
Goal 6.2 – Day Camp: Provide flexible day camps with options for working parents through full-day, half-day, and school-partnered camps.
These strategies are designed to balance existing recreation resources with the community's needs, ensuring a comprehensive approach to enhancement and development. These strategies are community-focused initiatives created in response to strong interest in enhancing the City's park and recreation system. This recommendation represents a comprehensive strategy for implementing improvements and prioritizing
8 investments where they are most needed. To fulfill the needs of residents for accessible parks, quality facilities, trails, programs, events, and services, significant investment is necessary.
It is crucial to recognize that the City cannot implement this plan alone. Active participation from city officials, businesses, community organizations, volunteers, donors, and residents will be vital in achieving the community’s vision for parks and recreation.
ENVIRONMENTAL IMPACT
The Master Plan was reviewed for compliance with the California Environmental Quality Act (CEQA). Because the Master Plan is an administrative document that will not result in a project, as defined under California Code of Regulations, Title 14, § 15378(b)(5), it was determined to be exempt under the common sense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA ( California Code of Regulations, Title 14, § 15061(b)(3)). No physical actions, activities, or projects directly result from the Master Plan. Any fut ure projects resulting from the Master Plan will be subject to CEQA review.
FISCAL IMPACT
There is no fiscal impact associated with this report.
The cornerstone of the success of the Master Plan is the City’s ability to secure adequate and stable funding for the development and operation of parks, recreation facilities, and programs. A number of financial resources are available, and the Department 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.
Based on these general proje ct estimates and with all projects considered, the Master Plan identifies a projection of $ 200,224,405 in park and facility needs. With a limited annual budget, the Department will need to explore alternative funding opportunities. The Master Plan provides a strategic framework for pursuing various grant opportunities to support ongoing maintenance, major renovations, and new capital projects.
CONCLUSION
The Master Plan was developed through extensive collaboration with the community and stakeholders, whose feedback played a vital role at each stage of the process. The Department is proud to have engaged with community members, park users, and Burbank supporters, who shared their thou ghts, ideas, and vision through workshops,
9 online surveys, city-wide surveys, and stakeholder interviews. The resulting plan captures the needs, values, priorities, and perspectives of the Burbank community. By collaborating as a community, the City can make significant strides to further enhance the quality of life in Burbank.
ATTACHMENTS
Attachment 1 – City Parks Master Plan