Agenda packet — Compton City Council, October 27, 2026 (part 1 of 2)

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COMPTON CITY COUNCIL
AGENDA
10/27/2026
3:30 PM – WORKSHOP
4:30 PM – CLOSED SESSION
5:30 PM – PUBLIC MEETING
205 S. WILLOWBROOK AVE
COMPTON, CA 90220

WORKSHOP
3:30 PM - VACANT & UNDERUTILIZED LOTS WORKSHOP - Bryan Spragg

OPENING

ROLL CALL

MOMENT OF SILENCE

PLEDGE OF ALLEGIANCE

PUBLIC COMMENTS ON CLOSED SESSION

CLOSED SESSION
-2- City Council Agenda
10/27/2026 5:30 PM

1. Conference with Legal Counsel – Anticipated Litigation Pursuant to Government Code Section 54956.9(e)(1) or (d)(2) and (e)(1) because there is significant exposure to litigation in two case

2. Conference with Legal Counsel – Anticipated Litigation Pursuant to Government Code section 54956.9(d)(4) to consider initiation of litigation for one case

REPORT OUT OF CLOSED SESSION

COMMENDATORY RESOLUTIONS/PRESENTATIONS

3. COMMUNITY SERVICES SPOTLIGHT - Councilman Andre Spicer

PUBLIC COMMENTS ON AGENDA ITEMS AND NON-AGENDA MATTERS

CONSENT AGENDA
Consent items are routine and expected to be non-controversial. They will be acted upon by the Council at one time without discussion unless a Council Member requests an item be removed or discussed.

APPROVAL OF MINUTES

4. APRIL 7, 2026

5. MAY 26, 2026

PLANNING AND ECONOMIC DEVELOPMENT

6. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ENTER INTO A TEMPORARY

LICENSE AGREEMENT BETWEEN THE SUCCESSOR AGENCY AND SANTA'S

CHRISTMAS TREES FOR THE PURPOSE OF SELLING CHRISTMAS TREES ON CERTAIN AGENCY-OWNED PROPERTY LOCATED AT 2000 WEST COMPTON

BOULEVARD

REGULAR AGENDA

CITY MANAGER'S REPORT

7. RECEIVE AND FILE THE CITY OF COMPTON VACANT AND UNDERUTILIZED

LOT INVENTORY AND STUDY

8. FLOCK CAMERA EVALUATION UPDATE - Anthony Ward

UNFINISHED BUSINESS
-3- City Council Agenda
10/27/2026 5:30 PM

9. A RESOLUTION OF THE CITY COUNCIL OF THE CITY COMPTON DIRECTING STAFF TO AMEND ORDINANCE NO. 2,298 SECTION 12-9 (PREFERENTIAL

PERMIT PARKING PROGRAM) OF THE COMPTON MUNICIPAL CODE AND

REQUESTING A PUBLIC HEARING TO IMPLEMENT PROPOSED PERMIT

FEES, ENFORCEMENT HOURS, AND PROGRAM REQUIREMENTS

NEW BUSINESS

10. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ISSUE A PURCHASE ORDER IN THE AMOUNT OF NINE THOUSAND SIX HUNDRED DOLLARS ($9,600) TO EADIE

AND PAYNE LLC FOR PROVIDING NEEDED SERVICES BEYOND THE TERMS

OF THE AGREEMENT

11. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

APPROVING FIRST QUARTER BUDGET AMENDMENTS TO THE FISCAL YEAR 2026-2027 BUDGET, AUTHORIZING THE TRANSFER OF FUNDS BETWEEN

VARIOUS ACCOUNTS, AND AMENDING THE EXISTING PERSONNEL

SUMMARY TO CORRECT ADMINISTRATIVE OVERSIGHTS AND MAINTAIN CONTINUOUS CITY OPERATIONS. ALL THESE TRANSACTIONS ARE “COST NEUTRAL”

COUNCIL COMMENTS

ADJOURNMENT
NEXT REGULAR MEETING: 11/3/2026 5:30 PM
Visit our website at http://www.comptoncity.org
Visit our Youtube at https://www.youtube.com/@comptoncityhall City of Compton
Compton Parks Study
City Council
Presentation
October 10, 2026
Project Overview and Objectives
• Identify vacant lots, underutilized land, and former
successor agency land available for development of
parks and open space
• Identify joint/shared-use opportunities
• Create five conceptual designs
• Engage community members to identify priorities
and opportunities for new parks and open space
Identify opportunity areas
Existing conditions report
Recommendations on lot inventory
and owner engagement
Listening Sessions
Conceptual designs
Site assessments
Renderings
Open House
Selection of high-priority sites and
opportunities for park development
Technical Advisory Committee 2
May - July 2025 Nov 2025 - Jan 2026
Plugging into existing events
Surveys
Focus Groups
Technical Advisory Committee 1
Aug - Oct 2025 Feb - Apr 2026
Planning and Engagement Process
Who we engaged?
Color Compton
Compton Run Club
Moonwater Farms
Compton Advocates
The Compton Arts Project
The Nests Society
Listening Sessions
Seniors
Youth
Community Organizations
Equestrian Community
Faith-based Institutions
Maintenance Staff
Roundtables
Tamara Binns - Assistant City Manager
Hector Bernal - City Manager’s Office
Bryan Spragg - Parks and Recreation
Cecil Flournoy - Community Development
Marcus Harris - Public Works
Technical Advisory Committee Open House
345 Participants Compton Run Club - August 2, 2025
Compton Advocates Resource Fair - August 2, 2025
Dollarhide Senior Center - July 24, 2025
Compton First Friday’s - August 1, 2025
Moonwater Farms - August 10, 2025
Poinseta Block Party - August 9, 2025
Survey Events We Plugged Into
18 Participants
Hosted at Dollarhide
Community Center
Survey Feedback Race and Ethnicity
Race and Ethnicity Survey Compton
Latino/Hispanic 61% 72%
Black/African American 29% 24%
White 2% 0.8%
Asian/Pacific Islander 1% 0.9%
American Indian 1% 0.1%
Prefer not to say 5% -
Other 5% 0.9%
Latino/Hispanic
Black/African American
Other
Prefer not to say
White
Asian/Pacific Islander
American Indian
1% 1% 2% 2%
5%
29%
61%
I live in Compton (own)
I live in Compton (rent)
I work in Compton
I go to school in Compton
I own a business in Compton
I visit Compton regularly
(shopping, dining, friends, etc.)
How are you connected to Compton?
35%
26%
22%
9%
5%
3%
44%
Rent
56%
Own
In Compton
How long is it to walk to your nearest park?
37%
35%
20%
9%
5-10 minutes
More than 10 minutes
Less than 5 minutes
I don’t have a park nearby 0.6
Park Acres per
1,000 Residents
Los Angeles County average is 3.3
acres per 1,000 residents
Where are people taking the survey from?
15 10
5 1
2 3
4 5
6 7
8 9
10 11
12 13
14 15
16 110
110
91 91
710
710
105
105
West Rancho
Dominguez
Willowbrook
Lynwood
East Rancho
Dominguez
Rancho
Dominguez

ROSECRANS

ALONDRA

COMPTON

GREENLEAF
WIL
MIN
G
T
O
N
C
E
N
T
RA
L
L
O
N
G
B
E
A
C
H
S
A
N
TA F
E
A
L
A
M
D
E
A
AT
L
A
N
TIC
Long Beach
Where is there not enough park space?
1 Community Identified
Park Space Need
Existing Parks
1/2 Mile Park Radius
Very Low
Low
Moderate
High
Very High
#
5 3
1 Parks Needs Assessment Map Details
What prevents you from using parks more often?
27% 32%
19%
11%
5% 5%
Parks do not
feel safe
Poor maintenance
or lighting
Lack of programs or
things to do
Not enough
parks near me Nothing - I use
parks often No time
or transportation
What types of recreational activities or features would you like to see in new or existing parks and open spaces?

WALKING TRAIL

SPACE FOR YOUTH PROGRAMS

COMMUNITY GARDEN

PICNIC AREAS

SPLASH PAD/WATER FEATURE

RESTROOMS

PLAYGROUNDS

TREES OR GREENERY

SPACE FOR SENIOR ACTIVITIES

OUTDOOR FITNESS EQUIPMENT

MULTIPURPOSE FIELD

EQUESTRIAN TRAIL

BASKETBALL COURT

FOOTBALL FIELD

SOCCER FIELD

TENNIS COURT

PICKLE BALL COURT

SKATE PARK ART OR CULTURAL SPACE

SWIMMING POOL

DOG PARK

BIKING PATH
Priorization Methodology
Equitable Access
Prioritizing park development in
areas with limited existing open
space and high community need.

Climate Responsiveness
Expanding tree canopy, shade
structures, and green surfaces to
address extreme heat conditions.

Multi-Functional Design
Integrating active recreation,
passive use, and community gath-ering within compact footprints.

Community Identity
Incorporating art, cultural
elements, and flexible spaces
that support local programming.

Safety and Visibility
Enhancing natural surveillance,
clear circulation, and defined
edges to improve user comfort.

Phased Implementation
Structuring designs to be done
incrementally as funding and
partnerships become available.

Conceptual Design Framework
634 N TAMARIND AVE
Existing Proposed Concept
634 N Tamarind Ave
700 N Alameda St
700 N ALAMEDA ST
Existing Proposed Concept
1321 W Laurel St
1321 W LAUREL ST
Existing Proposed Concept
106 E Cedar St
106 E CEDAR ST
Existing Proposed Concept
Alondra Blvd to 154th St
ALONDRA BLVD TO 154TH ST
Existing Proposed Concept
Next Steps
Regional Park and Open Space (RPOSD) Grant
• Compton Youth Activites League (Joint-use Agreement)
• 700 N Alameda St, Compton, CA 90221
• Very High Park Need
• Identified by community as a potential park space
• Total Funding Available: $125,000
Thank you!

3. 1
April 7, 2026
The Compton City Council meeting was called to order at 4:36pm by Mayor Emma Sharif in the Council Chambers of City Hall. The Moment of Silence and Pledge of Allegiance Ceremonies were also led by Mayor Emma Sharif.

ROLL CALL
Council Members Present: D. Duhart, A. Spicer, J Bowers, Mayor E. Sharif Council Members Absent: L. Darden
Other Officials Present: S. Zurita, W. Hopkins, Jr. (Joined after Closed Session)

PUBLIC COMMENTS ON CLOSED SESSION
Rodney Lister indicated that from being around various City Managers they had in Compton. Mr.

Hopkin’s office had always been accommodating when he calls and needs direction. As a resident he’s pleased with his service.

Lynn Boone stated the City Manager has been misusing public funds and when she comes to speak on items, he wants to call names and that’s totally wrong. Sharif as you being the person over the meetings you should be calling him out on that. He not only signed one contract with the trash company he signed two contracts and he got a check for $300,000 but he continues to say she is lying and that the check doesn’t exist. It doesn’t exist as far as the City Treasurer because that person did not receive it but if you refer to the Charter under City Treasurer it says all money payable to the City of Compton is supposed to go to the City Treasurer. He never received it. He also received other benefits from the trash company.

Fidel Marquez noted his issue with the City Manager is that he has been up for evaluation for a year and they still haven’t been able to evaluate him. They are still the only city on the high-risk list financially and that says a lot about them and gives them a bad reputation out of four hundred eighty-three cities. That should have been the City Manager’s main focus. In addition, the residents have been coming up inquiring about the credit card issue. Back in February as per resolution 26,175 they hired JL, LLC Group out of Laguna Niguel. They should be doing the investigation.

They have a contract with them for $225,000. Why aren’t they utilizing them? The City Manager has nothing to do with this investigation.

CLOSED SESSION

1. PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Title: City Manager
Pursuant to California Government Code Section 54957
On Motion by Duhart, seconded by Spicer the meeting adjourned for recess to Closed Session at 4:41pm by the following vote on roll call:

AYES: Councilmembers – Duhart, Spicer, Bowers, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Darden
On Motion by Duhart, seconded by Darden, the meeting was reconvened from Closed Session at 5:30pm by the following vote on roll call:

AYES: Councilmembers – Duhart, Spicer, Bowers, Darden
NOES: Councilmembers – None
ABSENT: Councilmembers – Mayor Shariff

REPORT OUT OF CLOSED SESSION

DUE TO A FAMILY EMERGENCY FOR THE MAYOR, THEY WERE NOT ABLE TO CONDUCT THE CLOSE SESSION ITEM. IT WAS AN ITEM SHE PLACED ON THE

AGENDA THEREFORE THEY THOUGHT IT WOULD BE BEST FOR HER TO BE PRESENT BEFORE THEY DID THE EVALUATION. NOTHING TO REPORT OUT OF CLOSED SESSION VIA MAYOR PRO TEM ANDRE SPICER.

4. 2

PRESENTATIONS

2. POWERPOINT PRESENTION: LOS ANGELES JOB CORPS – MITCHELL

MATTHEWS
Michelle Matthews from the Los Angeles Job Corps Center thanked the Mayor and Council for having her and presented the following:

Job Corps is the number one nationwide successful career program in the nation. They serve over two million youth per year and they have over 100 centers nationwide.

What is Job Corps?
 Free vocational and career training
 Federally funded program
 Established in 1964
Los Angeles Job Corps center serves six hundred and fourteen students.

Long Beach can serve two hundred eighty five students.

The greatest component of the Job Corps Program is they offer housing. They can live there while they’re going through the Job Corps Program.

Their trades start from six months to up to two years. They can be there for up to three years if they do an advanced trade. The careers include Welding, HVAC, Photovoltaic, Automotive Technology, Business, Culinary Arts, Healthcare, Electrical, Computer Networking, Construction, Transportation and more.
100% No Cost for Nutritious Meals, Furnished Housing, Basic Medical Care, Mental Health Services, Supplies & Uniforms, HSE/GED Completion, Driver’s Education, ESL Classes, Math & Reading Tutoring and Fundamental Employment Skills.

The current administration tried to shut down their program, but they were unsuccessful because only Congress can open or close their program.

Student Life – Includes basketball, softball, flag football, soccer, on-campus weight room, lots of gaming tournaments, movie nights, off-campus activities, student support groups, prom and more.

Everything is fully paid for. They do not have to have a dollar in their pockets when they come into the program.

The Application Process – They must be a citizen of the U.S. or be here legally in the United States because when they complete the program, they’re either going to get a license, or a certification or a credential. It is important that they complete a background check. They cannot be on active probation or parole because they are not allowed to miss a lot of school. It’s really about the workforce readiness therefore everything that has to be taken care of in their lives have to be taken care of prior to coming into the program. They can’t owe restitution above $500. They will be drug tested because they are a federal program and not a state program. It is a zero tolerance for all drugs including marijuana. Whatever the workforce doesn’t allow Job Corps doesn’t allow.

If they fail the first drug test they do allow them to stay but they will be randomly tested. If they fail a secondary drug test they will be expelled from the program permanently.

Other Important Information
 All students have in-person classes Monday-Friday from 8am to 4pm.  All students wear a Job Corps uniform.
 All students who commute can be provided with a TAP card or be reimbursed for up to $12 per day for parking.
 All students who live on campus cannot leave the center Monday through Friday.  All students receive a bi-weekly living allowance.

Ms. Matthews stated that Mayor Sharif knows their program, she’s been there and she wanted her to present it to them so that Compton residents would know about the Job Corps Program.

Applications can be submitted online with MyJobCorps. An Admission Counselor will contact them to discuss their next steps within twenty-four hours after submitting their application.

Councilmember Duhart asked if they provided shelter for the students. 3 Ms. Matthews replied “yes” for those that need it.

Councilmember Duhart asked do they provide dental and health care for the students.

Ms. Matthews stated they used to provide dental coverage but that has changed, however basic medical and mental needs are provided. They have a medical clinic and a mental department on center.

Councilmember Duhart thanked Ms. Matthews for the presentation and asked for the location of the Los Angeles office.

Ms. Matthews stated they are located on Olive and 11th Street.

Councilmember Bowers asked if they had two different facilities.

Ms. Matthews stated they have 122 nationwide but the closest to Compton would be Long Beach and L.A.

3. PROCLAMATION – NATIONAL COMMUNITY DEVELOPMENT WEEK
Mayor Sharif and the Council presented a Proclamation to National Community Development Week to celebrate the Community Development Block Grant CDBG Program. Now therefore, that the City of Compton do hereby proclaim that the week of April 6, 2026, through April 10, 2026 be known as National Community Development Week in support of tremendous contributions to the Boys and Girls Club.

MAYOR JOINED THE DAIS AT 5:52PM AFTER ITEM 2, PROCESSED WITH ITEM 3 AND DIRECTED RECESS FOR 10 MINUTES – RECONVENED AT 6:02PM – MAYOR ASKED\ TO GO TO CLOSED SESSION ATER REGULAR MEETING.

PUBLIC COMMENTS ON AGENDA ITEMS AND NON-AGENDA MATTERS
E.P. Mason stated a lot of police officers are having issues because they are required by the state to carry certain IDs on them for CCW for carrying a concealed weapon. Over the last couple years, he has been there three times. He talked to the HR Department who referred him to several other departments and the bottom line is they were not able to find out who was responsible to issue the badges. He worked at the Compton Police Department prior to the Sheriff Department as well as his father Red Mason. He’s originally from Compton. Forty years ago, he came to the city to become a police officer in Hub City. He retired in the nineties. He was issued a flat badge and an ID. The person that seemed to be the most knowledgeable about it was Wanda Allen. She was running administrative section for the Police Department and retired from the city. She was the only contact they had when the Compton Police Department was taken over by the Sheriffs. Asked if someone could find Ms. Allen and straighten the situation out.

Mayor Sharif advised him that someone was in the back and would take his number so that they could get back to him and try to resolve the matter.

Rodney Lister from district three spoke in regard to item number fourteen. When he read it, a couple of things caught his eye. One is, it’s for a two-year period with a one hundred twenty-day evaluation to see if they want it or not therefore, he’s hoping that during discussions Council could ask the question for the public. As far as what happens during the evaluation period and the city decides they are not in agreement with it is there a fee involved with returning the equipment. As for the funding sources, the majority of the money is funded from prior years Community Development Block Funds from 2019, 2020 and 2025. Portions from the Department of Justice funds Measure P is paying the smallest amount so what happens in two years when they say we like this. At that time, they are going to have a funding issue of having to identify how they are going to pay for those funds considering mostly grants are paying for it and they know that at the federal government level they saw this year what happens if the federal government decide not to issue monies out of the jurisdictions. Maybe amongst the Council those questions could be answered for the community. Number eleven the upcoming budget in the past two years the citizens were involved.

Karen Harris & Marguerite Fluker represent the Beautification Committee. Each of them received letters from them last week about their upcoming Earth Day Event taking place at Alma 4 Backyard Farms located at 801 E. Redondo Beach Blvd. It’s a collaboration between the Beautification Committee and Alma Farms. Alma Farms will be giving away three hundred organic produce boxes, pantry staples, children’s books and toys. The Beautification Committee will be giving away two hundred bags and paying for meals for the first fifty people. This is a first come first serve basis and it’s taking place on April 19, 2026, from 8am until 12pm. They invited the community to come out and join them. They will be planting and there will be arts and crafts for the kids.

Kinsey Jones wished everyone a nice weekend. He stated that sometimes he asks for a lot of things, however he thanked them for the lights, the traffic lights and the divider in the street. It looks nice at night when he drives down Long Beach Blvd. He patronized the new Lets Eat Restaurant and it was nice. He provided all the ladies on the panel with a single pink long stem rose indicating he wanted to show his appreciation for their hard work. The seniors asked him to inquire about the park and please don’t forget about his waterfall. He and five of his buddies enjoyed Lets Eat and spent $600.00.

Dennis Banks introduced Nay Boseman, indicating they were there to talk about 541 E. Pine. Ms.

Boseman is the Operator of Business of the banquet facility at 541 W. Pine, and she has been having some extreme difficulty getting her business license renewed going back and forth between different city departments and they would like some assistance. The “use” was approved back in 2012 via a Conditional Use Permit, conditional use permit 928 to operate a bank facility at 501 E.

Pine St. During that time there were no issues, they had no problems. They paid the business license on time, complied completely with the conditions of the approval. He got involved in 2024 because an official from the city approached the business owner about the conditional use permit and the business license. The city seemed to believe that the conditional use permit which granted them use was denied or had expired. (His time expired).

Mayor Sharif advised him that the Assistant City Manager was in the back, would take his number and someone would get back to him.

Ms. Boseman stated that following what Dennis mentioned she asked if there was an option to renew her business license since it’s due to expire May 30, 2026. She would also like some eyes on the Building and Safety and Planning Departments to make sure everything goes according as she has been doing this for years. She’s trying to get the Certificate of Occupancy however she feels like every time she has an issue with the landlord Building and Safety comes out. She did an injunction in 2019. That’s when Victor Orozco came up to her indicating that she did not have a business license or a CUP. She had her attorney come in and they talked to the City Manager. He did back off however now he’s doing the Certificate of Occupancy. He went to the Fire Department and advised them that they did not have an active CUP. She’s requesting that her business license be renewed and she receives the Certificate of Occupancy.

Mayor Sharif advised her that the Assistant City Manager was in the back, would take her number and someone would get back to her.

Nina Childs addressed Councilmember Duhart thanking her for always being available, always being so kind as well as Councilmember Spicer for always being available even though she does not live in his district, but he always helps her out when she needs it. She was concerned about some things that the residents should know about that are being thrown under the rug, especially with those who are currently running in the upcoming election. They know what they did concerning the hero’s pay. She had to go to Google to make sure she wasn’t stating anything wrong about taking money away from essential workers. Google confirmed what she thought, essential workers are firefighters, police officers, healthcare workers, utility workers, emergency workers.

The Council members fall under elected officials. They work four days a week and are off on Fridays. They are not essential workers therefore when they sit up there, take a vote and give themselves thousands of dollars, “you Mrs. Darden, you Mr. Bowers, you Emma and that Richard Galvan who is thankfully no longer here,” it’s a problem. They know now that the taxpayers must pay the money back along with a fine but you’re running again. “And Emma you’re running on the platform of let’s finish the work. I don’t know what work you started unless you’re talking about the work of defrauding the citizens because she’s a taxpayer and has to pay the money back.

Abril Villanueva from district two thanked the Mayor and Council for staying professional, for showing up, for listening to them. She knows she has been there and she is not their favorite person, but she thanked them for taking the time to talk to her and clarify things with her. She talked about 5 agenda item fourteen requesting that they please decline or table the authorization of the City Manager entering into a two-year Sole Source Lease Agreement with Flock Safety, Inc., while they look for alternative options that do not have the following issues: Flock is used in ICE and CBP and federal agencies in ways that may conflict with California law including SB34 and SB54.

Flock cameras can provide warrantless access to footage, raising civil liberties and privacy concerns for residents. Several cities and counties have opted to de-flock or discontinue using flock due to this concern. She emailed them all last night and requested that they please review the articles from ACLU, Politico, The LA Times and Cal Matters.

Aaron Diaz is a resident of district two. He’s asking them to please vote no on item fourteen listed on the April 7, 2026, City Council Agenda which would authorize a two-year lease agreement with Flock Safety, Inc. This decision matters because it directly impacts on the trust, privacy and safety of Compton residents. There are several serious concerns that he urges them to consider before moving forward. First, Flock Technology has been used by federal agencies such as ICE and Customs and Border Protection in ways that may conflict with California laws such as SB34 and SB54. Our city should not risk being connected to systems that could undermine state protection for the community. Second, these cameras raise real civil liberties concerns. The possibility of warrantless access to footage means residents could be monitored without proper oversight or accountability. Third there are documented vulnerability and fog systems in a time when data breaches are increasingly common. We should not adopt technology that could expose residents’ personal information to cyber threats.

Briana, Community Organizer from Compton addressed the City Manager stating she was there a month ago and was told that she could not give public comments in Spanish. She now knows that she has the right to do so therefore she will start in English and then go into Spanish. CD3 has been informing work sites across LA County about their rights due to the increased attacks on the community and neighbors. She respectfully opposes item number fourteen entering into a two-year contract for flock cameras. The system collects and stores large amounts of data on residents’ movements, raising serious concerns about mass surveillance and privacy. It’s not about crime prevention; it’s about tracking everyday people without suspicion. They all want safe communities, but safety should not come at the cost of trust and privacy. She urged them to invest in community-based approaches instead of flock cameras. (She repeated in Spanish).

Umberto Espelita from WhatsApp asked them to give him a hand to have a better world and build some trees. He hopes they will be re-elected and hopefully they will be better than last time. A lot of people trust them and a lot of people do not. He comes with support and trying to make a better Compton. He would like them to bring clean energy to the U.S.A. Buildings and trees are the new company. They bring new technology, smart technology with other companies. It’s time to reduce pollution with air, water and soil.

Mr. Rodriguez thanked them for the nice work that is being done on the streets. This will be his last time there. His neighbor told him he was wasting his time, however he doesn’t think so because someone told him that they were going to look into the little town of Peter Pan. He doesn’t feel like he is going to win the battle, but he wants to win the war. All men are created equal. Blood is only one color.

Tanya Lewis first district addressed Councilmember Duhart informing her that on Rosecrans and Central by Starbucks there’s a palm tree there. When exiting the driveway it’s a blind spot.

Someone wants her to look into it. She addressed Mayor Sharif stating, “she knows Spicer had a lady come up there and talk about her because he does things like that”. “And Spicer I want to let you know I’m old school. There’s a song when I was a young lady called Smiling Faces Sometimes Tells Lies”. She addressed Mayor Shariff indicating she is going to have to address that. Just like the young lady came to say something she has something to say tonight. Tonight is Tuesday, two weeks from last week. She wants to know and the citizens would like to know what’s up with the credit cards because a reliable source informed her that they are still using or still have the credit cards in their possession. “What’s up with Spicer? They need something tonight. If you can’t do it, maybe they need to call channel seven, four or whoever will come and see what’s happening with the DA and why he’s still sitting there”. She informed Mayor Sharif indicating “just like you just got confronted, if you had done this six months ago, he would not be running for Mayor. He needs to be in jail. Just like Pat Moore, Tucker, Omar and Amen Rahh went to jail yet he’s still sitting there”. She advised Mayor Sharif that she has to speak up. She’s running against him and there’s a lot of stuff on him that she is not exposing. “To the people watching him on TV on his broadcast do not believe him. The NAACP asked him three weeks ago to Clean up the BS!” 6 Missy from third district informed Councilmember Duhart that district three belongs to Councilmember Bowers. She has been campaigning over there and he is her colleague. She addressed Mayor Sharif, indicating a lot of seniors from district one came to see her. They asked her to inform Mayor Sharif that on 136th and Grandee they need permit parking. The seniors over there don’t have parking because the residents are taking up their spots. She discussed the Cal Cards. They now know Lena is the lady that left there, she’s part of Team Spicer. She came up and talked about the hero’s pay. The Cal Card is similar to a credit card because once you use it, you can continue. We know you can’t go to a strip joint and use it, but we know that you can shop any and everywhere with it and that’s a violation. The residents are complaining and requesting a better media video system. When they are at the podium it’s a small box and the seniors cannot see. They need to blow it up so they can see who’s at the podium speaking. Councilmember Darden mentioned the quarterly statements some months ago, maybe last year. They have not received any quarterly statements on their money that’s being spent. They need to know exactly because she requested some information as far as the statements are concerned and she’s on hold.

She was told that pending the investigation she could not get the information. On Wilmington, John Strickland stated that he was going to make it beautiful however it’s a mess. They put the flowers there, but they look like weeds.

Craig Henry district four, he understands and realizes there are intelligent people and under the rules of decorum in the guidelines it stipulates that all remarks are to be made to the Council as a whole. One individual on the dais is not to be singled out and talked about when they are discussing matters of the city with the Council. He knows some folks say they graduated and received master’s degrees and all of that therefore it shouldn’t be too hard. Under rules of the decorum number one, all remarks shall be addressed to the agency body as a whole. Apparently up there they need to click the gavel. When people are addressing individuals up there it is not fair and that’s in writing on page two. What it says they are to address the body. It’s unfair to get up there and attack a person even if they can’t attack them back under the rules of the decorum. The name calling is against the rules of decorum in the meeting. If there is an individual they need to address, they need to make an appointment to meet with them in their office one on one. If they are talking about credit cards don’t single the person out address the credit card situation. People have a tendency to run amuck in there but there are rules and regulations that they follow to be able to speak. They have to get a grip on the meetings because people all over the nation are watching.

Lynn Boone, City of Compton, thanked Mr. Craig Henry. Under the City Manager it states that the City Manager is supposed to have a seat up on the dais with the rest of them. He or she is only supposed to speak during the deliberations. As far as talking about people, every time she speaks, she tells the truth about him he calls her a liar. Therefore when Mr. Henry comes up and cite the rules, cite all of the rules, not just some of them that he wants the people to follow. Residents are calling complaining about the Closed Session meeting stating they did not hear any comments at all and when they called the City Clerk’s Office, they were told that the mic was turned on at 5:30pm. Mr. David received an award tonight and she doesn’t understand that. He came in as Parks and Recreation and then moved to CDBG grants and as of the last two weeks he was the department head of the Water Department. We only have one person that can do all three jobs. Does he get another certificate next week? Election Code 13107, Government Code 12172.5 and Code of Regulations 20712 state that any one of them that claim they are an elected official, if asked by the public you have to prove it. The proof is a certification that they won the election or a resolution from the Council that they appointed them. Councilmember Spicer has neither and he’s still allowed to participate in the election. This is sad. “Mr. Henry that’s another rule that you missed”.

She wanted everyone to know that when they violate the Charter once they open the door to violations constantly. It’s not fair or right to the public and it’s unfair they have that privilege.

Vanessa Cain, when you get into the rules of decorum, “Mr. Henry imma do it like Malcolm would do it. If you a liar, imma call you a liar and that’s just the way it’s gonna be and I am going to direct it to who’s ever lying so get used to it”. As for the credit cards, that is a subject they are going to continue to visit until it’s cleared up because they have been dealing with it for a long time. They have requested the last statements, and they have not received them. She understands they are being held up for what reason she does not know because that’s public information and the investigation shouldn’t have taken that long. They have Council in the city that they pay for to handle that therefore she doesn’t know why they are still going over it. They know his credit card violations they should vote on it to have him removed. He is not a Councilman, Lynn just gave them the laws, and no one follows them, but they want them to do the right thing. They have the decorum as well and that’s the Brown Act and the Charter, but they don’t follow any of it. They do not have a City Attorney. These are things they need to be dealing with right now. They 7 shouldn’t have to deal with Spicer and the credit card situation. Just like Tanya mentioned, five people went to jail but they can’t put one illiterate in jail. They need to resolve the issue right now.

As for the hero’s pay, her understanding is if the individuals are found guilty, they have to pay the money back. “When you’re sending someone up here Spicer make sure, you’re giving them the right information. The citizens have to stop voting stupid. There’s an election coming up, elect the people they know can do the job and stop electing crooks.

Mark Smith had issues regarding items eleven, twelve and fourteen. He inquired about the flock cameras and asked where they were going with that? Is it revenue generating for them? Has the Sheriffs given them a presentation on the flock cameras because a lot of cities are protesting against the cameras including California and New York. It’s a Georgia based company and there are a lot of problems. He thanked Treasurer Brandon Mims for getting them a strategic cash flow.

He has an issue with the appointments on eleven and twelve and he’s addressing the entire Council.

When a Councilmember makes a motion, it’s not seconded by Council. It’s an issue when they do not appoint residents, taxpayers and voters they are overlooking. Mr. Miller has been trying to get on the committee for a while, yet they don’t even move to second and continue to overlook him.

He finds it troubling that they are overlooking the residents. Help him understand how this continues to happen and how it doesn’t appear like it’s some backdoor deal that they have colluded and said they are not going to vote. Why is it that when Councilmember Bowers makes a motion, they do not second it? He needs clarity on whether or not they are colluding.

Fidel Marquez from district one had some concerns regarding a few items. Item twelve Cesar Chavez is dead they need to leave that alone because he’s not here to defend himself. A couple of months ago there was a big interview with Delores Huerta having dementia. A couple of months later she’s claiming rape they need to leave that alone. Item thirteen last week they had some gentleman curb painting. Why couldn’t they hire a small business to do that. Item fourteen, they do not have a City Attorney. All of the issues would have been addressed if they had a City Attorney. It’s imperative because a lot of the meetings could be illegal. They are violating the Charter, and he doesn’t see where an attorney has signed off on the flock agreement. They are using government funds therefore the government should have a say in what privacy they share with them. There’s a lot of cities right now being sued for privacy issues with the same company.

They need to table it until they have an attorney look into it and make sure the city will not end up with any legal issues. This week is tax season they have to pay their final installments. A lot of people are struggling with sending the payment however they still have the credit card issue that they cannot seem to resolve. When Sharon was there, the audit required them to get in contact with a fraud investigator due to the fraud that was done from 2010 to 2016. They contracted with JL Group LLC to provide all fraud investigations. Not Ms. Genene McIntyre but the $225,000 that they paid to the company to investigate the fraud for them. He needs a Councilmember to reach out this week before he starts filing injunctions. It’s ridiculous that they have a gentleman running for Mayor that deceived the residents. They are talking about the fraud that happened today. They need answers and they need them now.

City Clerk Zurita stated she received a letter that was sent to the Clerk’s Office asking to be read at the Council Meeting. She read the letter from Cynthia Macon in its entirety.

CONSENT AGENDA
City Clerk Zurita noted that for the minutes of November 18, 2025, they have been corrected to say Ellerman Park instead of Element Park
On Motion by Duhart, seconded by Spicer, the Consent Agenda was proved minus item #7 by the following vote on roll call:

AYES: Councilmembers – Duhart, Spicer, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – None

APPROVAL OF MINUTES

4. NOVEMBER 18, 2025 – WITH CORRECTIONS ELLERMAN PARK

5. DECEMBER 2, 2025

RECREATION DEPARTMENT
8 6. A RESOLUTON OF THE CITY COUNCIL OF THE CITY OF COMPTON AMENDING THE RECREATION DEPARTMENT 2025-2026 ANNUAL BUDGET TO ACCEPT

AND APPROPRIATE A GRANT FROM THE LOS ANGELES DODGERS
FOUNDATION IN THE AMOUNT OF $32,208,00, ALLOCATING FUNDS FOR THE

DODGER DREAMTEAM PROGRAM, AND AUTHORIZING THE CITY MANAGER

TO ENTER INTO AN AGREEMENT WITH HAROLD JOHNSON AS THE

DREAMTEAM COORDINATOR AND ISSUE A PURCHASE ORDER IN THE AMOUNT OF $24,000.00 (Resolution #26,390)

7. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ESTABLISH A PURCHASE ORDER TO

GRAINGER FOR THE PURPOSE OF TWO PORTABLE EVAPORATIVE COOLERS

AND MISCELLANEOUS ITEMS FOR WILSON PARK GYMNASIUM IN THE AMOUNT OF ($5,661.58) REMOVED FOR DISCUSSION

WATER DEPARTMENT

8. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO EXECUTE A PROFESSIONAL
SERVICES CONTRACT WITH MARIPOSA ECO CONSULTING, INC. FOR SB 1383

REGULATIONS, IMPLEMENTATION, AND RECORDKEEPING SERVICES PURSUANT TO RFP NO. CMDW-26-001 FOR FISCAL UERS 2025-2026, 2026-2027, AND 2027-2028, WITH AN OPTION TO EXTEND, AND ISSUE A PURCHASE

ORDER IN THE AMOUNT OF SIXTY-TWO THOUSAND ONE HUNDRED
DOLLARS ($62,100.00) (Resolution #26,392)

ITEMS REVMOVED FROM CONSENT FOR DISCUSSION

7. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ESTABLISH A PURCHASE ORDER TO

GRAINGER FOR THE PURPOSE OF TWO PORTABLE EVAPORATIVE COOLERS

AND MISCELLANEOUS ITEMS FOR WILSON PARK GYMNASIUM IN THE AMOUNT OF ($5,661.58) (Resolution # 26,392)
Councilmember Bowers asked why only one park needed to confirm if those were the machines that capture moisture out of the air and make water.

City Manager Hopkins stated that the coolers were provided at Wilson Park because the air conditioning system in Wilson Park had been inoperative for many years and they have received multiple complaints recently concerning the humidity in the facility. Due to the fact that the current system in Wilson Park is so old it is a refrigerant of R12 which is more costly to recharge the system rather than replace it. Because they are in the process of doing a Facility’s Condition Assessment to assess the overall condition of the facility, it would currently be a waste of money to put a new system in the facility until they know what the overall condition of the facility is.

Without a formal motion or second, the City Council proceeded to a roll-call vote and approved Item No. 7 by the following vote on roll call:

AYES: Councilmembers – Duhart, Spicer, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – None

REGULAR AGENDA

REPORTS OF OFFICERS, BOARDS, COMMISSIONS AND COMMITTEES AND CITY

COUNCIL

9. REMOVAL OF OFFICERS, COUNCIL MEMBERS, BOARDS/COMMISSIONS AND

COMMITTEES

BEAUTIFICATION COMMITTEE
On Motion by Spicer, seconded by Duhart, the Resignation Letters of Rosalind McGary, Kesi Armstrong and Mildred Johnson were approved by the following vote on roll call:
9 AYES: Councilmembers – Duhart, Spicer, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – None

10. APPOINTMENT(S) OF OFFICERS, COUNCIL MEMBERS,

BOARDS/COMMISSIONS AND COMMITTEES
OLYMPICS/TOURISM COMMITTEE – RENEE BOWEN – COUNCILMEMBER BOWERS
On Motion by Bowers, seconded by Spicer, Renee Bowen was appointed to the Olympics/Tourism Committee by Councilmember Bowers by the following vote on roll call:

AYES: Councilmembers – Duhart, Spicer, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – None
PERSONNEL BOARD – NICOLE BRYANT - MAYOR SHARIF
On Motion by Sharif, seconded by Duhart, Nicole Bryant was appointed to the Personnel Board by Mayor Sharif by the following vote on roll call:

AYES: Councilmembers – Duhart, Spicer, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – None
CITY MANAGER’S REPORT

11. REQUEST TO SCHEDULE A PUBLIC HEARING, BUDGET WORKSHOPS AND

COMMUNITY MEETINGS FOR CONSIDERATION OF THE PROPOSED FISCAL YEAR 2026-27 BUDGET (PULLED TO BRING BACK NEXT WEEK)
Councilmember Darden stated there is no projected date to set the Public Hearing.

City Manager Hopkins noted there was an oversight and it appears in their books. They do have dates set. They will bring it back next week but just for edification of the public the community meetings they currently have scheduled are Wednesday, April 15, 2026, at 6pm at Dollarhide.

Thursday, April 16, 2026, at 6pm at Gonzales Park, Wednesday April 29, 6pm Burrell MacDonald Park and Thursday April 30, 2026, 6pm at Kelly Park. There will be subsequent Budget Workshops in Council Chambers on May 12, 2026, at 4:30pm.

12. CITY OF COMPTON FACILITIES, MONUMENTS AND MURALS HONORING

CIVIL RIGHTS LEADER CESAR CHAVEZ AND CONSIDERATION OF

POTENTIAL COUNCIL DIRECTION (NO DISCUSSION) (NO

DISCUSSION/DIRECTION)

NEW BUSINESS

13. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON ACCEPTING THE PROPOSAL FROM SAVI CONSTRUCTION, INC. FOR

CITYWIDE RED CURB PAINTING WTH GIS DATA COLLECTION, AUTHORIZING THE CITY MANAGER TO ENTER INTO A THREE (3) YEAR SERVICE

AGREEEMENT IN THE AMOUNT OF EIGHT HUNDRED FORTY-SEVEN
THOUSAND DOLLARS ($847,000) WITH TWO (2) ONE-YEAR EXTENSION

OPTIONS AND ESTABLISHING A PURCHASE ORDER IN THE AMOUNT OF TWO

HUNDRED EIGHTY-TWO THOUSAND THREE HUNDRED THIRTY-THREE
DOLLARS AND THIRTY-FOUR CENTS ($282,333.34)
Councilmember Spicer noted there’s another bid for $189,000 which is a significant difference and he would like to know why they chose to go with Savi as opposed to Finley.

Mr. Harris replied they chose Savi because Finley did not have any red curb painting in their proposal. The only thing they proposed was the GIS collecting all the data. Sometimes when it comes to RFP’s they provide incomplete information, but they didn’t put any type of work except for collecting.
10 Councilmember Spicer asked if they would typically suspend the proposal if they didn’t give them what they asked for.

City Manager Hopkins stated they would not suspend it they would consider it non-responsive.

Mayor Sharif asked if it had been determined non-responsive because they did not comply with the RFP
Mr. Harris replied “yes”.

Councilmember Darden asked was that Finley.

Mr. Harris replied “yes”
Councilmember Bowers asked if it was going to take three years to complete.

Mr. Harris stated he was not sure if it was going to take three years.

Mayor Sharif inquired about loading and unloading zones.

Mr. Harris stated they have four or five different colors. They were looking at all of the colors but right now their main focus was the red due to the fact that they have streets that the Fire Department has a tough time getting into.

Councilmember Darden asked if the peeling curbs were going to be sandblasted to make them neat.

Mr. Harris replied, “yes ma’am”.

Councilmember Darden asked if they were going to patch the missing cement.

Mr. Harris replied, “yes”.

Councilmember Bowers asked did they already have the data or are they going to come in and figure out what curbs need to be painted.

Mr. Harris stated they are going to collect data and place it on a spreadsheet.

Councilmember Darden indicated she noticed that under the quantity and unit measures they have identified 20,000 linear feet, is that part of the work they have already done.

Mr. Harris replied “no” that’s the bid item that was set forth.

Councilmember Spicer asked was the $847,000 for all the curbs and since they did not do an assessment themselves how do they know if $847,000 will cover the entire city Mr. Harris noted that $837,000 will cover thirty-seven miles of red curbs.

Mayor Sharif asked if they were charging them per mile.

Mr. Harris stated it was per linear.

Councilmember Spicer noted they still can’t determine if that’s enough money to cover all of the streets.

Mr. Harris explained that a linear foot is just twelve inches.

Councilmember Darden asked if this was something staff could perform or will they be doing any of the work at all.

Mr. Harris stated he doesn’t see the staff actually doing the work as it needs to be done right away.

On Motion by Duhart, seconded by Spicer Resolution #26,934 entitled “A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF COMPTONACCEPTING THE PROPOSAL FROM SAVI CONSTRUCTION, INC. FOR CITYWIDE RED CURB PAINTING WTH 11 GIS DATA COLLECTION, AUTHORIZING THE CITY MANAGER TO ENTER INTO A THREE (3) YEAR SERVICE AGREEEMENT IN THE AMOUNT OF EIGHT HUNDRED FORTY-SEVEN THOUSAND DOLLARS ($847,000) WITH TWO (2) ONE-YEAR EXTENSION OPTIONS AND ESTABLISHING A PURCHASE ORDER IN THE

AMOUNT OF TWO HUNDRED EIGHTY-TWO THOUSAND THREE HUNDRED THIRTY-THREE DOLLARS AND THIRTY-FOUR CENTS ($282,333.34)” was approved by the following vote on roll call:

AYES: Councilmembers – Duhart, Spicer, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – None

14. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ENTER INTO A TWO-YEAR SOLE SOURCE LEASE AGREEMENT WITH FLOCK SAFETY, INC. FOR SEVENTY-FOUR (74) AUTOMATIC LICENSE PLATE READERS (ALPR) AND THIRTY-SEVEN (37) PTZ CAMERAS TO SUPPORT PUBLIC SAFETY OPERATIONS AND

ENHANCE COMMUNITY SAFETY, IN AN AMOUNT NOT TO EXCEED EIGHT

HUNDRED AND ONE THOUSAND SIX HUNDRED FORTY-TWO DOLLARS
($801,642.00)
City Manager Hopkins stated that this is an initiative they embarked on some time ago with a primary focus on overall public safety. As they have embarked upon this, they continue to look in some other areas this capability would allow them to address. As recent as yesterday they were engaged in a meeting with their law enforcement and a couple other entities locally in their attempt to combat human trafficking in the city. In attendance with them yesterday was LA County’s District Attorney’s Office who was extremely excited to hear that they were embarking on the endeavor and encouraged them to move as quickly as they possibly could. Although speakers came forward expressing their concerns regarding Flock, Flock has been proven to be an extremely valuable tool with law enforcement. Some people had issues with what they deem as privacy, but the Supreme Court has already deemed when you’re in public you have no privacy. Throughout the country there are several police cars that have flock cameras attached to them on the top of vehicles. The city has control of who has access to the data. Right now, their plan is to store data for approximately thirty days. They are being provided with a four-month trial that allows them to test the system and see the benefits of it. With the city and the vendor, the contract could be terminated with a thirty-day notice.

Councilmember Bowers asked if the City of Compton and the Sheriff Department monitor the cameras.

City Manager Hopkins stated that currently their plan is to have them monitored by the Community Improvement Department.

Mayor Shariff asked when the systems are being monitored do they turn the information over to the Sheriff Department.

City Manager Hopkins stated, depending on the circumstances, it could possibly go to the Sheriff Department, District Attorney or both.

Councilmember Duhart asked do they have some type of software and how does the Community Improvement Department see the information.

City Manager Hopkins explained that the cameras are recording what’s transpiring therefore Community Improvement is able to see in real time when they are working. Depending on what’s going on they can take the necessary action. If it’s illegal dumping, they can dispatch Code Enforcement to the location. If it’s a situation they deal with such as human trafficking on Long Beach authorities could be notified.

Councilmember Spicer stated with the numerous reports of inconsistencies with Code Enforcement or the Community Improvement team how are they going to ensure the residents that it will be fair, just and consistent.

City Manager Hopkins stated, “to make sure I understand your question are you stating that some residents believe there is inconsistency in enforcement of the codes”. 12 Councilmember Spicer responded absolutely.

City Manager Hopkins indicated that it obviously provides proof of infractions and they have records therefore they are obligated at that point to enforce.

Councilmember Spicer asked how they are going to enforce or choose not to enforce it because they know the people.

City Manager Hopkins stated that would not be the case.

Councilmember Darden noted that there would be a one hundred twenty-day trial period. At that time, they will have the opportunity to review and assess all the services they received and at which time they could determine whether they want to proceed because the camera system is long overdue. They should have had it in place a long time ago. She was in the meeting with the City Manager yesterday and the District Attorney’s Office was very excited to hear about the camera system due to the fact that it would help them as well with the sex trafficking. The information collected will not be shared with other entities such as ICE or whomever. It is for City of Compton information only.

Mayor Sharif stated she is excited about it because when she had the conversation with the District Attorney that was one of the things they were talking about because it’s not only in Compton it’s in Pomona and they have been very successful in using the flock cameras. They really need to get Long Beach Blvd. under control, and this will be a great tool.

On Motion by Duhart, seconded by Spicer Resolution #26,934 entitled “A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF COMPTON AUTHORIZING THE CITY

MANAGER TO ENTER INTO A TWO-YEAR SOLE SOURCE LEASE AGREEMENT WITH FLOCK SAFETY, INC. FOR SEVENTY-FOUR (74) AUTOMATIC LICENSE PLATE READERS (ALPR) AND THIRTY-SEVEN (37) PTZ CAMERAS TO SUPPORT

PUBLIC SAFETY OPERATIONS AND ENHANCE COMMUNITY SAFETY, IN AN

AMOUNT NOT TO EXCEED EIGHT HUNDRED AND ONE THOUSAND SIX HUNDRED FORTY-TWO DOLLARS ($801,642.00)” was approved
by the following vote on roll call:

AYES: Councilmembers – Duhart, Spicer, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – None

COUNCIL COMMENTS
Councilmember Duhart offered the following communications/announcements:
 Last Wednesday she had the honor of attending the grand opening and ribbon cutting ceremony of HOPICS, New Compton Access Center, Lemon House, and Hub City Heights. The critical investments in the community represent meaningful progress toward permanent housing solutions and supportive services for residents experiencing homelessness.
 On March 29, 2026, she had the opportunity of attending the Art by Walt, the City of Compton Then and Now Exhibit and grand opening showcasing over twenty powerful art pieces. The exhibit has been long awaited, and it was truly inspiring to see the community come together and celebrate Compton’s history, culture and evolution through art. The studio is located at 915 W. Rosecrans Ave.
 Be prepared Compton, sign up for a free three-day Community Emergency Response Team CERT Training and gain the skills to protect yourself, your family and your community in the event of an emergency. The training for English Speakers will be offered on April 17, 2026, from 4:30pm to 8:30pm, April 18, 2026, from 8:00am to 3:00pm, April 19, 2026, from 8:00am to 3:00pm. The training for Spanish speakers will be offered April 9, 2026, from 4:00pm to 8:30pm, April 10, 2026, from 4:00pm to 8:30pm and April 11, 2026, from 8:00am to 3:00pm. All training will be held at Compton Fire station number three located at 1133 W. Rosecrans Ave. You must be present at all three training courses to receive 13 your certification. To register email [email protected] with your first and last name or check with Renee Bowen who is present today.
 On April 25, 2026, there will also be a one-day CERT skills refresher course from 8am to 5:30pm. This is for those who have already completed the Community Emergency Response Team training and would like a refresher.
 On April 25, 2026, Save the date for a paper shredding and e-waste recycling event from 9:00am to 12:00pm at Gonzales Park located at 1101 Cressey St. Watch your documents get shredded on site for peace of mind. Drive-thru service is available. This free event is solely for Compton residents please bring ID or proof of residency. For more information contact her office at 310-605-5510.
 Someone mentioned tonight that there’s a palm tree on Rosecrans where the Starbucks is located that needs to be removed. She asked the City Manager to have someone address that situation.
 She thanked Kinsey for the rose indicating she really appreciated it, it really uplifted her spirits.
 She needed to make it very clear that she is not campaigning for anyone contrary to what was said.
 As for the comment that Mr. Smith made, she has already texted him expressing her disappointment with his accusations.
 She thanked everyone for coming out this evening, their presence, input and commitment to speaking up and working together help strengthen their community and move their city forward. She advised the citizens that they are the eyes and ears of the community and their voices matter to her. She reminded everyone to always remember to eat, shop and buy Compton, a safe, clean and friendly city.

Councilmember Spicer offered the following communications/announcements:
 On April 12, 2026, at 3:00pm at the Dollarhide Community Center, The TaTa Chapter of Omega Sci-Fi will be hosting their talent hunt 2026; poetry, ballet, modern dance, vocal and instrumental songs and art are all welcome. If you are interested in participating, please contact Craig Hart at [email protected].
 On April 17, 2026, from 6:00pm to 9:00pm and April 18, 2026, from 9:00am to 4:00pm they will be hosting a Father Con Event. Never too early, never too late, fathers matter.

The sixth conference in a hybrid event. There will be workshops, and speakers on a variety of topics relevant to fathers, families, safety and the well-being of children. On the 17th they will be doing a screening of the film made by local film makers. On the 18th there will be three breakout sessions, a keynote address and a number of resources. This event will be held at Dollarhide Community Center.
 On April 25, 2026, Compton Mania and Pushing Compton Projects present the Autism Community Event. It will be at Wilson Park from 2:00pm to 5:00pm. The address is 123 N. Rose Ave. There will be wrestlers, jumpers, arts and crafts, face painting, resources and much more.
 On April 25, 2026, from 12:00pm to 3:00pm they will host for the first time the Compton HBCU College Fair hosted by Upper E Management and himself at the Compton Main Events located at 111 N. Crane Avenue. It’s an opportunity to meet HBCU reps, scholarship information, application, FASA assistances as well as voter registration. They have ten HBCU’s that has already been confirmed. They are looking to have twenty in total.
 On April 25, 2026, Supreme Athletics is Cali Love Los Angeles and will be at George Washington Carver Park located at 1400 E. 118th Street, Los Angeles, CA from 10:00am to 3:00pm honoring the life and legacy of Kevin Johnson, former NFL defense lineman.

They will be standing with Kevin Johnson’s family and community to turn pain into 14 purpose and uplift those in need by providing free health screenings and wellness resources.
 On April 30, 2026, they will host the next Expungement and Resource Fair at the Dollarhide Community Center from 10am to 4pm. A day of second chances. There will be expungements, legal aid, job help, resume and interview support, re-entry programs, housing, health care, education and training, case management, counseling, immigration, child support, ticket relief and more. This is all efforts with the California Department of Corrections and Rehabilitation. They do the expungement clinics at least twice a year. So far, they have helped over six hundred residents, and helped to house over one hundred twenty residents and two hundred fifty residents were all employed from the Expungement Resource Fairs and they will continue to do them while he is in office. He appreciates all who participate.
 He thanked Top Ladies of Distinction, the Inglewood Hub City and the Carson chapters for hosting a successful Blood Drive on March 28, 2026, at Dollarhide. He looks forward to sponsoring more blood drives and bring awareness to the fight against sickle cell disease.  He thanked the Children Striving Together for hosting the Easter Extravaganza even on Saturday at Lueders Park.
 “You all have a wonderful evening, God Bless You, Goodnight”.

Councilmember Bowers offered the following communications/announcements:
 On April 18, 2026, from 2:00pm to 5:00pm at Walter Tucker Park. He invited all of the residents to an upcoming 3rd District Community Meet and Greet. This is an opportunity for neighbors from across the districts and throughout the city to come together, break bread and build real connections with one another and with their Council’s office. He encouraged everyone to come out, bring their families and take part in strengthening communities that make the community whole.
 This past weekend he had the opportunity to attend several Easter Events throughout the community. All centered around uplifting and supporting the youth. He extended his sincere appreciation to the West Coast Lions and to Cynthia Nunn of Sylvia Nunn Angels for hosting meaningful events that brought families together and created moments of joy for the young people. Organizations like these are critical to the fabric of the city in particular. He acknowledged the work being done through Sylvia Nunn Angels, a gang intervention organization that is actively working to guide, support, and redirect individuals toward more positive paths. He needed it to be clear that his engagement with community organizations is intentional. It’s not about just attending events, it’s about building lasting partnerships with those who are consistently giving back and making a real impact on the ground.
 He took a moment to highlight the importance of youth development. They are proud to have a new intern in his office, Ms. Litzy Plat, who is present tonight. She will be graduating this Spring with her bachelor's degree and has a strong interest in pursuing a career in the political field. Investing in young leaders like Litzy is how they continue to build the future public service, providing opportunities, mentorship and real-world experience ensure that the next generation is prepared to lead, serve and continue to work in their community.
 He closed in honor of Mother Charmaine Newman, a longtime Compton resident who dedicated her life to faith, service and community. She was instrumental in the establishment and growth of the citizens of Zion Missionary Baptist Church and served in numerous ministries. Mother Newman lived ninety years of life showing love and grace and quiet strength. We extend our condolences and prayers to her family and friends.  Always thank you for your continued partnership and commitment to making our city stronger. Together they move forward in community unity. Thank you, have a great evening.

Councilmember Darden offered the following communications/announcements:
15  On March 19, 2026, she attended the Community Development Department’s Economic Development Strategic Plan Stakeholder Summit Meeting.
 On March 19, 2026, she attended the Water Reclamation District’s Storm Water and Groundwater 101 Virtual Briefing.
 On March 21, 2026, she took part in the National Council of Negro Women’s History Month Celebration. The NCW is a community-based conference section that aims to inspire, advocate for and empower women of African descent along with their families and communities. It was founded in 1935 by Dr. Mary McCloud Bethune, a prominent educator and activist.
 She thanked the fire department for sharing specific information for their Emergency Alert System and the Grants Department for allowing her office to give a brief overview of the Meals on Wheels Program to the two hundred attendees at the Tea Gala.  Congratulations to High 360 Diversity Hiring Expo for reporting having forty-five employers to participate and review over fifteen hundred applicants on March 18, 2026, at the Dollarhide Community Center. The Union Pacific Railroad, which has been a part of Compton for many years, was in attendance and conducted active placement interviews on the spot.
 On March 26, 2026, her office participated in the Virtual Progress Meeting report of the cooperative agreement between South Coast, AQMD and the Ports of Long Beach and Los Angeles, established as an enforceable contract aimed at prioritizing zero emission infrastructure at the Port of Long Beach and Los Angeles.  On April 1, 2026, she attended the grand opening of Hub City Heights along with Compton City Leaders and the Homeless Outreach Program Integrated Care Systems (HOPICS).

This celebration was held in partnership with the Compton Access Center and Lemon House, an initiative that reflects a collaborative effort among special services and for groups in LA County and Congresswoman Nanette Barragan who secured vital federal funding for the project many years ago. Holly Mitchell is also working with HOPICS to continue the program. The Hub City Heights is a permanent supportive housing community located in the fourth district at 1116 S. Long Beach Blvd. They offer forty fully furnished units for individuals transitioning out of homelessness. Residents have on-site access to case management, behavioral health services, wellness activities, and direct links to resources for long-term stability. The site was previously an abandoned motel that was reused with California Home Key funds in partnership with Bristol Development LA County including peaceful gardens with walk-in path and shade structures.  On April 4, 2026, she attended the Community Town Hall Meeting hosted by the LA County Sheriff's Department at the YAL Youth Activity League. Special thanks to Captain Victor Perlo, Deputy Keenan McIntosh and the many deputies who participated in such an informative meeting.
 On April 4, 2026, she provided vital information to the Poinsettia Avenue Block for their meeting.
 On April 6, 2026, she attended the Property Nuisance and Vice Reduction Committee Meeting. It was the second meeting focused mainly on addressing the sex trafficking problems affecting parts of the city. Thanks to LA County District Attorney’s Office, Compton Sheriff’s Department and Compton College for their involvement in the community effort.
 On April 18, 2026, she is hosting a Town Hall Meeting at Kelly Park, 2319 E. Caldwell Street, from 10:00am to noon. The general updates will include community improvement, clean-up, illegal dumping, graffiti abatement, parking, sidewalk access, street signs, lighting, city budget, summer recreation program and community questions.  She commended the Public Works Street Department and the Maintenance Department for their quick response in installing missing street signs, specifically a resident noted the signs 16 for Pannes Ave. and Compton Blvd. in an old work order and called the office to thank the team for replacing them, which had been missing for many years.  She encouraged residents to please call Republic Services for their bulky items. They can put out six items for free, four times per year. They must call forty-eight hours in advance.

The number is 800-299-4898. She notified the citizens that the brown trash cans are being replaced with black trash cans, the gray is for recyclables and will be replaced with blue trash cans, the green is for green waste, tree trimming and organics.

Mayor Sharif offered the following communications/announcements:
 She shared a few updates on how her office has been working to support the residents and continue moving Compton forward.
 This past week she participated in a regional conversation with the African Summit as they begin preparing for the 2028 Olympic Games. These discussions are about positioning Compton on a global stage, building partnerships and ensuring the city is being represented with opportunities connected to the Afro Atmosphere Community.  On April 1, 2026, she attended the grand opening of Hub City Heights along with Compton City Leaders and the Homeless Outreach Program Integrated Care Systems (HOPICS).

This is a project she supported since her time as a Councilmember. It’s a powerful reminder that when they stay connected and committed, they can bring meaningful resources to the community, especially for those experiencing homelessness. She is excited about the whole set-up including the Access Center. They have temporary and permanent housing in the City of Compton. The residents can visit the Access Center, a one-stop shop. They are able to receive all the services they need through the Access Center. She thanked HOPICS for coming to the City of Compton.
 She had the opportunity to receive information regarding the credit cards. She requested the information by today however she was informed that her two weeks is this week therefore she should receive the information by this week. She’s waiting for said information as well as the community. The updated credit card investigation is to ensure transparency to the residents.
 The Spanish translation access for the live stream meetings are to make sure all members of the community stay informed and engaged.
 She reminded the seniors that they are still available slots open for her Senior Spring Brunch on April 10, 2026, at 10:30am at Dollarhide Community Center. Please call 310- 605-5688 to RSVP.
 She noted a correction on resolution number 26,379, Nosoman LLP was selected as legal counsel. She wanted to ensure that the records reflect the accurate change. She’s looking forward to the item being brought back to the Council in order to finalize the vote to bring the firm in. They need a firm in the City of Compton. This is what the residents voted for and she’s looking forward to finalizing and making sure it’s implemented.  Looking ahead, her office will continue advocating resources, strengthening partnerships and ensuring Compton has a strong voice. Thank you to the residents for staying engaged and her Council colleagues and city staff for their continued partnership and dedication.

Together they will continue building a stronger Compton while honoring the history that guides them forward. Thank you, have a great evening.

On Motion by Duhart, seconded by Darden the meeting was Recessed to Closed Session at 7:59pm by the following vote on roll call:

AYES: Council Members – Duhart, Bowers, Darden, Mayor Sharif NOES: Council Members – None
ABSENT: Council Members – None Spicer
17 On Motion by Darden, seconded by Bowers, the meeting was Reconvened from Closed Session by the following vote on roll call:

AYES: Council Members – Bowers, Darden, Mayor Sharif
NOES: Council Members – None
ABSENT: Council Members – Duhart, Spicer

CLOSED SESSION

1. PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Title: City Manager
Pursuant to California Government Code Section 54957

REPORT OUT OF CLOSED SESSION

MAYOR SHARIF REPORTED THAT CITY MANAGER HOPKINS WAS PLACED ON ADMINISTRATIVE LEAVE PENDING INVESTIGATION – ALL COUNCIL MEMBERS WERE IN CLOSED SESSION – VOTE 3 TO 2 WITH AFFIRMATIVE TO PLACE CITY MANAGER HOPKINS ON LEAVE.

ADJOURNMENT
On motion by Bowers, seconded by Darden, the meeting was adjourned at 8:33pm by the following vote on roll call:

AYES: Council Members – Bowers, Darden, Mayor Sharif
NOES: Council Members – None
ABSENT: Council Members – Duhart, Spicer
_____________________________________ ____________________________________ SATRA D. ZURITA EMMA SHARIF

CITY CLERK CITY OF COMPTON MAYOR CITY OF COMPTON
1 May 26, 2026
The Compton City Council meeting was called to order at 4:35 pm by Mayor Emma Sharif in the Council Chambers of City Hall. The Moment of Silence and Pledge of Allegiance Ceremonies were also led by Mayor Emma Sharif.

ROLL CALL
Council Members Present: Duhart, Bowers, Darden, Mayor Sharif Council Members Absent: Spicer
Other Officials Present: S. Zurita, J. Groomes, A. Young, B Mims

WORKSHOP (S)
BUDGET WORKSHOP – FISCAL YEAR 2026-2027 @ 4:30PM
City Manager Groomes and Jimmy Smith presented Proposed Budget for 2026-2027 Fiscal Year as follows:

AGENDA
 Overview of General Fund Revenue
 Proposed Budget Revenues
 Proposed City Expenditures
 Capital improvements
GENERAL FUND – REVENUE SOURCES

1. Utility Users Tax

2. Property Tax

3. Property Tax in Lieu of VLF

4. General Fund Sales Tax

5. Measure P
Provided a chart of the General Fund Estimated Revenue vs. Actual Revenue FY 21-22 through 25-26

PUBLIC SAFETY
FY 26-27 PROPOSED GENERAL FUND/MEASURE P REVENUE $102 M  Other General Fund Departments
 Public Safety Departments

DEPARTMENTS
LOS ANGELES COUNTY SHERIFF – FY 26-27 $30.5
PUBLIC SAFETY – FY 26-27 $11.7
FIRE DEPARTEMENT – FY 26-27 $20.5
PUBLIC WORKS ENGINEERING – FY26-27 $32.0
Engineer Gong gave an update of the Department’s Projects  Capital Improvement
 Road Repair Service History – Phases I – X
 Planned CIP Street Improvements in All Districts FY 26-27 Councilmember Bowers asked Engineer Gong if there was a decrease in the Public Engineering budget.

Engineer Gong stated there was a slight decrease from last year.

Councilmember Bowers asked based on the infrastructure how did they come up with a decrease in the budget.

5. 2
Engineer Gong replied, last year they had several major projects including Wilmington. They also started the Street Repair Project for Alameda and an additional project which is why last year the Program Budget was a little higher. This year they are focused on more project deliveries.

Councilmember Bowers asked how did they determined which streets were in greater need of repair?
Engineer Gong indicated they selected streets based on what Pavement Management System pays on the PCIA Tax as well as the input from City Council and the public. He agrees that some other streets need to be repaired therefore he will go back and adjust the list for City Council district three.

Councilmember Bowers asked that 163rd, 165th and 166th Streets be prioritized.

Engineer Gong stated they will take care of it.

Mayor Sharif asked if the $1.4 million dollars that was more than budgeted could be used at this time or for what purpose would it be used?
Mr. Smith asked if she was referring to the Treasurer report, she replied yes. Mr. Smith stated that with General Funds the funds could be applied anywhere. As Mr. Groomes mentioned earlier it’s part of the process they are going through, identifying additional revenues that could be allocated to further infrastructure repairs.

Mayor Sharif suggested that after everything was said and done maybe the funds could be allocated for streets as well.

City Manager Groomes added that’s one of the areas they have to get a better understanding of.

They intend to get clarification from the Controller and Treasurer regarding some questions they have. They have not allocated money they suspect may be available however they need clear answers before moving forward.

PUBLIC WORKS STREET MAINTENANCE FY 26-27 $29.7
Councilmember Duhart asked if they could look into Magnolia, the 1200 block going east to Oleander.

Councilmember Darden asked if they could look into Nestor. She asked if they are looking into doing street sweeping in-house and would they be purchasing the vacuum truck to pick up the trash on the streets?
Mr. Smith responded “yes” to all of her questions.

Mayor Sharif asked when the purchase of the vacuum truck would take place.

Mr. Smith stated once the budget gets in place July 1st, they would be able to open the system up and it would probably be a two-to-three-month window depending on the availability of the vehicles.

MUNICIPAL WATER - FY 26-27 - $35.2
BUILDING AND SAFETY – FY 26-27 - $1.9
COMMUNITY DEVELOPMENT – FY 26-27 - $21.8
RECREATION – FY 26-27 - $4.3
Councilmember Bowers stated from his understanding they were supposed to be allocating funds for restrooms at Tragniew Park and Splash Pad.

Mr. Smith indicated he believes it’s part of the Measure A Program.

Bryan Spragg stated the budget includes a Project Manager. The Recreation Department has been taking on and completing a number of projects for the last few years, and it has become identified 3 as a critical need for the department to effectively manage the projects on an ongoing basis as well as manage the grant funding. There is a need for restrooms and a Splash Pad at Tragniew Park.

Councilmember Duhart noted that last week she received a complaint for Sebring Park that the walking trail was made of dirt. When it’s wet it’s muddy. She asked if he could look into installing a rubberized trail at Sebring Park.

Mr. Spragg responded “yes” they have taken a look at several parks that have the decomposed granite walking paths and identified that may not be the best material for year around use. They are in conversations with vendors that install rubberized surfaces for walking trails.

GENERAL SERVICES – FY 26-27 – $4.3
CITY COUNCIL – FY 26-27 - $3.1
Councilmember Bowers stated he mentioned the roof but what about the overall upgrade of City Hall.

Mr. Smith indicated they are currently conducting a citywide assessment where they are taking into account all facilities from top to bottom. Once the assessment is completed, they will have a better idea of what needs to be done, however they realize the roof is a major issue at City Hall.

CITY TREASURER – FY 26-27 P $1.3
Mayor Sharif asked if there would be two Kiosk, one at Dollarhide and one at City Hall.

Mr. Smith advised there would be three in total.

CITY CLERK – FY 26-27 - $1.50
City Clerk Zurita stated it has been a pleasure being City Clerk. During the first year the City Clerk’s Office focused on strengthening transparency, improving public access, modernizing operations and ensuring compliance with evolving state laws all while continuing to provide direct services to the residents every day. One of the most significant accomplishments was launching the city’s Back File Conversion Project to move decades of records into a digital system. Said effort helps preserve Compton’s history while making records easier and faster for the public to access. They strengthen public access to City Council Meetings through improved live streaming, expanding online access to agendas, supporting documents and increased bilingual outreach including Spanish translations of agendas and public information. The major focus for the upcoming fiscal year is the implementation of requirements mandated under California Senate Bill 707. Said state mandate expands Brown Act requirements related to teleconferencing, public participation accessibility and transparency during public meetings. The City Clerk’s Office is responsible for helping ensure the city remains compliant with the legal requirements by strengthening meeting technology, improving public access to legislative documents, enhancing opportunities for public participation and expanding language accessibility for residents. They also continue to engage the community around voter education and passport services. Looking ahead, their goal is to continue modernization efforts, strengthen legislative compliance, improve records management systems and build a workforce structure. Instead of AI, this year they plan on doing a new agenda management software which is much more friendly. Some Council Members have expressed interest in being able to go on base which is somewhat complicated therefore she believes there are some new programs out that would better suit them. Their budget is less however they have to take into consideration that in speaking with the Registrar Recorders Office they will not bill them for the June 2, 2026, election for four months. The cost for said election is approximately $404,000. They need to consider budgeting more for the November 3, 2026, election.

Councilmember Duhart “are you saying that the $1.5 million needs to be increased for 2026- 2027?
City Clerk Zurita stated approximately $200,000. They budgeted for the entire elections through this budget however they will not be billed until later therefore with the encumbrance they would have to figure out how they can sweep it over to this year’s budget. 4 CITY ATTORNEY – $2.1 - FY 26-27. The Legal Division has been moved from the City Council as it is in the current fiscal year. They are placing it back under the City Attorney with a Deputy City Attorney and support staff.

City Manager Groomes pointed out that even though they are looking at the figures it doesn’t include all of the legal cost. Human Resources Department budgeted in their Departmental Budget certain legal services for investigations, etc. There’s a substantial amount in Human Resources that is added to the legal costs.

CITY MANAGER $16.1 – FY 26-27
Councilmember Bowers went back to the City Attorney and asked did they remove the MLDC position.

Mr. Smith responded, “yes sir.”
GRANTS MANAGEMENT $14.7 – FY 26-27
Councilmember Darden asked were they adding a Community Services Manager to the Grants Division. Is that the position that would assist the homeless in the community the Mayor and Council approved in the 2024-2025 budget and 2025-26 budget, but the position was never filled? Mr. Smith replied, yes, it was the same position.

Councilmember Darden asked if they could please proceed with advertising for the position.

Mayor Sharif noted they had an access center in the City of Compton located on Compton Blvd. and Bullis Road. There was a funding issue approaching with said site. They had funding through the federal government for a year. She recommended that they fund the program.

City Manager Groomes ask if it was the HOPICS Program.

Mayor Sharif confirmed that it was.

City Manager Groomes advised that if it was the will of the Council, they would put it in.

Councilmember Bowers was under the impression that they had funded it. He thought the task force was in place.

Mayor Sharif indicated they had a task force at the time however it was no longer in place.

HUMAN RESOURCES $3.6 – FY 26-27
CITY CONTROLLER $4.8 – FY 26-27
City Manager Groomes advised they were going to be reviewing the candidate pool for City Controller tonight in Closed Session.

COMMUNITY WORKSHOP INPUT

1. COUNCIL PRIORITIES
a. Council rank the priorities

2. SHERIFF DEPARTMENT
a. Improving community engagement/Service Review
b. Adding Park patrols/Adding City Logos to vehicles
Councilmember Bowers stated they were continuing to discuss alternative law enforcement as the Sheriffs continue to raise their rates at least 2-3 million dollars per year. Have they revisited that to offset the potential continued increase in the Sheriff’s fees? City Manager Groomes noted he was curious about what Council’s direction was concerning the issue. Did the Council officially direct there be some analysis of alternative to the Sheriff? 5 Councilmember Bowers indicated what was supposed to happen was they would have a Townhall Meeting with the Sheriff Department so that the citizens would be given the opportunity to express their concerns regarding the service of the Sheriff Department. Once that happened, they would be able to explore possibly by looking at other law enforcement agencies.

City Manager Groomes advised that he would send an invitation to Sherif Luna or someone else next Wednesday.

3. COUNTY – UNINCORPORATED AREAS
a. Assist citizens with getting service
b. Maintenance standards

4. CITY CAMERAS
a. Capabilities of the Flock System
b. Start of the Trial Period
Councilmember Bowers asked what happened to the LVT cameras, the portable cameras? Anthoy Ward stated that the LVT cameras they had years ago were leased through a grant funding where they had some money to utilize. They had two for a thirty-month period. The cost for the cameras on a lease was $24,000 per year per trailer. The lease was effective because they were required to maintain maintenance and care for the cameras. Although they were helpful, they were continually vandalized and damaged. They did not have to pay for them because they were leasing them. They looked into buying them for $32,000 but once they buy them, they inherit all of the repair costs. They did not have any identified funding to purchase additional cameras, which is why they went to a more stationary, permanent installed Flock System that they would be utilizing for the citywide program.

Councilmember Bowers asked how they would address Indigo and Tamarind, would there be flock cameras at said location?
Anthony Ward had to go back and look at the map to see where the placement was, however, it is the first phase of the citywide camera phase.

5. RECREATION
a. Creation of Dog Parks
b. Golf Course Status
Councilmember Bowers asked what the status of the Golf Course was.

Mr. Smith stated it was not his project however he knows there was an RLI conducted. He could follow up and get the information for them.

Asst. City Manager Binns noted the city requested an RLI and it is currently in progress. Staff in the City Manager’s Office were taking it into consideration. They have received packets and they are going through the packets of submissions received. They would be able to report back to Council through the City Manager.

Councilmember Darden asked did they utilize community members to review the proposal.

Asst. City Manager Binns replied, yes, it was written in the scope of work.

Councilmember Darden asked if the process had been completed.

Asst. City Manager Binns stated she doesn’t believe the process has been completed it was being handled by a member of the City Manager’s Office who is no longer on staff. They are continuing the process and will be happy to bring back status through City Manager Groomes. c. Entertainment Options 6. STREET TAKEOVERS
a. Rubber Median Visibility

7. TRASH SERVICE/STREET SWEEPING
a. Timeliness of service
b. Reimbursement
6 8. WATER QUALITY (Brown Water)

9. EMPLOYEE SERVICE LEVELS
a. Customer Service
b. Recruitment/Retention

10. SIDEWALKS – ADA Issues
Councilmember Bowers stated that with respect to the brown water, the sidewalks and other projects there should be a dashboard of sorts so that residents could go on, identify the project and see the status of it. They should provide regular updates from the Water Department to see why the water is brown because if the system hasn’t been flushed the public needs to know and understand what’s going on, it’s rust in the pipes, and the water is not bad per say. They are repairing sidewalks in the city but there are no updates.

Mr. Smith stated with the addition of the Public Information Officer and staff that they put in place this year they will see a change in their communication levels in the coming years.

Mayor Sharif “are the sidewalks that are badly damaged like the ones lifting up where senior cannot access with their mobile devices included in the project.” Mr. Smith advised it’s something they are taking under advisement.

City Manager Groomes believes they have funds for sidewalk improvements.

Mr. Smith indicated it was part of the big increase they would see in the Streets Maintenance Department.

Councilmember Duhart “does that include the sidewalks that are buckled?” Mr. Smith, yes.

Mayor Sharif recommended they take a look at the type of trees they are planting because the trees with the large roots eventually break through the sidewalks.

City Manager Groomes stated they are budgeting funds to deal with it however the level of problems out phases the funding.

Mr. Harris stated in this budget they have allocated or requested two million dollars. They completed the RFP in November. They are bringing the RFP to the Council next month for approval.

City Manager Groomes asked Mr. Harris to explain why they do not remove trees in all cases.

Mr. Harris explained that they do patchwork because they need to limit the liability, come back to remove the tree and then repair the sidewalk. If they look at Inglewood, they have thirty months until they are able to repair sidewalks. Right now, the City of Long Beach says they are concentrating on ADA ramps therefore the City of Compton working with the City Attorney’s Office has liability issues. The plan is to choose two contractors, one to take care of the current ongoing liabilities and the other would take care of other issues before they are sued.

Councilmember Bowers noted residents are planting dangerous trees which is a liability. How are they addressing that issue?
Mr. Harris indicated those issues will be addressed. As for the Ficus trees, the City of Compton planted a lot of the trees a long time ago. They removed the Ficus trees in front of Magic Johnson Park. The City of Compton are removing the trees as he speaks and ongoing.

Councilmember Darden noted they need to handle all of the tree stumps in the city because it is a public safety issue.

Missy asked if the new developments on Dwight, Tajauta and Compton Blvd. get anyone to do the piping in the area because they are getting brown water. What are the developers going to do for the city? They are mixing the old pipe with the new, when they flush, they are going to explode. 7 Street takeovers are in the neighborhood every weekend. They need to get someone on it as soon as possible because when they call the Sheriff Department they do not come out. They allocated money for the street signs, and they need to make that a priority.

City Manager Groomes noted that on the agenda tonight there was an item for proposal to fund the first year of a three-year Street Sign Program. They are proposing tonight to contract for $500,000 in the first year of three years.

Rodney Lister from district three stated every year for the past five years he has asked for community engagement. The City of Compton does not have a true budget hearing schedule process. It’s always condensed for two weeks residents have to pop up and give their input. The prior two years there were some workshops they were able to identify. Last year they did a survey, and people were able to email. He would like a process where people like him could say he likes this, he likes that. In regard to the Sheriff Department, they pay the most out of all jurisdictions and the cost keeps going up. For the past couple of years, he has said they should have a feasibility study to see what it would cost to have their own police department. He asked a couple weeks ago how they were going to pay for the cameras in the future. Right now, they are paying with grant funds what they were going to do in two years when there are no more funds how are they going to pay for them? He buys the Budget Book every year and it’s never the official book. When the budget is approved in September could they have the official book ready to purchase? Anthony Lewis indicated they mentioned that with the workshop there were supposed to be some ideas coming from the community. A couple of weeks ago he talked about placing balancers along Wilmington Ave. When Mr. Hopkins was there the grant writer came up with an extra seven million dollars that was not allocated. There are thirty-six houses from Wilmington and Greenleaf to Raymond and Wilmington where homeowners are afraid cars would run into their backyards due to speeding. They drove through Mr. Gates’ fence twice. People died and the house caught on fire. He’s trying to put up barriers to protect himself. Across the street on the East side of Wilmington kids are walking down the street, cars are coming from behind them on the sidewalks injuring and killing the kids. He was hoping they could use grant money or put it in the budget to install balancers in said area.

Unidentified Speaker stated in regard to the location of 2209 Rosecrans Avenue. The location is an unoccupied dwelling. He is getting phone calls regarding abandoned dogs at said location. The dogs are the property of Laron Leader of the Pact Dog Training, a very reputable dog trainer so he says, very popular on Instagram. When he told him about the violations of animal rights, animal welfare and penal code he stated that the city allows it. He informed the Mayor and Council that the City of Compton is a dumping ground for dogs. He contacted him showed up to the location, called him on the phone and the man cursed him out. Currently the dogs are still there. In the budget there was mention of a dog park. They need to have a shelter before a dog park because all they would encounter is disease and dog fights. Is there some kind of documentation he could present to the so-called trainers in the area so that they know they cannot escape goats in the city? Mayor Sharif thanked him for the report. They have been in contact with the Sheriff Department, and they are looking into it as well. They are not overlooking the issue. She instructed him to give staff his contact information so that they could get in touch with him.

Abril Villanueva stated that last Monday she spoke to Mr. Groomes about World Oil. Whenever they have violations there is money available to the community for projects. She hopes they will follow up on said matter. She has been asking for trees at Cesar Park for a long time to mitigate some of the fumes in the city. World Oil received a violation last Wednesday before the fire. Some of the money from violations could be used for air purifiers for residents in the area.

Unidentified Speaker stated that Mr. Groomes talked about $500,000 for signs. The city has paid $500,000 twice for signs therefore he’s troubled they want to spend another $500,000 for signs.

What happened to the other million dollars for signs they paid for? He asked Mr. Groomes to please clarify.

Bishop Leroy Guillory asked if they wanted to respond to the gentleman.

Mr. Groomes informed him they were going to give the staff report on the item later on in the agenda. They will explain at that time.
8 Bishop Guillory stated he was glad Mr. Groomes was there because he didn’t understand how they were going to get the budget done without a City Manager. He acknowledged that he was aware Mr. Groomes knew how to conduct the budget process. He was really concerned about all the money they are paying two, three, four times because every time they get a City Manager the things they did prior disappear like the street signs. When they do the budget hearings if they follow that or they amend the budget it’s difficult for him to hear people say, “they found some money.” When they have accounts it usually indicates what’s in the accounts whether it’s fifteen or thirty accounts it tells them what’s in there. There was a lawsuit filed by Aja Brown and the City Attorney against the Sheriff Department. They had a lawsuit just like other cities had lawsuits, they removed themselves from the lawsuit, however they had to pay them money for their lawsuits.

He knows they knew about money. The forty million dollars that they are trying to get on the agenda in November to stop the property owners from having to pay the pensions he thinks that’s a really big deal. Since they are doing the budget this year, he would like to sit down with the City Manager and City Treasurer to figure out how they are going to pay the employees if the taxpayers decide they do not want to do it anymore.

Lynne Boone stated under the Human Resources Department that she heard Mr. Groomes say he was going to add an additional $500,000 for investigation services. She’s wondering about resolution 26,197 where the Council voted to hire JL Group, LLC for fraud investigations and investigations citywide. They have a three-year contract, and they have not done anything. Are they planning to take the firm and place them under Human Resources or are they planning on getting rid of the investment company? She would like everyone in the city to put in a public request for the contract with the Sheriff and the City of Compton. More than likely, they will not find it, but they may find something else that would answer a lot of questions about the Sheriffs as to why they don’t do things and why the increases continue. It’s not the city; it’s not the Sheriffs but when they read it, they will find out who it is.

Fidel Marquez stated he does not see the Sheriffs providing more services with all of the increases. Other surrounding cities are hiring private security to offset the increase. They are not giving the Sheriffs increases, they are going to private services to get equal services to offset the amount for the budget. Councilmember Bowers asked about City Hall. It looks bad, it’s a place of business and money was allocated about a year ago to paint City Hall. What happened to those funds? He didn’t hear anything about welcome signs for the City of Compton as far as medians.

Are there funds to get the welcome signs and medians up? For safety purposes back in 2021 Cal Trans put up bulletin 29 to have reflector tape along all the traffic signals. He sees all the surrounding cities have completed the project. They have only done Wilmington, place the reflector tape in the budget.

Maria Villareal district one indicated she was looking through the budget and would like to know under Community Workshop Input have the workshops already passed or are they going to have more? They always talk about all the money they are spending on the budget, do they really spend it on what they speak about? For example, she knows everyone is not in agreement with the Sheriff Department getting more money to improve the community engagement service review. As a community they need to know what they are going to do for them and businesses. Adding parking patrols and city logos to vehicles is essential because they need to know where the Sheriff belongs and where they come from because sometimes, they have people from other cities do things for the city. AYAL needs to be repaired. They need to see where the money they budget for the Sheriff Department is going. They deserve the money in order to do their job. They are implementing dog parks; however, they need to keep the parks clean. When budgeting money for future events they need to make sure they get the community input.

Mark Smith stated he misspoke at the Budget Workshop at Burrell MacDonald Park. He spoke about Compton being an open port, however he meant to say Compton is a free port regarding container storage along the Alameda Corridor. With regard to possible revenue, they are missing.

His Google search indicates that Compton is not explicitly a free port in the tradition of tax exemptions, but it functions as a prominent hub for international trade because it’s located within Los Angeles County. It falls in the service areas of free trade zone. He wanted to go on record and correct it wasn’t open he meant free port in terms of looking into possible revenue for the city of large freight coming along the Alameda Corridor.

Mayor Sharif stated that was the end of Budget comments. 9 City Clerk Zurita stated it was passed 5:30 pm and time for the Regular Council Meeting for May 26, 2026, and meeting was called to order at 6:16pm by Mayor Sharif.

ROLL CALL
Council Members Present: Duhart, Bowers, Darden, Mayor Sharif Council Members Absent: Spicer
Other Officials Present: S. Zurita, J. Groomes, A. Young, B Mims

PUBLIC COMMENTS ON AGENDA ITEMS AND NON-AGENDA ITEMS
Mayor Sharif read the rules of the quorum because although it has been read before she feels the need to go over it again and again. Hopefully they will listen and follow the rules. She asked everyone to turn off their phones and electronic devices. She read it because there has been continuing misconduct. She would hate to have anyone removed from the meeting but if she’s forced to do so she would. She asked if anyone who had the need to scream and yell go outside and do so please do not scream and yell in the meeting. There are things they may or may not like, however she would like them to conduct themselves orderly in the meeting.

Anthony Perry, a concerned citizen and a member of the National Association for Equal Justice in America. They are concerned with their democracy. The National Association for Equal Justice in America and the citizens of Compton are going to do something about it. They are hosting a Town Hall Meeting on June 20, 2026, at 3pm at the Holy Chapel Church, located at 1016 E.

Rosecrans Ave., Compton, CA. The following Saturday, June 27, 2026, there will be a protest walk in front of the courthouse at 10am. They were asking every leader, minister, businessperson and residents of Compton to join them as they continue to fight for democracy for every citizen of Compton.

Marjorie Shipp from district three thanked City Manager Groomes for being there again. She had hoped that the last time he was there would be his last time. It seems as though they cannot stop shooting themselves in the foot. Here they are thirty years later, and the same thing is happening again with the credit cards. It is very disheartening. People do not seem to understand credit cards are not for their personal use. It is also embarrassing. They have had plenty of leaders, including one on the School Board when she was on the School Board, misusing credit cards and serving jail time. Last Tuesday the City Manager mentioned some stipulations he wanted to put in place for people to follow the rules of the card, however what about integrity and common sense. She was on the School Board for twelve years. She never had the card in her possession because the secretary would book her flights, hotel rooms, and they had sixty dollars per diem for them to use.

She would like this to be the last time that the citizens of Compton be embarrassed due to city leaders misusing city credit cards. Why is it feasible for the liaison to have the credit card? Dr. Jace Dawson from district two was there to speak for neighbors who could not speak for themselves who are dealing with a parking headache that feels like a revenue grab according to the residents. Gustavo received a ticket for dropping off groceries, Maria received a ticket while opening up her own parking gate. Mr. Gonzales lives on a dead-end street with no thru traffic and received a ticket because five inches of his truck was in his own driveway. There is a car parked on Pearl Street, neighbors complain that the car has not been moved for weeks on end, yet they have not received a ticket. Research shows that no audit was ever done to prevent the unnecessary inconveniences around the parking situation. The residents feel they are simply picking their pockets. Last week he spoke about World Oil and stated that they should keep them at the top of their minds. The very next day they received their fourth air violation of the year. The day after a fire shut down the street surrounding his entire house. The smell is still horrible; his campaign team has had head and belly aches. Studies have confirmed that exposure to refinery fires and air violations directly cause the symptoms mentioned. He is formally requesting that a parking audit be conducted to avoid future disruptions to help parking enforcement focus on real hazards and stop penalizing residents for trying to live on their own property.

Hector Gomez, Co-founder and Executive Director of Connecting Compton. “It is with great pride that he stands before them today and share that their organization has been named Nonprofit of the Year. On May 20, 2026, alongside one hundred fifty organizations from across California they 10 travelled to the State Capital to receive the incredible honor. It is a big recognition for them considering how many organizations are established and how many get awarded on a yearly basis.

As first-generation Mexican Americans and Latinos they are raised to work hard, stay humble and never give up. When they do work, they do not do it with the intention of being recognized they do it because they have to because it’s their responsibility to uplift their families, community and the people around them. They hope the recognition will make the city proud. Richland Farms have given them the opportunity to utilize space for people of all backgrounds. He thanked Assemblymember Mike Gipson for believing in their vision and nominating them for the award.

He thanked everyone that supported them along the way and trusted them.

Sheila Smith from district one indicated they talked about doing a study for parking permits in the city, when was it going to happen? Right now, she has to struggle backing into her driveway without hitting a car that’s partially blocking her driveway. There’s a house in her neighborhood that has ten cars. There is nowhere for guests to park and if she needs to run in the house for a hot second, she has nowhere to park. When are the parking permits coming to district one? Bishop Guillory there is censure on the agenda regarding the credit cards. A lot of people are applauding their efforts whether it’s timely or untimely. He thinks they need to address a couple other things as well. He does not believe in select-prosecution. If a person does something wrong, they have to address it and deal with it, however he doesn’t like the pot talking about the skillet.

He doesn’t think it’s fair as a Compton resident and taxpayer to exploit the activities of one person when other people have done the same thing. Why were the credit cards even given? The credit cards were given because there were people that did not have credit cards. Even though the city paid for the rooms if they go with their debit cards they are going to take three or four hundred dollars off. Therefore, in order to have some people in Indian Wells or somewhere without there own money to spend they decided to provide the cards. Let’s not act as if he was the only one and let’s not act as if this is new to them because there is a car allowance that’s not a part of what the District Attorney said they could have. There was also other money being given and that’s not being exploited. There’s a big hero’s pay that no one is discussing. Council and everyone else received the hero’s pay before the Fire Department. He doesn’t care who wins or loses the elections but if they are going to exploit mistruths and bad deeds let’s expose everyone’s mistruths and bad deeds. Let’s not act like they care about the people when they are doing things that show that they do not. Be nice human beings treat people the way they want to be treated.

Daniel Zapeda, Co-founder of Connecting Compton. He thanked God for the recognition they received last week. They were honored to be selected by Mike Gipson as Nonprofit of the Year.

He reiterated some of what his co-founder spoke about. He would like to see City Council make a stronger effort to collaborate with all communities in Compton particularly the Latino community to ensure their voices are included in conversations and decisions that shape the future of the city.

Abril Villanueva stated her family was affected by the World Oil fire. She and her community members made many complaints to AQMD on Tuesday, Wednesday, Thursday and Friday. They had to deal with the odor on Thursday and there was a fire on Friday. She thanked Councilmember Bowers and Tamara for their quick response to her questions regarding the Community Alert System. She expressed her gratitude to Omar Bradley, Jr., Tootie and Jace Dawson for calling her to check on her family. Special thanks to the office of Mayor Sharif for agreeing to meet with the second district community and Jefferson parents on Wednesday at 12pm. She thanked Deontay liaison to Assemblyman Mike Gipson for calling her, answering her emails and forwarding them to other agencies. She would like to better understand the communication threshold when the alert system is placed to notify residents. Do they consider pregnant individuals, immune compromise people and the elderly during the Community Alert System when there is a fire at the refinery? Does the system include communication and updates from AQMD? Is there a department that keep updates with World Oil Recycling Center violations? Given that World Oil had been violated before the fire on Thursday could this have triggered a community alert? She and her daughter have been experiencing headaches, nose bleeds, nausea and metallic taste. She urged the Council to please update the Emergency Alert System and allow community feedback. They were extremely hurt on Thursday because it seemed there was more concern for the employees being evacuated than the residents.

Alison, Abril Villanueva’s daughter, attends Jefferson Elementary School. On Thursday, May 21, 2026, early in the morning at 6am she woke up with a bloody nose. At the time she did not know there was big black smoke outside due to the fire at World Oil Refinery. When she got to school 11 it was scary seeing all the smoke covering the sky. Many of the kids at school were worried the fire would spread to them, and they were also worried about breathing in black smoke. Her teacher made the whole class come inside but did not explain what was going on. At 10am her mom picked her up from school due to a nosebleed. She wished a warning would have been sent out to the families and the schools. Kids deserve to feel safe at school and in their own homes. In the last two weeks she has had eleven nose bleeds. She is asking the City Council to do something to make sure kids are safe.

Patricia Gonzales, VP of Compton Latino Chamber of Commerce expressed concerns brought forward regarding case no. 23CMCV00797. The broader issue of transparency, communication and procedural clarity during enforcement processes involving local property and business stakeholders. The individuals involved stated they attempted to seek clarification regarding enforcement authority, timelines, procedurals, fairness and the overall handling of the matter. Mr.

Flores believes the judgment entered against him was unfair and is respectfully requesting that the judgment be dismissed. The Chambers believe due process, transparency and fair communication are essential in maintaining trust between the city and the community it serves. They respectfully encourage continued dialogue, procedural clarity and fair review of the concerns being presented today.

Maria Villareal, President and CEO of Compton Latino Chamber of Commerce. Their chambers exist to serve, support and advocate for the residents, families, property owners and small businesses in Compton. They believe every individual deserves fairness, transparency, communication and equal treatment under the city’s procedure and enforcement actions.

Regarding case no. 23CMCV00797 involving Mr. Flores, she stated that it was not only this matter but also consistent enforcement overall. Community members have pointed out other situations regarding property and enforcement related concerns where property owners were not punished in the same manner. What factors make this case different? Were the same standards being applied across the board? Their role is not to interfere with legal proceedings but to advocate for accountability. Communication, due process and fairness for the community were served, they respectfully encourage continuous review of open dialogue and fairness consideration of the concerns being presented to the Mayor and Council.

Jose stated they are getting close to the election, and he recommended that everyone vote for the people already in office because they have already been making efforts. He advised the Latino community to get out and vote. They need the votes because Compton needs a lot of help. He’s not being political, running for Mayor or any other office. He just sees the need in the community; people want a change. Once the election is over and the people are in place they need to put in some work. The residents are going to push them to do the right stuff. He wants to know that they are taking the residents seriously.

Anthony Lewis stated that on November 18, 2025, when Tremmel Woods found an additional seven million five hundred seventy dollars three hundred and fifty-three dollars and forty-eight cents, he named a wide variety of nonprofit and profit organizations that have been looked over when it comes to funding. They could use the extra money to assist Compton businesses. He wanted to make sure the Wilmington balancers make it to the budget. He was not aware of the fire Abril was talking about.

Humberto Spaleta, CEO of What’s Up Give Me A Hand to Have a Better World, stated very time he comes to the meetings his problems are never resolved. He thinks it’s time to make a change; it’s time for the Latino Community to wake up and vote to put the right people in office. The people are tired of the same BS. The Council is supposed to work for the people not the people working for the Council. If everyone works together, they could make Compton better. Why don’t they give breaks to homeowners and businesses? He thanked the Fire Department and all of the people that had part in extinguishing the fire.

Gilda Bluford from district three spoke concerning agenda item #5. She thanked the Council for finally listening to the residents and protecting them and their tax dollars. It was the residents that drove it. They started contacting the DA Office. “Mr. Attorney Person you confused the hell outta me last week with that vote. Why was Spicer allowed to vote for his own disciplinary action I didn’t understand that at all. Even though he abstained he should never have been allowed to vote.

I don’t know any other organization where you can vote for your own discipline.” She was hoping 12 they would allow him a minute to explain what that was, she would appreciate it because it defied all logic.

Missy from third district stated she was not there last week however she watched the meeting on TV. She saw the attorney and she thought he was bogus. The information he gave concerning the Cal Card situation didn’t make any sense. It took her back to when Mr. Perrodin was there. They had a similar situation where a candidate to be appointed to a seat had two thirds of the vote, but that person was planted in the seat therefore she was confused because it was the same situation just a different scenario. “Make it make sense to me.” She thanked them for coming aboard on item #5. When they start taking money from taxpayers, especially her, she has a problem with it because she raised her kids not to steal. Will they be paying legal fees when a Councilmember or someone up there get into trouble or has some kind of pending litigation? They are supposedly paying $40,000 for someone’s legal fees and she leaked the information because they are constantly withholding information from the residents. Without their property taxes there would be no City Hall. All they ask is that they be transparent, honest and respect them.

Lynne Boone feels the agenda should have been changed because it’s too much for one agenda timewise. She thanked Abril for putting on a Candidates Forum at her home and that was the first time in her life ever seeing a black mosquito. Abril informed her they were from the oil. She congratulated Connecting Compton and let them know she was very proud of them. The people of Compton voted for an all-mail in election years ago. She informed the people that there is no need for anyone to knock on their doors asking them for a ballot. Your ballot is your vote, your word.

Every one of the ballots that they receive comes with a stamped envelope, the people have already paid for the stamp. People out registering people to vote that don’t live in Compton need to be changed. She has been told that the City Clerk has been telling people that she did not file her paperwork. She did in fact file her paperwork however she did not give it to the Clerk’s Office because when she gave her nomination sheet to the Clerk’s Office the people that signed her nomination paper were asked by the clerk why they signed her paper. When they put names on a nomination that’s personal and the clerk is supposed to have the integrity and ability to know that shouldn’t be spread around therefore information that goes into the Clerk’s Office should not be spread around. It’s not true about her not filing but why would she file something in an office that’s going to make something public that shouldn’t be public.

Mark Smith spoke regarding the land field on west Alondra, the old Compton dump site. He thanked them indicating he sees the “no trespassing” signs placed there. He thinks they need them further on the north side of 154th Street so they could be seen visibly. He believes it was proposed a couple of weeks ago that Connecting Compton be granted sole access to the property to obtain soil samples. Now that he sees it is Successor Agency Property, do they have soil samples archived anywhere? He would appreciate someone addressing the issue and getting back to the residents.

Vanessa Cain stated she was glad they got to item five as well, but she doesn’t believe it’s enough.

They asked for a censure months ago. She thinks he should get the same thing the former folk received. The former administration that was jailed Councilmember Spicer should get the same treatment. If they do not it will open a flood gate.

Mayor Sharif asked Ms. Cain to address the body.

Ms. Cain, “so you all going to jail for Cal Cards. The body is everybody and if they all committed a crime then they should go to jail.” A lot of people don’t know who the person is therefore they have to individualize sometimes, not just a specific person unless she committed a crime as well then that’s the body therefore in her mind they all committed a crime.

Mayor Sharif noted according to the rules she has to direct her comments to the body and not an individual.

Ms. Cain stated she agreed with Missy about paying fees for people that have done wrong. They need to keep the rules in line. If one administration suffers the next one should too for doing the same thing. They are still protecting the person and that is not a good thing. They should have had a say so in removing him last week. He should have been removed, or the body should have been removed they had enough votes. A censure is not enough they have been going through this for a whole year and all of a sudden coward behavior takes place. It’s a shame that the citizens have to push even harder because they pretend they don’t see what’s going on. 13 Fidel Marquez thanked the Council for finally acting on item #5. He has been addressing the censure ship for months. They signed and voted on a policy they don’t follow. The only thing he can think of is they are not reading the policies. As he watched the meeting from home last week, he saw a Councilmember voting against the same policy they agreed to. It’s a slap in the face of the residents and taxpayers. What other policies do they not follow at this point? They spend a lot of money on investigators. He asked the City Manager to provide a dollar amount of what they spend on investigators next week. He would also like a dollar amount on what they have paid for legal fees. The attorney does an investigative report and at the same time he’s protecting the accuser. They paid JL Group LLC; they are on contract with them. “Ms. Darden you sat in the same audit meeting where Sharon gave them the handout. When she addressed the audit, this was put into place to prevent fraud from 2016 when Salvador Galvan walked out with the money in the Treasurer’s Office. From 2016 to 2025 they had no procedures in place. Where did the two hundred twenty-five thousand dollars go to on a three-year contract? They should have been the lead on the fraud, yet they are paying several different law firms to do the investigative report. Can they please get a dollar amount of what they spent so far on a Councilmember who they allowed to steal from taxpayers who is not in the seat legal? He’s not recognized by the Board of Supervisors and he’s definitely recognized by the L.A. County Recorders Office. How did they allow this to happen? That should be a question they ask themselves.

CONSENT AGENDA
On Motion by Darden, seconded by Duhart the Consent Agenda was approved by the following vote on roll call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer

CITY MANAGER

1. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON APPROVING IN-KIND CONTRIBUTIONS IN SUPPORT OF THE 23RD ANNUAL COMPTON VETERANS STAND DOWN SEPTEMBER 25-28, 2026 (Resolution #26,426)

PUBLIC WORKS DEPARTMENT

2. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ESTABLISH A PURCHASE ORDER

WITH SHARPLINE SOLUTIONS FOR THE PURCHASE OF RUBBER FORM

PRODUCTS IN AN AMOUNT NOT TO EXCEED ONE HUNDRED FIFTY
THOUSAND DOLLARS ($150,000) (REMOVED FOR DISCUSSION)

ITEMS REMOVED FROM THE CONSENT AGENDA

PUBLIC WORKS DEPARTMENT

2. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ESTABLISH A PURCHASE ORDER

WITH SHARPLINE SOLUTIONS FOR THE PURCHASE OF RUBBER FORM

PRODUCTS IN AN AMOUNT NOT TO EXCEED ONE HUNDRED FIFTY
THOUSAND DOLLARS ($150,000)
Councilmember Darden asked that the item be explained so that residents understood clearly what it was about. There was some discussion in the Budget Workshop session about the street takeovers. She believes item #2 will be used for street takeovers.

Mr. Harris stated “yes” they are the rubber medians used for the traffic common devices on the thoroughfares. They will be installing roundabouts inside the neighborhoods as well. 14 Mayor Sharif informed him that she has some streets she would forward to him as residents have been complaining about street takeover in new areas.

Councilmember Darden asked for the location of the roundabouts.

Mr. Harris stated one will be near Longfellow, Slater and 134th Street.

On Motion by Darden, seconded by Duhart Resolution #26,427 entitled “A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF COMPTON AUTHORIZING THE CITY

MANAGER TO ESTABLISH A PURCHASE ORDER WITH SHARPLINE SOLUTIONS

FOR THE PURCHASE OF RUBBER FORM PRODUCTS IN AN AMOUNT NOT TO EXCEED ONE HUNDRED FIFTY THOUSAND DOLLARS ($150,000)” (Resolution #26,427) was approved by the following vote on roll call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer

REGULAR AGENDA
CITY MANAGER’S REPORT

3. A REQUEST TO SCHEDULE A PUBLIC HEARING – AB 2561 ANNUAL PUBLIC HEARING ON VACANCIES – JUNE 3, 2026, at 4:30PM
On Motion by Duhart, seconded by Darden, the Request to Schedule a Public Hearing was approved by the following vote on roll call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer

NEW BUSINESS

4. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

APPROVING AN AMENDMENT TO THE SALARY SCHEDULE FOR

UNCLASSIFIED/HOURLY AND CONFIDENTIAL EMPLOYEES OF THE CITY OF COMPTON, FOR FISCAL YEARS 2024-2029
Councilmember Darden needed to understand clearly what it’s about because she doesn’t have any documentation.

Mr. Jones stated the positions include the Controller, Director of Human Resources, Deputy Director of Human Resources, Assistant City Manager, Council Liaisons, Part-time Park Staff, Human Resources Specialist, Public Information Officer and Public Information Specialist.

Councilmember Darden asked was it retroactive?
Mr. Jones replied, correct it’s similar to the resolution that was passed by the four union groups.

Mayor Sharif asked if they were finished with the union groups.

Mr. Jones stated they were absolutely done.

City Manager Groomes indicated there were multi-year negotiations, some were retroactive and some will be for the future. There were negotiations for future years. There will be no more negotiations required until 2029-2030.
15 On Motion by Duhart seconded by Darden Resolution #26,428 entitled “A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF COMPTON APPROVING AN AMENDMENT

TO THE SALARY SCHEDULE FOR UNCLASSIFIED/HOURLY AND CONFIDENTIAL EMPLOYEES OF THE CITY OF COMPTON, FOR FISCAL YEARS 2024-2029” (Resolution #26,428) was approved by the following vote on roll call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer

5. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON,

CALIFORNIA, CENSURING CITY COUNCILMAN ANDRE SPICER FOR

CONDUCT UNBECOMING OF A COMPTON OFFICIAL BY MISUSING THE CITY’S CAL-CARD BY MAKING PURCHASES OUTSIDE OF WHAT IS
PERMITTED BY THE CITY OF COMPTON’S CAL-CARD POLICY
Councilmember Duhart stated she received several phone calls over the last week regarding her vote regarding the Subsequent Need item for last week. She told everyone she would be willing to explain her reason tonight. Her reason for voting “no” was in her opinion it did not qualify as a Subsequent Need item therefore she voted “no”. If it was a Subsequent Need item, why is it on the agenda this week? She thanked everyone who reached out to her because they had concerns.

City Attorney Young explained the first reason Councilmember Spicer was able to vote on the item was because the item that was brought up for a vote was whether to bring the item for a Subsequent Need item on the agenda. It was not a vote particularly to punish him or anything of that nature. It was simply to add the item to the agenda. That requires members of the legal body that are present before the Council all commit to whether they are voting for it, against it or abstain.

Government Code section 54954.2(b)(2) is the issue that was raised in that particular meeting.

That required a two-thirds majority of the members present to have the vote. There were five members present of the body. Of the five members three voted affirmatively “yes”, one voted as abstained and one as a “no”. Because there were three members that voted as a “yes”, that is sixty percent, a two-thirds majority is sixty-six percent. That would require a minimum of four members for the super majority vote to carry. Because of that the Subsequent Need item was not added to the agenda last week. The item was added at the request of Mayor Sharif and Councilmember Bowers. It was prepared by his office at the request of the Acting City Manager. The item revisits the May 19th Cal Card policy discussion. It talks specifically about the findings that were made by the independent investigator, which was Attorney Fleshman of Richards, Watts & Gershire. Based on the independent report it indicated that Councilmember Spicer violated the purchasing policy on a number of occasions. This is a censure resolution not a censor resolution which are two completely different things. A censure is statement of disapproval or condemnation therefore it reprimands improper conduct and it’s basically what legislative bodies do to hold people accountable for what they believe are violations.

Mayor Sharif thanked him for the explanation as she wanted the community to understand what was going on.

Councilmember Duhart asked if they would adopt the censure what does it mean, and how it is enforced.

City Attorney Young explained that the Councilmember would still be able to speak. The censure resolution is adopting the resolution and all of its restraints meaning his Cal Card rights would be revoked, the documents would be sent to the Los Angeles County Sheriffs Department and the District Attorney’s Office. The resolution would be adopted as a formal admonishment of the conduct. It would not censor Councilmember Spicer which means he would still be able to speak and attend meetings. The resolution would revoke Councilmember Spicer’s Cal Card rights.

Councilmember Bowers recommended they added removal from all committees, boards and commissions and the removal of Mayor Pro Tem title. He could care less if he receives the card back or not, he has his own.

Mayor Sharif agreed with Councilmember Bowers.
16 On Motion by Duhart, seconded by Darden Resolution #26,429 entitled “A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF COMPTON, CALIFORNIA,

CENSURING CITY COUNCILMAN ANDRE SPICER FOR CONDUCT
UNBECOMING OF A COMPTON OFFICIAL BY MISUSING THE CITY’S CAL-CARD

BY MAKING PURCHASES OUTSIDE OF WHAT IS PERMITTED BY THE CITY OF COMPTON’S CAL-CARD POLICY” (Resolution #26,429) was approved by the following vote on all call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer
On Motion by Sharif, seconded by Bowers to add to the Resolution to remove Councilmember Spicer from all committees, boards, commissions, and the title Mayor Pro Tem was approved by the following vote on roll call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer

6. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

ACCEPTING THE PROPOSAL FROM SUPERIOR PAVEMENT MARKINGS FOR

CITYWIDE INSTALLATION OF STREET NAME SIGNS, AUTHORIZING THE CITY MANAGER TO ENTER INTO A THREE (3) YEAR SERVICE AGREEMENT WITH TWO (2) ONE-YEAR EXTENSION OPTIONS IN AN ANNUAL AMOUNT OF FIVE HUNDRED TWENTY-FIVE THOUSAND FIVE HUNDRED DOLLARS ($525,500),

ESTABLISHING A PURCHASE ORDER IN THE AMOUNT OF FIVE HUNDRED TWENTY-FIVE THOUSAND FIVE HUNDRED DOLLARS ($525,500) FOR ONE

YEAR OF STREET NAME SIGN INSTALLATION SERVICES, AND

ESTABLISHING AN ADDITIONAL PURCHASE ORDER IN THE AMOUNT OF ONE

HUNDRED FOUR THOUSAND SEVEN HUNDRED FIFTY-NINE DOLLARS AND TEN CENTS ($104, 759.10) TO PAY OUTSTANDING INVOICES
Councilmember Bowers stated several people have indicated they funded this some time ago, which is true. The past Public Works Department Head said he ordered signs however they found out he did not. Is the money still there because he knows they approved it at least twice? Mr. Harris indicated his predecessor ordered street signs however the signs were regulatory signs, street sweeping signs. They were not street name signs.

Councilmember Bowers stated from his understanding one of the approvals was for street signs because he was there when the resident advised him there was no sign on her street and he stated he ordered them.

Councilmember Duhart asked if they could get a list of the street signs that were going to be ordered because she knows it’s not enough money for the whole city.

City Manager Groomes stated they could give them the list but it’s a three-year program they are funding.

On Motion by Duhart, seconded by Darden Resolution #26,430 entitled “A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF COMPTON ACCEPTING THE PROPOSAL

FROM SUPERIOR PAVEMENT MARKINGS FOR CITYWIDE INSTALLATION OF

STREET NAME SIGNS, AUTHORIZING THE CITY MANAGER TO ENTER INTO A THREE (3) YEAR SERVICE AGREEMENT WITH TWO (2) ONE-YEAR EXTENSION

OPTIONS IN AN ANNUAL AMOUNT OF FIVE HUNDRED TWENTY-FIVE THOUSAND FIVE HUNDRED DOLLARS ($525,500), ESTABLISHING A PURCHASE

ORDER IN THE AMOUNT OF FIVE HUNDRED TWENTY-FIVE THOUSAND FIVE HUNDRED DOLLARS ($525,500) FOR ONE YEAR OF STREET NAME SIGN

INSTALLATION SERVICES, AND ESTABLISHING AN ADDITIONAL PURCHASE 17 ORDER IN THE AMOUNT OF ONE HUNDRED FOUR THOUSAND SEVEN HUNDRED FIFTY-NINE DOLLARS AND TEN CENTS ($104, 759.10) TO PAY OUTSTANDING INVOICES” (Resolution #26,430) was approved by the following vote on roll call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer
On Motion by Duhart, seconded by Darden, the Council Meeting was recessed at 7:47pm to open the Successor Agency Meeting by the following vote on roll call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer
On Motion by Duhart, seconded by Darden, the Successor Agency Meeting was closed and the regular City Council meeting convened at 8:03pm by the following vote on roll call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer

PUBLIC COMMENTS ON CLOSED SESSION
Missy informed them that they did not receive anything in their agenda packets regarding Closed Session items.

Arturo Flores spoke regarding case no. 23CMCV00797 asking them to review his case. He feels he has been a victim. He feels like a hostage the way the situation has been handled. He just wants justice for his case.

On Motion by Darden, seconded by Duhart the meeting was recessed to Closed Session at 8:11pm by the following vote on roll call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer
On Motion by Bowers, seconded by Duhart the meeting was Reconvened at 10:00pm by the following vote on roll call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer

CLOSED SESSION

7. PUBLIC EMPLOYMENT
Pursuant to Government Code Section 54957(b)(1)
Title: City Manager

8. PUBLIC EMPLOYMENT
Pursuant to Government Code Section 54957(b)(1)
Title: City Controller

9. Conference with Legal Counsel – Existing Litigation
Cynthia Zavala v. City of Compton, et al.

LASC Case No. 26STCV07244

10. Conference with Legal Counsel – Existing Litigation City of Compton v. Arturo Flores, et al.

LASC Case No. 23CMCV00797
18 Pursuant to Government Code Section 54956.9(e)(1) or (d)(2) and (e)(1)

11. Conference with Legal Counsel – Existing Litigation City of Compton v. High End Healing, et al.

LASC Case No. 23CMCV00859
Pursuant to Government Code Section 54956.9(e)(1) or (d)(2) and (e)(1)

12. Conference with Legal Counsel – Existing Litigation Shadowood Development Company vs. City of Compton, et al.

LASC Case No. 25STCV32588
Pursuant to Government Code Section 54956.9(e)(1) or (d)(2) and (e)(1)

13. Conference with Legal Counsel – Existing Litigation – American Reclamation, Inc. v.

City of Compton, et al.

LASC Case No. 25STCV31042
Pursuant to Government Code Section 54956.9(e)(1) or (d)(2) and (e)(1)

14. Conference with Legal Counsel – Existing Litigation Eder Villarreal v. Compton Unified School District, et al.

LASC Case No. 26CMCV00266
Pursuant to Government Code Section 54956.9(e)(1) or (d)(2) and (e)(1)

REPORT OUT OF CLOSED SESSION

7. PUBLIC EMPLOYMENT
Pursuant to Government Code Section 54957(b)(1)
Title: City Manager – SALARY RANGE ESTABLISHED

8. PUBLIC EMPLOYMENT
Pursuant to Government Code Section 54957(b)(1)
Title: City Controller – REVIEWED CANDIDATE RESUMES

9. Conference with Legal Counsel – Existing Litigation
Cynthia Zavala v. City of Compton, et al.

LACS Case No. 26STCV07244
(DIRECTION GIVEN TO STAFF)

10. Conference with Legal Counsel – Existing Litigation City of Compton v. Arturo Flores, et al.

LASC Case No. 23CMCV00797
Pursuant to Government Code Section 54956.9(e)(1) or (d)(2) and (e)(1) (DIRECTION GIVEN TO STAFF)

11. Conference with Legal Counsel – Existing Litigation City of Compton v. High End Healing, et al.

LASC Case No. 23CMCV00859
Pursuant to Government Code Section 54956.9(e)(1) or (d)(2) and (e)(1) (DIRECTION GIVEN TO STAFF)

12. Conference with Legal Counsel – Existing Litigation Shadowood Development Company vs. City of Compton, et al.

LASC Case No. 25STCV32588
Pursuant to Government Code Section 54956.9(e)(1) or (d)(2) and (e)(1) (DIRECTION GIVEN TO STAFF)

13. Conference with Legal Counsel – Existing Litigation – American Reclamation, Inc. v.

City of Compton, et al.

LASC Case No. 25STCV31042
Pursuant to Government Code Section 54956.9(e)(1) or (d)(2) and (e)(1) (COUNCIL WILL CONTINUE DISCUSSION)
19 4. Conference with Legal Counsel – Existing Litigation Eder Villarreal v. Compton Unified School District, et al.

LASC Case No. 26CMCV00266
Pursuant to Government Code Section 54956.9(e)(1) or (d)(2) and (e)(1) (CITY OF COMPTON WAS RELEASED FROM THE LAWSUIT)
Mayor Sharif stated that Council would like to bring item number five (5) back for another vote.

City Attorney Young stated that earlier today, there was a vote to modify the resolution on item number five (5), and that vote also ratified the resolution with the modification. However, the City Council wanted to ensure the vote also encompassed the resolution prior to the modification.

Instead of the item being viewed as an amendment meant solely with the initial vote, the City Council would like to bring item five (5) back to make a full formal vote and request that the item be brought back by the following vote on roll call:

On Motion by Duhart, seconded by Darden to bring item number five (5) back for formal vote was approved by the following vote on roll call:

AYES: Councilmembers – Duhart, Bowers, Darden, Mayor Sharif NOES: Councilmembers – None
ABSENT: Councilmembers – Spicer

COUNCIL COMMENTS
Councilmember Duhart offered the following communications/announcements:
 Last Friday she had the pleasure of attending the Southern California Junior Cricket Academy’s End of Spring Cohort Celebration hosted by Mystapha Kohn. She thanked Mr.

Kohn for his dedication and tenacity in ensuring that the youth are exposed to a diverse range of athletic opportunities and experiences.
 On June 6, 2026, from 10am to 12pm the City of Compton’s Grants Department will host a free First Time Homeowners Workshop in the Council Chamber.  On June 13, 2026, join them for a day dedicated to health, wellness and community. They will kick off the day with a 5k unity walk/run in partnership with the Compton Run Club and Alpha Phi Alpha Fraternity, Inc. Following the run attendees are invited to participate in their Annual Juneteenth Celebration themed Freedom to Thrive Juneteenth Health and Wellness Fair.
 She thanked all of her constituents who were concerned and reached out to her regarding her “no” vote last week on the Subsequent Need item.
 “I want to thank you all for coming out this evening. Your presence, input and commitment to speaking up and working together helps strengthen our community and move our city forward. You are the eyes and ears of the community and your voice matters to me. Always remember to eat, shop and buy in Compton, a safe, clean and friendly city.” Councilmember Bowers offered the following communications/announcements:
 He thanked everyone that attended the Compton 125 Historic Society Founder’s Day 138th Celebration at Burrell MacDonald Park. Special thanks to Mr. and Mrs. Brown for their leadership, dedication and continued commitment to preserving and celebrating the rich legacy of the city.
 Join them tomorrow May 27, 2026, at 5pm for the Ribbon Cutting Ceremony celebrating the Tragniew Park Basketball Court and playground improvements. Thanks to everyone whose hard work and partnership help make improvements possible. 20  Join him in collaboration with the Compton Latino Chamber of Commerce for a Third District Meet and Greet supported by Sr. Cliff’s Texas Style Burritos on May 28, 2026, from 3pm to 6pm at 408 W. Alondra Blvd., Compton, CA.
 “Thank you to the residents of Compton for continuing to stay engaged, involved and committed to moving our city forward. Together through communication, accountability, partnership and unity we will continue building a stronger Compton. Have a great evening thank you.”
Councilmember Darden offered the following communications/announcements:
 On May 22, 2026, she attended the Southern California Junior Cricket Academy End of Spring Cohort Banquet.
 On May 23, 2026, her office participated in the 2026 Compton Cricket Day at Kelly Park.

She thanked the Fire Department for bringing in one of their fire engines so the children could see the fire apparatus up close. Congratulations to Mystapha Kohn for bringing the Cricket world to the City of Compton.
 She closed in memory of Deon Simmons, an employee with the City of Compton from the parks division.
 “Remember a safe, clean and friendly city at all times in the City of Compton, thank you.” Mayor Sharif offered the following communications/announcements:
 Applications are now open for Robert M. Barron Bridge Builders Fellowship which is a joint initiative between the Combat Antisemitism Movement, the African American Mayors Association and the National Black Empowerment Council. This program invites students entering historical Black colleges and universities to join and apply for their chance to win a $10,000 scholarship. For more information contact her office. The deadline is June 15, 2026.
 The America’s Job Center currently have summer job opportunities for youth ages 14-24 paying $17.80 per hour with 160 training hours. Contact them at (213)421-2382 or (213) 343-4370. You can also visit them at 2909 E. Pacific Commerce Dr. Compton, 90221.  The City of Compton Water Aerobics Program will return starting June 1, 2026, from 6:15- 7:15pm. Contact the Parks and Recreation Department for more information at 310-605- 5688.
 The City of Compton Recreation Department will be holding swimming lessons Tuesday through Friday starting June 16th at the Gonzales Aquatics Center and the William Love Pool for youth. For more information contact the Recreation Department at 310-605-5688.  Last week her office received many complaints regarding not receiving a statement from the City of Compton regarding the fire at World Oil that took place last week. She noticed they did not put out an official statement however it was in the News Section on the website where residents were not notified it was there. Going forward she asked the City Manager to please direct staff to post not only on the website but on all the social media platforms.  Join them tomorrow May 27, 2026, at 5pm for the Ribbon Cutting Ceremony celebrating the Tragniew Park Basketball Court and playground improvements.  Next week the meeting will be held on June 3, 2026, at 4:30pm in the Council Chambers.  She encouraged everyone to please do not forget to turn in their ballots as it is very important to vote and be heard.
21  “I want to thank all of you that came out this evening for staying engaged and to her Council colleagues and city staff for their continued collaboration. Together we will keep moving Compton forward have a great evening.”

ADJOURNMENT
On motion by Duhart, seconded by Darden, the meeting was adjourned at 10:17pm by the following vote on roll call:

AYES: Council Members – Duhart, Spicer, Bowers, Darden, Mayor Sharif NOES: Council Members – None
ABSENT: Council Members – None
_____________________________________ ____________________________________ SATRA D. ZURITA EMMA SHARIF

CITY CLERK CITY OF COMPTON MAYOR CITY OF COMPTON
October 27, 2026
TO: HONORABLE MAYOR & CITY COUNCIL MEMBERS
FROM: CITY MANAGER
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ENTER INTO A TEMPORARY

LICENSE AGREEMENT BETWEEN THE SUCCESSOR AGENCY AND
SANTA’S CHRISTMAS TREES FOR THE PURPOSE OF SELLING

CHRISTMAS TREES ON CERTAIN AGENCY-OWNED PROPERTY
LOCATED AT 2000 WEST COMPTON BOULEVARD

SUMMARY
Staff is requesting that the City Council authorize the City Manager to enter into a temporary license agreement between the Successor Agency to the Community Redevelopment Agency of the City of Compton (“Successor Agency” or “Agency”) and Santa’s Christmas Trees for the purpose of selling Christmas trees on certain Successor Agency-owned property located at 2000 West Compton Boulevard, Compton, CA.

BACKGROUND
Over the past decade (10) years, Santa’s Christmas Trees has entered into temporary license agreements with the Agency to sell Christmas trees at the subject site at 2000 W Compton Boulevard. Each time, the applicant successfully complied with the terms of the temporary agreements.

STATEMENT OF ISSUE
The Successor Agency received a request from Brownie Mentlow, owner of Santa’s Christmas Trees, to lease certain Agency-owned property located at 2000 West Compton Boulevard (the “Property”) to sell Christmas Trees, commencing November 16, 2026, through December 30, 2026. Santa’s Christmas Trees intends to lease the Agency’s Property for Two Thousand Dollars ($2,000.00), payable to the Successor Agency.

Additionally, the company would secure a $1,000,000.00 Certificate of Insurance naming the Successor Agency and the City of Compton as additional insureds.

Contingent to the transaction, the Agency has directed Santa’s Christmas Tree to contact the following agencies in connection with the proposed use of the subject property: the Los Angeles County Sheriff’s Department to ensure that any security plans for the event are in place; the City Attorney’s office for required insurance coverage; the City’s Planning and Building Division for any permits; the City’s Business Licenses for all licenses and permit fees; and the Compton Fire Department for any emergency medical assistance.

6. Staff Report- Resolution authorizing Temporary License Agreement to Santa’s Christmas Trees October 27, 2025 Page 2

FISCAL IMPACT
The vendor, Brownie Mentlow, owner of Santa’s Christmas Trees, will pay the Agency $2,000.00 for the temporary license for the intended use of the subject Property.

RECOMMENDATION
Staff recommends that the City Council adopt the attached Resolution.

CECIL FLOURNOY, DIRECTOR

COMMUNITY DEVELOPMENT
APPROVED FOR FORWARDING:

JERRY GROOMES

INTERIM CITY MANAGER
RESOLUTION NO. _________________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AUTHORIZING

THE CITY MANAGER TO ENTER INTO A TEMPORARY LICENSE AGREEMENT BETWEEN THE SUCCESSOR AGENCY AND SANTA’S CHRISTMAS TREES FOR

THE PURPOSE OF SELLING CHRISTMAS TREES ON CERTAIN AGENCY-OWNED PROPERTY AT 2000 WEST COMPTON BOULEVARD
WHEREAS, Successor Agency has received a request from Brownie Mentlow, owner of Santa’s Christmas Trees, to lease certain Agency-owned property at 2000 West Compton Boulevard for the purpose of selling Christmas Trees from November 16, 2026 to December 30, 2026; and
WHEREAS, Santa’s Christmas Trees proposes to lease the site for the sum of $2,000.00 payable to the Successor Agency. Additionally, the company will obtain a $1,000,000 Certificate of Insurance naming the Successor Agency and the City of Compton as additional insureds; and
WHEREAS, contingent upon the transaction, the Agency has directed Santa’s Christmas Tree to contact the following agencies in connection with the proposed use of the subject property: the Los Angeles County Sheriff’s Department to ensure that any security plans for the event are in place; the City Attorney’s Office for required insurance coverage; the City’s Planning and Building Division for any permits; the City’s Business License Division for all licenses and permit fees; and the Compton Fire Department for any emergency medical assistance; and
WHEREAS, the Agency desires to enter into a temporary license agreement with Santa’s Christmas Trees to use certain Successor Agency-owned property at 2000 West Compton Boulevard for the purpose of selling Christmas Trees at the subject site for the period of November 16, 2026 through December 30, 2026 for the sum of $2,000.00.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COMPTON DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. That the City Manager is hereby authorized to enter into a temporary lease agreement with Santa’s Christmas Trees to lease certain Agency-owned property located at 2000 West Compton Boulevard for the sum of Two Thousand Dollars ($2,000.00) for the purpose of selling Christmas trees for the period covering November 16 through December 30, 2026.

Section 2. That the vendor, Brownie Mentlow, owner of Santa’s Christmas Trees, will pay the Agency $2,000.00 for the temporary license, in addition to complying with all conditions attendant to the temporary use of the subject Property.

Section 3. That a certified copy of this resolution shall be filed in the offices of the City Manager, City Attorney, City Controller, Successor Agency, and City Clerk.

Section 4. That the Mayor shall sign and the City Clerk shall attest to the adoption of this resolution.

ADOPTED this 27th day of October, 2026.

RESOLUTION NO. ___________________
PAGE 2
_______________________________

EMMA SHARIF

MAYOR OF THE CITY OF COMPTON
ATTEST:
___________________________________
SATRA D. ZURITA

CITY CLERK OF THE CITY OF COMPTON

STATE OF CALIFORNIA

COUNTY OF LOS ANGELES
CITY OF COMPTON: SS
I, Satra D. Zurita, City Clerk of the City of Compton, hereby certify that the foregoing Resolution was adopted by the City Council, signed by the Mayor, and attested by the City Clerk at the regular meeting thereof held on the 27th day of October, 2026.

That said Resolution was adopted by the following vote, to wit:

AYES: COUNCIL MEMBERS-NOES: COUNCIL MEMBERS-ABSENT: COUNCIL MEMBERS-ABSTAIN: COUNCIL MEMBERS- ___________________________________
SATRA D. ZURITA

CITY CLERK OF THE CITY OF COMPTON

LICENSE AGREEMENT

BETWEEN

SUCCESSOR AGENCY TO THE COMMUNITY REDEVELOPMENT AGENCY

OF THE CITY OF COMPTON
AND
SANTA’S CHRISTMAS TREES
THIS LICENSE AGREEMENT (hereinafter referred to as the “Agreement”) is entered into by and between the SUCCESSOR AGENCY TO THE COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF COMPTON, a distinct and separate legal entity from the City of Compton (hereinafter referred to as “Licensor”) located at 205 South Willowbrook Avenue, Compton, California 90220, and SANTA’S CHRISTMAS TREES (hereinafter referred to as “Licensee”) located at 421 West Almond Street, Compton, California 90220.

W I T N E S S E T H:

WHEREAS, Licensor is the owner of the land commonly known as 2000 West Compton Boulevard, Compton, California 90220 (the “Property”);
WHEREAS, Licensee has requested the limited right to enter upon the Property for the limited purpose of selling Christmas trees (the “Activities”) for the period commencing November 16, 2026 through December 30, 2026;
WHEREAS, Licensor has agreed to grant to Licensee, and Licensee has agreed to accept from Licensor, a limited, non-exclusive, revocable license to enter upon the Property to conduct the Activities in accordance with and subject to the terms and provisions of this Agreement; WHEREAS, Licensor and Licensee desire to execute and enter into this Agreement for the purpose of setting forth their agreement with respect to the Activities and Licensee’s entry upon the Property.

NOW, THEREFORE, for and in consideration of the foregoing premises, the mutual covenants and agreements contained herein, and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, Licensor and Licensee do hereby covenant and agree as follows:

1. Term. The term of this Agreement shall be for the period commencing on November 16, 2026 and shall expire on December 30, 2026. This Agreement shall automatically terminate upon its expiration and Licensee hereby waives any and all rights to relocation benefits under California law upon the expiration or earlier termination of this Agreement.

2. Fee. The license fee for this Agreement shall be Two Thousand dollars ($2,000.00) payable in advance to the Successor Agency- City of Compton.

3. Use. Licensee may use the Property only for the Activities, and for no other use or purpose.

4. No Improvements or Hazardous Substances. Licensee shall not construct any improvements on the Property or bring onto or use any hazardous substances on the Property without the prior written consent of Licensor.

5. Removal of Personal Property. Upon the expiration or earlier termination of this Agreement, Licensee shall remove all of its personal property from the Property and restore the Property to its condition as of the date hereof.

6. Damage; Indemnity. Licensee expressly agrees as follows: (i) any Activities by or on behalf of Licensee, including, without limitation, the entry by Licensee or Licensee’s officers, members, employees, agents or contractors (collectively, “Licensee’s Designees”) onto the Property in connection with the Activities, shall not damage the Property in any manner whatsoever, (ii) in the event the Property is damaged, altered or disturbed in any manner in connection with the Activities, Licensee shall return the Property to the condition existing prior to the Activities, and (iii) Licensee, to the fullest extent allowed by law, shall indemnify, defend and hold Licensor harmless from and against any and all claims, liabilities, damages, losses, costs and expenses of any kind or nature whatsoever, including, without limitation, attorneys’ fees and expenses and court costs suffered, incurred or sustained by Licensor as a result of, by reason of, or in connection with the Activities or the entry by Licensee or Licensee’s Designees onto the Property (including, without limitation mechanics liens). The indemnification and defense obligations of Licensee contained herein shall survive the expiration or earlier termination of this Agreement.

7. Permits and Licenses. Licensee, at its sole expense, shall obtain and maintain during the term of this Agreement all appropriate business and professional permits, licenses and certificates that may be required in connection with the performance of this Agreement.

8. Insurance. Licensee shall procure and maintain, at its own expense and during the term of this Agreement, a policy of commercial General Liability insurance issued by an insurer reasonably satisfactory to Licensor covering each of the Activities with limits of liability of not less than $1,000,000.00 per occurrence and Automobile insurance with a limit of liability of not less than $1,000,000.00 for each accident. Licensee shall deliver to Licensor Certificate(s) of Insurance evidencing that such insurance is in full force and effect, and evidencing that Licensor has been named as an additional insured thereunder with respect to the Activities, prior to entering the Property. Additionally, in accordance with the provisions of Section 3700 of the Labor Code, Licensee shall be insured against liability for Workers’ Compensation or to undertake self-insurance in compliance with that Code.

9. Successors. This Agreement shall be binding upon and enforceable against, and shall inure to the benefit of, the parties hereto and their respective successors and permitted assigns.

10. Limitations. Licensor does not hereby convey to Licensee any right, title or interest in or to the Property, but merely grants the specific and limited contractual rights and privileges hereinabove set forth.

11. Notices. Any notice, demand, request, consent, approval or communication that either party desires or is required to give to the other party shall be in writing and shall be deemed given as of the time of hand delivery to the addresses set forth below, or if sent by United States registered or certified mail, postage prepaid, return receipt requested or nationally recognized overnight mail service (i.e., FedEx), on the date of actual delivery. Unless notice of a different address has been given in accordance with this section, all such notices shall be addressed as follows:

If to Licensor, to: Successor Agency to the Community Redevelopment Agency of the City of Compton
205 S. Willowbrook Avenue
Compton, California 90220
Attn: Cecil C. Flournoy III
If to Licensee, to: Santa’s Christmas Trees
421 West Almond Street.

Compton, California 90220
Attn: Brownie Mentlow

12. Assignment. This Agreement may not be assigned by Licensee, in whole or in part.

13. Governing Law. This Agreement shall be construed, enforced and interpreted in accordance with the laws of the State of California.

14. Counterparts. This Agreement may be executed in counterparts, each of which shall be deemed an original, and all of such counterparts together shall constitute one and the same instrument. Furthermore, executed counterparts of this Agreement may be delivered by emails of pdf documents, and such electronic transmissions shall be valid and binding for all purposes when transmitted to and actually received by the other party. Notwithstanding the foregoing, each party delivering executed documents by email agrees to provide the other party with an original, hard copy of the relevant signed documents promptly after the request of the other party.

15. No Recording of Agreement or Memorandum of Agreement. In no event shall this Agreement or any memorandum hereof be recorded, and any such recordation or attempted recordation shall constitute a breach of this Agreement by the party responsible for such recordation or attempted recordation.

16. Miscellaneous. As part of this Agreement, Licensor has directed Licensee to contact the following agencies in connection with the proposed use of the Property prior to the commencement of the Activities: (i) the City’s Parks and Recreation Department for all necessary fees and procedures; (ii) the Los Angeles County Sheriff’s Department to ensure that any security plans for the event are in place; (iii) the City’s Building and Safety for any applicable permits; (v) the City’s Business License Division for all applicable licenses and permit fees; and (vi) the Compton Fire Department for any emergency medical assistance, if needed.

IN WITNESS WHEREOF, Licensor and Licensee have caused this Agreement to be executed and sealed, all the day and year first written above.

SANTA’S CHRISTMAS TREES
"LICENSEE"
Dated: ________________ By: _______________________________ Brownie Mentlow, Owner

SUCCESSOR AGENCY TO THE COMMUNITY

REDEVELOPMENT AGENCY OF THE

CITY OF COMPTON
“LICENSOR”
Dated: ________________ By: ___________________________________ Jerry Groomes, Interim City Manager
Approved as to form:

By: _______________________________ Dated: __________________ Law Division
ATTEST:

Dated: ___________________ By: _______________________________ Satra D. Zurita, City Clerk
October 27, 2026
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: DIRECTOR OF RECREATION
SUBJECT: RECEIVE AND FILE THE CITY OF COMPTON VACANT AND

UNDERUTILIZED LOT INVENTORY AND STUDY

SUMMARY
The Parks & Recreation Department is submitting the City of Compton Vacant and Underutilized Lot Inventory and Study for City Council review. Staff recommends that the City Council receive and file the study. The inventory provides a comprehensive analysis of vacant and underutilized parcels throughout the city and identifies opportunities to support future planning, redevelopment, community amenities, and open-space strategies.

BACKGROUND
On December 17, 2024, the City Council adopted Resolution No. 26,180, authorizing the preparation of a citywide Vacant and Underutilized Lot Inventory and Study. The project was funded through Measure A Technical Assistance (TA) Funds, which support municipal planning efforts that expand access to parks, recreation, and open-space resources.

STATEMENT OF THE ISSUE
The completed study includes parcel-level data on zoning, ownership, development status, spatial distribution, and site characteristics. Parcels were categorized as either vacant or underutilized based on use patterns, development intensity, and land-use compatibility.

Key elements reviewed in the study include:
 Total number of vacant parcels identified.
 Total number of underutilized parcels.
 Distribution of parcels across neighborhoods and commercial corridors.  Zoning and development potential.

7. Staff report- Vacant Lot Study
October 6, 2026 2
 Opportunities for parks, open space, recreation amenities, infill housing, or economic development.
 Barriers such as ownership fragmentation, infrastructure limitations, and parcel shape or size constraints.
 The inventory serves as a foundational planning tool that will guide future policy development, resource allocation, land reuse strategies, and potential Measure A-eligible project planning.

FISCAL IMPACT
There is no fiscal impact associated with receiving and filing this report.

The study was funded using Measure A Technical Assistance funds previously authorized through Resolution No. 26,180.

ENVIRONMENTAL REVIEW
The proposed action is not a project under the California Environmental Quality Act (CEQA) because receiving and filing a study does not involve a physical action or commitment to a future project.

RECOMMENDATION
It is recommended that the City Council:

1. Receive and file the City of Compton Vacant and Underutilized Lot Inventory and Study.

ATTACHMENTS
 Attachment A – Vacant and Underutilized Lot Inventory and Study  Attachment B – Supporting Documents

BRYAN SPRAGG

DIRECTOR OF RECREATION
APPROVE FOR FORWARDING:

JERRY GROOMES

INTERIM CITY MANAGER
COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 11INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY City of Compton

VACANT AND

UNDERUTILIZED

LOT INVENTORY
22 COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Acknowledgements

CITY OF COMPTON
Bryan Spragg Director of Recreation
Michael Jones Recreation Supervisor
Brent Rivas Administrative Analyst
Jason Espego Former Administrative Analyst

CITY FABRICK
Brian Ulaszewski Executive Director + Principal
Alex Jung Director, Urban Design & Planning
Esequiel Ramirez Planner II
Wanxing Lin Designer Il
Jordan Grimaldi Design/Planning Intern
Luis Fernando Anguiano Quiroz Design/Planning Intern
COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 33INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Table of Contents
01INTRODUCTION02EXISTING CONDITIONS03COMMUNITY VOICE04RECOMMENDATIONS 4INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Intr
Intro
Introductio
troduction
01 66 COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 77INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Introduction
The scope of the City of Compton Compton Parks Study (formerly known as the Vacant and Underutilized Lot Inventory Study) is defined primarily within the municipal boundaries of the City of Compton. However, the study also looks beyond the city limits to consider nearby parks, open spaces, and recreational areas that, while not owned or operated by the City, still shape how residents experience and access open space.

These areas may include facilities owned or managed
by Los Angeles County, neighboring cities, school
districts, flood control agencies, or other public enti-ties. Including these spaces in the study helps create a more complete picture of park access, regional
connectivity, and recreational opportunities available
to Compton residents.

The City of Compton is approximately 10.1 square
miles in size and is located in South Central Los
Angeles County, about 12 miles south of Down-town Los Angeles. The city is generally bounded by Alameda Street and the City of Los Angeles to
the west, the City of Lynwood to the north, the City
of Carson to the south, and the City of Paramount
and unincorporated Los Angeles County to the east.

Major freeways, rail lines, and flood control channels
run through and along the city, shaping both physi-cal barriers and opportunities related to open space access and connectivity.

Study Overview
Through a community-led process, the City of Comp-ton Parks and Recreation Department developed a Vacant and Underutilized Lot Inventory Study to iden-tify parcels across the city with the potential to be transformed into new parks and open spaces, partic-ularly in areas where access to open space is limited.

Using extensive community engagement and an exist-ing conditions data analysis, the City prioritized sites that can expand equitable park access, address park
safety and maintenance challenges, and guide strate-gic long-term investment in Compton’s park system.

The Study also highlights creative, community-driven
approaches to converting unconventional spaces into
vibrant public parks and gathering places that support
neighborhood health and vitality.

Grounded in a data-equity planning approach, the
Plan combines multidisciplinary analysis with robust
public outreach to ensure community priorities
shape future park and open space development.

Beyond identifying sites for new parks and open
space, the Plan establishes a programming and
policy framework to support equitable investment,
align resources with community needs, foster part-nerships with local organizations and block groups, and guide long-term decision-making for the Comp-ton Parks and Recreation Department.

The purpose of the Vacant and Underutilized Lot
Inventory Study is to provide clear recommenda-tions and implementation strategies to guide future decisions related to park planning, property acquisi-tion [where needed], and potential funding sources.

As part of this effort, conceptual park designs were
developed to help envision what these potential open
space opportunities could become. This framework
not only helps prioritize investments and identify
strategic opportunities, but also positions the City to proactively pursue funding, community partnerships,
and development pathways that equitably expand
and distribute park space throughout the community
ensuring access to amenities, recreational opportuni-ties, and essential resources for all residents.

Compton is uniquely positioned to expand its public
open space network through a combination of
shared-use partnerships with schools and public
utility corridors, the recreational enhancement of
Compton Creek, and the potential development
of rails-to-trails projects along the Metro A Line.

Together, these strategies can create a connected
and diverse system of green spaces, active trans-portation corridors, and recreational amenities. By leveraging these opportunities, the City can signifi-cantly improve community connectivity, support healthier lifestyles, and provide much-needed,
accessible outdoor spaces for residents of all ages.
88 COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Park Safety
As cities like Compton look to expand access to parks
and open spaces, it is equally important to acknowledge community concerns related to park safety.

Through engagement conducted as part of this
Vacant and Underutilized Lot Inventory Study, the
Planning Team heard strong support for new and
improved park space, alongside real concerns
about how parks can sometimes become sites of
undesirable activity if not thoughtfully designed,
programmed, and maintained. Community members
raised concerns that new parkland, particularly in
areas with limited oversight or activation, could
contribute to perceived increases in gang activity,
sex trafficking, or other unsafe conditions.

These concerns reflect an important tension. While
parks are widely valued as places for recreation,
gathering, and community pride, they can feel
unsafe or underused if they lack visibility, regular
activity, or a sense of shared ownership. Addressing
park safety in Compton therefore requires a holis-tic approach that extends beyond physical design and considers how parks are used, managed, and
supported over time.

Design strategies such as Crime Prevention
Through Environmental Design [CPTED] can help
address safety concerns by emphasizing visibility,
lighting, clear circulation, and defined park edges.

When combined with active programming, these
design approaches help ensure that parks are
used consistently by a wide range of community
members. In addition, partnerships with local orga-nizations can play a critical role in fostering stew-ardship and ongoing presence in park spaces. In Compton, churches, neighborhood block groups,
nonprofit organizations, and resident leaders
represent important community anchors that can
support park activation and care. The formation of
Friends of the Park groups can further strengthen
community ownership and help parks remain
active, safe, and welcoming.

Park Planning

COMMUNITY INFORMED DESIGN
Engage residents early in the planning
and design process to understand safety
concerns and incorporate community
preferences related to visibility, lighting,
and park layout.

CPTED BASED PARK DESIGN
Apply Crime Prevention Through Environ-mental Design principles, including clear sightlines, adequate lighting, defined
entrances, and the avoidance of hidden
or isolated spaces.

ACTIVE AND ONGOING

PROGRAMMING
Prioritize regular programming such as
youth activities, fitness classes, cultural
events, and family oriented uses to
ensure consistent positive activity in park
spaces..

LOCAL PARTNERSHIPS

AND STEWARDSHIP
Partner with local churches, neighbor-hood groups [block clubs], nonprofit orga-nizations, and local institutions to support programming, monitoring, and long term
care of park spaces.
“FRIENDS OF THE PARK” GROUPS
Encourage the creation of resident led
Friends of the Park groups to foster
shared responsibility, advocacy, and a
sense of ownership over park spaces.

COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 99INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Green
Gentrification
As cities like Compton look to expand access to parks
and open spaces, it is important to recognize the potential social and economic impacts that can follow.

While new parks can improve environmental qual-ity, health, and community wellbeing, they can unin-tentionally contribute to a phenomenon known as “Green Gentrification.” Green gentrification refers
to a process by which environmental improvements,
such as new parks, open spaces, or other green
amenities lead to rising property values and living
costs that can ultimately displace long-time, low-in-come residents. While these park projects are often created with the intention of improving quality of life and environmental health, they can unintentionally
result in the displacement of the very communities
these improvements were meant to serve.

As cities like Compton begin to invest in new parks
and open spaces, it is crucial to consider the social
implications of green investments. Planning for new
green spaces must go hand-in-hand with equi-ty-centered strategies that protect rent burdened residents from displacement. The goal should be to
ensure that improvements in environmental quality
and access to recreation benefit current communi-ties first, rather than directly leading to gentrification.

Best Practices

COMMUNITY-LED PLANNING
Engage residents early on and continu-ously throughout the design and planning process to ensure new amenities reflect
community needs and priorities.

AFFORDABLE HOUSING

PROTECTIONS
As Compton begins to develop new
housing projects through their
General Plan Housing Element update,
it is important to ensure these housing
initiatives provide proper rent stabilization
policies to help support housing afford-ability near new parks.

ANTI-DISPLACEMENT POLICIES
Consider tools such as inclusionary
zoning and tenant protections to prevent
displacement.

LOCAL ECONOMIC BENEFITS
Create pathways for local hiring, small
business support, and workforce
development tied to green projects to
ensure that economic benefits stay within
the community.
1010 COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Non-Traditional
Park Development
As previously discussed, many cities face significant
challenges in securing land for new parks and open spaces, particularly in densely populated neighborhoods where
vacant land is already scarce and land costs are at a premium.

However, many of these land-constrained
communities already contain existing facilities
such as schools, utility corridors, and other
public or private institutions that can be lever-aged through shared-use and joint-use agree-ments. Shared-use and joint-use agreements both establish partnerships between the City and
a public or private entity. Shared use agreements
typically allow public access to existing facili-ties such as gyms, sports fields, playgrounds, or open space during designated times. Joint
use agreements, by contrast, involve coordinated
investment or development of facilities that are
designed from the outset to serve both public
and institutional or private users. Together, these
approaches can help expand access to recre-ational space and reduce the need for new park land in built out, dense communities.

This Study analyzed various types of shared
and joint use opportunities with both public
and private entities, and after several rounds of
community engagement and interdepartmental
review, the following uses should be considered
by the City of Compton:
• Public Schools
• Utility Corridors
• Civic Buildings
• Cemeteries
• Airport
By forming these partnerships, the City can acti-vate underutilized and underdeveloped spaces for recreation, expand trails and open space
networks, and introduce new amenities desired
by the community as presented in the Commu-nity Voice section of this Study. These shared use opportunities will be prioritized based on the
Park Needs Assessment, equitable distribution
of desired amenities, and input gathered through
community engagement.

Best Practices

ESTABLISH CLEAR ROLES

AND RESPONSIBILITIES
Clearly define who is responsible for
operations, maintenance, utilities, and
security. This reduces conflict and sets
clear expectations for both the City and
the partner organization.

PRIORITIZE SCHEDULING
Create a shared calendar or reservation
system that ensures priority use is under-stood [e.g., school use during school hours, public use in evenings/weekends].

BUILD FLEXIBILITY
Design agreements that allow changes
over time. Communities evolve, and facil-ity needs shift. Flexible clauses support long-term collaboration.

COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 1111INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Case Studies
Compton, CA
Timeline: 2015 - 2025
Lead Entities: Compton Unified School District, Los Angeles County Project Cost: Approximately $232 Million
The redevelopment of Compton High School transformed a 31-acre aging campus into a modern educa-tional and community-serving destination with upgraded athletic facilities, open space, and cultural amenities. While not formally a joint-use parks project, the campus contributes to the City’s broader open space network by providing recreational facilities, gathering areas, and community-oriented spaces in a park-deficient area of Compton. The project includes football and soccer facilities, baseball fields, tennis courts, a swimming pool, gymnasium, and the Andre “Dr. Dre” Young Performing Arts Center, helping create a multi-functional civic asset for youth and neighborhood residents.

The project’s success was driven by a combination of major public investment, long-term district planning, and partnerships with influential community leaders. Most notably, Compton native Dr.

Dre contributed $10 million toward the performing arts center, helping elevate the project’s visibil-ity and community support while reinforcing local cultural identity and pride. The campus was also intentionally designed to better connect with surrounding neighborhoods and nearby civic ameni-ties through pedestrian-oriented planning and community-facing facilities.

KEY TAKEAWAYS:
• Schools and educational campuses
can help supplement recreational
and open-space resources in
park- deficient communities,
thereby reducing pressure on
public park amenities.
• Partnerships with influential local
leaders and institutions can help
build momentum, visibility, and
investment for major civic projects.
• Large public facilities are most
impactful when designed as
community assets that support
recreation, culture, and neighbor-hood gathering in addition to their primary use.
• Future park planning efforts in
Compton should explore stron-ger coordination and shared-use opportunities with schools and
other public institutions.

Compton High School Replacement Project
1212 COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton, CA
Timeline: 2010 - 2020
Lead Entities: Mountains Recreation and Conservation Authority, Compton Unified School District, Los Angeles Conservation Corps, City of Compton
Project Cost: Approximately $1.03 Million
The Compton Creek Natural Park project transformed an underutilized portion of the George Wash-ington Elementary School campus into a multi-benefit natural open space that supports recreation, environmental education, and ecological restoration. Located adjacent to Compton Creek, the proj-ect introduced new green space, walking paths, native landscaping, outdoor learning opportunities, and habitat improvements in one of Los Angeles County’s most park-deficient communities. The park demonstrates how school properties and utility corridors can be reimagined to expand access to open space in dense urban neighborhoods.

The project was made possible through a partnership between the Mountains Recreation and Conser-vation Authority, Compton Unified School District, and Los Angeles Conservation Corps, alongside funding from multiple county and state agencies focused on parks, climate resilience, and watershed restoration. By combining recreational improvements with environmental infrastructure, the project created a community-serving amenity while also supporting stormwater infiltration, urban greening, and habitat enhancement along the Compton Creek corridor.

KEY TAKEAWAYS:
• Underutilized school and public
agency properties can provide
meaningful opportunities to expand
neighborhood open space in
park-deficient communities.
• Multi-benefit projects that combine
recreation, environmental restoration,
and climate resilience are often more
competitive for grant funding.
• Partnerships between schools,
public agencies, and conservation
organizations can help deliver open
space projects that cities may not
be able to implement alone.
• Creek corridors and utility-adja-cent lands can serve as important components of a broader parks and
greenway network.

Compton Creek Natural Park at George Washington Elementary School COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 1313INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton, CA
Timeline: 2010 - 2016
Lead Entity: City of Compton
Project Cost: Approximately $2.8 Million
The Greenleaf Parkway Project transformed approximately six acres of underutilized land into a neigh-borhood-serving park and greenway corridor that expands access to open space and recreational amenities in Compton. Developed by the City of Compton, the project introduced walking paths, land-scaping, gathering areas, playground amenities, and community-serving open space improvements in a historically park-deficient area. The project demonstrates how smaller and fragmented parcels can be repurposed into meaningful recreational assets that improve neighborhood livability and connectivity.

In addition to creating new park space, the project established a framework for future greenway expan-sion through the potential use of adjacent Southern California Edison right-of-way corridors. Long-range planning efforts identified opportunities to extend Greenleaf Parkway eastward toward the College Square neighborhood, creating stronger pedestrian and recreational connections between open spaces and surrounding residential areas. The project was supported through public funding sources, including the Statewide Park Development and Community Revitalization Program, highlighting the importance of leveraging competitive grant programs to advance park equity goals.

KEY TAKEAWAYS:
• Underutilized and irregularly shaped
parcels can be successfully converted
into valuable neighborhood parks and
greenway spaces.
• Utility corridors and right-of-way
easements can provide important
opportunities to expand recreational
connectivity and active transporta-tion networks.
• Smaller-scale park projects can have
a meaningful impact in park-deficient
communities by improving access to
walking, gathering, and play spaces.
• State grant funding programs can
play a critical role in advancing park
development and open space equity
in underserved neighborhoods.

Greenleaf Parkway Project
1414 COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Long Beach, CA
Timeline: 2013 - 2014
Lead Entity: City of Long Beach
Project Cost: N/A
The Historic Firehouse Community Farm transformed the grounds of a former neighborhood fire station into a community-serving urban agriculture and open space resource in North Long Beach. Following the relocation of Fire Station 12 in 2013, the historic property at 6509 Gundry Avenue was adaptively reused as a teaching farm, community garden, civic resource hub, and neighborhood gathering space.

The site now combines food production, environmental education, and community programming with the Council District 9 field office, demonstrating how former civic properties can support multiple public-serving functions within a compact urban site.

The farm includes raised planting beds, fruit trees, pollinator gardens, composting areas, and outdoor gathering spaces that expand access to green space and community programming in a historically underserved neighborhood. Recurring events, including the monthly Crop Swap held on the first Satur-day of each month, help strengthen neighborhood stewardship, local food access, and social connection.

KEY TAKEAWAYS:
• Former civic facilities can be adap-tively reused as community-serving open spaces and urban agriculture
sites.
• Small-scale green spaces can provide
meaningful recreational, educational,
and public health benefits in dense
urban neighborhoods.
• Combining civic services, food access,
and community programming within
one site can maximize the value of
limited public land.
• Community-led stewardship and
recurring programming are critical to
sustaining neighborhood open space
projects over time.

Historic Firehouse Community Farm
COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 1515INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Long Beach, CA
Timeline: 2012 - 2022
Lead Entity: City of Long Beach
Project Cost: Approximately $19.5 Million
Lincoln Park was redeveloped as part of the Long Beach Civic Center transformation into a central civic green designed to serve downtown residents, workers, and visitors. The project replaced an aging civic landscape with a high-quality public open space intended to support daily use, programmed events, and connections to surrounding civic institutions, including the adjacent library and civic buildings. While not a traditional neighborhood park, it functions as a key downtown open space node within the city’s broader park system.

The City of Long Beach led the redevelopment through Public Works and Parks, Recreation and Marine, with delivery support from a public-private development structure involving design, construction, and long-term maintenance coordination. The design emphasized flexible open lawn areas, civic program-ming capacity, and pedestrian connectivity within the Civic Center campus. Following reopening, the City and partners launched activation efforts to establish consistent programming and strengthen everyday use of the space.

KEY TAKEAWAYS:
• Civic greens can function as high-im-pact open space infrastructure in dense downtown environments where
traditional parks are limited.
• Public-private delivery models can
accelerate capital park delivery but
require intentional post-construction
activation strategies.
• Proximity to civic anchors (libraries,
government buildings) increases the
daily utility and programming potential
of urban parks.

Lincoln Park
1616 COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Long Beach, CA
Timeline: 2012 - 2016
Lead Entity: City of Long Beach
Project Cost: Approximately $12.1 Million
The Michelle Obama Neighborhood Library replaced a smaller aging branch with a modern civic facil-ity designed to serve as a neighborhood anchor in North Long Beach. The 2.7-acre site introduced expanded library services, community meeting spaces, and outdoor civic amenities, including a publicly accessible garden that contributes to local food access and environmental education.

The City of Long Beach delivered the project as part of a broader investment in civic infrastructure in North Long Beach, with a focus on creating a multi-use community facility that integrates indoor programming with outdoor space. The garden component was developed through partnerships with local elected leadership and community-based organizations, expanding the role of the library beyond traditional services into a broader community resource hub.

KEY TAKEAWAYS:
• Libraries can function as hybrid
civic–open space assets when
paired with outdoor programming
and community gardens.
• Small-scale urban agriculture
elements can extend the impact of
civic facilities into food access and
environmental education.
• Co-locating civic services and
outdoor space strengthens neighbor-hood-level access to public amenities in park-limited communities.

Michelle Obama Neighborhood Library
COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 1717INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY San Diego, CA
Timeline: 1960s - 1968
Lead Entity: City of San Diego
Project Cost: N/A
Pioneer Park was created through the conversion of the former Calvary Cemetery into a passive neigh-borhood park in Mission Hills. The transformation addressed both a deteriorated historic site and a growing need for local open space, resulting in a park characterized by open lawns, informal recreation areas, and a preserved memorial component acknowledging the site’s history.

The City of San Diego led the conversion process, coordinating with the Catholic Diocese and commu-nity stakeholders to balance park development with respectful treatment of burial sites. The design prioritized surface-level recreational use while maintaining a memorial zone and interpretive elements to preserve historical context.

KEY TAKEAWAYS:
• Adaptive reuse of constrained or
sensitive sites can expand open space
supply in land-limited urban neighbor-hoods.
• Passive park design is often the most
appropriate strategy for sites with
cultural or historical constraints.
• Early coordination with cultural and
community stakeholders is critical
when converting historically sensitive
land into public space.

Pioneer Park
1818 COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Traditional Park
Development
Traditionally, park development has followed a relatively straightforward model: identify vacant or underutilized land, acquire the site if it is not already publicly owned, and develop it as a permanent park or recreational facility.

These parcels may be either publicly owned
or privately owned, and the path to park devel-opment can vary significantly depending on ownership, location, and surrounding land
values. While this approach has produced
many successful parks over time, it has become
increasingly challenging in fully urbanized cities
where developable land is limited and competi-tion for sites is high.

When vacant parcels are privately owned,
the feasibility of park development is often
shaped by broader fiscal and policy conditions.

In California, the fiscalization of land use and
the long-term effects of Proposition 13 have
created strong incentives for cities to priori-tize land uses that generate ongoing revenue, such as sales tax, or other income-producing
development. Uses like parks, while providing
substantial public and community benefits, do
not directly generate revenue and can increase
long-term maintenance obligations. As a result,
cities such as Compton must weigh park devel-opment against other land uses that may be perceived as more fiscally sustainable. In Comp-ton, competition from industrial, logistics, and retail uses often further limits the availability of
privately owned parcels for park development.

At the same time, Compton and the greater
Los Angeles County region are facing a hous-ing crisis, and Compton’s updated General Plan and Housing Element seek to respond to this
need by identifying housing production targets
through the Regional Housing Needs Assess-ment process and by prioritizing the develop-ment of affordable and mixed‑income housing to meet its assigned RHNA goals and address
local housing shortages.

These challenges are compounded in dense
urban environments where land is at a premium.

On privately owned sites, the cost of land acqui-sition can represent a significant portion of the total cost of park development and in some cases
can exceed the cost of design and construction
combined. As property values rise and specula-tive pressure increases, acquiring land for parks becomes increasingly difficult even with grant
funding is available for development. This situa-tion often limits the City’s ability to pursue tradi-tional park acquisition strategies and highlights the need to focus on sites where land costs do
not pose the same barrier.

COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 1919INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY For these reasons, many cities
have begun to place greater
emphasis on publicly owned
vacant or underutilized parcels as
potential opportunities for new
park space, particularly sites that
are already under public control
or were assembled through past
redevelopment efforts.

The following section explores how publicly owned
land, including former Redevelopment Agency
properties, can provide more feasible and cost-ef-fective opportunities for park development in Compton.

Rise and Fall of Redevelopment
Redevelopment Agencies [RDAs] were created in
California around the 1940s as a tool to address
deteriorating urban areas and help to encourage
private investment in struggling neighborhoods.

Their main strategy, tax increment financing,
allowed cities to use future increases in property
tax revenue to fund land acquisition, demolition,
infrastructure improvements, affordable hous-ing, and commercial revitalization. This allowed cities to significantly transform their physical
environment and expand local economic devel-opment efforts.

By the 2000s, RDAs had become powerful local
entities but also faced various criticism for the
lack of accountability, uneven project results,
and the diversion of funds from schools and
counties. These tensions and concerns led to
the State of California dissolving all redevelop-ment agencies to redirect tax revenues back to the public services departments like schools,
healthcare and public safety. Following their
dissolution, cities were then required to estab-lish successor agencies to manage all leftover properties, debts, and contracts. Many of these
properties were vacant lots or lots deemed to be
underutilized that the RDA had purchased and in
anticipation of future development that actually
never happened.

The City of Compton still holds several successor
agency vacant lots that present valuable oppor-tunities for community-serving development.

These properties which were acquired once the
RDA dissolved can now be repurposed to meet
current needs such as new housing, mixed-use
projects, parks and open space, and commer-cial spaces that help promote local economic growth. By thoughtfully addressing these sites,
the City can address longstanding gaps in hous-ing supply, attract new businesses which will increase sales tax, and increase access to public
open space.

However, through the Technical Advisory
Committee formed as part of this Vacant
and Underutilized Lot Inventory
Study, the City has emphasized
that housing production, espe-cially affordable housing for very-low and low-income communities, should be a priority over the devel-opment of parks and open space.

Because of this, the Study focuses
mainly on identifying privately owned
vacant parcels while also considering
opportunities for non-traditional open space
development. The following sections describe
these non-traditional approaches, which allow
the City to expand recreational access and
open space while balancing the ongoing need
for housing in Compton.
20COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Existing Con
Existing
21COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY nditions
ng Condition
21 EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 02 22EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

EXISTING AMENITIES

REGIONAL MAP
23EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Existing
Conditions
Overview
Officially incorporated as a city on May 11, 1888, the
City of Compton is located in the Gateway Cities
subregion of Los Angeles County. Compton borders
Paramount to the east, Lynwood and Willowbrook to
the north, West Rancho Dominguez to the west, and
Long Beach to the south. It is well-connected and
enclosed by several major freeways, including the
I-710, I-105, SR-91, and I-110, which provide regional
access to the city. Compton comprises 23 census
tracts and also includes the unincorporated commu-nity of East Rancho Dominguez within its boundaries although the City of Compton does not have juris-diction within this community.

Scattered throughout the city are numerous vacant
lots that are either publicly owned, privately owned,
or land still available from the former and dissolved
Community Redevelopment Agency [known as
the Successor Agency]. This vacant land remains
underutilized and presents opportunities for future
public uses that benefit the Compton community.

Currently, all existing parks and open spaces within
the City of Compton boundaries are owned and
operated either by the City of Compton or by Los
Angeles County.

PARK NAME ACRES MANAGED BY AMENITIES
Alondra Gateway Park 0.5 Compton
Parks and
Recreation
Picnic Area
Seating
Exercise Equipment
Burrell-MacDonald Park 5.1 Compton
Parks and
Recreation
Baseball Diamond
Basketball Courts
Community Banquet Room
Multipurpose Field
Outdoor Fitness Equipment
Picnic Area
Playground
Recreation Room(s)
Walking Trail
Cesar Chavez Park 1.9 Compton
Parks and
Recreation
Basketball Court[s]
Multipurpose Field
Playground
Cedar Street Neighborhood Park 0.13 Compton
Parks and
Recreation
Seating
Compton Camp Ground 1.3 Compton
Parks and
Recreation
Picnic Area
Community Center
Restrooms
Compton Par 3 Golf Course 11.9 Compton
Parks and
Recreation
Off-Street Parking
Pro Shop
Snack Shop
Compton Creek Natura Park 3.0 Compton Parks
and Recreation
Off-street Parking
Pro-Shop
Snack Shop
24EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

PARK NAME ACRES MANAGED BY AMENITIES
Dollarhide Community Center Compton Parks and Recreation Banquet Hall Classrooms/Meeting Rooms
Computer Lab
Conference Room
Courtyard
Gym
Media Room
Recreation Room
Terrace
Ellerman Park 1.7 Compton Parks and Recreation Multi-purpose Field Playground
Picnic Area
Fig/Oleander Park 0.3 Compton Parks and Recreation Playground Picinic Area
Gonzales Park 14.3 Compton Parks and Recreation Aquatic Center Baseball Diamond
Batting Cages
Bullpens
Commmunity Banquet Room
Gym
Outdoor Fitness Equipment
Picinic Area
Playground
Practice In-field
Recreation Room
Jesse Robinson Olympic Park 1.5 Compton Parks and Recreation Seating Kelly Park 4.3 Compton Parks and Recreation Baseball Diamond Basketball Court(s)
Community Banquet Room
Cricket Pitch
Multipurpose Field
Picnic Area
Playground
Recreation Room(s)
Leuders Park 7.3 Compton Parks and Recreation Aquatic Center Community Banquet Room
Courtyard
Gym
Multipurpose Field
Outdoor Fitness Equipment
Picnic Area
Playground
Recreation Room(s)
Tennis Courts
Walking Trail
25EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

PARK NAME ACRES MANAGED BY AMENITIES
Kelly Park 4.3 Compton Parks and Recreation Baseball Diamond Basketball Court(s)
Community Banquet Room
Cricket Pitch
Multipurpose Field
Picnic Area
Playground
Recreation Room(s)
Leuders Park 7.3 Compton Parks and Recreation Aquatic Center Community Banquet Room
Courtyard
Gym
Multipurpose Field
Outdoor Fitness Equipment
Picnic Area
Playground
Recreation Room(s)
Tennis Courts
Walking Trail
Mona Park 8.4 LA County Parks and Recreation Basketball Courts Baseball Fields
Picnic Areas
Playground
Swimming Pool
Gymnasium
Multi-Purpose Rooms
Gonzales Park 14.3 Compton Parks and
Recreation
Aquatic Center
Baseball Diamond
Batting Cages
Bullpens
Commmunity Banquet Room
Gym
Outdoor Fitness Equipment
Picinic Area
Playground
Practice In-field
Recreation Room
Raymond Street Park 1.4 Compton Parks and Recreation Off-street Parking Pro-Shop
Snack Shop
Roy Campanella Park 9.5 LA County Parks and Recreation Multi-use Fields Swimming Pool
Basketball Courts
Community Center
Playground
Picnic Area
2 INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 26EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 26 COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

PARK NAME ACRES MANAGED BY AMENITIES
Sibrie Park 3.7 Compton Parks and Recreation Baseball Diamond Multipurpose Field
Playground
Picnic Areas
South Park 4.6 Compton Parks and Recreation Baseball Diamond Multipurpose Field
Picnic Areas
Tragniew Park 4.3 Compton Parks and Recreation Basketball Court[(s]) Multipurpose Field
Playground
Tennis Courts
Walter Tucker Park 2.5 Compton Parks and Recreation Classrooms / Meeting Rooms
Multipurpose Field
Playground
Recreation Room[(s])
Walter Tucker Park Compton Parks and Recreation Swimming Pool Wilson Park 3.7 Compton Parks and Recreation Basketball Court[s] Community
Banquet Room
Gym
Multipurpose Field
Outdoor Fitness
Equipment
Picnic Area
Playground
Recreation Room[s]
Skate Park
27EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Expanding equitable access to parks requires rethinking traditional models of open space development. In highly urbanized contexts where land is both scarce and cost-prohibitive, nontraditional open space typologies provide cost-effective and community-responsive alternatives.

Examples include the adaptive reuse of alley-ways, street closures that can be transformed into pedestrian plazas, and linear parks within
utility and transmission corridors that can be
programmed as a nature trail. Establishing joint-use agreements with schools or faith-based insti-tutions can further leverage existing recreational assets for broader public benefit during non-oper-ating hours. Additionally, multi-benefit infrastruc-ture projects, such as the ecological restoration and recreational activation of channelized river-beds like Compton Creek, can deliver neighbor-hood connectivity, expanded active transportation networks, and enhanced urban biodiversity.

Collectively, these strategies advance multi-func-tional, resilient open space systems that respond to community needs while addressing the physi-cal, environmental, and fiscal constraints of dense urban environments.

Parks and open spaces can also play a signifi-cant role in the local economy, contributing to economic growth, job creation, and tourism.

Parks attract visitors and residents alike, contrib-uting to increased foot traffic and economic activity in the surrounding areas where they
can access neighborhood services, dining,
shopping, and recreational activities, boosting
the local economy through increased patron-age during park-related activities and events.

The development, maintenance, operation, and
programming of parks also creates job opportu-nities, especially as many parks and recreation departments prefer local hires who can better
relate to the community members they serve.

Parks also contribute to green infrastructure,
helping manage stormwater, improve air quality,
and mitigate the urban heat island effect. These
environmental benefits can lead to cost savings
for local governments and businesses in dealing
with environmental challenges.
27INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY2

INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 28EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Demographics
Understanding the demographic makeup of a community is essential for shaping effective policies, programs, and investments that reflect the needs of its residents.

This demographic summary provides a snapshot
of the population’s key characteristics, including
age, race and ethnicity, educational attainment,
and other important indicators. These insights are
especially important when planning for parks and
open space, as they help ensure that green infra-structure is equitably distributed, accessible to all age groups and cultural communities, and aligned
with the recreational, environmental, and health
needs of local residents.

The City of Compton has a total population of
91,492, representing less than one percent of Los
Angeles County’s total population of nearly 9.8
million [2025 ESRI Demographics]. The City has
shrunk slightly since 2020 when the total popula-tion was recorded to be 95,740, a decrease of 4.4% [US Census, 2020]. Compton however is signifi-cantly more densely populated, with just over 9,000 people per square mile compared to the County
average of just under 2,500 people per square mile
[2025 ESRI Demographics]. This high residential
density reflects a highly urbanized environment,
putting greater pressure on the need for parks and
open spaces to meet the residential demand.

RACE AND ETHNICITY
Compton’s racial and ethnic composition offers
important context for understanding the commu-nity’s identity and culture. The city has a predom-inantly Hispanic or Latino population, making up 72 percent of the population; much higher than
the countywide average of 49 percent [2025
ESRI Demographics]. Compton’s Black or Afri-can American population totals 24 percent of the population which is more than triple the county
rate of 7% [2025 ESRI Demographics]. However,
aside from Hispanic or Latinx and Black or African
American populations, other racial groups such as
White, Asian, Two or More Races, or Some Other
Race are significantly underrepresented in the
City of Compton.

When considering the development of parks and
open space, it is essential to consider Compton’s
racial and ethnic composition as it provides valuable
context for designing inclusive and culturally public
open spaces. This can include bilingual signage,
culturally specific programming, and spaces that
support community gatherings and celebrations.

AGE
The age distribution of Compton residents further
highlights the city’s distinct demographic makeup
especially when compared to Los Angeles County.

On average, the city’s residents skew younger than
the greater LA County region, with 38 percent of
residents being under the age of 24 compared to
28 percent countywide [U.S. Census, 2023]. Adults
ages 24 to 64 are slightly lower in Compton at 51
percent compared to the county average of 55
percent [U.S. Census, 2023]. Seniors aged 65 and
older make up a smaller portion of the population at
11 percent compared to the slightly higher county-wide average of 15 percent [U.S. Census, 2023].

It is important to account for all age groups when
considering parks and open space in the City of
Compton, with an emphasis on youth under the age
of 24. Providing both intergenerational program-ming and youth-oriented amenities is important to ensure that future parks and open spaces serve
the diverse needs of Compton residents. It is also
important to consider improving transportation
safety conditions for youth walking or bicycling to
and from parks.

HOUSING
In terms of homeownership rates, Compton has
slightly more homeowners at 56 percent compared
to renters at 43 percent, which contrasts signifi-cantly Los Angeles County where renters make up the majority at 53 percent. This showcases a rela-tively strong base of residential stability in Compton, although housing affordability remains a significant
concern with a high housing burden score. The
housing burden score represents households that
spend most of their income on housing. In Compton
the housing burden score is 58 percent, compared
to the Los Angeles County average of 54%. This
29EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY indicates that more than half of residents are finan-
cially strained by these housing costs. As the city
plans for future housing development, integrating
public parks and open space should be a key strat-
egy for green space expansion.

LANGUAGE AND EDUCATION
Amongst those age 25 and over, Compton resi-
dents have a significantly lower educational
attainment level than the countywide average.

Educational attainment in Compton lags signifi-
cantly behind countywide levels; just 19 percent
of residents hold an associate degree or higher
compared to 42 percent across Los Angeles
County. Also, 33 percent of adults in Compton are
without a high school diploma, compared to the
countywide average of 19 percent. While nearly half
of Compton’s adult population have earned a high
school diploma, the lower rates of higher education
suggest a need for increased access to adult
education, workforce training, and college
readiness programs which can be provided
at current or future community centers.

When analyzing languages spoken at
home, 63 percent of residents speak Span-
ish which is much higher than the county-
wide average of 37 percent. Additionally, only
35 percent of the population speak only English,
meaning that engagement material should also
be presented in other languages. Compton has a
lower rate of linguistic isolation at eight percent,
compared to the county average at 12 percent,
indicating that most households are still able to
communicate effectively in English, even if it is not
their primary language spoken at home. For the
future of parks and open spaces, signage should
be in both Spanish and English, where feasible, and
should rely on graphics over text.
30EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

INTRODUCTION COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

LA COUNTY COMPTON
Total Population 9,768,886 91,492
Population Density [(per square mile]) 2,430 9,059

RACE/ETHNICITY
White 24.2% 0.8%
Black or African American 7.4% 24.2%
Asian 15.1% 0.4%
American Indian 0.2% 0.1%
Pacific Islander 0.2% 0.5%
Two or More Races 3.2% 1.3%
Other Race 0.6% 0.4%
Hispanic or Latino 49.1% 72.3%

AGE GROUP
Under 24 Years 28.8% 36.8%
24-64 Years 55.6% 51.9%
65 and Over 15.6% 11.3%
EDUCATION LEVEL [25 AND OVER]
Total 6,857,511 57,664
No High School Diploma 19.3% 33.2%
Obtained High School Diploma 38.2% 47.7%
Obtained Associates or Higher 42.5% 19.1%

LA COUNTY COMPTON
Language Spoken At Home-Only English 44.9% 35.7%
Spanish 37.7% 63.1%
Other Indo-European languages 5.6% 0.2%
Asian & Pacific Island 10.7% 1.1%
Other languages 1.2% 0%
Linguistic Isolation
Linguistic Isolation 12.7% 8.4%
Renters vs Owners
Total 3,436,464 23,921
Renters 53.8% 43.6%
Owners 46.2% 56.4%
Housing Burden
Housing Burden Score 54.8% 58.5%
2025 Demographic and Socioeconomic Data [(ESRI]) Demographic and Socioeconomic Data [(ESRI]) 31EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Indicators
To better understand the current planning landscape and to help guide future investment into parks and open space, the following spatial data analysis studies conditions at both a citywide scale and within Compton’s key determined geographic areas: East Compton and West Compton.

This existing conditions analysis considers a range
of data indicators related to socio demographics,
land use, transportation, open space, and public
health to help identify where improvements and
recommendations can be targeted and priori-tized. These indicators help to reveal disparities in access, quality, and distribution of green space,
urban forest, social disparities, and overall health
while highlighting opportunities to prioritize equity
and ensure that future investments address areas
with the greatest need for support.

Calenviroscreen 4.0
Environmental conditions have a direct impact
on public health, especially in communities that
face systemic socioeconomic disadvantages. The
latest iteration of the tool, CalEnviroScreen 4.0,
evaluates and ranks the environmental vulner-ability of communities across California using a comprehensive set of indicators that encompass
environmental health, public health, and sociode-mographic factors. Each census tract is assigned a score based on two primary categories: pollution
burden and population characteristics, with 21 key
indicators factored into the analysis. This CalEnvi-roScreen methodology allows planners to assess the relative environmental and socioeconomic
risks faced by communities, helping to guide state
priorities for environmental mitigation and equita-ble investment. A higher CalEnviroScreen score reflects greater levels of environmental and social
vulnerability, signaling areas in need of urgent
attention and intervention.

Using this methodology, the California Environmen-tal Protection Agency [EPA] assesses eligibility for state funding and implements environmen-tal justice policies. The Office of Environmental Health Hazard Assessment [OEHHA] developed
the Disadvantaged Communities Index to iden-tify areas eligible for the California Climate Invest-ments program. This initiative directs targeted investments to high-risk communities, leveraging
funds from the state's Cap-and-Trade program to
improve public health, enhance quality of life, and
create economic opportunities in the state's most
burdened areas. Communities classified as "Disad-vantaged" are those in the top 25% of census tracts with the highest overall scores as determined by
CalEnviroScreen 4.0.

The City of Compton is surrounded by a range of
heavy industries, including manufacturing plants,
refineries, and transportation hubs, all of which
contribute to high levels of pollution. Additionally
the city is encircled by major freeways, the 91 to
the south, the 710 to the east, the 110 to the west,
and the 105 to the north, that are heavily trafficked
by regional and interstate freight vehicles. These
contribute to elevated levels of air and noise
pollution in the surrounding neighborhoods as
well as decreased levels of pedestrian and bicy-clist access. Compton is a low-income commu-nity with a population predominantly made up of people of color, who often face disproportionate
exposure to environmental hazards. Historically,
marginalized communities have been concen-trated near sources of pollution, such as toxic industrial facilities and high-traffic corridors,
exacerbating health disparities. Perhaps most
notable is the scarcity of green spaces, which
are crucial for mitigating heat island effects and
improving air quality. The combination of histor-ical industrial activity, intense traffic congestion, economic hardship, and environmental inequity
has left Compton dealing with significant environ-mental challenges.

West Compton has a slightly lower Enviroscreen
score compared to East Compton with an over-
32EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY all grade of 95. It has the highest pollution score
between the two at 91 and a population char-
acteristic score of 86 which is much lower than
East Compton but still means that West Compton
suffers from significant social vulnerability. The
asthma score of 92 and cardiovascular disease
score of 80 also come from significant pollutant
burdens in the surrounding community such as
the airport, refineries, freeways and other envi-
ronmental burdens.

East Compton has the highest overall CalEnvi-
roScreen score at 96, making it one of the most
impacted areas in the city overall. Although the
pollution burden score is an 86, which is slightly
lower than West Compton, its population charac-
teristics scored a 97 which is the highest score
compared to all areas of the city which means
there are extreme socioeconomic challenges. East
Compton has an asthma score of 90 and a cardio-
vascular disease score of 96 which has a tremen-
dous effect on the community and can further make
the case for the added need of parks and open
space to support residents dealing with mental and
physical health issues.

Given these existing challenges facing the City of
Compton, it is clear that the Eastside is in great-
est need of targeted improvements to address
high rates of asthma, cardiovascular disease, and
socioeconomic vulnerability. Expanding access
to parks and green space can play a vital role in
creating welcoming community gathering places,
encouraging outdoor activity, fostering social
connection, and helping to reduce isolation among
residents. The addition of park and open space will
be important to support residents living in these
communities.
>0-10 >50-70 >90-100
33EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Climate Vulnerability Assessment
Social Sensitivity Index
The U.S. Climate Vulnerability Index is a tool that
was developed by the Environmental Defense
Fund to assess the vulnerability of communities
across the United States to Climate Change. It
provides information on how various populations
are affected by climate-related hazards such as
heat waves, flooding, or drought by factoring in
both exposure to climate risks and a community’s
ability to prepare, respond to, and recover from
climate-related hazard events. The methodology
used to determine these scores involves various
steps such as defining the scope and objectives of
the assessment, gathering data on climate expo-sures and socio-economic conditions, analyzing the sensitivity and adaptive capacity of the affected
systems, and using this information to highlight
vulnerable areas. Once the vulnerable areas are
identified, it allows planners to prioritize adapta-tion strategies, design resilient infrastructure, and allocate resources effectively.

Complementing this, the Social Sensitivity Index
is an analytical tool that focuses specifically on
the social aspects of vulnerability. It measures
how different populations or communities are
more likely to suffer from climate impacts due to
socio-economic and demographic factors. This
includes indicators such as income level, education,
age, disability status, race, and access to health-care. The Social Sensitivity Index is used to ensure climate adaptation and resilience planning are equi-table, targeting support to populations that are most at risk due to existing social disadvantages.

When both the Climate Vulnerability Assessment
and Social Sensitivity Index are used together, it
provides information on both environmental and
social vulnerabilities that allows for data-driven,
justice-oriented climate planning.

Within the City of Compton, the area surround-ing the airport on the Southside has the highest overall climate vulnerability scores. This is largely
driven by environmental indicators such as land
use where the area scores at the highest level of
concern due to a severe lack of parks and open
space, forest cover, and the amount of imperme-able surfaces. In addition to these deficits, the area faces heightened exposure to environmental health
risks, including toxic air pollutants that can affect
the liver, kidneys, thyroid, or nervous system. The
presence of multiple pollution sources such as
active oil and gas wells, metal recyclers, chemical
manufacturers, TSCA facilities, and participants
in air markets further exacerbates vulnerability in
the city. Addressing these risks by prioritizing the
development of parks and green spaces with the
addition of tree and plant buffers is essential to
protecting public health and improving environ-mental resilience for residents in this high-risk area.

Environmental concerns are prevalent throughout
the City of Compton, with many neighborhoods
ranking in the 98th to 99th percentile nationally for
environmental vulnerability. One of the most press-ing issues is drought, as the city endures prolonged dry periods due to limited rainfall, a pattern consis-tent with broader statewide drought conditions in California. These extended stretches without
precipitation contribute to increasing environmen-tal stress. Compton also suffers from poor air qual-ity from factors mentioned on CalEnviroScreen above. The city ranks high in criteria for air pollut-ants, exposure risks, and proximity to pollution sources. These conditions pose significant health
risks for residents and are likely to contribute to
long-term respiratory and cardiovascular issues.

Understanding these conditions within the city,
targeted support is most needed near the airport,
particularly on the southside where environmen-tal and climate vulnerability is most severe. This area faces a combination of challenges includ-ing lack of parks, open space, and tree cover, and high concentrations of impermeable surfaces that
worsen heat and flooding risks. The presence of
numerous industrial pollution sources such as oil
and gas wells, metal recycling facilities, and chem-ical manufacturers further compounds health risks, exposing residents to toxic air pollutants that can
damage vital organs and the nervous system. To
address these issues, strategic investments should
focus on expanding green infrastructure, such as
new parks, community gardens, and tree-lined
buffers that can absorb pollutants, reduce heat,
and improve stormwater management. This will be
important for ensuring residents not only have safe
and equitable access to parks but a healthier life.

Healthy Places Index
The Healthy Places Index [HPI] is a tool developed
by the Public Health Alliance of Southern California
to assess the social and environmental conditions
that influence health outcomes and life expectancy
across California. It provides a composite score for
each census tract based on 25 indicators that are
grouped into eight policy action areas: economic
resources, education, transportation, housing,
neighborhood conditions, clean environment,
healthcare access, and social resources. This HPI
methodology uses various publicly available data
indicators, normalizes each indicator to a common
scale, applies weights based on the indicator’s rela-tionship to life expectancy, and combines them 34EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY into an overall index score. These scores are then
used to rank and map neighborhoods from least to
most healthy.

The primary objective of the HPI is to support equi-ty-focused decision-making by identifying commu-nities that face greater barriers to good health. It is used by state and local agencies to guide planning
and public health policy, and a way to support prior-itizing for funding programs in communities with lower HPI scores. Many California grant programs
use the HPI to ensure that resources are directed
toward areas with the greatest need, particularly
in addressing social determinants of health and
advancing equity.

Compton ranks low on the Healthy Places Index,
falling within the 13th percentile compared to other
California communities. That means 86.7% of Cali-fornia cities have better health conditions than Compton, placing the city among the most disad-vantaged in terms of health-related community factors. When looking at specific indicators, Comp-ton scores especially low in social conditions, rank-ing better than only 12.3% of other California cities, which may be reflective of challenges related to
income, education, housing stability, and access to
healthcare. In terms of transportation conducive to
healthier living, Compton ranks in the 27th percen-tile, indicating limited access to reliable public tran-sit and active transportation options such as biking and walking. The city ranks in the 49th percentile
in the healthier neighborhood category, indicat-ing room for improvement but showing some but limited access to environmental benefits such as
cleaner air, green space, and relatively lower crime
in certain areas. Compton also has low education
scores, only being better than 18.5% of Califor-nia cities; this can be interconnected with socio-economic challenges as cities with low education scores often correlate with high poverty, unemploy-ment, and health disparities.

The majority of the City of Compton scores very low
on the Healthy Places Index, highlighting a signifi-cant need for improvements that support healthier living. East Compton is in the most need for targeted
support when looking at challenges around educa-tion, health, and transportation infrastructure.

Surrounding cities around East Compton are also
low on the Healthy Places Index score compared to
West Compton. With low scores in social conditions
and education, the need for increased investment in
affordable housing, parks and open space, job train-ing and workforce development from early child-hood to adulthood are important to improve social conditions for residents in Compton. Transporta-tion infrastructure must also be improved to support active and accessible mobility options such as walk-ing, biking, and public transit. Improving these modes of transportation will be key when future parks are
developed, residents can have easier and safer
access to arrive and use the parks. While the city
shows some potential in its neighborhood environ-ment, expanding green spaces, improving air quality, and enhancing public safety are all important factors
that will help residents facing these health burdens.
35EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 0 25 50 75 100
36EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Parks Need Assessment
The Countywide Parks Needs Assessment [PNA],
adopted by the Los Angeles County Board of
Supervisors in 2016, is a study designed to quan-tify the need for parks and recreational facilities throughout the County, including both cities and
unincorporated areas such as Compton. The PNA
aimed to identify areas with insufficient park space
and recreational resources, highlighting inequities
in access to green spaces, particularly in lower-in-come communities and communities of color. The assessment provides valuable data on park acces-sibility, quality, and distribution, laying the ground-work for addressing disparities in park availability across the region. Following its adoption, the PNA
became an essential framework for guiding park
and recreation development projects, directing
investments where they were most needed. One
of the pivotal outcomes of the PNA was its influ-ence on Measure A, a ballot initiative that secured dedicated funding for parks in Los Angeles County,
with a focus on areas identified as having Very High
and High park needs.

Building on the success of the 2016 assess-ment, the County of Los Angeles Department of Parks and Recreation released the 2022 Parks
Needs Assessment Plus [PNA+] to expand and
enhance the original study. The PNA+ broadens
the scope of the 2016 assessment by incorporat-ing new research on conservation, environmental restoration, regional recreation, and rural recre-ational needs. The updated study also introduces advanced mapping and analytical tools to assess
not only the physical need for parks but also popu-lation vulnerability, taking into account socio-eco-nomic factors, health disparities, and environmental burdens. These tools enable a more nuanced
understanding of how parks and green spaces can
address issues such as climate resilience, health
equity, and environmental justice. The PNA+ also
highlights areas most vulnerable to environmental
hazards, such as urban heat islands and poor air
quality, providing a more comprehensive picture
of where investments can have the greatest posi-tive impact.

Compton faces a significant park equity challenge
as reflected in its Parks Needs Assessment scores.

The city has a total of 56.6 acres of parkland, which
translates to only 0.6 acres per 1,000 residents.

This citywide figure is far below the county aver-age of 3.3 park acres per 1,000 residents, which is also below the median of 6.8 acres per 1,000
people in other high-density U.S. cities. While 58%
of the population lives within a half-mile of a park,
this still leaves a substantial portion of the commu-nity underserved. With only 13 parks citywide, many neighborhoods, particularly those with the highest
population densities, lack sufficient green space.

As a result, the majority of Compton is classified
as having “high” to “very high” park needs. When
broken down by population, this means that out of
the city’s nearly 98,000 residents, approximately
20,000 people [21%] live in areas of very high park
need, while just over 43,000 [45%] live in areas
of high need. These numbers highlight a critical
demand for increased park space, particularly in
densely populated neighborhoods, to ensure that
all residents have safe, equitable access to parks
and open space.

As shown below, residents in East Compton face
significantly limited access to parks and open
space, showcasing a critical need to expand recre-ational areas to meet the demands of its dense population. Surrounding cities also fall into high
park need categories, further limiting opportuni-ties for nearby access beyond city boundaries. As future parks are developed, it is essential to prior-itize safe and reliable ways for residents to reach these spaces. Investing in transportation infra-structure that supports walking, biking, and public transit will be key to ensuring equitable access.

Incorporating public art and murals can help create
a stronger sense of connection between parks and
the surrounding community. Art installations along
pathways leading to parks can enhance visibility,
celebrate local culture, and make the journey to the
park as engaging and welcoming.

In addition to expanding the number of parks, it’s
equally important to ensure that park amenities
such as playgrounds, fitness equipment, shaded
seating, and walking trails are distributed equita-bly and reflect the needs of the community. These amenities will be informed by a robust community
engagement process to ensure they align with local
priorities.

West Compton also shows a significant need for
more park space, especially around the central
corridor along Wilmington Avenue. Achieving a
more balanced distribution of parks across the
city will help improve the ratio of residents to park
acreage and ensure that all neighborhoods bene-fit from accessible green space. The presence of the Compton Creek and riverbed offers a unique
opportunity to reimagine underutilized spaces.

Integrating public art, murals, and pocket parks
along these corridors can enhance connectivity
and create welcoming, vibrant spaces for people
to walk, bike, and roll through.
37EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Very Low Moderate Very High
38EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Tree Equity Map
Trees play a vital role in reducing extreme
heat, improving air quality, enhancing mental
and physical health, and increasing overall
quality of life.

The Tree Equity Score, developed by a nonprofit
organization, American Forests, is a data-driven
tool that evaluates whether U.S. communities,
particularly those most vulnerable to climate and
environmental challenges, have sufficient access
to the benefits provided by urban tree canopy.

However, in many cities, tree coverage is unevenly
distributed. Investments into the urban forest are
typically found in wealthier, predominantly white
neighborhoods, unlike historically underserved,
low-income communities and communities of
color. The Tree Equity Score aims to highlight and
address this imbalance by assessing how well tree
cover aligns with factors such as income levels,
race, age, population density, unemployment, and
health outcomes.

The methodology involves integrating multiple data
layers at the neighborhood or census tract level.

These layers include current tree canopy cover,
the potential for planting new trees, population
density, surface temperatures, and demographic
and socio-economic characteristics. Each area is
scored on a scale from 0 to 100, with 100 represent-ing full tree equity, meaning that the urban forest is equitably distributed relative to community needs.

The scores are then categorized into four priority
levels: highest priority [scores 0–69], high prior-ity [70–79], moderate priority [80–89], and lowest priority [90–99]. Areas with lower scores are flagged
as needing immediate attention and investment to
improve their urban canopy, and in turn, environmen-tal resilience and improved health outcomes.

The City of Compton scores very low on the Tree
Equity Score, which highlights a significant dispar-ity in urban tree coverage compared to the popu-lation demand. With only a 7% tree canopy cover and a population that is 99% people of color, the
City of Compton falls short of achieving equita-ble access to the benefits of having trees such as improved pedestrian walkways, the minimization
of urban heat island effect, and better air quality.

Currently the City of Compton has just 0.8 square
miles of existing tree canopy but to reach a Tree
Equity Score of 100, which indicates that there is
fair distribution of trees based on factors like race,
income, and population density, the city would need
to add at least 2.7 square miles of tree cover.

Developing an urban forestry strategy is vital in
addressing the “urban heat island” effect, replacing
massive amounts of pavement, buildings, and other
surfaces that absorb and retain heat with a natu-ral shade canopy that can dramatically reduce the overall temperature of the neighborhood. Expand-ing and enhancing a city’s urban forestry encour-ages enhanced walkability, bikeability, and transit ridership. Regionally, urban forests help mitigate
the effects of climate change by capturing carbon
dioxide and combating heat waves. With regards
to Compton, street trees, when located near public
spaces, can also help to promote social interaction
and contribute to a sense of place for residents.

Strategically integrating trees into the urban land-scape will help improve connectivity and accessibil-ity of green spaces. The selection of street trees is very important in helping to create resilient ecosys-tems and ensuring minimal maintenance require-ments and maximum shade coverage.

The entire City of Compton is in critical need of
expanded tree canopy and urban forestry invest-ments. With only 7% tree cover citywide, residents face increased exposure to extreme heat, poor air
quality, and limited access to the many physical and
mental health benefits that trees provide. The lack
of greenery impacts walkability, livability, and over-all environmental quality across all neighborhoods.

One key opportunity lies in integrating urban forestry
into both existing and future parks and open spaces,
ensuring that tree planting is a core component of
park design and renovation. Expanding the tree
canopy along routes that connect residential areas
to parks such as sidewalks, transit stops, and bike
lanes can create shaded, more comfortable, and
visually appealing corridors that encourage active
transportation and increase park usage.
39EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY <70 100
40EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Freeway and Street Systems
The City of Compton is connected by an exten-sive network of major freeways and arterial roads that link neighborhoods within the city and provide
access to surrounding areas.

Compton has Interstate 105 [I-105] to the north,
State Route 91 [SR-91] to the south, Interstate 710
[I-710] to the east, and Interstate 110 [I-110] to the
west. All of these highways are heavily trafficked
by regional and interstate freight vehicles, which
service the City’s industrial zones along the south-ern portion of Compton. While the freeway network supports regional travel, its proximity to neighbor-hoods also creates physical barriers, increases congestion, and contributes to air pollution.

Compton also has a number of major roadways/
arterial roads such as Alondra Boulevard, Rose-crans Avenue, Central Avenue, Compton Boulevard, and Long Beach Boulevard, all corridors that extend
into neighboring jurisdictions. Rosecrans Avenue,
which runs from east to west, is a significant street
to Compton and has been referenced as a significant
landmark by many Compton artists and musicians.

Compton is also home to the Compton/Woodley
Airport which, while primarily used for general avia-tion, adds to the city's transportation infrastructure.

The airport handles over 180 flights per day and close
to 60,000 planes annually. This comprehensive trans-portation network supports residents’ access to both local destinations and regional opportunities.

Public Transportation
Compton provides a variety of public transportation
options that serves as a backbone of access for
the older population, people with disabilities, and
others who rely on alternatives to driving.

The city is directly served by the Metro A
Line [formerly the Blue Line], offering light rail
access to major job centers such as Down-town Los Angeles and Long Beach. There are two A Line Metro stations that service Comp-ton, one being on Compton Blvd and on Arte-sia Blvd. Just north of the city, the Metro C Line [formerly the Green Line] extends connectiv-ity to Norwalk and Redondo Beach, and every-where in between. Residents can access these Metro stations through Compton’s local bus tran-sit system, the Compton Renaissance, which has five [5] bus routes and approximately 101
bus stops that service the City. The Compton
Renaissance routes help link residents to parks,
schools, commercial corridors, and civic facilities
without the need for a car. Long Beach Transit
also has three lines that serve the Metro station
on Artesia Boulevard, being Route 141, 61, and

51. A vital transportation hub for the City is the
Compton-MLK Transit Center, completed in 2011,
where a number of bus lines converge near the
Compton Metro station and other retail sites.

The City’s Department of Recreation Senior
Services offers a number of transportation
services for seniors and people with disabilities
who qualify. The biggest program is the Dial-A-Ride Program that is reserved for seniors over the age of 55 and persons with disabilities who
are at least 21 years of age. This program offers
curb to curb transportation service anywhere
within the City of Compton boundaries and to
satellite points outside of the city for $0.25 per
one way trip. To complement this program, the
City offers a Metro Transit Authority Senior Bus
Pass, which is available to seniors over the age
of 62 and disabled persons for $5.00 instead of
the original price of $16.00. While many of these
target a specific population, the City offers the
Dial-A-Taxi Program for Compton residents,
disabled individuals 18 or older, and senior citi-zens 55 and older. 41EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

TRANSIT MAP
42EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

STREET SAFETY MAP
Street Safety
The City of Compton aims to implement their Vision
Zero plan to bring down vehicle collisions through-out the City and on their main avenues. According to the Compton Local Roadway Safety Plan [which
identified the leading causes of collisions], the most
prevalent cause is improper turning, accounting for
1,392 incidents, which represents approximately
22% of all collisions. Following closely behind is
unsafe speed, contributing to 1,146 collisions [18%
of the total], and auto right-of-way violations with
974 reported cases [15% of the collision data].

There are several high collision corridors in Comp-ton such as Wilmington Ave, Compton Blvd, Rose-crans Ave, and Long Beach Blvd to name a few.

There are four main cross street intersections with
the highest vehicular crashes recorded between
2011 to 2021 with the highest being Atlantic Ave
& Alondra Blvd with 55 vehicular crashes. This is
followed by Central Ave & Compton Blvd with 52
crashes, and Compton Ave & El Segundo Blvd
and Greenleaf Blvd & Wilmington Ave tied
with 43 crashes [Compton General
Plan 2045].
43EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

BIKE MAP
Bike Paths and Infrastructure
Currently, Compton has a limited number of bike
paths and bike routes for residents to utilize. The
City has Class II bike lanes running down Santa Fe
Ave, Alondra Blvd, Greenleaf Blvd, and Central Ave.

Compton also has a Class I shared use path that
follows the Compton Creek from El Segundo Blvd
to Greenleaf Blvd. As of 2023 there were only 406
Compton residents who reported biking to work,
approximately 1% of the total Compton population.

This is higher than the reported average of 0.6%
for the Los Angeles-Long Beach-Anaheim Metro
Area [Census Reporter, 2025]. According to the
Compton Bicycle Master Plan [2015], only 0.3% of
all employed Compton residents biked to work in
2015, compared to 0.9% for the County. Further-
more the 2013 American Community Survey and
estimates of bicycle mode share for students, the
number of daily bicycle commute trips in Compton
was 254 and the estimated daily school, social,
recreation, and utilitarian bicycle trips was 3,290.
44EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

WALKABILITY MAP
Walkability
To encourage walkability in residential neighbor-hoods and business districts for people of varying abilities and ages there must be safe, accessible,
and comfortable pedestrian paths connecting the
whole City. Amenities such as wide sidewalks, side-walks offset from the curb, well-marked crosswalks, street trees for shade, and easily identifiable and
accessible building entrances significantly increase
the number of people who walk. However while the
City has a relatively complete sidewalk network, a
few residential streets and industrial zones lack
sidewalks [see Figure OM-4]. Places like East
Compton around Rancho Dominguez have many
residential areas without sidewalks, and most of
South Compton below Greenleaf Blvd have no side-walks or sidewalks on just one side of the street.

Accessibility
Enhanced walkability and bikeability in Compton can
promote healthier lifestyles, reduce vehicle emissions, and improve accessibility to parks and green spaces,
creating a more connected and sustainable urban
environment. By linking neighborhoods to the larger
park network, these improvements promote commu-nity cohesion and equitable access to recreational opportunities. Walk Score is a tool that measures the
walkability of a neighborhood based on its proximity
to amenities such as parks, grocery stores, restau-rants, and schools. The methodology involves assign-ing points to amenities based on their distance from a given location. Different types of amenities are also weighted differently, and scores for each amenity are
combined, and a composite Walk Score is calculated
for the location. Scores range from 0 to 100, with
higher scores indicating greater walkability. Similarly, Bike Score is a metric that focuses on evaluating the
bike-friendliness of a location, and assesses how suit-able an area is for biking based on factors such as bike lanes, topography, road connectivity, and the availabil-ity of bike-friendly infrastructure.

Compton’s sidewalks and pedestrian access to
community resources have earned the City a Walk
Score of 65, classifying the City as somewhat
Car-Dependent where some errands can be accom-plished on foot in Compton. For bikeability Compton has earned a Biking Score of 60, which is classified
as somewhat bikeable with minimal bike infrastruc-ture. These midrange scores show that while Comp-ton residents can reach some of their destinations by foot or on bike, the city’s transportation infrastructure prioritizes automobiles and can therefore disincen-tivize individuals from walking or biking. 45EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Improvements
Improving walkability and bikeability will be essen-tial for Compton’s open space planning to create a more connected and accessible community.

As the city continues to expand its open space
network, prioritizing safe, convenient, and attrac-tive pedestrian and bicycle routes will enable resi-dents of all ages and abilities to easily access parks, green spaces, and recreational amenities.

This can include implementing greenways or linear
parks that connect neighborhoods to larger parks,
ensuring streets double as inviting pathways with
tree-lined sidewalks and protected bike lanes. For
instance, transforming underutilized streets into
vibrant green corridors with benches, native land-scaping, and shaded areas would provide comfort-able routes for walking and cycling. An example of a green street currently in the works is the
Center Avenue Green Street Improvement Proj-ect designed to address flood protection, water quality improvement, and recreational enhance-ment needs in areas lacking adequate drainage and green space. Similarly, connecting key destinations,
such as schools, community centers, and parks,
through bike-friendly streets with clear signage and
dedicated lanes would encourage active transpor-tation. These efforts will not only enhance the city’s open space network but also promote healthier
lifestyles, reduce traffic congestion, and support
environmental sustainability.

TRANSIT STATION PRIORITY DISTRICTS
Transit Priority Districts include improvements
around the Compton and Artesia Stations that
encompass enhancements aimed at creating a
pedestrian-friendly environment that supports
transit ridership.

Street design improvements may include wider
sidewalks, compact development patterns,
multi-modal connections, pedestrian crossings
with signals, and enhanced streetscapes with
landscaping and street furniture.

Public spaces near the station can be revitalized
with plazas, parks, and gathering areas,
providing opportunities for social interaction
and community events.

TRANSIT PRIORITY STREETS
Compton has identified a number of Transit
Priority Streets that would prioritize the
movement of public transit vehicles, primarily
buses, over other modes of transportation.

These streets can be equipped with dedicated
transit lanes, signal priority systems, and other
infrastructure enhancements to ensure efficient
and reliable transit service.

By giving precedence to public transit, transit
priority streets aim to improve travel times,
reliability, and frequency of service for transit
users, while also encouraging the use of
sustainable transportation options and reducing
congestion and emissions on roadways.

Pedestrian improvements on transit priority streets
aim to create safer and more accessible walking
environments, especially near transit stops.

These improvements include widening
sidewalks, installing marked crosswalks with
curb ramps and tactile paving, pedestrian-activated signals at intersections, pedestrian islands enhanced street lighting, wayfinding
signage, and public amenities such as shaded
bus shelters, benches, and seating areas.

PEDESTRIAN PRIORITY ZONES
Compton has identified a number of Pedestrian
Priority Zones and streets which include
improvements that increase the safety,
convenience, and comfort for pedestrians
while providing direct routes to schools, parks,
commercial districts, and transit stations.

One priority street is Long Beach Blvd which
offers high-quality transportation options to
residents and commuters like Route 60.
46EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Literature
Review
Compton Creek
Master Plan [2006]
The Compton Creek
Regional Garden Park
Master Plan is the result of
a one-year effort to create a
plan for the redevelopment
of the City’s existing
flood control channel and
adjacent land into a safe,
ecologically beneficial,
multi-use, public greenway.

The Compton Creek Master Plan, which is also
known as the Compton Creek Regional Garden
Park Master Plan was led by the City of Comp-ton and Compton Creek Task Force. The Master Plan capitalizes on a shift in public policy in Los
Angeles County that redefines the function of its
watercourses from single-purpose flood protec-tion systems to integrated, multipurpose corridors.

The Plan builds upon the data and principles
established in The Compton Creek Watershed
Management Plan, which encourages comprehen-sive and collaborative strategies for environmental resource enhancements, open space provisions,
water quality improvements, and sustainable
economic development. The vision for the Comp-ton Creek Regional Garden Park emphasizes a livable, walkable, urban community that is oriented
to and informed by the Creek. Implementation of
this Master Plan will transform a blighted, underuti-lized resource into a valuable amenity, promoting civic pride and regional identity.

The Compton Creek Regional Garden Park
Master Plan involves segments of Compton
Creek between El Segundo Boulevard and
Artesia Boulevard. It includes a parcel-by-par-cel analysis that outlines specific opportuni-ties to enliven adjacent zones [residential, commercial, open space, and industrial]
with interventions such as pocket parks,
community gardens, public art, native land-scaping, multi-use trails, and amenities like trash receptacles, drinking fountains, play-grounds, athletic facilities, and wayfinding signage. The Plan also defines ten distinct
“Creek Systems”, which are typological
frameworks that guide improvements
tailored to corresponding urban contexts
[e.g. neighborhood gateways, commu-nity parks, commercial corridor zones].

Importantly, these enhancements are
designed in place of altering the creek’s
structural channel, preserving the exist-ing hydrologic form while transforming its edges.

Additionally, there are several other
proposed interventions specified as part of this
Plan on the following spreads.

Subsequent implementation efforts, such as
the Compton Creek Bike Path improvements,
trail expansions, and the creation of the Comp-ton Creek Natural Park, have built directly upon this planning foundation, deploying many of its
design principles and typological approaches in
real-world settings. These later projects demon-strate the influence of the 2006 Master Plan on how Compton Creek is being transformed into an
ecological, recreational, and community asset.
47EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton Creek Master Plan Opportunities and Constratints 48EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton Creek Master Plan Opportunities and Constratints 49EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton Creek Master Plan Opportunities and Constratints 50EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton Creek Master Plan Opportunities and Constratints 51EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton Creek Master Plan Opportunities and Constratints 52EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton General Plan 2045:

Land Use Element
The Compton General Plan
- Land Use Element [LUE]
designates the distribution
and intensity of land uses
within the City of Compton.

This includes housing, commercial, business, industry,
open space, and public facilities. The LUE addresses
urban design initiatives to help enhance the visual
character, walkability, and identity of the Compton
community. Given the role land use and zoning histor-ically has had in maintaining structural racism, espe-cially in low-income communities of color, the LUE acknowledges the impacts these decisions have had
on the health and livelihoods of Compton residents
today. Due to these historical injustices the element
seeks to overcome the barriers that have constrained
change and community enhancement for decades.

The LUE is anchored by an existing conditions
analysis of key considerations and displacement
risks as the city forms plans for future develop-ment and investment. The existing conditions analysis highlights a critical lack of open space
opportunities in Compton, with only 4% of land uses
dedicated to parks in the city. Notably, many of the
existing parks [shown in green] are located within
areas that have been identified as facing moderate
to high displacement risk, particularly for low-in-come households [shown in yellow/orange].

These disparities were ground truthed in a series
of city-facilitated focus groups, during which a
need for youth programming and well-maintained
parks — particularly in proximity to affordable
housing and mixed-use developments —
emerged as key themes. In a community survey,
38% of respondents selected “Access to safe
open space, parks, and trails” as a community
value that was most important to them.

As for expanding parks and open space
opportunities in Compton, the LUE outlines a
number of approaches, goals, and policies. At a
high level, the element adopts a Community
Benefits Program to leverage both a critical
need for both housing and community amenities,
including parks and open spaces. To achieve
this, the Community Benefits Program allows
developers and property owners proposing new
developments in Community Mixed Use and Transit
Priority Mixed Use land use areas to reach their
full development objectives if they contribute to a
community benefit program.

LAND USE ELEMENT
LU - 10
Figure LU-3
Displacement Risk
Compton General Plan 2045: Land Use Element Displacement Risk 53EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY At the project level, the element integrates a “whole
community” approach into a variety of land use
categories to ensure residents have equitable
access to high quality amenities, including parks,
schools, neighborhood commercial centers,
transit lines, bicycle facilities, and employment
opportunities. Guidelines to promote whole
communities are incorporated into the High Density
Residential, Light Industrial, and Open Space land
use categories.

In addition, the element includes parks and vacant-lot related guidance for a few specific areas of the city, including:

Downtown Compton and Compton Station
• Envisioned Character: A vibrant and active
district in the region, with improved restaurant,
shopping, and entertainment options and open
space, housing, and offices in a new walkable
urban pattern
• Urban Form: Usable and sustainable open
space created on roofs of buildings due to the
small or shallow nature of many sites
Targeted Areas of Change
• Targeted areas of change are specific areas
of Compton where the city plans to prioritize
comprehensive urban revitalization efforts.
• Encouraging intensification of these corridors
will be achieved through a variety of strategies,
including through the renovation and reuse of
underutilized or vacant property.

LAND USE DESIGNATION CONTEXT DEVELOPMENT PATTERN
High Density Residential Compton has only a few high-density residential areas. In most instances, these areas are located at the edges of lower-den-sity residential neighborhoods and along major corridors such as Rosecrans Avenue Willowbrook Avenue and Compton and
Alondra Boulevards.

Land uses are characterized by two- to four-story multi-unit residential buildings with higher building heights where context appropriate. Uses should include on-site private and common open space areas.

Light Industrial The Light Industrial Land Use is intended to guide reinvestment and reuse of industrial areas in a cleaner and more sustainable manner, retain and enhance employment opportunities, and encourage clean supporting uses that buffer industrial uses and long-existing homes.

Development should be designed to be compatible with
surrounding development in terms of scale, site layout, and building design, with loading and truck parking areas to be screened to prevent noise and other impacts on adjacent sensitive uses—residences, schools, and parks.

Open Space Compton has approximately 15 parks and recreation facili-ties. These park facilities vary in size and amenities, with some including community facilities within their boundaries.

Community Health and Sustainability:
• At parks, use native landscaping and minimize turf,
except for play fields
• Provide shade trees around playgrounds
• Use green building approaches for all park structures • Encourage use of grey-water systems for irrigation
• Provide amenities such as water fountains,
restrooms, and covered tables and benches
54EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

LAND USE ELEMENT
LU - 50
Figure LU-9
Target Areas of
Change
55EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY The LUE concludes with a list of policies that are intended to create actionable direction for implementation, several of which help to expand parks and open space opportunities in Compton:

GOAL LU-2 HEALTHY AND COMPLETE NEIGHBORS
Policy LU-2.1: Neighborhood
Enhancements
Continue to improve residential neighborhoods by enhancing streetscapes and crosswalks, increasing the number of trees, creating conditions that encourage walking and bicycling, integrating green infrastructure and commu-nications technology, and allowing connectivity to activity areas, public gathering areas, and community facilities.

Policy LU-2.9: Registration of
Vacant/Foreclosed Properties
Require owners to register vacant and foreclosed properties to better monitor conditions.

GOAL LU-3: VIBRANT AND ATTRACTIVE MIXED-USE CORRIDORS
Policy LU-3.5: Density Bonus for
Infill Development
Offer density bonuses or other incentives to developers who choose to build infill projects along commercial corridors, promoting denser development that utilizes underutilized spaces and contributes to the revitalization of these areas.

GOAL LU-4: ACCESS TO LOCAL AND DIVERSE COMMERCIAL GOODS, GROCERY STORES, RESTAURANTS, FAMILY ENTERTAINMENT, AND SERVICES NEAR ESTABLISHED

RESIDENTIAL NEIGHBORHOODS
Policy LU-4.7: Community-Centric
Urban Design Policy
Integrate land uses and urban forms that support community needs, including vibrant retail environment, buildings along the street, restaurants and commercial services, healthy food options, and quality public and private parks.

LU-4.8: Complete Neighborhood
Development Standard
Require new development sufficiently large to establish a complete neighborhood to include a neighborhood center such as a large open space area within easy walking distance of surrounding residences.

GOAL LU-5: REINVENTION OF MAJOR CORRIDORS AS VIBRANT MIXED-USE, PEDESTRIAN-FRIENDLY, TRANSIT-ACCESSIBLE DISTRICTS Policy LU-5.1: Mixed-Use Corridor
Development
Create mixed-use corridors with commercial services and diverse housing options that complement surrounding business districts, with activated street frontages, pedestrian-friendly streetscapes, attractive gateway elements, architectural design themes, public art, street trees, and landscaping features.

LU-5.7: Density Bonus Incentive Allow development projects within mixed-use areas to exceed maximum densities if the development demonstrates features that provide significant community benefits, such as: Public open spaces or gathering spaces. 56EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY GOAL LU-8: QUALITY PARKS, RECREATION FACILITIES, OPEN SPACES, AND URBAN GREENERY THAT THE COMMUNITY’S DIVERSE NEEDS Policy LU-8.2: Open Space
Requirement
Require the provision of adequate on-site open space and communal areas for residential developments.

Policy LU-8.3: Green Streets-cape Promotion
Promote greenery and active street frontages throughout the City by requiring well-landscaped and well-maintained setbacks, including sidewalks that meander and/or otherwise set back from the curb face.

Policy LU-8.4: Small Parks
Network Establishment Program
Establish a network of small parks and plazas with amenities such as seating, lighting, and public art.

Policy LU-8.5: Public Space
Funding Innovation
Explore innovative methods and private partnerships for funding and constructing new public spaces.

Policy LU-8.6: Vacant Space
Utilization
Leverage underutilized sidewalks, medians, parking spaces, and vacant land to incorporate temporary and perma-nent public spaces and green infrastructure.

Policy LU-8.8: Public Space
Allocation
Encourage the provision of approximately 10 percent of a commercial/mixed use project’s net site area as public space, with adjustments for smaller [less than ten acres] or constrained sites.

GOAL LU-9: A PATTERN AND SCALE OF DEVELOPMENT THAT PROVIDES VISUAL DIVERSITY, CHOICE OF LIFESTYLE, OPPORTUNITIES FOR SOCIAL INTERACTION, AND RESPECTS DESIRABLE COMMUNITY CHARACTER AND CO.

Policy LU-9.11: Green
Infrastructure Integration
Integrate green infrastructure elements, such as urban greening, bioswales, community gardens, and street trees, into residential neighborhoods, Compton Creek, and commercial districts to enhance aesthetics, improve air qual-ity, mitigate urban heat island effects, and promote community health and well-being.

GOAL LU-10: EQUITABLE DISTRIBUTION OF PUBLIC FACILITIES, INFRASTRUCTURE, HOUSING, AND SERVICES.

Policy LU-10.1: Healthy
Communities
Improve community health by ensuring equal access to parks, groceries that provide good-quality fresh food and community facilities, and by reducing pollution burdens.

Policy LU-10.2:

Neighborhood Equity
Ensure disadvantaged neighborhoods have access to healthy foods,parks and open spaces, mobility options, community services and programming, and safe and sanitary homes.

Policy LU-10.14: Annexation
Area Planning Strategy
Identify prospective annexation areas for long-range planning purposes that will avoid duplication of services with special districts; will be financially self supporting, promote orderly growth and development and preserve open space, as necessary, on its periphery; and promote a more cost-efficient delivery of urban services to both existing areas that already have urban services and future development areas that require urban service extensions from contiguous City areas.
57EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton General Plan 2045 -
Community Services, Open Space,
and Natural Resources Element
The Compton General
Plan 2045 - Community
Services, Open Space, and
Natural Resources Element
sets forward a vision for
how to preserve, protect,
and promote the natural
resources within the City
of Compton.

This Element covers a number of resources such
as parks and green spaces, cultural and educa-
tional institutions, and the community urban forest.

These factors play a critical role in improving the
quality of life and health of Compton residents
through the myriad of benefits such as resources
for bringing cleaner air and water. However, these
services are not equitably distributed across the
entirety of the Compton community which leads
to some communities having little to no access to
park space or a community center. The primary
goal for the Element is to ensure that the natural
environment is preserved and expanded to ensure
equitable access to all Compton residents.

Equitable access to valuable community resources
such as open space and green space is an import-
ant issue that the City of Compton seeks to address
within this Element.

The City currently has a total of 56.6 acres of park-
land [or 0.6 acres per 1,000 residents], which is far
below the county average of 3.3 park acres per
1,000 residents [6.8 acres per 1,000 people].

This shortfall is reflected in the fact that several
neighborhoods across Compton are located
outside of a 10-minute walkshed from a park.

According to CalEnviroScreen 4.0 scores, all
census tracts in Compton [except the one that
crosses into Carson] scored at the lowest percen-
tile range, meaning that most Compton residents
deal with unfair living conditions like unhealthy
air quality, asthma, and heart conditions.

Compton's main goal is to prioritize
the development of new parks and
open space in historically under-
served communities that lack access
to public spaces. One way to tackle
this issue is by strategic acquisition of
underutilized land and vacant lots eligi-
ble to become pocket parks and green
spaces. To acquire these lots, the City
of Compton has already committed itself
to exploring new funding channels such
as public-private partnerships, grants, and
community-based funding initiatives to help
purchase vacant land. Moreover the City will incen-
tivize open space in future housing developments
by using a Community Benefits Program [CBP] to
encourage developers to provide open spaces in
exchange for development bonuses. Beyond new
green space development the City plans on invest-
ing into existing parks that have fallen into disre-
pair by running a comprehensive park conditions
assessment to see which parks are high prior-
ity. This will be done through collaborative park
improvement initiatives, improving walkability and
access to parks, and increas-
ing maintenance for clean-
liness.
58EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Goals and Policies
GOAL CR-5: ENSURE THE PRESERVATION, ENHANCEMENT, AND MAINTENANCE OF ALL PARKS Policy CR-1.1: Parks and Open
Space Preservation
Preserve, expand, and enhance parks, green spaces, and recreational facilities to provide residents with safe and inviting spaces for outdoor recreation, leisure activities, and community gatherings.

Policy CR-1.9: Parkland Ratio Increase the parkland acreage to population ratio to three acres per 1,000 population.

Policy CR-1.11: Funding Sources Explore new and innovative funding sources and land acquisition mechanisms—in addition to traditional funding options—to expand park and recreation options.

GOAL CR-5: ESTABLISH A MANAGED COMMUNITY FOREST THAT ADHERES TO BEST PRACTICES, WHILE MAXIMIZING SOCIAL, CULTURAL, AND ECOLOGICAL BENEFITS FOR

THE COMMUNITY
Policy CR-5.1: Street Tree
Prioritization.

Prioritize park and street tree resources for high tree canopy need communities.

Policy CR-5.3: Expand
Tree Coverage
Increase tree canopy coverage within the urban environment to provide shade, enhance biodiversity, and improve air quality and aesthetics.

Policy CR-5.5: Tree Expansion Target new development to increase tree planting requirements, including parking lots, and focus on tree plantings on street corridors, parks, open spaces, as well as along the Compton Creek, Los Angeles River corridors, and along Alameda Corridor.

GOAL CR-7: PROTECT PUBLIC HEALTH BY ADDRESSING CLIMATE-RELATED RISKS, OFFERING HEAT RELIEF RESOURCES, AND SUPPORTING COMMUNITY-LED CLIMATE

ADAPTATION AND RESILIENCE INITIATIVES
Policy CR-7.3: Urban Heat
Mitigation
Implement nature-based solutions, such as increasing green spaces, planting trees, and establishing community gardens, to combat the urban heat island effect and enhance public health.

Policy CR-7.4: Green Space
Development
Promote the creation of green spaces and sustainable landscaping practices to improve air quality, enhance recre-ational opportunities, and reduce the urban heat island effect. 59EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton Station Specific Plan (2022)
The Compton Station
Transit-Oriented
Development [TOD] Specific
Plan guides the revitalization
of approximately 570 acres
surrounding the Metro A
[Blue] Line Compton Station.

The plan envisions a vibrant, walkable, mixed-use
urban village that leverages transit accessibility
to foster economic growth, improve connec-tivity, and enhance quality of life. Emphasizing pedestrian and bicycle-friendly design, the plan
aims to transform the station area into a commu-nity hub that supports housing, commerce, and public amenities while promoting sustainable
development.

The Compton Walk is a centerpiece of the
Specific Plan that reimagines Compton Boule-vard as a vibrant, pedestrian-friendly corridor linking the Civic Center, Commercial Core, and
Historic Core districts with the Metro station. By
narrowing the roadbed, the plan shifts the focus
from vehicle traffic to active transportation and
pedestrian uses, creating an inviting place to be
rather than a street to pass through. Inspired
by Compton’s rich musical heritage, the street-scape design resembles a blank musical score, inviting local artists and businesses to contrib-ute dynamic, evolving expressions of the city’s culture in music, sports, politics, theater, and the
access. This supports multi-modal connectivity,
a critical theme in open space and mobility plans
aiming to reduce car dependency and increase
healthy, active transportation options.

PUBLIC ART & PLACEMAKING
The plan integrates public art installations and
other cultural elements within the public realm to
enhance neighborhood identity and community
pride. This aligns with open space goals around
creating spaces that reflect local culture and
promote a sense of place.

ACTIVATION OF

UNDERUTILIZED SPACES
Streets like Compton Boulevard and Willowbrook
Avenue will see widened sidewalks, new street
trees, and enhanced pedestrian amenities. These
improvements promote walkability and offer shade
and environmental benefits, directly contributing
to the Open Space Plan’s emphasis on improving
urban tree canopy and pedestrian corridors.

BICYCLE INFRASTRUCTURE
& CONNECTIVITY
Through redesigning certain street segments
and incorporating spill-out zones for outdoor
dining and street fairs, the plan encourages
activation of spaces that might otherwise be
underused. This dynamic use of public space
supports goals of increasing vibrant, safe, and
inclusive environments.
arts. This pathway offers a journey of discovery,
punctuated by programmed places, both public
and private, that foster connection, learning,
cultural expression, and entertainment, making
Key Open Space & Public
Realm Recommendations

PUBLIC PLAZAS AND

GATHERING SPACES
The plan proposes several new public plazas
strategically located near the Compton Station,
MLK Memorial, and Willow Avenue. These plazas
aim to foster social interaction, community
events, and informal recreation, creating pedes-trian-friendly destinations in a transit-focused setting. This supports the Open Space Plan’s
goal to increase accessible, well-designed gath-ering places.

ENHANCED STREETSCAPES WITH

GREEN INFRASTRUCTURE
Streets like Compton Boulevard and Willow-brook Avenue will see widened sidewalks, new street trees, and enhanced pedestrian amenities.

These improvements promote walkability and
offer shade and environmental benefits, directly
contributing to the Open Space Plan’s emphasis
on improving urban tree canopy and pedestrian
corridors.

BICYCLE INFRASTRUCTURE
& CONNECTIVITY
The inclusion of protected bike lanes and cycle
tracks within the station area and along key
corridors facilitates safer, more attractive bike
the Compton Walk a unique attraction that cele-brates the city’s past, present, and future. 60EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 61EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY The Compton Station
Plan proposes converting
Alameda East, between
Rosecrans Avenue and
Compton Boulevard, from a
little-used roadway
into a greenway.

This greenway would provide much-needed green
space and safe bicycle and pedestrian connections
from nearby neighborhoods to Wilson Park and
Downtown Compton. It would also create a suit-able environment for new residential development along its east side and offer a critical recreational
amenity to improve public health for the central
Compton community. The plan envisions clos-ing Alameda East to vehicular traffic at the City’s discretion, coordinated with the extension of Rose-crans Avenue frontage roads to maintain access, and phased to align with redevelopment progress.

Figure 2-13 Alameda East Greenway Plan and Key Features

PARK ALAMEDA EAST KEY FEATURES
Greenway and road closure designed as a linear
park, with paved path for cyclists and skateboarders,
decomposed granite for joggers, exercise stations,
shade, and stormwater treatment elements.

1. Greenway and road closure designed as a
linear park, with paved path for cyclists and
skateboarders, decomposed granite for
joggers, exercise stations, shade, and storm-water treatment elements.

2. Wilson Park [playground, basketball courts,
skate park, rec center, etc.]

3. Extension of narrowed greenway, with
narrowed street, or sidewalk greening south
of Compton Boulevard with tree wells in the
parking lane.

4. Community garden and path termination
built with affordable housing development on
Corporate Yard.

The 5.5-acre site at 458 S. Alameda Street East is
currently used as a City Public Works vehicle yard.

The Specific Plan proposes consolidating the vehi-cle operations into a smaller three-acre area, free-ing approximately two acres for affordable housing and park or community garden space. Soil testing is
recommended to identify the best areas for devel-opment. A community-supported idea for the green space is to combine a community garden with a
food incubator, a facility offering rentable commer-cial kitchen space to small food vendors, including those who currently cook from home.
62EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton General Plan 2045
- Mobility Element
The Mobility Element [ME]
outlines goals, policies, and
approaches to help support
and address Compton’s
transportation needs.

The element is grounded in providing accessibility,
safety, and efficiency for various modes of trans-portation throughout the city. Some key consider-ations that are addressed within the ME are street safety and fixing deteriorating street infrastructure,
both which will help increase public access to parks
and open space in Compton.

Safe routes to parks is a key goal within the
ME where enhancements such as streetlights,
connected sidewalks, and bicycle facilities are
prioritized in areas around parks, recreational
areas, and public gathering spaces to improve
access for residents trying to use parks and open
spaces and make it easier and safer for them to
travel. Specific Pedestrian Priority Streets high-lighted in the plan are Long Beach Boulevard and the Metro A Line Compton Station and Artesia
Station.

In alignment with the city’s complete streets
approach to integrate all modes for a safer, more
comfortable transportation network, urban green-ing is a core strategy to calm traffic and promote climate resilience. Integrating these principles,
the element’s “Green Streets” initiative uses
a combination of street trees and green infra-structure like bioswales for rainwater capture to promote a more comfortable active transportation
experience. Current examples of green streets in
Compton include the Center Avenue Green Street
Improvement Project, which aimed to address flood
protection and recreational enhancement needs.

Such projects are critical components of not only
promoting safer routes to parks, but also increasing
greenspaces throughout the city overall.

Universal design is another critical component
of promoting safe routes to parks, particularly for
older adults and people with disabilities, who often
experience disproportionate challenges in access-ing open space amenities. Universal design strate-gies like increasing sidewalk widths, installing curb ramps, and improving wayfinding and signage help
to reduce visual and physical barriers to accessing
transportation facilities, making it safer and easier
for older adults and those with mobility challenges
to access everyday destinations.
63EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Goals and Policies
GOAL OM-1. A PEDESTRIAN-FRIENDLY ENVIRONMENT THAT PRIORITIZES SAFETY, ACCESSIBILITY, AND COMFORT FOR RESIDENTS OF ALL AGES AND ABILITIES Policy OM-1.1 Pedestrian Infrastructure
Improvement
Prioritize the enhancement of pedestrian infrastructure citywide to create a safe, accessible and inter-connected network of walkways for pedestrians of all ages and abilities.

Policy OM-1.2 Complete Streets Pedes-trian Priority
Implement a complete streets approach to street design and development, ensuring that all new and reconstructed streets accommodate pedestrians safely, comfortably, and conveniently.

Policy OM-1.7 Pedestrian Priority Zones Designate pedestrian priority zones within mixed-use corridors, Downtown Compton, Compton Station and Artesia Station, and around schools to create vibrant, pedestrian-friendly environments that support walking as a mode of transportation and recreation.

GOAL OM-3. HIGH-QUALITY PUBLIC TRANSIT ACCESSIBILITY AND RELIABILITY THAT PROMOTE SUSTAINABLE MOBILITY OPTIONS FOR ALL Policy OM-3.7 Transit Integration Promote seamless integration and coordination between different transit modes and agencies to improve connectivity and enhance overall efficiency and effectiveness of the transit network.

GOAL OM-5. STREET DESIGNS THAT ACCOMMODATE TRANSPORTATION MODES AND USERS OF ALL ABILITIES Policy OM-5.5 Green Streets Integrate a green street approach into street improvements to address/include stormwater management, urban greenery, and sustainable landscaping elements.

GOAL OM-9. ENHANCED BIKING INFRASTRUCTURE, ACCESSIBILITY, AND SAFETY TO TO ENCOURAGE RESIDENTS AND VISITORS TO CHOOSE BIKING AS A VIABLE AND

AFFORDABLE MODE OF TRANSPORTATION
Policy OM-9.1 Bicycle
Infrastructure Expansion
Expand and improve bicycle infrastructure citywide to create a connected network of safe and acces-sible routes for cyclists of all ages and abilities.

Policy OM-9.2 Bicycle Trails
Connections
Improve bicycle access to Compton Creek and the Los Angeles River by enhancing infrastructure and facilities to better accommodate cyclists.

Policy OM-9.5 Bicycle Maintenance
and Repair
Support bicycle maintenance and repair services within parks and community facilities to provide for bicycles to be well maintained for regular use.
64EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Comton General Plan 2045
- Housing Element
The Compton General Plan
2045 - Housing Element
[HE] is one of the most
crucial elements that
identifies the availability,
affordability, and adequacy
of housing based on the
city’s existing housing
supply and demand.

The Compton Housing Element lays out a path
towards healthier, more equitable housing
opportunities for its residents especially for low-and very-low-income communities. The Housing Element includes an analysis of the existing
housing stock to determine how many homes are
currently available, as well as how many need to
be built to accommodate all residents, this is to
stay within Regional Housing Needs Assessment
[RHNA] requirements. The HE also provides
relevant programs, goals, and policies within the
time frame that will help the City of Compton meet
their RHNA goals.

To address current housing needs and the growing
homelessness crisis, the City of Compton identified
and evaluated both the potential and existing
governmental constraints that may hinder the
maintenance, improvement, or development of
housing for all income levels, including housing for
people with disabilities. The City estimates that by
the end of 2029, an additional 1,004 housing units
must be built to meet demand. To achieve this goal,
the City emphasizes the strategic use of vacant
lots, which have the capacity to accommodate
at least 908 new housing units, based on current
site inventories. In addition to vacant land, the
increasing development of Accessory Dwelling
Units [ADUs] is helping to meet Compton’s Regional
Housing Needs Assessment [RHNA] targets. The
City will promote the development of affordable
housing by offering incentives such as streamlined
administrative processing, density bonuses,
and other supportive measures. To address
homelessness, the Housing Element also includes
a program to amend the Zoning Code to allow
emergency shelters by right, without discretionary
review, within Limited Commercial [CL] zones. This
change would make at least 17 vacant parcels,
totaling 4.16 acres, available for this critical use.

The Housing Element also establishes development
standards for new residential projects, including
requirements for both “common” and “private” open
space. Currently, the City of Compton’s Zoning
Code does not mandate open space as part of
new development. However, the Compton Station
Specific Plan, which encourages higher-density
residential development, includes specific open
space standards: a minimum of 15% common open
space and either 150 square feet or 30% of open
space per unit, depending on the development
type.

Regarding subdivisions and on-site/off-site
improvements, the City requires the dedication
of land or payment of in-lieu fees for open space,
parkland, and recreational facilities, in alignment
with the General Plan and consistent with the
Quimby Act. As space for new parks becomes
increasingly limited due to urbanization, the City
can leverage a Community Benefits Program [CBP]
to incentivize developers to incorporate open
spaces in exchange for development bonuses.
“Green Gentrification” is an important issue to
consider when addressing housing insecurity and
displacement in Compton, as there is growing
awareness that investments in parks and green
infrastructure, while beneficial, can unintentionally
contribute to the displacement of long-time
residents. he Housing Element must consider
housing strategies that protect low-income renters
from rising housing costs and potential housing
displacement. Compton’s Housing Element shows
compliance in providing strategies and resources
to address housing insecurity for at-risk individuals
and families. For example the City is seeking
funding to promote rental assistance for lower
and moderate income housing programs to protect
families against displacement and homelessness.

The City will also advise tenants seeking relief
from discriminatory housing practices and
displacement of the resources available through
various housing organizations. With these tenant
protection policies, the City can help curve the
impacts of new investments and development
against displacement.
65EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Goals and Policies
The goals and policies of the Housing Element were developed in response to housing issues identified in the previous chapters of the Housing Element and on issues and opportunities identified in community workshops that were conducted as part of a comprehensive outreach program.

GOAL 1: IMPROVE THE HOUSING SUPPLY AND THE CHOICE OF HOUSING OPPORTUNITIES THROUGH PRIVATE INVESTMENT AND, WHERE NECESSARY, THROUGH PUBLIC ACTION AND FINANCING.

Policy 1.6 Encourage the assemblage and consolidation of existing small parcels in areas where higher density development is permitted. Larger parcels can better accommodate an efficient use of space resulting in better on-site amenities and greater use of open space.

GOAL 2: PROMOTE AFFORDABLE HOUSING AND SHELTER FOR ALL ECONOMIC SEGMENTS OF THE COMMUNITY.

Policy 2.1 Utilize community development funds to develop housing, expand economic opportunities through commercial development, improve community facilities and services, prevent deterioration of the housing stock, and redevelop residential areas.

Policy 2.2 Inform residents of the availability of housing assistance programs and community services available in the area [such as Housing Choice Vouchers].

GOAL 3: SUPPORT AND PROVIDE INCENTIVES FOR THE MAINTENANCE AND REHABILITATION OF THE EXISTING HOUSING STOCK.

Policy 3.3 Encourage prompt rehabilitation or demolition and replacement of vacant and abandoned properties.

Policy 3.6 Increase code enforcement property maintenance to promote quality design, public safety, and energy conservation.

GOAL 4: SUPPORT AND PROVIDE INCENTIVES FOR THE MAINTENANCE AND REHABILITATION OF THE EXISTING HOUSING STOCK.

Policy 4.3 Encourage the application of high quality urban design standards to create safe, attractive, functional, high quality housing units and neighborhoods.

Policy 4.6 Identify the locations for future residential development and encourage a high quality environment for family life.

GOAL 5: TAKE MEANINGFUL ACTIONS TO ENSURE EQUAL ACCESS AND OPPORTUNITY TO HOUSING.

Policy 5.1 Promote equal access and opportunities to housing through the provision of consumer information, assistance and protection online, and through public involvement in the design and implementation of housing programs.

Policy 5.4 Advise tenants seeking relief from discriminatory housing practices and displacement of the resources available through various housing organizations.
66EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Comton General Plan 2045 -
Economic Development Element
The Economic
Development Element
[ED] sets a path forward
to improve the local and
regional economy for
everyone in Compton
with the goal of attracting
new investments in the
city, supporting existing
businesses, and creating
new jobs.

The goal with addressing these economic
challenges is to secure stable and sustainable
sources of local tax revenue that can be reinvested
in the community. By focusing on these goals, the
Economic Development Element helps ensure that
Compton's growth benefits everyone, with a more
vibrant economy, better services, and stronger
support for local businesses.

The City of Compton has put together a plan with
eight goals to improve and revitalize economic
development within the city. Many of these goals
focus on programs that would support Compton
residents and businesses like improving local
hiring and workforce development, while also
leveraging Opportunity Zones for economic
growth. These targeted efforts would result in a
strong, competitive workforce that would connect
residents to local jobs and reduce unemployment.

Other goals focus on bringing in new sources of
revenue by encouraging private investments and
offering technical assistance and incentives, which
would attract new industries to invest and create
job opportunities for Compton residents. Lastly, the
City aims to revitalize aging commercial centers
and other infrastructure improvements that can
increase the desirability of new businesses settling
in Compton. The ED shows the City is driven to
improve the quality of life for Compton residents by
fostering a viable economic climate that supports
long-term prosperity for residents and businesses.

Relevant Goals and Policies
GOAL ED-4: REDEVELOPMENT OF AGING COMMERCIAL CENTERS WITH A MIX OF LAND USES THAT FULFILL MARKET DEMAND AND SERVE AS COMMUNITY GATHERING PLACE
Policy ED-4.1: Market-Responsive Tools/
Incentives to Encourage Redevelopment
Of Aging Properties.

Streamline development entitlement process for targeted revitalization/redevelopment areas through preparation of specific plans, program-level CEQA documentation, etc.

Policy ED-4.2: Strategic Infrastructure
Investments.

Assess infrastructure needs as part of a specific planning process for targeted revitalization/redevel-opment areas. 67EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Comton General Plan 2045 -
Urban Systems Element
The Compton General
Plan 2045 Urban Systems
Element [USE] seeks to
upgrade and retrofit public
infrastructure and services
to be sustainable, reliable,
and capable of meeting the
needs of a growing city.

This element covers a range of urban systems,
including streets and sidewalks, waste and water
systems, and utilities and communications, while
integrating climate adaptation and resilience to
guard against risks such as flooding and rising
temperatures. The City will use the USE to identify
communities that have experienced disinvestment
and ensure they receive needed upgrades for an
improved quality of life. To achieve this, Compton
has developed comprehensive strategies to
improve planning, funding, and execution of critical
infrastructure projects. For streets, the City will
prioritize high-impact repairs and upgrades based
on pavement reports that highlight roads most
in need of attention. For water infrastructure
and wastewater systems, efforts will focus on
completing ongoing projects, implementing
monitoring and preventative maintenance
programs, and pursuing additional funding and
partnerships to support long-term needs. Together,
these initiatives aim to modernize Compton’s
infrastructure, strengthen resilience, and enhance
community preparedness.

One of the big components of the [USE] is
Climate Adaptation and Resilience, which plans
for strengthening the City’s infrastructure against
climate-related risks such as extreme weather
events, flooding, and rising temperatures. The
City plans to use parks and other green spaces as
natural water retention points during heavy rains
and flooding, which are becoming increasingly
frequent and intense. When possible these parks
will be located near storm drainage systems to
reuse captured water for landscape irrigation,
helping conserve potable water,
reduce water costs, and promote
sustainable water management.

Beyond water sustainability,
the City will also use parks
to help address extreme
heat and the urban heat
island effect, ensuring
functionality during
extreme weather.
68EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Goals and Policies
GOAL US-2: OPTIMIZED DELIVERY OF INFRASTRUCTURE SYSTEMS Policy US-2.2: Community
Engagement in Infrastructure
Planning
Increase public communication on infrastructure projects to foster transparency and community support for ongoing improvements.

Policy US-2.3: Public-Private
Partnerships for Infrastruc-ture.

Explore partnerships with private entities to fund and support infrastructure projects without solely relying on taxpayer dollars.

GOAL US-3: SUSTAINABLE FUNDING SOURCES TO ADEQUATELY MAINTAIN AND IMPROVE INFRASTRUCTURE Policy US-3.1: Dedicated Infra-structure Maintenance Fund Establish a dedicated infrastructure maintenance fund, financed by a portion of City revenues and new fees, to address deferred maintenance and avoid future infrastructure deterioration.

Policy US-3.2: Public-Private
Partnerships for Infrastruc-ture Investment
Leverage public-private partnerships [PPPs] to attract private investment and share costs for critical infrastructure upgrades and deferred maintenance projects.

Policy US-3.3: Infrastructure
Bond Measures
Pursue voter-approved infrastructure bond measures to generate immediate capital for repairing and upgrading aging infrastructure systems.

Policy US-3.4: Infrastruc-ture Improvement Grants and
Federal Funding
Actively seek State and Federal grants, including those for infrastructure resilience and innovation, to finance deferred maintenance projects across the City.

GOAL US-5: A WATER SYSTEM THAT PROMOTES CONSERVATION, RESOURCE STEWARDSHIP, AND LONG-TERM WATER SECURITY| Policy US-5.1: Infrastructure
Investment.

Annually invest in upgrades and rehabilitation of water infrastructure to improve reliability, efficiency, and reduce water losses and leaks.
69EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY GOAL US-6: EFFICIENT AND ENVIRONMENTALLY WASTEWATER MANAGEMENT AND TREATMENT SERVICES SOUND Policy US-6.5: Reclamation
Projects
Implement water reclamation and recycled grey water systems to irrigate parkland, medians, fire hydrants, and restrooms to reduce reliance on freshwater.

GOAL M-9: PUBLIC FACILITIES AND INFRASTRUCTURE RESILIENT TO CLIMATE CHANGE AND EXTREME WEATHER| Policy US-9.3: Infrastructure
Protection and Retrofitting
Retrofit critical infrastructure to withstand climate hazards like flooding and extreme heat, ensuring functionality during extreme weather.

Policy US-9.4: Floodplain
Management and Resilience
Develop floodplain management strategies and mitigation plans to reduce flood risks and protect infrastructure and vulnerable communities.

Policy US-9.5: Flood Manage-ment Coordination.

Collaborate with regional agencies to implement floodplain regulations and development standards, reducing flood hazards and improving resilience.

GOAL M-10: EQUITABLE INFRASTRUCTURE ACCESS WITHIN| DISADVANTAGED UNCORPORATED COMMUNITIES Policy US-10.1: Needs Assess-ment and Prioritization
Assess infrastructure deficiencies and prioritize needs in disadvantaged unincorporated communities, considering demographics and community input.

Policy US-10.2: Equitable
Service Delivery
Ensure fair access to essential infrastructure services for disadvantaged communities by addressing systemic inequalities and barriers.

Policy US-10.3: Infrastructure
Resilience Coordination
Work with agencies, stakeholders, and community organizations to expand services and improve infrastructure resil-ience in underserved areas. 70EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Comton General Plan 2045 -
Environmental Justice Element
The Compton General
Plan 2045 - Environmental
Justice Element [EJE]
creates a vision where
everyone in the City of
Compton has access to
quality green spaces, great
air quality, clean water, and
other important community
assets to be able to live
healthy and productive lives.

Equitably distributed access to amenities like parks,
recreation, and community facilities along with
all the benefits that come with them are critical
towards addressing inequitable park distribution
in Compton. The history of discriminatory policies
around housing like redlining and exclusionary
zoning fueled the environmental racism that we
see today that disproportionately affects Black,
Latino, and other communities of color. To meet
their environmental justice goals Compton is taking
into account the community's racial, ethnic, gender,
and economic identities when identifying areas
to target for reinvestment and interventions. The
message of this Element is that everyone deserves
to have access to clean air, land, food and water
regardless of race or background.

While there are significant challenges that Comp-ton must overcome to address environmental injus-tice, the City has laid out a vision on plans to directly tackle these issues. Compton residents experience
a number of socio-economic and health injustices,
resulting in higher-than-average rates of poverty,
unemployment, and housing costs; and high rates
of asthma and cardiovascular disease. The EJE
lays out a number of . For example, to reduce pollu-tion burdens and improve air quality, the City plans to use buffer zones between residents and polluting
industries, integrate green spaces throughout the
city, and place new industrial plants further away
from residents. The addition of new parks would
play a role in their goal to promote physical activ-ity, achieved by land use policies and programs like the Community Benefits Program [CBP] to encour-age new park and green space development. The City plans to encourage urban agriculture through
farming-friendly zoning allowances to encourage
community gardens and backyard farming. These
would increase access to healthy food outlets and
affordable food options, which the community has
identified as a need. Through these and many other
approaches the City of Compton hopes to address
decades of environmental injustice
71EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

REDUCING POLLUTION BURDENS AND IMPROVING AIR QUALITY
Approaches Land Use and Transportation Strategies.

1. Strategic zoning with buffer zones between residents and polluting industries creates crucial safeguards

2. Integrating green spaces like parks into urban design acts as natural filters, improving air and water quality

3. Requiring new industrial developments to incorporate measures such as vegetative barriers, greenery, and trees to filter or block air pollution near vulnerable land-use areas where people spend a significant amount of time [homes, schools, hospitals, etc.]

4. Limit the siting of new industrial facilities that emit air pollutants and/or toxic chemicals, including warehouses, within 1,000 feet of existing sensitive land uses [e.g., schools, playgrounds, housing, healthcare facilities, and elder and child-care centers].

ILLEGAL DUMPING AND BLIGHT
Approaches Enforcement and Monitoring:

1. Enforcing building codes, zoning regulations, and adopting anti-littering ordinances are essential for combating blight and holding property owners accountable for maintaining their properties.

2. Forcing maintenance of vacant properties and strengthening inspection programs, fines, and penalties for code viola-tions can deter illegal dumping and neglect.

Investment in Public Infrastructure:

1. Investing in public infrastructure improvements, such as repairing sidewalks, street lighting, and abandoned buildings, can help address blight and improve the overall appearance and safety of neighborhoods.

2. Renovating vacant properties and repurposing abandoned lots for community gardens or green spaces can also revi-talize blighted areas. 72EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

HEALTHY FOOD ACCESS
Approaches Urban Agriculture

1. Preserving and expanding upon Residential Agriculture zoning, a subdivision of homes that also supports community farms and ranches, will perpetuate a unique community resource.

2. Expanding community gardens and urban agriculture by rezoning appropriate parcels and areas that would reduce the restriction on urban agriculture should be explored.

Healthy and Complete Neighborhoods

3. Complete neighborhoods offer a range of services and utilities, including grocery stores and other neighborhood-serv-ing commercial services like community gardens within walking distance.

PROMOTING PHYSICAL ACTIVITY
Approaches Land Use Policies:

1. Land use policies that encourage new development will increase opportunities for new park and open space uses.

Community benefits:

2. The General Plan links growth and public benefits through the Community Benefits Program [CBP]. The CBP offers developers an avenue to achieve their full development objectives if they contribute to public amenities via a community benefit program.

3. A key benefit identified is public park/open space as vital gathering spaces.

Complete Neighborhoods:

4. Beyond addressing food access, complete neighborhoods also offer access to public open spaces and recreational facilities within walking distance.

Complete Streets:

5.In Compton, adopting a complete streets approach to mobility planning ensures that streets are not solely designed for one mode of transportation but rather they accommodate pedestrians, vehicles, bicyclists, trucks, and trains, recog-nizing that not all streets can cater to every mode. 73EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Goals and Policies
GOAL EJ-1: REDUCED POLLUTION AND REMOVAL OF PUBLIC HEALTH DISPARITIES Policy EJ-1.3: Buffering Indus-trial Uses
Require heavy industrial activities to have on-site buffers when adjacent or in close proximity to be residential neigh-borhoods, schools, and other sensitive areas, with the objective of shielding sensitive uses from air pollutant emissions, noise, and unpleasant odors.

Policy EJ-1.11: Vegetation
Management
Implementing vegetation management programs along freeways and rail corridors to reduce emissions by promoting green buffers and planting air-purifying vegetation.

GOAL EJ-2: CLEAN UP AND ONGOING PREVENTION OF ILLEGAL DUMPING CITYWIDE Policy EJ-2.3: Blight Preven-tion and Management.

Implement measures to regulate and mitigate the impact of blight-inducing activities from commercial and industrial sectors known for attracting litter and debris. This includes ensuring property owners regularly maintain vacant lots to prevent blight accumulation.

Policy EJ-2.6: Priority Areas. Compile a list of priority areas to enforce illegal dumping enforcement and vacant property maintenance.

GOAL EJ-3: A FOOD SYSTEM THAT OFFERS HEALTHY, CULTURALLY RELEVANT, AND AFFORDABLY ACCESSIBLE FOOD CHOICES FOR EVERYONE Policy EJ-3.2: Fresh Food and
Vegetable Access
Increase access to fresh foods and vegetables for neighborhood food deserts, including healthy market partnerships, farmers' markets, community gardens, home gardens, and pop-up farm stands.

Policy EJ-3.4: Support Urban
Agriculture
Allocate more land for community garden plots, offering technical assistance and training to gardeners, and facili-tating partnerships with local organizations and schools.

Policy EJ-3.5: Encourage
Community Gardens
Encourage neighborhood groups to organize, design, and manage community gardens, particularly where space is available that is not suitable for housing, parks, pathways, or recreation facilities.

GOAL EJ-5: A CULTURE OF PHYSICAL ACTIVITY AND WELLNESS IN ALL NEIGHBORHOODS TO IMPROVE RESIDENTS' HEALTH AND WELL-BEING Policy EJ-5.1: Enhancing
Access to Parks
Increase community access to safe, high-quality park and recreational facilities by expanding pedestrian and bicy-cle amenities, increasing connections to Compton Creek and Los Angeles River, and creating parks as safe places for communities of all ages.

Policy EJ-5.4: Active Parks
Initiative
Implement an active parks initiative to improve park infrastructure and safety by including walking trails with distance markers, challenging and fun playgrounds, sports fields, and fitness equipment that accommodate diverse community needs and promote active recreation for residents of all ages. 74EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton General Plan 2045 -
Public Safety Element
The Compton General
Plan 2045 - Public Safety
Element [PSE] aims to
establish strategies and
policies to reduce threats to
public safety and improve
disaster preparedness.

Given the increasing frequency and intensity of
extreme heat events, climate adaptation is a key
component of the Public Safety Element. Extreme
heat events present major public health and safety
implications for not only walking and cycling, but
also accessing Compton’s parks and open spaces.

Greenspaces and trees are essential to combat-ting the urban heat island effect. To expand these resources, urban greening and tree planting are key
strategies outlined in the PSE. Additional strategies
include using cool roofs and pavements, establish-ing cooling centers, and community outreach and communication.

Beyond climate adaptation, hazardous waste and
toxic pollutants from industrial activities and trans-portation can present additional threats to residents’ ability to safely access and enjoy Compton’s parks
and open spaces. Long-term exposure to contam-inants in the air, water, and soil is a major concern as a significant portion of Compton’s open space
network is located within the vicinity of hazardous
waste handling sites, toxic release points, contami-nated sites, and active and former oil wells.

The PSE lays out a multi-layered, equity-based
approach to addressing these risks:
• Establishing buffer zones and enforcing stricter
land use policies to create greater separation
between residential and open spaces and
industrial activities.
• Rigorous inspection and compliance monitoring
• Installing community air monitoring systems
near industrial corridors
• Conducting routine health risk
assessments near toxic release
sites and major transit routes
• Targeting pollution cleanup and
reduction in low-income, histori-cally impacted communities • Expanding tree planting and vege-tative buffers along industrial corri-dors and highways 75EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

HAZARDOUS WASTE AND

TOXIC MATERIALS
76EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

CONTAMINATED SITES
77EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Goals and Policies
GOAL PS-1: EFFECTIVE CRIME PREVENTION AND PUBLIC SAFETY INITIATIVES Policy PS-1.10 Safe and Acces-sible Open Spaces
Design public spaces, parks, streetscapes, and recreational facilities with features that promote safety, such as clear signage, visible entrances and exits, unobstructed pathways, to enhance user comfort and security.

GOAL PS-5: COMMUNITY PREPAREDNESS TO EXTREME WEATHER EVENTS AND HEATWAVES Policy PS-5.2 Climate Adapta-tion Strategies
Incorporate climate adaptation measures, green infrastructure solutions, land use planning strategies, and emergency response protocols into local planning processes, policies, and regulations to reduce climate-related risks and promote sustainable development.

Policy PS-5.5 Heat Safety
Outreach and Education
Conduct heat safety outreach campaigns, public awareness initiatives, and educational programs to inform residents, caregivers, and outdoor workers about the risks of heat-related illnesses, heat exhaustion, and heatstroke, and promote preventative measures to stay safe during heatwaves.

GOAL PS-6.1: MINIMIZE RISKS ASSOCIATED WITH THE STORAGE, HANDLING, AND TRANSPORTATION OF HAZARDOUS MATERIALS TO PROTECTING PUBLIC HEALTH, SAFETY,

AND THE ENVIRONMENT FROM POTENTIAL HAZARDS
Policy PS-6.1 Hazardous Mate-rials Inventory
Require businesses, industrial facilities, and storage facilities to maintain an inventory of hazardous materials stored, used, or transported on-site, including quantities, types, and storage locations.

Policy PS-6.10 Contaminated
Site Remediation
Require property owners to remediate contaminated sites, including brownfields, landfills, and abandoned industrial properties to mitigate environmental risks, restore ecosystem health, and facilitate site redevelopment and reuse. 78EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Compton Bicycle Master Plan [2015]
The Compton General
Plan 2045 - Public Safety
Element [PSE] aims to
establish strategies and
policies to reduce threats to
public safety and improve
disaster preparedness.

There is a natural nexus between parks and bicy-cle facilities [i.e., racks, lockers, changing facilities, bike share programs], not only in promoting access
to open spaces but also serving as mobility hubs
for residents to more easily access other destina-tions. Beyond serving as a critical component of the city’s bicycle facilities network, parks also pres-ent tremendous opportunities to promote bicycle education and safety, particularly for youth.

The BMP’s recommended programs and policies
are reflective of these goals and opportunities.

The city adopted a phased approach to rolling out
the Master Plan, with implementation expected
to occur over a twenty-year timeframe. Given
the pertinent safety and access considerations
outlined in the plan, parks and recreation centers
are included in the plan’s prioritization criteria to
promote safer routes to parks in Compton.

To further promote alignment between parks, open
space, and bicycle access, the Master Plan also
ensures consistency with the Compton Creek
Regional Garden Park Master Plan [2006], a crit-ical open space corridor for the city. Similarly, the Bicycle Master Plan’s series of recommended bike
lanes and shared-use paths can foster continued
coordination with future park planning efforts.
79EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

RECOMMENDED BICYCLE PROGRAMS & POLICIES

6.1.1 Bicycle Parking and Facil-ities Recommendations
Increase Public Bicycle Parking Facilities. The City of Compton should adopt City ordinance requirements for bicycle lockers and bicycle parking. In implementing these standards and regulations, the City should seek to provide bicycle lock-ers at public destinations, including park-and-ride lots, major bus stops, the Compton Metro station, community centers, libraries, parks, schools and shopping centers. All bicycle parking should be in a safe, secure, covered area [if possible].

Large employers should be encouraged to provide secure indoor parking, covered bicycle corrals, or bicycle lockers.

Bicycle Share. A bicycle share program is a means to provide travelers with low-cost, secure and flexible access to a fleet of bicycles with multiple pick-up and drop-off locations. Los Angeles County is currently investigating the feasibil-ity of a regional bicycle share program. The City of Compton should consider joining the countywide bicycle share and advocate for stations within the City.

Recommended Priority Bicycle Share Locations*
Compton Creek Path #1 [Compton Creek Path & Compton Blvd] Compton Creek Path #2 [Compton Creek Path & El Segundo Blvd] Los Angeles River Trail #1 [E. Alameda Sta & Weber Ave] * See Table 6-1 for full list of recommended sites
Bicycle Skills Park. Bicycle Skills Parks provide a safe place for youth to bicycle and learn new skills. These parks typi-cally consist of features such as pump tracks, balance tests, jumps and road handling skills courses. [...] The City of Compton should consider investing in a Bicycle Skills Park, either in an existing park or on under-utilized land, such as under a freeway interchange

6.1.4 Wayfinding Recommen-dations
Wayfinding refers to information systems that assist travelers in successful navigation, allowing them to reach desti-nations safely and easily. Bicycle wayfinding consists of several interrelated components, from signage and pavement markings to map kiosks and mobile apps. [...] The City should also consider providing more detailed and/or branded wayfinding features along significant recreational routes [e.g. the Compton Creek Path] or in Downtown Compton.

In these locations, larger kiosks may be appropriate in order to accommodate vicinity maps, interpretive content, safety information and other resources.
80EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Successor Agency [City-owned] Properties
*Top candidate sites bolded in green *Major health and safety considerations bolded in red

ADDRESS SIZE ZONING STATUS VACANT NEIGHBORHOOD CONTEXT
250 Central / 14904 S Central Ave 107,208 Sq. Ft Limited Commercial
[C-L]
In negotiations
with Olson Co.

Yes • Tibby Elementary and religious institu-tions located nearby • Residential, mix of light industrial and
commercial
• Directly adjacent to an industrial site
[Trench Shorting Co]
1113-1125 W Rosecrans Ave 18,352 Sq. Ft Limited
Commercial
[C-L]
Available No • Appears to be the parking lot of a fire
station but is located directly adjacent to
Gonzales Park and Center for Sustain-able Communities
• Near Washington Elementary School
and several and religious institutions
• Primarily residential area
413 - 415 W Compton Blvd 24,463 Sq. Ft Limited
Commercial
[C-L]
Available Yes • Primarily residential area with mixed
commercial and light industrial along
corridor
• Adjacent to alleyway on north side of lot
• Located near City Hall and Compton Art
and History Museum
• Located near existing high visibility
crosswalk [Compton Ave & Oleander]
1950 N. Central Ave. 31,987 Sq. Ft Residential In negotiations with Olson Co.

No • Appears to be existing single family
home in a residential neighborhood
1425 E Compton Blvd 13,392 Sq. Ft Limited
Commercial
[C-L]
Available Yes • Near the intersection of two major thor-oughfares [Compton Blvd & Long Beach Blvd]
• Surrounding area is primarily commer-cial, mixed with residential • Directly adjacent to a gas station
110 N Bowen Ave
114 N Bowen Ave
11,505 Sq. Ft Limited
Commercial
[C-L]
Available • Located directly adjacent to 1425 E
Compton Blvd [see above]
81EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 413 N. Alameda St.
415 N. Alameda St.
409 N. Alameda St.
33,570 Sq. ft. Commercial Available Yes • Directly adjacent to senior housing development [Metro at Compton]
• Lot currently covered in grass, no struc-tures on site • Potential for greater park connectivity,
park sites located just south west and
south east of site
• Located in mixed residential/commer-cial area, near City Hall and Compton Art and History Museum
1716 E. Rosecrans Ave. 13,257 Sq. Ft Limited
Commercial
[C-L]
Available Undetermined • Lot location is unclear, address appears in middle of a vehicle travel
lane but there seems to be a vacant lot
at 101 Rosencrans Ave
2901 W Alondra Blvd 40,075 Sq. Ft Limited
Commercial
[C-L]
Available Yes • Primarily residential area to the east with mixed commercial/industrial to the west
• Existing grass and trees on site, no
existing structures
• Located directly adjacent to Alondra
brownfield site [more info in Figure
PS-8 in General Plan/Land Use
Element]
2815-2875 W Alondra Blvd 779,724 Sq. Ft Limited
Commercial
[C-L]
Available Undetermined • Lot location is unclear, address appears in middle of Alondra Blvd
• Potentially located near area with
potential for linear park under over-head wires but should confirm relation to Alondra brownfield site just north of
Alondra Blvd
2000 W. Compton Blvd
2008 W. Compton Blvd
2012 W. Compton Blvd
2024 W. Compton Blvd
82,496 Sq. Ft Commercial In Escrow
with Red
Mountain
Group
Yes • Located at major intersection [Comp-ton Blvd and Central Ave] but inter-section does include four-way high visibility crosswalk
• Primarily residential area, mixed with
light industrial and commercial
• Fairly large lot, appears to be primarily
covered in faded hardscaping, few trees
82EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 408 W. Alondra Blvd
412 W. Alondra Blvd
6,303 Sq. Ft
18,509 Sq. Ft
Commercial Available • 408 - existing park [Alondra Park Gate-way Park], located diagonally across the river arroyo from Raymond Street Park
• 412 - appears to have a few mature trees
• Both sites located near Compton
Unified School District, adjacent to
high visibility crosswalk at Alondra &
Oleander
• Primarily residential area
930 W. Compton Blvd 107,020 Sq. Ft Residential In Escrow with City
Ventures
Undetermined • Potentially has new housing develop-ment going in [per Google streetview, 2025]
• Primarily residential area near Laurel
Elementary
1434 W. Compton Blvd 62,262 Sq. Ft Residential Available Yes • Primarily residential area • Located southeast of larger light indus-trial business [Trench Shoring Co] • Bus stop located on northeast corner
of site
• Lot is completely vacant with a few
street trees
• Located just north of Laurel Elementary
• Reasonable size for a playground area,
small park
501 E Compton Blvd
509 E Compton Blvd
517 E Compton Blvd
537 E Compton Blvd
545 E Compton Blvd
42,972 Sq. Ft Limited
Commercial
[C-L]
In negotia-tions with
KBK Enter-prises
Yes • Located just southeast of Wilson Park
• Mixed residential and commercial area
• Located near a Salvation Army Food
Distribution Center
• Fairly large lot when combined
• Located along major thoroughfare
[Compton Blvd] but located near
four-way high visibility intersection at
Compton & Santa Fe Ave
83EXISTING CONDITIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 625 E Compton Blvd
601 E Compton Blvd
112 N. Willow Ave
607 E Compton Blvd
107 N Santa Fe Ave
43,090 Sq. Ft Limited
Commercial
[C-L]
In negotia
-
tions with
KBK Enter-
prises
• Major acreage potential when
combined with 501 E Compton Blvd
and adjacent lots [see above, located
directly west of Willow Ave]
• Bus stop located on southeast corner
of site
217 E Indigo St 7,750 Sq. Ft Mixed Use Not Avail
-
able, ENA
with Harvey
Company
Yes• Located in residential pocket
surrounded by mixed light industrial/
commercial
• Fairly small lot, has potential for pocket
park and/or small playground area
16208 S Atlantic Ave
Adj. to 16208 S. Atlantic site
16216 S Atlantic Ave
40,511 Sq. Ft

0.17 Sq. Ft
7,836 Sq. Ft
Residential Available Yes• Located directly adjacent to 710 Long Beach Freeway
1501 S. Alameda 2511 Sq. Ft Commercial Available Yes
• Vacant businesses located on site • Land use is almost entirely industrial/ commercial, no residential and located
in close proximity to I-10
1117 S. Long Beach Blvd. 56,509 Sq. Ft Mixed Use Available Yes• Located on or near brownfield site [more info in Figure PS-8 in General
Plan/Land Use Element]
84COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Comm
C
Community V
munity Voice
Community
Voice 03
86COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 87COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Community Voice
Overview
Before beginning public outreach in June 2025,
the Project Team developed a preliminary existing
conditions analysis to help understand both oppor-tunities and environmental/physical barriers within the city using available public data and research.

This initial study was crucial in establishing a basis
of understanding in engaging the public around
topics of park need and opportunities. Simulta-neously, engagement with key community stake-holders was completed in this preliminary phase to understand the relational dynamics between vari-ous organizational entities, stakeholders groups, and community leaders, helping to refine an effec-tive community engagement strategy. Through a power mapping exercise, the following communi-ty-based organizations were engaged throughout the entire planning process:

With this foundational understanding in place,
the Project Team identified an equity-focused
strategy for community engagement that prior-itized historically marginalized and under-re-sourced groups.

Target populations included
youth [under 18], seniors/older
adults [65+], Black or African
American, and Hispanic and
Latinx communities.

Feedback from these target populations,
were disaggregated and highlighted during
the data analysis to ensure their perspectives
were clearly represented and involved an equi-ty-centered approach to park planning. Follow-ing the preliminary data analysis, the Project Team launched a three-phased public outreach
process highlighted in the following sections
of this chapter.

Also, as part of its ongoing efforts, the City of
Compton established a Technical Advisory
Committee [TAC] made up of representatives
from various City Departments. These City Offi-cials represented the following Departments:

The TAC provided critical insights and feedback
throughout the Compton Parks Study, helping to
align decisions with the City’s long-term goals,
understand anticipated development on vacant
lots, and identify priorities based on feasibility of
implementation. During this time of park planning
process, the City was also updating its General
Plan, making it essential to ensure that recom-mendations and potential park locations were consistent with the broader long-range planning
framework. The TAC highlighted new consider-ations regarding the need to balance housing affordability, economic development, and public
safety objectives. The Nest Society
Compton Run Club
Moonwater Farm
Compton Advocates
Color Compton
Connecting Compton
The Compton Arts Project
Compton Cowboys
Community Development
Public Works
City Manager's Office
City Controller
88COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Phase 1:

Discover
Project Commencement
and Inventory Site Analysis
As described in the previous section, the team
evaluated the existing conditions of the Comp-ton community through spatial data analysis, a comprehensive literature review, and a site
visit conducted in partnership with City staff. To
support this effort, the City of Compton collabo-rated with the nonprofit City Fabrick to develop project branding and a bilingual social media
campaign, which helped create clear, accessi-ble promotional and marketing materials in both English and Spanish.

Survey and Existing Events
For the Vacant Lot Inventory, the City of Compton,
supported by City Fabrick, launched a compre-hensive public engagement effort beginning with a bilingual community survey offered both online
and in print.

The survey asked residents to identify vacant and
underutilized lots they believed were suitable for
new park space, share how often they use exist-ing parks, describe barriers that prevent park use, and highlight the amenities they would like to see
in future parks. The survey was open for approx-imately three months total and during that time received an extension to expand outreach efforts
and secure a larger number of responses for a
statistically significant sample size.

The survey was widely promoted through social
media, including individual Compton parks’ Insta-gram pages, pop-up events hosted in partner-ship with local community-based organizations, support from community partners, and outreach
led by the City’s Parks and Recreation Depart-ment. The Project Team participated in the follow-ing pop-up events to meet the community where they were already congregating, which included
events with and at:

Compton Run Club | August 2, 2025
Compton Advocates Resource Fair | August 2, 2025
Senior Center | July 24, 2025
Compton First Friday’s | August 1, 2025
Moonwater Farms | August 10, 2025
Poinseta Block Party | August 9, 2025
These strategies served as key
tools for gathering meaningful,
quantifiable community input.

To boost participation, the survey featured
an opportunity drawing and was supported by
professionally designed visuals and marketing
materials to enhance visibility. The data collected
offered valuable insights and helped inform a
series of roundtable discussions [Phase 2] aimed
at prioritizing the community’s feedback for the
next phases of the project.

WALKING
TRAIL

SPACE FOR

YOUTH PROGRAMS

COMMUNITY
GARDEN
PICNIC
AREAS

SPLASH PAD/WATER

FEATURE

RESTROOMS

PLAYGROUNDS

TREES OR GREENERY

SPACE FOR

SENIOR ACTIVITIES

OUTDOOR FITNESS

EQUIPMENT

MULTIPURPOSE FIELD

EQUESTRIAN TRAIL

BASKETBALL COURT

FOOTBALL FIELD

SOCCER FIELD

TENNIS COURT

PICKLE BALL COURT

SKATE PARK

ART OR CULTURAL SPACE

SWIMMING
POOL

DOG PARK

BIKING PATH
Latino/Hispanic
Black/African
American
White
Asian/Pacific
Islander
Prefer not to say Native American
179
14 85
89COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 137
85 102
37 20
10 109
103
60 23
94 82
45 22 21
19 7
I live in Compton (own) 5-10 minutes 35-44
I live in Compton (rent) More than 10 minutes 25-34
65+
Less than 5 minutes 45-54
55-64
I work in Compton I don’t have a park nearby 18-24
Under 18
I go to school in Compton
I own a business in Compton
I visit Compton regularly
(shopping, dining, friends, etc.)
27% 32% 19%
11% 5% 5%
Parks do not
feel safe
Poor maintenance
or lighting Lack of programs
or things to do
Not enough
parks near
me
Nothing - I use
No time or parks often
transportation
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75
Few times a week 75
people
A few times a month 61
people
Rarely/Almost never 54
people
Daily 32
people
A few times a year 29
people
Once a week 27
people
Once a month 19
people
90COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Technical Advisory Committee Meeting 1
Virtual Teams Meeting | May 29th, 2025, 2 - 3pm
The first Technical Advisory Committee meet-ing gathered members from various city depart-ments to introduce them to the project, what it means to be a TAC member, and gather feedback
about current existing issues and barriers within
the city. Following a visual presentation around
what the project is and how the TAC can support,
the Project Team followed up with a Q&A session
to ensure mutual coordination between all city
departments.

This meeting was held virtually and early on in the
planning process. The following data is key feed-back provided from second Technical Advisory Committee meeting:

COORDINATION WITH

COMMUNITY DEVELOPMENT
• Any discussion regarding potential uses or
redevelopment of these properties must be
coordinated with the Community Develop-ment Department
• The City is currently updating its General
Plan and Housing Element, with the goal of
submitting the Housing Element for approval
by California Department of Housing and
Community Development (HCD) by Septem-ber or October 2025 • Several vacant parcels have already been
identified through these planning processes,
and some sites may already be designated for
housing or other uses
• Many former redevelopment parcels are
currently classified as surplus land, and
the City is working through the required
processes to determine their future dispo-sition
• Certain parcels that are not well suited for
traditional development may represent
opportunities for pocket parks or small open
space improvements

EXISTING PLANS AND LAND

USE CONSIDERATIONS
• Draft proposed land use maps and transit-ori-ented development maps from the General Plan update may also provide useful informa-tion once they are finalized

INTERDEPARTMENTAL COORDINATION
• Cameron Redick, the City’s Purchasing Offi-cer should be included in future discussions • Continued coordination with Planning,
Community Development, and Economic
Development
91COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 92COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Phase 2:

Prioritization
As part of Phase 2 of the planning process,
the Project Team analyzed and tabulated the
community survey data from Phase 1.

Building on these findings,
the team reengaged key
community-based organizations,
community leaders, and
stakeholders in a series of
roundtable discussions to help
prioritize the most important
feedback received.

The roundtables, led by City Fabrick, built upon
the Phase 1 survey results and facilitated deeper
conversations around prioritizing vacant lots,
desired amenities, and design considerations.

To meet the ever-changing needs of community,
these roundtables were primarily hosted virtually
with an interactive engagement activity through
the Mural platform, although in-person engage-ment was also hosted with target populations with limited technological access.

Each roundtable began with a brief presentation
that provided participants with an overview of the
project and a summary of key survey findings. This
approach ensured all participants shared a common
understanding of the project context before tran-sitioning into interactive discussions. Informed by survey findings, discussion prompts [in the form
of the interactive activity] were designed to reflect
existing city challenges, promote equitable distribu-tion of park space, and consider community priori-ties for amenities and design.

Senior Roundtable
October 28th, 2025, 10 - 11 am
Dollarhide Community Room
The Senior roundtable gathered older adult
residents from the City of Compton to discuss
potential challenges and opportunities that come
with the creation of new park spaces. They were
provided with light refreshments and public trans-portation from Compton Dial-a-Ride to and from the Dollarhide Center. Following a visual presenta-tion about the planning and findings from the first phase of engagement, the roundtable covered
important topics such as safety improvements,
potential resources and programs, and park loca-tion prioritization. Seniors were also provided with a map that shared community-identified areas for
vacant lot conversions into parks.

There was a strong agreement amongst the
seniors that the locations of vacant lots identified
by community are the ones most in need of trans-formation into new parks. Seniors emphasized that making parks feel safe with improvements
such as lighting, security measures, and visible
oversight is just as important as physical ameni-ties for them to consider using parks more often.

Seniors throughout the roundtable also empha-sized the importance of parks being programmed and having amenities that would be beneficial
to youth and families, with additions such as
sports courts, wellness spaces, track and field,
and career fairs. Seniors were asked about the
potential cost of having high quality program-ming and amenities and what they would be will-ing to pay; seniors indicated a willingness to pay approximately $30 a month for these high-quality
services as long as it met their expectations.

Seniors also emphasized the importance of
outreach to the senior community to share
updates about what is happening in the city and
how they can remain involved. Best methods of
outreach included bilingual letters, direct mailers,
and flyers. The following data summarizes the key
feedback from the seniors:

SAFETY
• Safety Improvements are essential for seniors
to feel comfortable spending time at parks
• Increased police presence
• Improved lighting throughout park spaces
• Security cameras
• Neighborhood watch creation/involvement

DESIRED PARK AMENITIES
• Seniors expressed strong interest in active
recreation and wellness-oriented features
• Walking trails
• Track and field / running trails
• Exercise equipment
• Basketball courts
• Tennis courts
• Pickleball courts
• Community gardens
93COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

COMMUNITY CENTER AND RESOURCE

PROGRAMMING NEEDS
If parks included a community or resource center,
seniors prioritized the following: • Health and Wellness • Health classes • Exercise classes [e.g., zumba] • Wellness programs [yoga, mediation] • Youth • Youth programs and activities • Holiday events and celebrations • Social and Community Building • Socialization opportunities • Table games [chess, checkers] • Economic Opportunity • Resource fairs • Job and workforce training Community Organizations
Roundtable
October 28th, 2025, 4 - 5 pm
Virtual Teams Meeting
Participants: Moonwater Farms, Compton Run
Club, Compton Advocates, Color Compton
The Community Organizations roundtable gath-
ered local organizations that serve Compton
residents in a variety of different forms, whether
through providing resources, programming, or
fitness opportunities. This group of organizations
were brought together to discuss the potential
challenges and opportunities for local community
based organizations with the creation of new park
spaces. Following a visual presentation about
the planning and findings from the first phase of
engagement, the main topics for the roundtable
covered park location prioritization, barriers to
park use for CBO’s, and potential partnerships
between CBO’s and Compton Parks and Recre-
ation Department. This meeting was held virtually
and participants were provided with a map that
shared community-identified areas for potential
vacant lot conversions into parks.

Participants shared that equitable park loca-
tion distribution as well as public safety should
be central considerations in guiding future park
investments, ensuring that resources are directed
to areas with the greatest need and where resi-
dents may feel unsafe. Improving cleanliness,
accessibility, and implementing proactive gang
prevention strategies are essential to increasing
park activation and restoring community trust in
these potential new spaces.

At the same time, reducing administrative and
financial barriers can significantly expand oppor-
tunities for community-led programming. A
collaborative governance model where the City,
community-based organizations, and neighbor-
hood groups share responsibility can strengthen
safety, activation, and long-term sustainability.

Also looking beyond city boundaries and not just
locally can further enhance park connectivity,
resource sharing, and overall impact. The follow-
ing data is key feedback provided from commu-
nity-based organizations:

PRIORITY LOCATIONS • Strong agreement that Compton Blvd is a priority area for new parks
94COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY • Safety concerns along Compton Blvd
remain an issue
• New parks on Compton Blvd to create
stronger sense of community
• Need for better East-West connectivity
• Northern area of Rosecrans [East of
Alameda] is underserved
• Planning should account for areas resi-dents do not fell safe, not just where there is park need

SAFETY AND PERCEPTION BARRIERS
• Existing gang activity discourages program-ming and event hosting • Some parks are dirty and not fully accessible
to the community
• Safety concerns impact whether organiza-tions fell comfortable activating park spaces

ORGANIZATIONAL BARRIERS

TO ACTIVATING PARKS
• Challenges identified
• Safety concerns tied to gang presence
• Limited flexibility from the CIty when local
organizations host events
• Lack of structured coordination with
community-based organizations
• Recommended Solutions
• Prioritize internal partnerships with
community-based organizations
• Create a registry of local organizations to
streamline collaboration
• Offer discounted rates for local organiza-tions hosting community events • Allow greater flexibility in permitting and
event requirements

COLLABORATIVE STRATEGIES
• Share Responsibility Model
• Implement tiered pricing based on orga-nization type
• Empower CBO’s to take larger role in
programming due to limited City band-width
• Structure programming intentionally to
limit gang influence
• Community Stewardship
• Block Groups can help monitor new parks
and function as informal neighborhood
watch groups
• Community gardens should grow food for
the community, by the community
• Revenue
• Explore creative funding sources and
revenue-generating services
Equestrian Community
Roundtable
October 31st, 2025, 11 - 12 pm
Virtual Teams Meeting
Participants: Compton Cowboys, Connecting
Compton, Los Charros de Compton
The Equestrian roundtable gathered local eques-trian groups within the City of Compton to discuss the potential challenges and opportunities of new
park spaces with equestrian riders in mind. Follow-ing a visual presentation about the planning and findings from the first phase of engagement, the
main topics for the roundtable covered park prior-itization, equestrian improvements, and ameni-ties/needs. This meeting was held virtually and participants were provided with a map that shared
community-identified areas for vacant lot conver-sions into parks.

The equestrian community shared that all park
investments are viewed positively when they
directly respond to identified community needs.

With this in mind, major corridors and creek-ad-jacent areas are consistently seen as high impact opportunities for equitable park expan-sion. Participants expressed a strong interest in developing a connected equestrian network that
includes rest stops, trailheads, and activation
areas along the Compton Creek and other major
corridors. It was also noted the importance of
incorporating design features that ensure clear
separation from pedestrians and vehicles. The
following data is key feedback provided from
equestrian groups:

PRIORITY LOCATIONS
• Support for sites along Compton Boulevard
for new parks and open spaces
• Additional priority corridors for park improve-ments:
• Along Compton Creek
• Along all major corridors and intersections
• Specific areas:
• Alondra Boulevard [between Central
Avenue and Avalon Boulevard]
• Along Rosecrans Avenue
• Raymond Park [near Richland Farms]
95COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

HIGH IMPACT EQUESTRIAN

OPPORTUNITY SITES
• Top mentioned locations
• Raymond Park [entry point to Compton
Creek]
• Site at Alondra Boulevard and McKinley
Avenue [Brownfield site]
• Elderman Park
• Adjacent to Greenleaf Boulevard [Raymond
between Alameda Street & Santa Fe Ave]
• Additional Potential Sites
• Near Kennedy Elementary School
• Compton & Alondra intersection [poten-tial horse stop] • Vacant lot east side of the creek [rest
stop opportunity]
• Behind Jackie Robinson Stadium near
Rosecrans [rest stop]
• Across from Centennial High School [El
Segundo, west of creek]
• Empty lot near Home Depot.
• Site near Crystal Park Casino [former
race car site]

EQUESTRIAN SAFETY

AND ACCESS IMPROVEMENTS
• Trail Design and Surface
• Dust-controlled trail design and footing
to minimize kick-up
• Smooth concrete finishes to prevent slip-ping
• Improve soil conditions along the creek
• Multiple riding arenas
• Infrastructure for Horses
• Hitching posts and horse corrals [sepa-rate horses from pedestrians] • Built-in irrigation/water access for horses
• Manure disposal dumpsters with equip-ment for pickup
• High, proper railings for safety
• Replace chainlink fencing with block
walls for better separation
• Traffic & Emergency Safety
• Horse crossing signage at intersections
• Higher push buttons for signal access
• Emergency exit access points
• Increased lighting along routes
96COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Faith-Based Institutions
Roundtable
October 29th, 2025, 10 - 11 am
Virtual Teams Meeting
The Faith-Based Institutions roundtable gathered
local faith leaders within the City of Compton to
discuss the potential challenges and opportuni-
ties of new park spaces and what potential part-
nership could look like with faith-based groups.

Following a visual presentation about the planning
and findings from the first phase of engagement,
the main topics for the roundtable covered park
prioritization, programming, and the role of faith-based institutions with parks. This meeting was held virtually and participants were provided with
a map that shared community-identified areas for
vacant lot conversions into parks.

Faith leaders expressed a strong agreeance to
community priority areas and also expressed the
importance of park need throughout the entire City
of Compton. Participants mentioned how churches
have emerged as key partners in open space over-
sight and providing neighborhood support, actively
maintaining pocket parks and managing beatifica-
tion efforts. Participants shared the importance
of having safe, clean, and active parks to bring a
sense of welcoming and belonging; key informa-
tion to consider in the development of new parks.

The following data is key feedback provided from
Faith-Based Institutions:

PRIORITY LOCATIONS • Strong acknowledgement that there is not enough park space available citywide
• Strong agreement with community-identified
priority areas
• Parks should be created and programmed for
residents not gangs
ROLE OF FAITH-BASED INSTITUTIONS • Local churches are already providing and maintaining pocket parks
• Churches are actively beautifying neighbor-
hoods, contributing to safety and community
pride
• Faith-based institutions are functioning as infor-mal community anchors & green space stewards SAFETY & ENFORCEMENT PRIORITIES • Need for increased policing and enforcement related to illegal dumping
• Parks must incorporate strategies that deter
gang presence
• Include security cameras at parks • Identified opportunity to use park space [Indigo & Tamarind] as a food distribution site
JOINT-USE AGREEMENTS • Structuring Shared Use • Develop clear joint-use developments and shared use agreements between
churches and Compton Parks and Recre-
ation Department
• Ensure both church members and resi
-
dents benefit equitably from shared access
• Community Stewardship • Pocket parks are increasingly being managed by block groups, which is some-
thing that should be formalized
97COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY • Consider incentivizing neighborhood
groups for park stewardship & maintenance
• Sustainability
• Establish clear Standard Operating Proce-dures [SOPs] to keep residents involved • Prepare systems in advance to manage new
funding streams or leadership transitions
• Ensure that new park investments do not
result in neglect of existing spaces
Youth Roundtable
November 5th, 2025, 4:30 - 5:30 pm
Tucker Park
The Youth roundtable gathered local youth who
participate in Tucker Park’s after school program
and were invited to discuss potential challenges
and opportunities of new park spaces in Compton.

Following a visual presentation about the planning
and findings from the first phase of engagement,
the main topics for the roundtable covered park
prioritization, programming, and amenity needs.

This meeting was held in-person at Tucker Park
and participants were provided with a map that
shared community-identified areas for vacant lot
conversions into parks. To encourage participation,
youth were provided snacks and refreshments.

Youth shared the importance of brining new ameni-ties to the area they live in such as sports fields and fitness areas; they would like to see these
improvements with an added thought of safety to
be able to use the parks all day. Beyond just new
park amenities, youth would love to see the addi-tion of educational support centers that provide programs and resources that contribute to their
needs and generations after them. Youth under-stand that with these new amenities and programs there might need to be a charge to allow for use of
these facilities or any team sports. Participants felt
comfortable paying between $25-$30 a month to
have access to the facilities. The following data is
key feedback provided from youth:

PRIORITY LOCATIONS
• Wilmington Avenue area identified as a need
for more parks
• Rosecrans Avenue and Santa Fe Avenue
intersection
• Central Avenue and Compton Boulevard
intersection

DESIRED PARK AMENITIES
• Active recreation
• Gym/fitness equipment
• Handball courts
• Volleyball courts
• Sports fields [multi-purpose field]
• Soccer equipment
• Boxing classes
• Dog parks
• Swings
• Restrooms
• Aquatic & waterplay amenities
• Indoor and outdoor swimming pools
• Splash pads / water features
• Trails
• Walking trails
• Bike trails

PROGRAMMING AND RESOURCES
• Youth and academic support
• Afterschool programs
• Summer programs
• Homework/tutoring center
• College prep center
• Career fairs
• Health and wellness
• Mental health programs
• Swimming classes
• Boxing classes
• Gaming room
Maintenance Staff Roundtable
November 20th, 2025, 1 - 1:30 pm
Virtual Teams Meeting
The Maintenance roundtable gathered members
of Compton Public Works Maintenance staff to
discuss potential challenges and opportunities with
the development of new parks spaces in Compton.

Following a visual presentation about the planning
and findings from the first phase of engagement, the
main topics for the roundtable covered park prior-itization, improving park maintenance, and design considerations. This meeting was held virtually and
participants were provided with a map that shared
community-identified areas for vacant lot conver-sions into parks.

The Maintenance team shared that based on their
understanding of community needs, the proposed
locations identified by the community for new parks
is accurate, with their concerns centered more on
98COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY operational challenges to maintain these new park
spaces. Maintenance staff expressed that before
pursuing expansion, the City should address main-tenance and safety gaps within existing parks to build trust with the community and improve over-all functionality. Investments in lighting, adequate staffing, and security can significantly enhance park
concerns and increase usage. Integrating smart
design strategies with stronger community part-nerships would ensure long-term care and stew-ardship, without all of the responsibility falling on Maintenance staff. The following data is key feed-back provided from the Maintenance staff:

PRIORITY LOCATIONS
• Strong agreement that Compton Boulevard
is a priority area for new parks

CONCERNS ABOUT EXISTING PARKS
• Existing parks are underutilized and lack suffi-cient infrastructure • Insufficient maintenance staff and services to
properly upkeep parks
• Ongoing issues include:
• Vandalism
• Illegal dumping
• Homeless encampments
• Security concerns

IMMEDIATE MAINTENANCE

AND SAFETY IMPROVEMENTS
• Install adequate lighting, including solar and
LED options, to support day and night use
• Increase maintenance staffing levels
• Increase security presence to deter vandal-ism and misuse

DESIGNING FOR LONG-TERM

SUSTAINABILITY
• Partnerships & Shared Stewardship
• Engage Friends of the Park groups & CBOs
in park maintenance and programming
• Formalize community partnerships to
supplement limited City resources
• Maintenance-Conscious Design
• Incorporate forward-thinking design
strategies that reduce long-term mainte-nance burdens
• Consider turf installation with a clear
maintenance plan
• Ensure durable protection for amenities
such as murals [especially ground murals]
• Additional Park Amenities
• Increase the number of dog parks to meet
community demand
Technical Advisory
Committee Meeting 2
November 5th, 2025, 10:30 - 12 pm
Virtual Teams Meeting
The second Technical Advisory Committee meet-ing gathered members of the Public Works and Community Development Departments to discuss
various scenarios for bringing new parks to the
City of Compton. Following a visual presenta-tion about the planning and findings from the first phase of engagement, the main topics for
the roundtable covered park prioritization, loca-tions to build [and not build] new parks, and other important things to consider. This meeting was
held virtually and participants were provided with
a map that shared community-identified areas for
vacant lot conversions into parks.

The TAC mentioned that City-owned land, remnant
parcels, transit-adjacent sites, and school partner-ships represent the most feasible opportunities for new park development. A good strategy such as site
control, funding readiness, and alignment with the
General Plan should guide investment decisions to
ensure park projects can move forward efficiently.

It was also noted that sites that were designated for
housing development and were larger than 5,000 Sq.

Ft. would not be available for the use of park space.

The following data is key feedback provided from
second Technical Advisory Committee meeting:

HIGH-PRIORITY SHARED -USE

OPPORTUNITIES
• Remnant and Small Parcels
• Triangular and irregular remnant parcels
along Compton Creek [under 5,000
• SF] are ideal for pocket parks
• Opportunity to activate underutilized
leftover spaces as neighborhood-scale
green areas
• Civic and Publicly-Owned Land
• Open space near City Hall [between park-ing lot, courthouse, and library] • City-owned lots near the Casino [includ-ing a full acre of parking] • City-owned lot near Home Depot and
Compton Creek [formerly a park]
• Roundabout areas near the Casino with
potential park conversion
• Transit-Oriented Opportunities
99COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY • Prioritize near Artesia Station [significant
Metro investment planned]
• Focus near transit corridors such as MLK
Transit Station and Artesia Boulevard Tran-
sit Station to leverage funding streams
• Rail-to-Trails initiatives in coordination
with Metro
• Large Institutional Partnerships • Shared use with Compton schools • Opportunity at Compton Airport • Brownfield site conversion [with funding considerations]
SHARED-USE OPPORTUNITIES TO AVOID • Commercial strip malls • Green alleys • Street closures [pedestrian plazas] • Freeway embankment transformations • Southern California Edison right-of-way areas

CRITERIA FOR PRIORITIZING
NEW PARK DEVELOPMENT • Policy and Planning alignment • Follow the City’s General Plan • Align with the upcoming update to Comp -
ton’s Real Estate Plan
• Feasibility and Timing • Prioritize sites where the City already has site control
• Alternatively, pursue opportunities where
funding becomes available first
• Prioritize transit-adjacent sites to access
state and federal funding streams
100COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Phase 3:

Refinement
Overview
Phase 3 translates community-identified needs
and planning objectives into spatial strategies that
demonstrate how underutilized lots in Compton
can be reimagined as functional, community-serv-ing open spaces.

This phase builds upon the
community engagement
feedback, existing conditions
considerations, and feasibility
constraints from earlier phases.

Additionally, this was another opportunity for the
TAC to help identify five priority sites into concep-tual designs. The five sites were selected to reflect a distinct typology of open space: neighborhood
park, active recreation hub, joint-use campus,
greenway corridor, and SCE right-of-way.

Open House
Conceptual designs for the five priority sites were
presented at a public open house to gather commu-nity input. This Open House was hosted on April 2nd at the Dollarhide Center. That input directly
informed the final conceptual designs presented
in this section. The following list is key feedback
provided from the open house:
• Expanding youth-oriented and active recre-ation opportunities, including play areas and informal games
• Increasing shade, seating, and overall comfort
to support daily use
• Providing essential amenities such as walking
paths, restrooms, and fitness elements
• Incorporating pet-friendly features, including
dog areas and maintenance infrastructure
• Supporting flexible, multi-use spaces that can
accommodate community programming and
gatherings
• Integrating cultural identity and placemaking
elements into site design
• Enhancing connectivity, particularly through
trails and corridor-based open space oppor-tunities
This input informed targeted refinements to the
conceptual designs, ensuring that each site better
reflects community priorities while remaining
adaptable to different neighborhood contexts.
101COMMUNITY VOICE COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Recommend
Reco
ndations
commendati
04 104RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Recommendations
Overview
This Recommendations Chapter builds on the
community-driven vision and technical analysis
outlined in the previous sections of the Compton
Parks Study, translating that work into a clear and
actionable set of recommendations.

Rooted in both lived
experience and data, these
recommendations are intended
to guide the City of Compton
toward a more equitable,
connected, and resilient park
system.

They reflect the priorities expressed by residents,
stakeholders, and community-based organizations,
while also addressing key challenges identified
through the existing conditions analysis, including
gaps in park access, maintenance needs, and the
limited availability of traditional open space sites.

This is also a pivotal moment for the City. As Comp-ton advances broader long-range planning efforts, including updates to its General Plan and associ-ated elements, there is a crucial need to proactively plan for parks and open space as part of that future
vision. While park development does not always
yield the highest immediate financial return on
investment, it is fundamental to ensuring long-term
community health, economic stability, and overall
quality of life for residents and workers. Parks and
open spaces support physical and mental well-be-ing, provide spaces for community gathering, and contribute to safer, more livable neighborhoods.

Integrating park planning into these larger policy
frameworks ensures that open space is not treated
as an afterthought, but as essential infrastructure
for a thriving city.

The recommendations presented here are
grounded in a data-equity planning approach that
centers communities with the greatest need. By
aligning investment strategies with areas that are
underserved by parks and open space, this Chapter
supports a more just distribution of park amenities
across Compton. At the same time, it acknowl-edges the realities of a built-out urban environ-ment, where large vacant parcels are scarce and implementation requires creativity, coordination,
and persistence. As such, the recommendations
emphasize adaptive reuse of vacant and underuti-lized land, the transformation of public right-of-way, and partnerships that unlock access to spaces not
traditionally used for recreation.

Implementation of these recommendations will
require a phased approach over time, spanning
105RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY short-, medium-, and long-term actions. This study,
alongside other ongoing planning efforts, positions
the City to act strategically as funding opportuni-
ties arise. By identifying priority sites, establishing a clear policy framework, and outlining potential
programs, the City can be prepared to move quickly
and competitively when pursuing grants, partner-
ships, and other funding sources. Having a well-de-
fined strategy in place ensures that investments
are not only reactive, but aligned with a long-term
vision for equitable park access and system-wide
improvement.

In addition to physical park development, this Chap-
ter outlines a broader framework for strengthen-
ing the City’s parks and recreation system through
policy and programming. This includes strategies
to improve park maintenance and safety, expand
recreational and cultural programming, and support
long-term stewardship of open spaces. It also high-
lights the importance of interdepartmental coor-
dination across City agencies, as well as regional
collaboration with partners such as school districts,
transit agencies, and neighboring jurisdictions.

Creative partnerships (with community-based
organizations, local leaders, elected officials, and
even neighborhood champions) will be essential
to advancing these efforts and ensuring that parks
remain responsive to community needs over time.

Compton is uniquely positioned to expand its
public open space network through a combina-
tion of shared-use partnerships, the enhancement
of existing assets such as Compton Creek, and
the potential development of active transporta-
tion corridors along utility and transit rights-of-way.

Leveraging these opportunities can help create a
more connected system of parks and open spaces
that support recreation, mobility, and environmental
resilience. At the same time, ensuring that these
spaces are well-programmed, maintained, and safe
will be critical to their long-term success and
community impact.

Finally, this Chapter introduces a
comprehensive set of implemen-
tation tools to support the City in
moving from vision to action. This
includes a set of Potential Park
Development Opportunities
that highlight five priority open
space opportunity sites identified
through the Vacant and Underuti-
lized Lot Inventory, each illustrat-
ing how new parks and open spaces
could take shape in different neigh-
borhood contexts. The Chapter also
outlines potential policy recommendations
to support land acquisition, shared-use agree-
ments, and long-term planning; programmatic
strategies to activate spaces and foster commu-
nity stewardship; and funding and imple-
mentation considerations to help the
City phase investments and pursue
diverse funding sources. Together,
these components provide a road-
map for advancing equitable
park development in Compton
and ensuring that all resi-
dents have access to safe,
vibrant, and meaningful
open space.
106RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Amenity Needs and Priorities
Amenity needs and priorities were identified
through the community engagement process
and organized into two categories: top priorities
and secondary priorities. To better understand
how these desired amenities could be distributed
across parks citywide, the project team evaluated
existing park amenities, their current distribution,
and potential service gaps.

This analysis compared Compton’s existing ameni-ties with target amenity quantities based on the NRPA 2025 Agency Performance Review bench-marks for outdoor and indoor park and recreation facilities. The benchmark ratios used are specific
to agencies serving communities within the 50,000
- 99,999 population range, which is applicable to
the City of Compton. These ratios were applied to
Compton’s population to estimate the number of
amenities needed citywide. Existing facility counts
were then subtracted from the benchmark targets
to identify the estimated net need for each amenity
type (See Table XX).

The resulting citywide amenity needs map illus-trates both the geographic distribution of need by planning area and the estimated number of addi-tional facilities that may be needed to better align with benchmark service levels. This map helps visu-alize where community priorities overlap with gaps in the existing park system.

Note: This benchmark analysis provides a general
planning framework and should be used alongside
community input, existing site conditions, available
park acreage, access and equity considerations,
maintenance capacity, and implementation feasi-bility. The proposed amenity map is not intended to prescribe exact locations for every amenity, but
rather to guide citywide decision-making and help
prioritize future park improvements.
107RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

CITYWIDE PARK AMENITY NEEDS MAP

REGIONAL MAP
108RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Top Community Priority Amenities

AMENITY NRPA BENCHMARK / COMMUNITY-PRIORITY APPROACH EXISTING ESTIMATED NEED Playgrounds 1 per 3,643 residents; approximately 24–25 playgrounds citywide
15 10 additional playgrounds
Walking Trails 1 per 19,700 residents; approximately 4–5 trails citywide 4 1 additional trail Space for Youth Programs Community-Priority, Recommended citywide Varies Needed citywide Splash Pad / Water Feature 1 per 51,000 residents; approximately 2 citywide 0 2 needed Community Gardens 1 per 56,367 residents; approximately 2 citywide 0 2 needed Picnic Areas Community-Priority, Recommended citywide Varies Needed citywide Restrooms Community-Priority, Recommended citywide Varies Needed citywide Trees and Greenery Community-Priority, Recommended citywide Varies Needed citywide Outdoor Fitness Equipment 1 per 32,500 residents; approximately 3 citywide 6 existing exercise equipment locations
3 new outdoor fitness equipment
locations proposed
Space for Senior Activities Community-Priority, Recommended citywide Varies Needed citywide 109RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Secondary Community Priority Amenities

AMENITY NRPA BENCHMARK / PLANNING APPROACH EXISTING ESTIMATED NEED Swimming Pool 1 per 48,064 residents; approximately 2 pools citywide 3 1 additional pool identified through community need
Dog Park 1 per 55,250 residents; approximately 2 citywide 0 2 needed Tennis Courts 1 per 5,818 residents; approximately 15–16 courts city-wide 2 14 additional courts
Biking Paths Community Priority need Varies 6 locations proposed Football / Rectangular
Fields
1 per 4,659 residents; approximately 19–20 rectangular
fields citywide
0 9 needed
Equestrian Trails Community Priority need Varies 2 locations proposed Pickleball Courts 1 per 14,818 residents; approximately 6 courts citywide 0 6 needed Skate Park 1 per 61,384 residents; approximately 1–2 citywide 1 2 needed Art or Cultural Space Community-Priority, Recommended citywide Varies Needed citywide Basketball Courts 1 per 8,447 residents; approximately 10–11 courts city-wide 7 4 additional courts
110RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Park Development Opportunities
Building on the Vacant and Underutilized Lot Inven-tory and the broader existing conditions analysis, this section identifies a citywide set of poten-tial park development opportunities to expand access to open space in Compton. These priority
park development sites were identified through a
multi-step methodology that combined spatial data
analysis, community input, and feasibility consid-erations. Key factors included park need, proxim-ity to existing open space and amenities, parcel ownership, size and configuration, adjacency to
community assets, and potential for partnerships
or phased expansion. Community priorities around
safety, youth programming, and everyday access to
recreational space played a central role in shaping
how sites were evaluated and selected.

Project Prioritization Methodology
The proposed park prioritization methodology
was developed to help identify park development
opportunities that are both responsive to commu-nity needs and realistic to implement over time (See Table XX).

The methodology centers on
three primary considerations:
the LA County Parks Needs
Assessment, community
feedback, and implementation
feasibility.

The LA County Parks Needs Assessment provided
the foundation for understanding where park
investment is most needed. Sites located in areas
with higher levels of park need, or near previously
identified park priority projects, were given greater
consideration because they have the potential to
help address existing gaps in access to parks and
recreational amenities.

Community feedback was used to elevate loca-tions that reflect resident priorities. Sites identi-fied by community members, or located near areas frequently discussed during engagement activi-ties, were prioritized to ensure that the evaluation process responded to local knowledge, everyday
experiences, and neighborhood-level needs.

Implementation feasibility was considered to help
distinguish sites that may be more readily advanced
from those that may require additional coordina-tion or long-term planning. This included factors such as public or City ownership, consistency with
adopted plans, proximity to transit and bikeways,
relationship to the Compton Creek Master Plan,
and potential environmental constraints related
to past or current land uses. Sites included in the
City’s housing inventory were generally removed
from consideration to avoid conflicts with planned
housing opportunities, except where a site is too
small or otherwise infeasible for housing devel-opment.

The prioritization process is intended to serve as
a planning tool rather than a final determination of
project readiness. A higher-priority score indicates
that a site strongly aligns with park need, commu-nity priorities, and implementation opportunities; however, additional due diligence, site analysis,
community engagement, environmental review,
design development, and funding evaluation would
be required before any project moves forward. This
methodology provides a transparent and consis-tent framework for comparing opportunity sites across Compton and identifying where future park
investments may deliver the greatest public benefit.
111RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

METHODOLOGY DIAGRAM
112RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Project Prioritization Scoring Criteria

SCORING CATEGORY SCORING CONDITION POINTS
Community Engagement:

Sites that were directly identified by community
members or are located near areas highlighted through
community engagement activities.

Site is at an exact community-identified location 9
Site is within ¼ mile of a community-identified location 6 Site is within ½ mile of a community-identified location 3 Site is not near a community-identified location 0
Public or City Ownership:

Sites that are owned by the City or public agency.

Site is owned by the City or public entity 6
Site is not owned by the City or public entity 0
Environmental Constraints or Remediation Needs:

Sites that may have environmental constraints due to
current or past uses.

Site is a known or suspected brownfield -2
Site has a previous industrial or potentially contaminating use, such as a gas station or similar use
-1
No known contamination or prior industrial use identified 0 Park Need Category:

Sites located in areas with greater need for parks and
open space, based on the Park Needs Assessment.

Site is located in a very high-need area 9
Site is located in a high-need area 6
Site is located in a moderate-need area 3
Site is located in a low or very low-need area or outside identified need areas
0 113RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Proximity to Public Transit:

Sites that are located near public transit.

Site is within ¼ mile of high quality public transit 2
Site is within ½ mile high quality of public transit 1
Site is more than ½ mile from public transit 0
Proximity to Bikeways:

Sites that are located near existing or planned bikeways.

Site is within ¼ mile of an existing or planned bikeway 1 Site is more than ¼ mile from an existing or planned bikeway 0 Housing Inventory Site Screening:

Sites identified in the City’s housing inventory are
excluded from further consideration.

Site is listed in the housing inventory Removed from
project list
Site is not listed in the housing inventory Continue
evaluation
General Plan Alignment:

Site supports adopted General Plan goals, policies, or
implementation actions related to parks and open space.

Site aligns with relevant General Plan goals or policies for parks and open space
3 Site does not demonstrate clear General Plan alignment 0 Proximity to Park Needs Assessment's Prioritized
Projects:

Sites that are located near the Prioritized Projects iden-tified in the Park Needs Assessment.

Site is within ¼ mile of a Park Needs Assessment's Prioritized Project 3 Site is more than ¼ mile from a Park Needs Assessment's Prioritized Project
0 Compton Creek Master Plan Alignment:

Site supports the goals, recommendations, or opportu-nity areas identified in the Compton Creek Master Plan.

Site aligns with the Compton Creek Master Plan 3
Site does not demonstrate clear alignment with the Compton Creek Master Plan
0 114RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Five Priority Sites
The result is a comprehensive list of opportu-nity sites across the city, representing a range of conditions including small remnant parcels,
school campuses, utility corridors, and shared-use recreation sites (See Table XX). Together, these sites show how a more connected open
space system can be developed over time within
a built-out environment. From this broader list,
five priority sites were selected for further study
based on their ability to address park need, their
feasibility, and their potential to serve as models
for future investment. These sites reflect differ-ent neighborhood contexts and development approaches that can be replicated elsewhere in
the city.

The following section highlights these five prior-ity sites and introduces conceptual designs that illustrate how each location can be transformed
into a community-serving open space. While each
site responds to its specific context, a consistent
Conceptual Design Framework guided all designs.

This framework prioritizes equitable access in
high-need areas and supports multi-functional
use within compact spaces. It emphasizes safety
through clear circulation and visibility, integrates
climate-responsive features such as shade and
tree canopy, and incorporates elements that
reflect community identity. Each concept is also
designed to be implemented in phases, allowing
the City to advance projects over time as funding
and partnerships become available.

Together, these priority sites demonstrate a prac-tical and flexible approach to expanding Comp-ton’s park system while aligning with community priorities and long-term planning goals.

Location Site Conditions Total

CODE LOCATION TYPE ADDRESS(ES) SITE OWNERSHIP
(CITY, COUNTY,

PRIVATE)

PARK NEEDS

ASSESSMENT

GENERAL
PLAN

ALIGNMENT

IDENTIFIED
BY

COMMUNITY
TOTAL
POINTS
C44 Private + Public Underutilized
Land - Joint-use Agreements
700 N Alameda
St
Compton City Very High Park
Need
No Yes 27
C20 Private + Public Underutilized
Land - Joint-use Agreements
1321 W Laurel St School District High Park Need Yes Yes 17 D8 City-owned Vacant/Underuti-lized Land - Remnant Succes-sor Lot 6166-011-900 -
634 N Tamarind
Ave
Community
Redevelopment
Agency
High Park Need No No 15
D24 City-owned Vacant/Underuti-lized Land - Remnant Succes-sor Lot 6166-004-901 -
106 E Cedar St
Community
Redevelopment
Agency
High Park Need No No 15
F1 SCE Right of Way Between
Alondra and
Darlan
Private Moderate Park
Need
No Yes 8
115RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 116RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Final Conceptual Designs
Across all five sites, a consistent design framework
guided conceptual designs.
117RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Equitable Access
Prioritizing park development
in areas with limited existing
open space and high commu-nity need.

Climate Responsiveness
Expanding tree canopy,
shade structures, and green
surfaces to address heat and
environmental conditions.

Multi-Functional Design
Integrating active recreation,
passive use, and community
gathering within compact
footprints.

Community Identity
Incorporating art, cultural
elements, and flexible spaces
that support local program-ming.

Safety and Visibility
Enhancing natural surveil-lance, clear circulation, and defined edges to improve user
comfort.

Phased Implementation
Structuring designs to allow
incremental development
as funding and partnerships
become available.

Conceptual Design Framework
118RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 634 N Tamarind Ave
Neighborhood “Art + Play” Park
The 634 N Tamarind Avenue site is a city-owned
remnant Successor Agency parcel located within a
high park-need area. At approximately 0.06 acres,
the site is currently underutilized but strategically
positioned for phased expansion. Adjacent prop-erties, including a church-owned parking lot to the north and industrial/storage uses to the south,
offer potential for phase 2 integration. The Tama-rind Avenue site and its adjacent lots are envisioned as a phased neighborhood park transformation,
converting underutilized lots into a compact but
highly activated community space.

Phase 1 reimagines the Tamarind Ave lot as a mini
park anchored by a play-focused environment.

Rotating art panels introduce a dynamic cultural
element, while a reconfigured edge and creative
crosswalk connection improve visibility, safety, and
access.

Phase 2 expands the site into adjacent parcels,
allowing for a broader range of amenities and a
more complete neighborhood park experience.

This phase introduces shaded picnic areas, an
outdoor fitness zone, a dog park, and flexible lawn
space, shaping a cohesive, multi-functional neigh-borhood park over time.

The design emphasizes:
• Strengthening youth-oriented programming
within a small footprint
• Incorporating pet-friendly space in response
to identified gaps
• Enhancing shade and seating for everyday
use
• Maintaining flexibility for phased expansion
as additional land becomes available
119RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 634 N TAMARIND AVE
Existing Proposed Concept
120RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 700 N Alameda St
Sports + Recreation Hub
The 700 N Alameda Street site, currently occupied
by the Compton Sheriff’s Station Youth Activities
League (YAL), represents a significant opportunity
to expand recreational access through a shared-use approach. The site is located within a very high park-need area and identified as a commu-nity priority site. Building on its existing recreational function, the approximately 2.15-acre property has
the capacity to serve as a multi-functional recre-ation destination.

The concept envisions the site as a multi-gener-ational sports and recreation hub, anchored by a flexible field and splash pad, responding to top-pri-oritized recreation needs. A wide range of ameni-ties, including courts, walking trails, fitness areas, and community gathering spaces, are organized
within a cohesive layout to support both structured
programming and informal daily use. Expanded tree
canopy and shaded areas enhance comfort and
usability across the site.

The design emphasizes:
• Strengthening multi-generational program-ming through a range of active and passive recreation opportunities
• Strengthening edge conditions, including
fencing and buffering to ensure compatibility
with adjacent residential uses
• Supporting programming and partnerships,
particularly through the continued role of the
Youth Activities League and other communi-ty-based services 121RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 700 N ALAMEDA ST
Existing Proposed Concept
122RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 1321 W Laurel St
Joint-Use Community Campus
The Laurel Street School site presents a signifi-cant opportunity to expand open space access through a joint-use agreement, transforming an
existing educational campus into a shared commu-nity asset. Located within a very high park-need area, identified as a community priority, and aligned
with the City’s General Plan goals, the approxi-mately 4.13-acre site is well-positioned to serve both students and the surrounding neighborhood.

The concept reimagines the campus as a
multi-functional Joint-Use Community Campus,
balancing school operations with expanded public
access. A continuous walking trail loop organizes
the site and connects distinct program zones, while
a new entry plaza along Maie Avenue enhances
visibility, access, and neighborhood presence.

The site is organized into complementary zones:
• The west zone is reconfigured as a commu-nity-oriented green space, incorporating playgrounds and outdoor fitness elements
following the relocation of existing parking
• The east zone functions as a neighborhood
park, featuring a skate park, flexible open
lawn, picnic areas, and a community garden
• A shared-use court area supports dual use,
secured during school hours and open to the
public after hours
• Additional elements, including an outdoor
classroom, community paseo, and rotating
art features, support learning, gathering, and
cultural expression across the site.

The design emphasizes:
• Expanding shade and covered play areas to
improve comfort
• Integrating flexible and informal recreation
opportunities
• Enhancing after-hours access while main-taining secure school operations • Creating multi-functional spaces that support
both educational programming and commu-nity use
123RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 1321 W LAUREL ST
Existing Proposed Concept
124RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 106 E Cedar St
Neighborhood Greenway
The 106 E Cedar Street site is a city-owned
remnant Successor Agency parcel located within
a high park-need area, offering an opportunity to
transform a small, underutilized lot into a neigh-borhood-serving open space. At approximately

0.15 acres, the site is limited in size but strategically positioned adjacent to a rail corridor, enabling its
integration into a broader open space network.

The concept envisions the site as a Neighborhood
Greenway, combining a compact park space with
a linear corridor connection to expand both local
access and connectivity.

Phase 1 reimagines the Cedar St. lot as a neighbor-hood park centered on passive recreation, with a Shaded Picnic Area and Shaded Lawn + Seating
creating a comfortable, community-oriented green
space.

Phase 2 builds on this foundation by extending
improvements into adjacent parcels, introducing
more active amenities such as a play area, outdoor
fitness station, and dog park. The adjacent Metro
right-of-way is reimagined as a shaded walking trail,
connecting the site to a broader green network.

Lined with Fitness Stations and Rotating Art Panels,
this corridor enhances mobility while reinforcing
art and cultural identity along Willowbrook Avenue.

The design emphasizes:
• Integrating cultural and historical elements to
reflect community identity
• Strengthening the greenway connection and
corridor continuity
• Balancing passive and active uses within a
constrained footprint
• Enhancing shade, seating, and overall
comfort
125RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 106 E CEDAR ST
Existing Proposed Concept
126RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Alondra Blvd to 154th St
SCE Trail Park
Spanning approximately 3.9 acres, the Southern
California Edison (SCE) right-of-way between Alon-dra Boulevard and 154th Street presents a unique opportunity to transform underutilized utility land
into a linear open space corridor.

The concept envisions the corridor as a multi-use
trail park, forming a continuous green spine that
links neighborhoods while accommodating utility
requirements. The design integrates a walking trail
and an equestrian trail within a cohesive landscape
framework, balancing active use with safety and
operational constraints. A central open lawn/flexi-ble field is maintained free of trees and structures to comply with SCE clearance requirements while
still providing usable open space.

Program elements are concentrated at both ends
of the corridor, where direct street frontage and
neighborhood access are strongest, creating iden-tifiable activity nodes:
• At the Alondra Boulevard edge, enhanced
connections to Cypress Street improve
accessibility and introduce more active
amenities, including a play area, pet-friendly
space, outdoor fitness station, and shaded
picnic areas.
• At the 154th Street edge, the corridor tran-sitions to more community-oriented uses, incorporating a community garden, picnic
areas, and additional fitness opportunities.

These nodes are connected by continuous trails,
with fitness stations and shaded areas integrated
along the route to support everyday use and
encourage active movement.

The design emphasizes:
• Reinforcing the trail as the primary organizing
element
• Introducing pet-friendly amenities and main-tenance features • Enhancing access points and neighborhood
connections
• Maintaining flexible open areas that comply
with utility constraints
127RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 106 E CEDAR ST
Existing Proposed Concept
128RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Supportive Policy &
Program Recommendations
Recommendations Summary
The following policies and programs are designed
to support the implementation of Compton’s park
development and programming priorities. Rather
than functioning as standalone ideas, these recom-mendations are intentionally coordinated across design, policy, and programming to create a clear
and actionable path forward. Capital improvements
identified through design concepts are reinforced
by policies that enable their delivery and long-term stewardship, while programming strategies ensure that parks remain active, safe, and respon-sive to community needs. Together, this integrated approach positions the City to move from planning
to implementation in a way that is both practical and
aligned with local priorities.

These recommendations are grounded in a
comprehensive process that included multiple
rounds of community engagement, multidisciplinary
data analysis, and a review of implementation feasi-bility and funding opportunities. Community input helped identify desired park improvements, prior-ity programs, and acceptable trade-offs, including perspectives on fees, amenities, and services. This
feedback was paired with analysis of park access,
demographics, health indicators, and existing
conditions, as well as an assessment of potential
funding sources and partnerships. Best practice
research from comparable cities further informed
strategies that are both innovative and proven.

By aligning community priorities with realistic
funding and delivery mechanisms, this frame-work is intended to support near-term action while building toward long-term system improvements.

The City can use these policies and programs to
pursue grants, establish partnerships, and allocate
resources more strategically. Just as importantly,
this approach provides flexibility, allowing
Compton to adapt to changing condi-tions while maintaining a consis-tent vision for equitable, high-quality parks and
programs across the
city.
129RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Proposed Policies

PROPOSED POLICIES POLICY RATIONALE
Transform Surplus Right-of-Way into Public Open Space
The City of Compton could study surplus right-of-ways that exist in Compton and identify, evaluate, and repurpose them for public open spaces. These right-of-ways include redundant or underperforming spaces in the public realm, including roads, alleyways, freeway embankments, overpasses, and underpasses, rail corridors, or public utility corridors. Surplus right-of-ways may also include remnant parcels created through roadway realignments, unused medians, or other publicly owned land within the transportation network that can be adapted for public open spaces.

One policy strategy to formalize this could be to update the land use designation of all public right-of-ways into “Open Space” in the General Plan Land Use Element.

Uses for surplus right-of-way spaces can include, but are not limited to:
• Pocket Parks
• Pedestrian Plazas
• Urban Natureways
• Pedestrian and Bicyclist Improvements
• Community Gathering Spaces
• Public Art Installations
The proposed policy would enable the City of Compton to strategi-cally reclaim underutilized public land and address longstanding gaps in access to parks and open space. By establishing a formal process to inventory, evaluate, and repurpose excess right-of-way, the City can convert overlooked spaces into meaningful community assets without the need for costly land acquisition. This approach supports more equitable distribution of open space, particularly in park-deficient neighborhoods, while also advancing multiple co-benefits, including improved pedestrian and bicycle connectivity, urban greening, storm-water management, and neighborhood revitalization. Integrating this policy into the General Plan would help Compton maximize the value of its existing public realm.

Integrate Park Safety into Park Design
For the development of new and existing parks, the City of Compton could improve public safety through an emphasis on well-designed and well-maintained parks that can help deter vandalism, reduce opportunities for crime, deter gang influence, and create a welcoming space for all Compton residents and visitors. The City can incorporate design strategies that improve visibility, accessibility, and overall park usability by incorporating principles of Crime Prevention Through Environ-mental Design (CPTED). CPTED strategies can help guide park design decisions that enhance natural surveillance, support appropriate access and circulation, and reinforce a sense of ownership and care within parks. Design strategies such as clear sightlines, adequate lighting, active uses, and defined edges can increase natural surveillance and encourage positive activity throughout the day. In addition to CPTED design, the City of Compton should work to establish a park stewardship and partnership program that helps to activate park spaces and offers an alterna-tive to public safety without law enforcement during non-emergency situations.

The proposed policy would enable the City of Compton to take a proactive, design-led approach to improving safety and usability across its park system, ensuring that parks are not only accessible but actively used and cared for by the community. By embedding safety considerations into planning, design, and maintenance the City can help deter crime and reduce negative activity while strengthen-ing everyday use of park spaces. Incorporating principles of Crime Prevention Through Environmental Design (CPTED) provides a useful framework for shaping safer environments; however, it is important to recognize that CPTED alone is not a complete solution and can sometimes overemphasize physical design interventions without fully addressing underlying social conditions, programming needs, or long-term maintenance capacity. For this reason, CPTED should be applied as one tool within a broader, community-centered safety strategy that includes stewardship programs, consistent activation, and community partnerships that build sustained care and presence in parks. 130RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

PROPOSED POLICIES POLICY RATIONALE
Reimagine Publicly and Privately Owned Sites for Open Space The City of Compton can expand access to parks and open space by partnering with public and private landowners to activate underutilized sites for recreation and community use. This includes both joint-use development agreements and shared-use agreements, which differ in structure but both support increased access to facilities not solely owned or operated by the City.

Joint-Use Agreements typically involve formal agreements between public agen-cies or private entities (such as the City of Compton and the Compton Unified School District) that facilities the development or expansion of open space. For example, this can include the redevelopment of an existing school campus and playgrounds, sports fields, gymnasiums, and open spaces that are made available for public use during non-school hours. These agreements clearly define roles and responsibilities, including recreational programming, maintenance, liability, sched-uling, security, and operations.

Shared-Use Agreements typically focus on expanding public access to existing facilities without requiring significant capital investment or redevelopment. Through these agreements, the City can partner with entities such as school districts to open schoolyards, playgrounds, and recreational facilities to the public during designated non-school hours, such as evenings, weekends, and summer periods. Shared-use agreements are generally more streamlined than joint-use agreements and focus on establishing clear terms related to access, permitted uses, maintenance, liabil-ity, and security, making them an efficient strategy for quickly increasing available open space in park-poor communities.

Together, these frameworks establish a consistent approach for identifying and activating potential open space partners, including but not limited to:
• Southern California Edison
• SoCalGas
• City of Compton Water Department
• Los Angeles Flood Control District
• Los Angeles County Airports
• Compton Unified School District
• Cemeteries
• Faith-based institutions
Compton has limited available land for new park development, making it essential to maximize the use of existing public and privately owned spaces. Joint-use and shared-use agreements provide a cost-effective strategy to expand recreational access without requiring large-scale land acquisition or new capital investment. These partnerships can help address gaps in park access, particularly in underserved neigh-borhoods, while strengthening inter-agency and community relation-ships. By clearly defining responsibilities such as maintenance, liability, and programming, these agreements also ensure that facilities remain safe, well-managed, and sustainable over time.
131RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

PROPOSED POLICIES POLICY RATIONALE
Park Equity Investment
The City of Compton can establish a Park Equity Investment policy to ensure that invest-ments in parks and recreational facilities are distributed fairly and strategically across all of Compton, with a focus on communities that have historically had limited access to quality open space. This policy can guide the prioritization of park improvements, maintenance, and programming in areas where residents face great disparities in access to parks, recre-ational amenities, and environmental burdens.

Under this policy, the City can use data-driven criteria such as Los Angeles County Parks Needs Assessment, CalEnviroScreen, and other indicators to identify neighborhoods with the greatest need for park investment. Implementation of this Policy would involve coordi-nation between Compton Recreation Department, Community Development, and Public Works to develop an evaluation framework that informs capitol improvement planning, grant applications, and long-term park system investments.

A Park Equity Investment policy is needed to address
long-standing disparities in access to high-quality parks and open space across Compton by ensuring that investments
are allocated in a fair, transparent, and data-driven way. By prioritizing neighborhoods with the greatest park deficien-cies and environmental burdens, the City can direct limited resources toward the communities that have historically been underserved. The policy provides a consistent data equity framework for identifying priority investment areas while aligning with broader regional equity goals. This approach also strengthens coordination across departments by link-ing capital improvements, maintenance, and programming decisions to a shared set of criteria, ultimately supporting a more balanced, resilient, and equitable park system citywide.

Park Stewardship and Partnership
The City can establish a Park Stewardship and Partnership Program to encourage commu-nity and organizational participation in the care and stewardship of public parks and open spaces. This program will create opportunities for residents, neighborhood groups, nonprof-its, and local organizations to play an active role in supporting park maintenance and safety while creating a shared sense of ownership and responsibility for public spaces.

Through this program, the City may implement initiatives such as an “Adopt-A-Park” program or a “Friends Of the Park” program, which allows community groups, local businesses, schools, and organizations to formally adopt a park and assist with activities such as clean-up events, landscaping, beautification efforts, and small-scale improvements. In addition, the City may support the formation of Friends of the Park groups, which are volun-teer-based organizations that help organize community events, advocate for park improve-ments, and coordinate stewardship activities within specific parks.

To further strengthen community involvement, the program may establish a Park Steward-ship Incentive Program that recognizes and supports groups and individuals who contrib-ute time and resources toward improving park spaces. Incentives may include small grants, supplies, or technical assistance to support volunteer-led beautification projects, commu-nity events, or environmental stewardship activities.

Can be aligned for implementation with the Proposed Programs: “Parks into Places Program” on page XX.

This policy directly responds to consistent feedback raised throughout the engagement process, where residents empha-sized the need for greater care, presence, and shared respon-sibility in parks, as well as more consistent maintenance and a stronger sense of safety and ownership. Community members also expressed interest in being more actively involved in the upkeep and programming of their local parks, rather than relying solely on the City for stewardship. The Park Stew-ardship and Partnership Policy operationalizes this input by creating structured, accessible pathways for residents, community-based organizations, schools, and local part-ners to participate in park care and activation. By formalizing programs such as “Adopt-A-Park” and “Friends of the Park,” and providing light-touch incentives and support, the City is translating engagement feedback into an ongoing steward-ship model that strengthens maintenance capacity, builds community trust, and reinforces a shared responsibility for vibrant and safe public spaces.
132RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

PROPOSED POLICIES POLICY RATIONALE
Interdepartmental & Quasi-Public Open Space Coordination The City of Compton should establish an interdepartmental policy directive that brings together City Manager, Community Development, Recreation, Public Works, Economic Development, and the Library Department to collaboratively identify and implement opportunities to expand park access and open space through private development, public infrastructure, and underutilized public rights-of-way. This policy would require coordination across departments to integrate park-equivalent amenities into multi-family residential and commercial projects, including enhanced open space requirements for housing develop-ments and the incorporation of quasi-public spaces such as parklets, public plazas, green alleys, outdoor dining areas, and other placemaking features. In addition, the City should actively explore the transformation of underutilized streets and rights-of-way into temporary or permanent “streetlets” through tactical or programmed street closures that prioritize pedestrian activity, recre-ation, and community gathering.

As Compton continues to grow and redevelop, there is a clear opportu-nity to expand access to open space by embedding park-like amenities into the built environment and rethinking how public land is used. Coordi-nated action across City Manager, Community Development, Recreation, Public Works, Economic Development, and the Library Department can ensure that development projects and public realm investments contribute directly to community health, livability, and recreation access. Integrating quasi-public spaces into housing and commercial developments helps offset pressure on existing parks, while also improving neighborhood walkability and public life. Similarly, activating underutilized rights-of-way through street closures and “streetlets” can temporarily or permanently convert car-oriented space into safe, flexible areas for programming, recre-ation, and community gathering. This approach also creates opportunities to align programming with library services, cultural activities, and economic development initiatives such as small business activation and workforce development events, ensuring that expanded open space supports both social and economic goals across the City.

Economic and Workforce Development in Parks
The City of Compton should explore and establish a comprehensive frame-work to leverage parks as spaces for economic development while maintaining equitable access and community benefit. This could include permitting and managing small-scale vending, pursuing commercial sponsorships, hosting paid sports leagues and tournaments, allowing filming activities, expanding venue reservations, and offering donor recognition opportunities such as memorials. The City can also evaluate and adjust fees for select recreational programs where community feedback indicates a willingness to pay, with a focus on programs that provide high value and consistent demand.

In parallel, the City should integrate workforce development into park oper-ations. This could include partnerships with local organizations, schools, and workforce agencies to create job training, internships, and employment pathways tied to park programming, maintenance, event operations, and recreational services. These efforts can prioritize youth, local residents, and populations facing barriers to employment.

Parks represent an underutilized asset for generating sustainable reve-nue that can be reinvested into maintenance, programming, and capi-tal improvements. Diversifying funding sources can reduce reliance on limited public budgets while improving the quality and consistency of park services. Community engagement findings indicate that certain recre-ational programs are valued and could support modest fee increases without reducing participation, particularly if revenues are transparently reinvested into park improvements.

At the same time, aligning park-based economic activity with workforce development can deliver broader community benefits. By linking reve-nue-generating uses with job training and local hiring pathways, the City can support economic mobility, build local capacity, and ensure that invest-ments in parks directly benefit Compton residents. Thoughtful implemen-tation, including clear guidelines and equity considerations, will be critical to balancing revenue generation with accessibility and preserving parks as inclusive public spaces.
133RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

PROPOSED POLICIES POLICY RATIONALE
Support Equestrian Infrastructure
The City of Compton could explore a comprehensive approach to support and enhance equestrian infrastructure while also preserving the city’s longstand-ing equestrian culture. This could include maintaining and improving existing and future equestrian trails, installing hitching posts and water access where feasible, and exploring opportunities for shared-use spaces in areas where equestrians are active. The City can also evaluate opportunities to improve connectivity between neighborhoods, trails, and open spaces to ensure safe and accessible routes for equestrian users. Communication with local eques-trian groups is crucial to ensure that investments are made strategically and with consideration of riders.

Compton’s equestrian culture is an important community asset with deep historical and cultural roots, yet the equestrian facilities and infrastructure that currently support it are often limited or under-resourced. Investing in equestrian amenities helps preserve this longstanding legacy while improving safety, accessibility, and the overall user experience for riders.

Development of a Maintenance Plan
The City should look to establish a Park Maintenance Plan to ensure that all parks and open spaces are maintained in a safe, clean, and functional condition.

This Plan will guide the creation and ongoing implementation of a comprehen-sive, systemwide maintenance plan that supports the long-term sustainability and usability of park facilities and amenities.

The policy will also encourage the use of asset management systems and data-driven tools to track the condition of park infrastructure, prioritize main-tenance needs, and allocate resources more effectively. Regular assessments and reporting can help identify deferred maintenance issues and guide capital improvement planning.

A systemwide Park Maintenance Plan is essential to ensure that Compton’s parks remain safe, clean, and functional on a consistent basis, rather than relying on reactive or uneven maintenance practices. Without a clear and coordinated approach, deferred maintenance can accumulate over time, leading to declining facility conditions, reduced usability, and increased long-term repair costs. This policy establishes a proactive framework that prioritizes routine upkeep, clear standards of care, and coordinated main-tenance responsibilities across the park system.

By incorporating asset management systems and data-driven tools, the City can more effectively track park conditions, identify maintenance needs early, and allocate limited resources where they are most needed. This approach supports more strategic decision-making between maintenance operations and capital planning, ensuring that investments are both timely and cost-effective. Ultimately, the policy helps extend the lifespan of park infrastructure while improving the everyday experience of residents who rely on these spaces for recreation, health, and community use. 134RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 135RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Proposed Programs

PROPOSED PROGRAMS PROGRAM RATIONALE
Parks into Places Program
The City of Compton can establish and implement a park activation program to ensure that public parks and open spaces are consistently activated with programming, well-uti-lized, and can function as active community gathering spaces. The program will coor-dinate and deliver a regular schedule of recreational, cultural, and community-based activities across the park system, with the goal of increasing positive use, strengthening community presence, and enhancing overall safety.

The City of Compton can jointly develop an interdepartmental framework to identify priority parks, align programming with community needs, and integrate activation strat-egies into ongoing planning and capital improvement efforts. This includes establishing annual programming targets, tracking participation, and adapting activities based on community feedback and park usage patterns.

To expand capacity, the City shall formalize an accessible partnership agreement with the following potential partners to co-deliver programming, events, and even mainte-nance support:
• community-based organizations
• neighborhood block groups
• Nonprofits
• Schools
• Faith-based institutions
These partners may support activities such as recreational programming, cultural events, youth mentorship, maintenance support, and volunteer stewardship. The City shall develop a streamlined process for partnership agreements, including clear roles related to scheduling, maintenance coordination, liability, and site use.

Can be aligned for implementation with the Proposed Policies: “Park Stewardship and Partnership Policy” on page XX.

Through this program, the City will shift from a primarily City-led model of park programming to a shared stewardship approach that actively leverages local partners to sustain vibrant, well-used park spaces across Compton. By increasing consistent activ-ity and community presence in parks, this approach also helps strengthen the overall sense of safety, since regularly programmed and well-activated spaces tend to deter misuse and create more natural oversight through everyday use. In this way, parks become not only places for recreation and gathering, but also more welcoming and comfortable environments where residents feel safe, connected, and engaged throughout the day.
136RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

PROPOSED PROGRAMS PROGRAM RATIONALE
Compton Community Partner Registry
& Fast-Track Permitting
The City of Compton should establish a Community Partner Registry & Fast-Track Permitting Program to support and expand community-led activation of parks and open spaces. This program would reduce administrative barriers to park use, strengthen collaboration with local partners, and streamline the process for hosting community-serving activities in public spaces.

Through this program, the City would create a voluntary registry of qualified community partners, including community-based organizations, nonprofits, neighborhood groups, schools, faith-based institutions, local businesses, and other trusted entities that regularly provide community-serving programming.

Registered partners would be recognized as trusted stewards and eligible for a streamlined or expedited permitting process for park use, enabling more frequent, diverse, and responsive programming across the park system.

This program builds on the strong foundation of community leadership in Compton, where a wide range of local partners already play an active role in organizing events, providing services, and supporting neighborhood life.

However, many of these groups face administrative and permitting barriers that can limit their ability to consistently activate public spaces. By creat-ing a Community Partner Registry and fast-track permitting pathway, the City reduces unnecessary friction while formally recognizing trusted local partners who are already embedded in the community. This approach increases the City’s programming capacity without significant additional staffing demands, while ensuring that parks are more regularly activated by organizations and groups that are closely connected to residents, cultural life, and neighborhood needs.

Mobile Recreation Program
The City can potentially establish a Mobile Recreation Program to bring recre-ational activities, resources, and programming directly to parks and neigh-borhoods with limited access to facilities, amenities, or organized activities.

This Mobile Recreation Program is intended to activate underutilized spaces, expand equitable access to recreation, and provide consistent opportunities for community engagement across the city.

Through this program, the City will deploy mobile recreation unit(s) such as vans, pop-up equipment stations, or temporary activity setups that can travel to different parks and neighborhood locations. These recreational units may provide a variety of services and activities, including youth sports, games, arts and crafts, fitness classes, educational workshops, and community events.

This program addresses geographic and resource disparities in access to recreational programming by bringing activities directly into neighbor-hoods that may not have fully equipped or consistently activated park facilities. By using a mobile approach, the City can more flexibly respond to community needs, test programming in different locations, and ensure that residents across all areas of Compton have regular opportunities for recreation, wellness, and social connection.
137RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

PROPOSED PROGRAMS PROGRAM RATIONALE
Compton Culture/History Programming
The City of Compton should implement a Cultural Programming Program to activate parks and open spaces through inclusive, community-driven events that reflect the diverse cultural identities, traditions, and histories of local residents. This program would establish a consistent schedule of cultural activities in parks, helping to transform these spaces into vibrant community hubs that foster connection, visibility, and civic pride.

The program would support a broad range of activities, including festivals, live performances, art installations, music and dance events, food-centered gatherings, and educational workshops. By partnering with local artists, cultural organizations, schools, and community groups, the City can ensure programming is locally grounded and responsive to community interests.

This approach not only increases park use, but also strengthens cultural expression and belonging by creating accessible spaces where residents can share, celebrate, and sustain their traditions.

Compton has a rich cultural history shaped by long-standing communities, influential artistic movements, and deep civic pride, yet opportunities to consis-tently celebrate and reflect that history in public spaces have been limited.

A Cultural Programming Program directly responds to this gap by activating parks as visible, accessible venues for cultural expression that honor Comp-ton’s legacy while reflecting its present-day diversity. By bringing music, art, performance, food, and storytelling into everyday public spaces, the program helps ensure that cultural identity is not only preserved but actively experi-enced in community life.

This approach also strengthens social cohesion by creating regular opportu-nities for residents to gather, share traditions, and build connections across generations. In doing so, it reinforces parks as inclusive civic spaces that reflect the city’s identity and lived experience, while also supporting local artists, cultural practitioners, and community-based organizations who continue to shape Compton’s evolving cultural landscape.

Intergenerational Recreation Days
The City of Compton should pilot an Intergenerational Recreation Days program that brings together youth, families, and older adults through regularly scheduled, park-based events. These events would be hosted at key neighborhood parks and community centers and feature activities intentionally designed to foster interaction across age groups. Program-ming could include low-impact sports, cultural activities, storytelling, arts and crafts, gardening, music, and wellness workshops that are accessible and appealing to a wide range of participants.

The program should be coordinated through the Recreation Department in partnership with local schools, senior centers, community-based organi-zations, and faith-based institutions. Initial implementation could begin as a quarterly series, with the potential to scale to monthly events based on participation and community feedback. Efforts should prioritize inclusive outreach, multilingual promotion, and alignment with existing community events to maximize participation.

Compton’s parks system plays a critical role in supporting community health, social connection, and neighborhood cohesion. However, recreation program-ming is often segmented by age group, limiting opportunities for meaning-ful interaction between generations. An Intergenerational Recreation Days program addresses this gap by creating shared spaces and experiences that strengthen social ties, reduce isolation among older adults, and provide mentor-ship and cultural exchange opportunities for youth.

Research consistently shows that intergenerational programming can improve mental and physical health outcomes, foster a sense of belonging, and build stronger, more resilient communities. In a city like Compton, where multi-generational households are common and cultural identity is a key asset, these programs can reinforce community pride while supporting public safety through increased positive park use.

Additionally, this program represents a cost-effective and flexible approach to activating parks. By leveraging existing park infrastructure and community partnerships, the City can deliver high-impact programming without requir-ing significant capital investment. Over time, the program can also serve as a platform to connect residents to broader City services, health resources, and civic engagement opportunities, advancing equity and long-term community well-being.
138RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Traditional Funding Sources
The table below outlines a range of potential fund-ing sources that may be pursued to support specific park-related projects, depending on their scope
and eligibility. These funding opportunities include
a mix of federal, state, and local programs, with a
significant portion offered through state-adminis-tered grant programs. These grants can support a variety of project types, including park planning and
design, infrastructure improvements, programming,
and trail development. Identifying and applying for
these funding sources can help leverage external
resources to advance community goals related to
parks, open space, and recreation.

FEDERAL PROGRAMS

PROGRAM NAME FUNDING SOURCE PURPOSE/DESCRIPTION FUNDING CYCLE

INF PLN PGM TRL PROJECT EXAMPLES
High-way Safety
Improvement
Program
Federal Highway
Administration /
Caltrans
Funds work on public roads,
bike/ped pathways, and trails
to improve safety.

Every
1 to 2
years
X X Install hybrid pedestrian
signals at trail crossings; Install
RRFBs near parks, trails, and
schools
Reconnecting
Communities
and Neighbor-hoods Grant
Program
U.S. Department
of Transportation
Grants to mitigate harm from
transportation infrastruc-ture: displacement, pollution, degraded health, etc.

Annual
(through
2026)
X X X Study/removal of transpor-tation barriers; Create linear parks/trails

STATE & REGIONAL PROGRAMS

PROGRAM NAME FUNDING SOURCE PURPOSE/DESCRIPTION FUNDING CYCLE

INF PLN PGM TRL PROJECT EXAMPLES
Los Angeles
County Safe,
Clean Neigh-borhood Parks
and Beaches
(Measure A)
Los Angeles
County
Funding derived from property
tax for park improvements and
planning.

Annual X X Park infrastructure projects;
Park planning and design proj-ects
(Infrastruc-ture)
(Infrastruc- ture)
(Planning)
(Planning)
(Program)
(Program)
(Trail)
(Trail)
139RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

STATE & REGIONAL PROGRAMS

PROGRAM NAME FUNDING SOURCE PURPOSE/DESCRIPTION FUNDING CYCLE

INF PLN PGM TRL PROJECT EXAMPLES
Los Angeles
County Safe,
Clean Neigh-borhood Parks
and Beaches
(Measure A)
Los Angeles
County
Funding derived from property
tax for park improvements and
planning.

Annual X X Park infrastructure projects;
Park planning and design proj-ects
Arts in Cali-fornia Parks:

Local Parks
Grant Program
California Depart-ment of Parks
and Recreation /
Parks California
Funds projects to enhance
cultural history and art
programming in parks.

Annual X X X X Community events; Art
programming; Permanent/
temporary art installations
Habitat
Conservation
Fund Program
California Depart-ment of Parks and
Recreation
Funds wildlife and trail conser-vation projects, including public education and ameni-ties.

Annual X X X Build/rehabilitate trails; Install
seating/lighting along trails;
Educational programs
Land and
Water Conser-vation Fund
National Park
Service / Califor-nia Department of
Parks and Recre-ation
Funds acquisition/develop-ment of land for outdoor recre-ation.Annual X X Land acquisition for parks, trails, or wildlife corridors
Outdoor
Equity Grants
Program
California Depart-ment of Parks and
Recreation
Supports outdoor education
and recreation in underserved
communities.

Annual X Community nature trips; Envi-ronmental education programs Outdoor
Recreation
Legacy
Partnership
Program
National Park
Service / Califor-nia Department of
Parks and Recre-ation
Funds new parks and reno-vations in underserved urban
areas.

Annual X X Land acquisition; Recreation
feature development
(Infrastruc-ture)(Planning) (Program) (Trail)
140RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

STATE & REGIONAL PROGRAMS

PROGRAM NAME FUNDING SOURCE PURPOSE/DESCRIPTION FUNDING CYCLE

INF PLN PGM TRL PROJECT EXAMPLES
Recreational
Trails Program
U.S. Department
of Transportation
/ Federal Highway
Administration /
California Depart-ment of Parks and
Recreation
Funds development and main-tenance of recreational trails and facilities.

Annual X X Land acquisition; Trail rehabili-tation; Trail construction; Main-tenance Statewide Park
Development
and Commu-nity Revitaliza-tion Program
California Depart-ment of Parks and
Recreation
Funds to create new parks and
recreation opportunities in crit-ically underserved communi-ties across California. Project selection is based on several
criteria, including need-based
criteria, such as critical lack of
park space, significant poverty,
community challenges, and
more.

Annual X X Land acquisition; Rehabilita-tion of existing or development of new recreation features,
such as, an aquatic center,
athletic fields, amphitheater,
community gardens, dog
parks, open space, trails, skate
parks, public art, picnic areas,
etc.

Wildlife
Conservation
Board Grants
Wildlife Conserva-tion Board
Funds for habitat acquisi-tion, conservation, and resto-ration, as well as development of compatible public access
facilities. Project benefits
should include one or more
of the following: protected
biodiversity, increased
climate resilience, enhanced
public access, conserved/
enhanced working land-scapes, conserved/ enhanced
water-related projects, and/
or support of the State Wildlife
Action Plan.

Ongoing X X X Open-space corridors or trail
linkages; Publicly accessi-ble hunting, fishing, wildlife viewing, and other wildlife-de-pendent recreational opportu-nities; Climate adaptation and resilience projects; Habitat
restoration
(Infrastruc-ture)(Planning) (Program) (Trail)
141RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

STATE & REGIONAL PROGRAMS

PROGRAM NAME FUNDING SOURCE PURPOSE/DESCRIPTION FUNDING CYCLE

INF PLN PGM TRL PROJECT EXAMPLES
Urban and
Community
Forestry Grant
Program
CAL FIRE Funds for planting, protection,
and management of urban
trees across California. It aims
to enhance the long-term
benefits of urban forests—
such as shade, air quality,
and community well-being—
majorly prioritizing projects in
disadvantaged or low-income
neighborhoods
Annual X X X Tree planting & green infra-structure; management & inventory of the urban forest,
and neighborhood forest
acquisition

PHILANTHROPIC PROGRAMS

PROGRAM NAME FUNDING SOURCE PURPOSE/DESCRIPTION FUNDING CYCLE

INF PLN PGM TRL PROJECT EXAMPLES
Energize the
Environment
Grant Program
Quadratec Quadratec offers small
one-time grants for projects
that promote environmen-tal connection, responsibility, and/or stewardship.

Annual X Trail building or restoration
projects, Park beautification
events, Environmental educa-tion projects, Youth educa-tional engagement events Fruit Trees For
Your Commu-nity
The Fruit Tree
Planting Founda-tion
The Fruit Tree Planting Foun-dation donates fruit orchards where the harvest will best
serve communities for gener-ations, at places such as
community gardens, public
schools, city/state parks,
low-income neighborhoods,
Native American reservations,
and other high impact areas.

Ongoing X Planting of high-quality fruit
trees and shrubs at a local
park
(Infrastruc-ture)
(Infrastruc- ture)
(Planning)
(Planning)
(Program)
(Program)
(Trail)
(Trail)
142RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

PHILANTHROPIC PROGRAMS

PROGRAM NAME FUNDING SOURCE PURPOSE/DESCRIPTION FUNDING CYCLE

INF PLN PGM TRL PROJECT EXAMPLES
Human-ities Projects
Grants
National Endow-ment for Human-itiesThe National Endowment for Humanities offers a range of
different grant programs on an
ongoing basis. Different grant
programs provide funding for
a variety of outputs, including
but not limited to infrastruc-ture, equipment, programming, curriculum, research, media,
and more.

Ongoing X X X Art or science exhibitions,
Community discussions, Films
and documentaries, Climate
adaptation planning, Cultural
preservation
PeopleFor-Bikes Commu-nity Grant
Program
PeopleForBikes The PeopleForBikes Commu-nity Grant Program supports bicycle infrastructure projects
and targeted initiatives that
make it easier and safer for
people of all ages and abilities
to ride.

Annual X X Bike paths, lanes, trails and
bridges, Mountain bike facil-ities, Bike parks and pump tracks, BMX facilities, End-of-trip facilities such as bike racks, bike parking, bike repair
stations and bike storage
Rails to Trails
Grant Program
Rails to Trails Rails to Trails provides fund-ing to organizations and local agencies that are working to
develop and connect equitable
trail networks.

Annual X X X Rail-trail, Greenway, Multi-use
trail, Shared-use path
The Skatepark
Project Grants
The Skatepark
Project
The Skatepark Project offers
grants to help underserved
communities create safe and
inclusive public skateparks for
youth.

Annual X New Skatepark Construction,
New Skate Spot Construc-tion, Skateable Art Sculptures, Active City Space Conversion
(legalizing skateboarding in
shared spaces), Accessibility
Improvements/Repairs
(Infrastruc-ture)(Planning) (Program) (Trail)
143RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY

PHILANTHROPIC PROGRAMS

PROGRAM NAME FUNDING SOURCE PURPOSE/DESCRIPTION FUNDING CYCLE

INF PLN PGM TRL PROJECT EXAMPLES
The Soccer
Fund
U.S. Soccer Foun-dationThe Soccer Fund provides
funding for mini-pitch and
sports lighting projects. Mini-pitches are ideal for urban areas and other communities
where finding a safe place to
play can be difficult. These
small, customized, hard-court
surfaces are perfectly suited
for organized soccer programs
and pick-up games.

Ongoing X Mini-pitch project, Soccer
lighting project
USTA Facility
Funding Grant
Program
United States
Tennis Associa-tion
The United States Tennis
Association offers grants to
upgrade existing and build new
tennis facilities.

Ongoing X Construction of new tennis
facility, Resurfacing of exist-ing tennis court, Tennis court amenity improvements
Youth Develop-ment Founda-tionMLB/MLBPA MLB-MLBPA Youth Devel-opment Foundation (YDF) is a joint initiative by MLB and
MLBPA to support efforts that
focus on improving the caliber,
effectiveness and availabil-ity of amateur baseball and softball programs across the
United States and internation-ally.

Ongoing X X Field lighting, renovations, and
construction, Equipment and/
or fees for baseball and soft-ball programs, Programs to promote baseball and softball
(Infrastruc-ture)(Planning) (Program) (Trail)
144RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Public Funding Opportunities
In today’s evolving funding landscape, the City of
Compton must take a multifaceted approach to
securing sustainable resources for park develop-ment, maintenance, and programming, particularly as most of the city has historically lacked access
to quality open space. While traditional public fund-ing sources such as local general funds, county-wide measures, federal infrastructure programs, and competitive state grants remain critical, these
resources are highly competitive and often insuffi-cient to meet the scale of need. National park equity research, including work by the Trust for Public
Land, points to a growing reliance on blended fund-ing strategies that combine public, philanthropic, and partnership-based investments to deliver
new parks and community amenities in high-need
communities. At the same time, increasing atten-tion to climate resilience, public health, and environ-mental justice has expanded funding opportunities tied to stormwater capture, heat mitigation, active
transportation, and community wellness.

Given these conditions, a capital
stack approach is essential for
advancing park and open space
projects in Compton, particularly
those that involve vacant and
underutilized parcels.

The City can strategically layer funding sources
such as Measure A park funds, Measure M and
Measure R transportation investments, state grant
programs, and federal resources alongside philan-thropic contributions and nonprofit partnerships.

Aligning park projects with broader policy priorities,
such as safe routes, green infrastructure, climate
adaptation, and neighborhood revitalization, can
strengthen competitiveness for funding and unlock
non-traditional sources that support both capi-tal improvements and long-term operations.

This approach is especially important for
sites that require environmental reme-diation, infrastructure upgrades, or phased implementation.

Equally important is the role of
the community in shaping and
sustaining Compton’s park
system. Community-driven planning helps ensure
that investments in vacant and underutilized lots
respond directly to local needs while building
support for long-term stewardship and funding.

Meaningful engagement can also open the door
to innovative funding and implementation models,
such as partnerships with community-based
organizations, joint-use agreements, participa-tory budgeting, and local fundraising efforts. By positioning residents as partners in the planning
and investment process [not just end users] the
City can advance a more equitable, resilient, and
community-centered approach to expanding parks
and open space throughout Compton.
145RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Land and Water
Conservation Fund
U.S. Federal Funding
The Land and Water Conservation Fund [LWCF] is a federal program that provides grants to states and local governments for the acqui-sition, development, and improvement of public outdoor recre-ation areas. LWCF grants can support parkland purchases, facility upgrades, and infrastructure enhancements, helping communi-ties expand access to recreational opportunities while conserving natural resources. The program is particularly valuable for high-need areas where land acquisition costs may be a barrier to park expansion. Community Development
Block Grant
U.S. Federal Funding
The Community Development Block Grant [CDBG] program, admin-istered by the U.S. Department of Housing and Urban Development [HUD], provides flexible funding to support neighborhood improve-ments in low- and moderate-income communities. CDBG funds can be used to improve local parks, playgrounds, and recreational facili-ties, making them safer and more accessible for residents. Leverag-ing CDBG resources can also support complementary community programs that enhance park use and engagement.
146RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Transportation Alterna-tives Program / Safe
Routes to Parks
U.S. Federal Funding
The Transportation Alternatives Program [TAP] and related Safe Routes to Parks initiatives provide federal funding for trails, bike lanes, pedestrian infrastructure, and other connections that improve access to parks and open spaces. These programs are often admin-istered through state Departments of Transportation or regional Metropolitan Planning Organizations, such as SCAG. Investments through TAP and Safe Routes to Parks enhance active transporta-tion options, strengthen regional connectivity, and support equita-ble access to recreational resources.

Proposition 68
State of California
Building on the momentum created by Measure A, California voters approved Proposition 68 in 2018, marking a significant victory for park advocates and local governments across the state. Officially titled the Parks, Environment, and Water Bond Act of 2018, Proposi-tion 68 authorized $4.1 billion in statewide bond funding to support park development, environmental restoration, water infrastructure improvements, and flood protection projects throughout California.

Similar to Measure A, Proposition 68 places a strong emphasis on equity, allowing park projects in the construction or acquisi-tion phases to leverage both local Measure A resources and state funding. Proposition 68 funds are awarded through a competitive process and are distributed according to the following allocation framework:

Through Proposition 68, local government agencies are able to deliver significant park and open space investments to high-need communities, particularly when combined with Measure A funding.

As Monterey Park continues to plan for future park development, it will be essential to consider public funding opportunities such as Measure A and Proposition 68 to sustain and strengthen its open space network.
147RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Proposition 1
State of California
Proposition 1, approved by California voters in 2014, provides $7.12 billion in general obligation bonds to fund water supply, water quality, and watershed protection projects across the state. The program prioritizes projects that enhance public access to natural resources, improve stormwater and runoff management, restore wetlands and riparian areas, and promote multi-benefit open space.

Local agencies and nonprofit organizations can compete for Propo-sition 1 funding to support projects that increase water sustainabil-ity, ecological function, and recreational opportunities.

For Compton, Proposition 1 represents an opportunity to integrate water management and ecological improvements into the conver-sion of vacant and underutilized lots into accessible, resilient, and community-serving open spaces.

California Natural
Resources Agency Grants
State of California
The California Natural Resources Agency [CNRA] administers a variety of grant programs that support park acquisition, resto-ration, and improvements across the state. Key programs include the Urban Greening Program, which funds projects that enhance open space, improve air and water quality, and increase tree canopy in urban areas; the River Parkways Program, which promotes the preservation and restoration of river corridors while providing public access to natural spaces; and the Habitat Conservation Fund, which supports habitat protection and land acquisition that can include parkland in high-need areas. These programs provide critical opportunities for local agencies and nonprofit partners to advance equitable park access while protecting environmental resources.
148RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Statewide Park Develop-ment and Community Re-vitalization Program State of California
Previously funded through Proposition 84 and Proposition 1C, the Statewide Park Development and Community Revitalization Program is designed to support park creation and improvements in underserved communities throughout California. The program prioritizes areas with limited park access and high community need, offering grants for land acquisition, park development, and related infrastructure improvements. By targeting investments to historically park-poor neighborhoods, the program helps address disparities in open space access and supports the creation of safe, functional, and engaging public spaces for all residents.

Measure A
County of Los Angeles
Built upon the concept of “park equity”, Los Angeles County Measure A was approved by 74% of voters who supported an annual special tax on property within the county to meet the current and future park needs, as reflected in the PNA, with a minimum of 30% of the funds to be invested in the highest-need communities in Los Angeles County. Generating more than $90 million per year for the county’s local parks, beaches, and open space areas, Measure A is an annual parcel tax of 1.5 cents per square foot of improved prop-erty, and includes both formula-based allocations to PNA Study Areas and competitive grants that are open to public agencies, nonprofit organizations, and schools. Measure A funding is compet-itive, and funding is currently allocated in the following distribution:

With Measure A, local government agencies can bring major park and open space investments to high-need communities when lever-aging CA Prop 68 funding as well. Future park planning in Monte-rey Park must consider potential public funding sources such as Measure A and Prop 68 to maintain and enhance their open space network.
149RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Measure W
County of Los Angeles
Measure W, known as the Safe, Clean Water Program, was approved by Los Angeles County voters in 2018 to provide a dedicated and sustainable funding source for stormwater capture, water quality improvements, and community enhancement projects across the County. Funded through a parcel tax on impermeable surfaces, Measure W generates roughly $280–$300 million annually for multi‑benefit stormwater infrastructure that includes green infra-structure, wetland restoration, infiltration systems, and projects that reduce pollution in urban runoff and expand local water supplies.

Projects funded through Measure W support regional and local stormwater capture, nature‑based solutions, and environmental enhancements that improve public health, ecosystem function, and community spaces. A portion of Measure W revenues is returned directly to municipalities based on where the tax is collected, creat-ing local investment opportunities for stormwater and roadway improvements, habitat creation, and related public realm enhance-ments. Measure W funds have been used to support multi‑benefit projects that integrate water management with public amenities and park enhancements, particularly in disadvantaged communi-ties where water quality and flood risk intersect with limited open space access.

Measure R & M
County of Los Angeles
Measure R is a half‑cent sales tax approved by Los Angeles County voters in 2008 to fund transportation improvements throughout the region. The measure provides a long‑term funding stream for major transit and mobility projects including light rail, subway expan-sion, bus rapid transit, and highway improvements, as well as local street and road enhancements. By investing in regional mobility infrastructure, Measure R supports better connectivity, reduced congestion, and expanded access to jobs, housing, and civic ameni-ties. Although primarily focused on transportation, the investments facilitated by Measure R also influence land use patterns, open space access, and active transportation networks that intersect with park planning. Improved transit access and active transpor-tation facilities funded through Measure R can enhance regional connectivity to parks and open spaces, making it an important consideration in planning for equitable access to recreation and community resources.

Measure M, approved by voters in 2016, builds on Measure R by extending the sales tax for an additional 40 years, creating a perma-nent funding stream for transportation projects across the County.

Measure M provides both regional and local return funds, allow-ing cities greater flexibility to invest in multimodal infrastructure, including pedestrian, bicycle, and transit connections that directly support community access to parks and open spaces. By enabling local agencies to integrate transportation planning with recre-ational and open space priorities, Measure M further strengthens the potential for equitable access and enhanced connectivity to parks throughout Los Angeles County.
150RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY Local Park Funding Tools
In addition to the funding programs
provided in the previous tables, there are
also many traditional funding and financing
tools available to local governments
that may be used to advance parks and
recreation projects.

These funding and financing tools include, but are
not limited to:
• Community Facilities District
• Easement Agreements/Rules
• Equipment Rental Fees
• Facilities Benefit Assessment District
• Facility Use Permit Fees
• Recreation Service Fees
• Food and Beverage Tax
• General Fund Allocation
• General Obligation Bonds
• Infrastructure Financing District
• In-Lieu Fees
• Intergovernmental Agreements
• Lease Revenues
• Mello Roos District
• Park Impact Fees
• Pouring Rights Agreements
• Private Development Agreements
• Residential Park Improvement Fees
• Revenue Bond Revenues
• Sales Tax Revenues
• Surplus Real Estate Sale Revenues
• Traffic Impact Fees
• Transient Occupancy Tax Revenues
• Utility Taxes
• Wastewater Fund Reserves
• Business Improvement District
• Maintenance Assessment District
• Property-Based Improvement District
• Landscape Maintenance District
• Targeted Fundraising Activities
• Special Habitat Conservation Programs
• Special Parks and Recreation Bond Reve-nues
Final Thoughts
The success of the Compton Parks
Study will ultimately depend on sustained
commitment beyond the plan itself.

While this document outlines a clear and imple-
mentable framework, moving these recommenda-
tions forward will require continued advocacy from
community members who care deeply about their
parks and public spaces. Their voices, participa-
tion, and stewardship are essential to ensuring that
investments remain grounded in local needs and
that parks continue to serve as inclusive, vibrant
community assets.

Equally important is strong leadership from City offi-
cials to champion these efforts, coordinate across
departments, and prioritize parks within broader
City initiatives. Implementation will require align-
ing resources, advancing policies, and pursuing
funding opportunities with consistency and focus.

This kind of leadership sets the tone for how parks
are valued and ensures that progress is sustained
over time rather than occurring in isolated efforts.

Finally, meaningful progress will depend on political
support and the will to act. Delivering high-quality
parks and programs requires not only vision, but
also the resolve to make difficult decisions, allocate
funding, and pursue partnerships. With continued
community advocacy, committed leadership, and
political will, Compton is well-positioned to realize
a more equitable, well-resourced, and active park
system that serves current residents and future
generations.
151RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY 152RECOMMENDATIONS COMPTON VACANT AND UNDERUTILIZED LOT INVENTORY City of Compton
Compton Parks Study
City Council
Presentation
October 10, 2026
Project Overview and Objectives
• Identify vacant lots, underutilized land, and former
successor agency land available for development of
parks and open space
• Identify joint/shared-use opportunities
• Create five conceptual designs
• Engage community members to identify priorities
and opportunities for new parks and open space
Identify opportunity areas
Existing conditions report
Recommendations on lot inventory
and owner engagement
Listening Sessions
Conceptual designs
Site assessments
Renderings
Open House
Selection of high-priority sites and
opportunities for park development
Technical Advisory Committee 2
May - July 2025 Nov 2025 - Jan 2026
Plugging into existing events
Surveys
Focus Groups
Technical Advisory Committee 1
Aug - Oct 2025 Feb - Apr 2026
Planning and Engagement Process
Who we engaged?
Color Compton
Compton Run Club
Moonwater Farms
Compton Advocates
The Compton Arts Project
The Nests Society
Listening Sessions
Seniors
Youth
Community Organizations
Equestrian Community
Faith-based Institutions
Maintenance Staff
Roundtables
Tamara Binns - Assistant City Manager
Hector Bernal - City Manager’s Office
Bryan Spragg - Parks and Recreation
Cecil Flournoy - Community Development
Marcus Harris - Public Works
Technical Advisory Committee Open House
345 Participants Compton Run Club - August 2, 2025
Compton Advocates Resource Fair - August 2, 2025
Dollarhide Senior Center - July 24, 2025
Compton First Friday’s - August 1, 2025
Moonwater Farms - August 10, 2025
Poinseta Block Party - August 9, 2025
Survey Events We Plugged Into
18 Participants
Hosted at Dollarhide
Community Center
Survey Feedback Race and Ethnicity
Race and Ethnicity Survey Compton
Latino/Hispanic 61% 72%
Black/African American 29% 24%
White 2% 0.8%
Asian/Pacific Islander 1% 0.9%
American Indian 1% 0.1%
Prefer not to say 5% -
Other 5% 0.9%
Latino/Hispanic
Black/African American
Other
Prefer not to say
White
Asian/Pacific Islander
American Indian
1% 1% 2% 2%
5%
29%
61%
I live in Compton (own)
I live in Compton (rent)
I work in Compton
I go to school in Compton
I own a business in Compton
I visit Compton regularly
(shopping, dining, friends, etc.)
How are you connected to Compton?
35%
26%
22%
9%
5%
3%
44%
Rent
56%
Own
In Compton
How long is it to walk to your nearest park?
37%
35%
20%
9%
5-10 minutes
More than 10 minutes
Less than 5 minutes
I don’t have a park nearby 0.6
Park Acres per
1,000 Residents
Los Angeles County average is 3.3
acres per 1,000 residents
Where are people taking the survey from?
15 10
5 1
2 3
4 5
6 7
8 9
10 11
12 13
14 15
16 110
110
91 91
710
710
105
105
West Rancho
Dominguez
Willowbrook
Lynwood
East Rancho
Dominguez
Rancho
Dominguez

ROSECRANS

ALONDRA

COMPTON

WALKING TRAIL

SPACE FOR YOUTH PROGRAMS

COMMUNITY GARDEN

PICNIC AREAS

SPLASH PAD/WATER FEATURE

RESTROOMS

PLAYGROUNDS

TREES OR GREENERY

SPACE FOR SENIOR ACTIVITIES

OUTDOOR FITNESS EQUIPMENT

MULTIPURPOSE FIELD

EQUESTRIAN TRAIL

BASKETBALL COURT

FOOTBALL FIELD

SOCCER FIELD

TENNIS COURT

PICKLE BALL COURT

SKATE PARK ART OR CULTURAL SPACE

SWIMMING POOL

DOG PARK

BIKING PATH
Priorization Methodology
Equitable Access
Prioritizing park development in
areas with limited existing open
space and high community need.

Climate Responsiveness
Expanding tree canopy, shade
structures, and green surfaces to
address extreme heat conditions.

Multi-Functional Design
Integrating active recreation,
passive use, and community gath-ering within compact footprints.

Community Identity
Incorporating art, cultural
elements, and flexible spaces
that support local programming.

Safety and Visibility
Enhancing natural surveillance,
clear circulation, and defined
edges to improve user comfort.

Phased Implementation
Structuring designs to be done
incrementally as funding and
partnerships become available.

MUNICIPAL CODE AND REQUESTING A PUBLIC HEARING TO IMPLEMENT

PROPOSED PERMIT FEES, ENFORCEMENT HOURS, AND PROGRAM

REQUIREMENTS

SUMMARY
The City Council is being asked to review and approve the proposed Richland Farms Preferential Parking Program. The proposed program establishes residential, guest, event, temporary, replacement, and funeral repast permit fees and limits, along with enforcement hours, documentation requirements, and restrictions on special events within the district. The proposed program provides the first two residential permits at no charge, with fees for additional permits, while guest, event, and funeral repast permits are free within established limits. Temporary and replacement permits are subject to fees.

The program also establishes weekday and weekend enforcement hours and exempts all City of Compton holidays. Approval would authorize the City Manager to implement the program in accordance with the City Council’s direction. The City Council’s direction will also necessitate a public hearing and publication of the proposed Ordinance based on the proposed fee schedule referenced below.

BACKGROUND
Compton Municipal Code Chapter 12, Section 12-9 establishes the City's Preferential Permit Parking Program. The stated purpose is to address serious residential parking problems associated with nonresident parking, congestion, noise, traffic hazards, and difficulty for residents to park near their homes. The ordinance cites California Vehicle Code sections 22507 and 22507.5 as authority for the program.

The existing ordinance is primarily district-based and provides for residential, guest, and temporary permits. Permits are generally issued by the Business License Division, and permit fees are established by City Council resolution. The City Council determines the days and hours of enforcement for each designated preferential parking district.

The proposed Richland Farms Preferential Parking Program would establish specific permit fees, eligibility requirements, documentation standards, enforcement hours, and

9. event restrictions for the district. The program would provide a structured process for residents to obtain parking permits and for the City to administer parking regulations within the designated area.

The proposed residential permit schedule would provide the first and second permits at no charge, the third and fourth permits at $30.00 each, and the fifth and sixth permits at $50.00 each. Guest permits would be limited to two per year at no charge. Event permits would be limited to thirty (30) per event, with a maximum of six (6) events per year.

Temporary permits would be available for $10.00 each, and one replacement permit could be issued for $30.00 upon submission of proof. Funeral repast permits would be limited to forty (40) at no charge with supporting documentation.

The proposal would also limit events within the district to no more than three (3) per day, unless an exception is granted by the City Manager or their designee. Enforcement would occur Monday through Friday from 7:00 p.m. to 7:00 a.m. and throughout the day on Saturdays and Sundays. All City of Compton holidays would be exempt from enforcement.

STATEMENT OF ISSUE
OPTION 1 – APPROVE THE PROPOSED PROGRAM
The City Council may approve the proposed Richland Farms Preferential Parking Program as presented. This option would establish the proposed permit fees and limits, enforcement hours, documentation requirements, and event restrictions.

Under this option, the first two residential permits would be provided at no charge, with the third and fourth permits costing $30.00 each and the fifth and sixth permits costing $50.00 each. Guest permits would be limited to two per year at no charge. Event permits would be limited to thirty (30) per event and six (6) events per year, with no more than three (3) events permitted within the district on any given day unless an exception is granted by the City Manager or their designee.

Temporary permits would cost $10.00 each, and one replacement permit would be available for $30.00 upon submission of proof. Funeral repast permits would be limited to forty (40) at no charge with supporting documentation.

Enforcement would occur Monday through Friday from 7:00 p.m. to 7:00 a.m. and all day Saturday and Sunday. All City of Compton holidays would be exempt from enforcement.

OPTION 2 – MODIFY THE PROPOSED PROGRAM
The City Council may modify any component of the proposed program before approval.

Modifications may include permit fees, the number of permits allowed, event limits, enforcement hours, holiday exemptions, documentation requirements, or other program provisions.

Any modifications approved by the City Council would be incorporated into the final program for implementation by the City Manager, or their designee.

OPTION 3 – DEFER ACTION
The City Council may defer action and direct staff to revise the proposed program or provide additional information before returning the item for consideration at a future meeting.

PROPOSED PERMIT FEES AND REQUIREMENTS
The proposed program includes the following permit fees and requirements:

Residential Permits: The first and second residential permits would be provided at no charge. The third and fourth permits would cost $30.00 each, and the fifth and sixth permits would cost $50.00 each.

Guest Permits: A maximum of two (2) guest permits per year would be provided at no charge.

Event Permits: A maximum of thirty (30) permits per event would be provided at no charge. A maximum of six (6) events would be permitted per year.

Daily Event Limit: No more than three (3) events may take place within the district on any given day. Exceptions may be granted by the City Manager or their designee.

Temporary Permits: Unlimited temporary permits would be available at a cost of $10.00 each.

Replacement Permits: One (1) replacement permit may be issued at a cost of $30.00 upon submission of proof.

Funeral Repast Permits: A maximum of forty (40) permits would be provided at no charge upon submission of supporting documentation.

City Holidays: All City of Compton holidays would be exempt from parking enforcement.

Enforcement Hours: Monday through Friday, enforcement would occur from 7:00 p.m. to 7:00 a.m. Saturday and Sunday enforcement would occur all day.

REQUIREMENTS AND DOCUMENTATION
Applicants would be required to submit a completed Preferential Parking Permit Application and the applicable supporting documentation.

Required documentation would include:

1. Completed Application: A completed Preferential Parking Permit Application.

2. Current Vehicle Registration: Current registration for each vehicle requesting a preferential residential permit. Vehicles must be registered to the address and/or the person requesting the permit(s). This requirement applies only to preferential residential permits.

3. Proof of Residency: One of the following documents:
 Utility bill;
 Current rental document;
 Vehicle insurance policy;
 Bank statement; or
 Notarized letter from the property owner.

4. Photo Identification: A valid driver's license or state identification card.

FISCAL IMPACT
The fiscal impact cannot be reliably quantified at this time, nor can the need for additional administrative staffing to support the proposed program be determined. Permit revenue and administrative and enforcement costs would depend on program participation, the number and type of permits issued, and the resources required to administer and enforce the program.

The proposed fee schedule would generate revenue from residential permits beyond the first two permits, temporary permits, and replacement permits. Guest permits, event permits within the established limits, and funeral repast permits would be provided at no charge. Actual revenue would depend on program utilization and permit demand.

RECOMMENDATION
Staff recommends that the City Council review and select its preferred option for the Richland Farms Preferential Parking Program. The City Council may also choose to modify either option with agreed upon input. The selected option will be presented to the City Manager for follow-through and staff implementation. Based on the selection and any proposed amendments, the City Council will select a public hearing date for the Ordinance no less than fifteen (15) days from the October 28, 2026 City Council meeting in accordance with Government Code Sections 66018, 6062a, and Compton Charter Section 609, to vote on the revised version of the new Ordinance after the public hearing.

JERRY GROOMES

INTERIM CITY MANAGER
APPROVED FOR FORWARDING:

JERRY GROOMES

INTERIM CITY MANAGER
01478.0001 2209057.1
ORDINANCE NO.__________________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY COMPTON DIRECTING STAFF TO AMEND ORDINANCE NO. 2,298 SECTION 12-9 (PREFERENTIAL PERMIT

PARKING PROGRAM) OF THE COMPTON MUNICIPAL CODE AND REQUESTING A

PUBLIC HEARING TO IMPLEMENT PROPOSED PERMIT FEES, ENFORCEMENT

HOURS, AND PROGRAM REQUIREMENTS
WHEREAS, On October 9, 2007, the City Council adopted Ordinance No. 2,166 (codified at Section 12-9 of the Compton Municipal Code), which enacted a “Preferential Parking Program” to alleviate the effects of severe lack of on-street parking on certain residential streets in the City; and
WHEREAS, on February 16, 2010, the City Council adopted Ordinance No. 2,206, which among other matters, amended Section 12-9.11 of the Compton Municipal Code (“CMC”), to delete six (6) days (i.e. New Year’s Day, Easter Sunday, Mother’s Day, Father’s Day, Labor Day and Christmas Day) as exempted from permit parking enforcement; and
WHEREAS, on March 16, 2010, the City Council adopted Resolution No.23-069- A, which established a listing of exempted enforcement days for the City’s Preferential Parking Program; and
WHEREAS, on October 21, 2014, the City Council adopted Resolution No. 24, 034; which re-established an expanded exempted schedule and rescinded Resolution No. 23-069-A; and
WHEREAS, on June 19, 2018, the City Council adopted Ordinance No. 2,298 to amend the ordinance to improve the process for designating a preferential parking district and address issues with parking permits; and
WHEREAS, the City Council seeks to further improve Ordinance No. 2,298 to address ongoing issues with Preferential Permit Parking including the number of permits that can be issued to residents, the number of guest permits to be issued to residents, allowing the issuance of event permits, allowing the issuance of replacement permits, and allowing permits to be issued for funeral repasts.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COMPTON DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The City Council hereby directs City staff to prepare an ordinance amending Ordinance No. 2,298, relating to the City's Preferential Parking Program, consistent with the recommendations identified in the accompanying City Council staff report, for consideration and potential adoption by the City Council. 01478.0001 2209057.1
SECTION 2. The City Council hereby sets a public hearing for __________, at __________, or as soon thereafter as the matter may be heard, in the City Council Chambers, to consider the proposed amendments to Ordinance No. 2,298 and receive public testimony concerning the same.

SECTION 3. The City Clerk is hereby directed to provide notice of the public hearing in accordance with California Government Code sections 66018, 6062a, and section 609 of the City Charter, as applicable, and to take all actions necessary to ensure compliance with applicable public notice requirements.

SECTION 4. This Resolution shall take effect immediately upon its adoption.

SECTION 5. The City Clerk shall certify to the adoption of this Resolution and shall cause the same to be entered into the book of original resolutions.

PASSED, APPROVED, AND ADOPTED this _____ day of __________, 2026. _______________________________

EMMA SHARIF

MAYOR OF THE CITY OF COMPTON
ATTEST:
________________________________
SATRA D. ZURITA

CITY CLERK OF THE CITY OF COMPTON

STATE OF CALIFORNIA

COUNTY OF LOS ANGELES
CITY OF COMPTON: ss
I, Satra Zurita, City Clerk of the City of Compton, hereby certify that the foregoing Resolution was adopted by the City Council, signed by the Mayor, and attested by the City Clerk at a regular meeting thereof held on the _______ day of ___________, 2026.

That said Resolution was adopted by the following vote:

AYES: COUNCIL MEMBERS-NOES: COUNCIL MEMBERS-ABSENT: COUNCIL MEMBERS-ABSTAINS: COUNCIL MEMBERS- 01478.0001 2209057.1
___________________________________
SATRA D. ZURITA

CITY CLERK OF THE CITY OF COMPTON
October 27, 2026
TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS
FROM: CITY CONTROLLER
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

COMPTON AUTHORIZING THE CITY MANAGER TO ISSUE A

PURCHASE ORDER IN THE AMOUNT OF NINE THOUSAND SIX
HUNDRED DOLLARS ($9.600) TO EADIE PAYNE LLC FOR PROVIDING

NEEDED SERVICES BEYOND THE TERMS OF THE AGREEMENT

SUMMARY
Staff is requesting that the City Council consider adopting a Resolution authorizing the City Manager to issue a Purchase Order in the amount of Nine Thousand Six Hundred Dollars ($9,600) for services identified beyond the terms of the agreement.

BACKGROUND
In accordance to Section 1419 of the Compton City Charter, the employment of a qualified accountant at the beginning of each fiscal year, who shall examine the books, records, inventories and reports of all officers and employees who receive, handle or disburse public funds and of such other officers, employees and departments as the City Council may direct, is to be completed.

In April 2026, Resolution No. 26,402 authorized the City Manager to amend the existing agreement with Eadie Payne LLC., to conduct professional auditing services for Fiscal Year end June 30, 2025 for an additional amount of $232,885.

STATEMENT OF ISSUE
During the FY2024-2025 audit process, Eadie Payne LLC identified additional areas that would require additional time and services beyond the agreement.

Based on prior year observations, retroactive pay calculations resulted in material proposed adjustments. Eadie Payne LLC will require more time and additional procedures to verify these calculations and support documentation. The extra time and procedures are estimated to be $4,700 for a total of 23 hours.

10. Staff Report – Resolution Authorizing Issuance of Purchase Order for Audit Services Provided Outside of the Agreement ($9,600)
Eadie Payne, LLP
October 27, 2026
2 Eadie Payne LLC has identified more than 200 new trial balance accounts that will require additional mapping into their audit system. The volume of these new accounts requires significant time to review and determine appropriate financial statement classifications.

The extra time and procedures are estimated to be $1,300 for a total of 9 hours.

Additionally, Eadie Payne LLC will need to expand their audit procedures over grant revenues. These additional procedures will require the review of grant agreements and related support documentation, testing selected grant receipts and revenue recognition, and evaluating the eligibility and timing of recorded revenues. The extra time and procedures are estimated to be $2,000 for a total of 14 hours.

A contingency amount of 20%, or $1,600, is requested to address unforeseen audit issues that may require additional procedures or testing for a grand total of $9,600.

FISCAL IMPACT
Funds for this expenditure are available within Account No.1001-650-000-4266 in the Fiscal Year 2026-2027 City Controller’s Department Budget.

RECOMMENDATION
Staff recommends that the City Council adopt the attached Resolution.

LAWRENCE CHIU

CITY CONTROLLER
APPROVED FOR FORWARDING:

JERRY GROOMES

INTERIM CITY MANAGER
RESOLUTION NO. __________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

COMPTON AUTHORIZING THE CITY MANAGER TO ISSUE A PURCHASE

ORDER IN THE AMOUNT OF NINE THOUSAND SIX HUNDRED DOLLARS ($9,600) TO EADIE AND PAYNE LLC FOR PROVIDING NEEDED SERVICES

BEYOND THE TERMS OF THE AGREEMENT
WHEREAS, in accordance to Section 1419 of the Compton City Charter, the employment of a qualified accountant at the beginning of each fiscal year, who shall examine the books, records, inventories and reports of all officers and employees who receive, handle or disburse public funds and of such other officers, employees and departments as the City Council may direct, is to be completed; and
WHEREAS, in April 2026, Resolution 26,402 authorized the City Manager to amend the existing agreement with Eadie and Payne LLC., to conduct professional auditing services for Fiscal Year end June 30, 2025 for an additional amount of $232,885; and
WHEREAS, during the FY2024-2025 audit, Eadie and Payne LLC identified additional areas that would require additional time and services beyond the agreement; and
WHEREAS, based on prior year observations, retroactive pay calculations resulted in material proposed adjustments. Additional time and services will be required to verify these calculations and support documentation. Cost for these procedures are estimated to be $4,700 for a total of 23 hours; and WHEREAS, Eadie and Payne LLC has identified more than 200 new trial balance accounts that will require additional mapping. The volume of these new accounts requires significant time to review and determine appropriate financial statement classifications. Cost for these procedures are estimated to be $1,300 for a total of 9 hours; and
WHEREAS, Eadie and Payne LLC will need to expand their audit procedures over grant revenues. These additional procedures will require the review of grant agreements and related support documentation, the testing of selected grant receipts and revenue recognition, and evaluating the eligibility and timing of recorded revenues.

Cost for these procedures are estimated to be $2,000 for a total of 14 hours; and WHEREAS, a contingency fee of 20%, or $1,600, is requested to address unforeseen audit issues that may require additional procedures or testing for a grand total of $9,600; and
WHEREAS, funds for this expenditure are available within Account No.1001- 650-000-4266 in the Fiscal Year 2026-2027 City Controller’s Budget:

Account Code Account Name Amount
1001-650-000-4266 Contract Services $9,600

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COMPTON DOES HEREBY RESOLVE AS FOLLOWS:

Resolution No. _________

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Compton City CouncilOctober 27, 2026

Compton City Council
October 27, 2026