Fountain Valley City Council
August 18, 2026

SOCOTEC
Project No. 25005, Fountain Valley, California | 04IRV06-05593 | July 20, 2026 Schedule of Fees for Laboratory Testing

SOILS CONCRETE
Atterberg Limits, D 4318, CT 204 ........................................................$ 170 Compression Tests, 6x12 Cylinder, C 39..............................................$ 35 California Bearing Ratio (CBR), D 1883 ..............................................$ 550 Concrete Mix Design Review, Job Spec ...............................................$ 300 Chloride and Sulfate Content, CT 417 & CT 422 ................................$ 175 Concrete Mix Design, per Trial Batch, 6 cylinder, ACI..........................$ 850 Consolidation, D 2435, CT 219............................................................$ 300 Concrete Cores, Compression (excludes sampling), C 42...................$ 120 Consolidation, Hydro-Collapse only, D 2435.......................................$ 150 Drying Shrinkage, C 157 .......................................................................$ 400 Consolidation – Time Rate, D 2435, CT 219.......................................$ 200 Flexural Test, C 78 ................................................................................$ 85 Direct Shear – Remolded, D 3080.......................................................$ 350 Flexural Test, C 293 ..............................................................................$ 85 Direct Shear – Undisturbed, D 3080....................................................$ 300 Flexural Test, CT 523............................................................................$ 95 Durability Index, CT 229 ......................................................................$ 175 Gunite/Shotcrete, Panels, 3 cut cores per panel and test, ACI ...........$ 275 Expansion Index, D 4829, IBC 18-3 ....................................................$ 190 Lightweight Concrete Fill, Compression, C 495....................................$ 80 Expansion Potential (Method A), D 4546 ............................................$ 170 Petrographic Analysis, C 856 ................................................................$ 2,000 Geofabric Tensile and Elongation Test, D 4632..................................$ 200 Restrained Expansion of Shrinkage Compensation .............................$ 450 Hydraulic Conductivity, D 5084............................................................$ 350 Splitting Tensile Strength, C 496...........................................................$ 100 Hydrometer Analysis, D 6913, CT 203 ................................................$ 220 3x6 Grout, (CLSM), C 39.......................................................................$ 55 Moisture, Ash, & Organic Matter of Peat/Organic Soils ......................$ 120 2x2x2 Non-Shrink Grout, C 109 ...........................................................$ 55 Moisture Only, D 2216, CT 226 ...........................................................$ 35 Moisture and Density, D 2937..............................................................$ 45 ASPHALT Permeability, CH, D 2434, CT 220 ......................................................$ 300 Air Voids, T 269 .....................................................................................$ 85 pH and Resistivity, CT 643 ..................................................................$ 175 Asphalt Mix Design, Caltrans (incl. Aggregate Quality)........................$ 4,500 Proctor Density D1557, D 698, CT 216, AASHTO T-180....................$ 220 Asphalt Mix Design Review, Job Spec..................................................$ 180 Proctor Density with Rock Correction D 1557 .....................................$ 340 Dust Proportioning, CT LP-4 .................................................................$ 85 R-value, D 2844, CT 301 .....................................................................$ 375 Extraction, % Asphalt, including Gradation, D 2172, CT 382 ...............$ 250 Sand Equivalent, D 2419, CT 217 .......................................................$ 125 Extraction, % Asphalt without Gradation, D 2172, CT 382 ...................$ 150 Sieve Analysis, D 6913, CT 202..........................................................$ 145 Film Stripping, CT 302...........................................................................$ 120 Sieve Analysis, 200 Wash, D 1140, CT 202........................................$ 100 Hveem Stability and Unit Weight D 1560, T 246, CT 366.....................$ 225 Specific Gravity, D 854 ........................................................................$ 125 Marshall Stability, Flow and Unit Weight, T 245 ...................................$ 240 Thermal Resistivity (ASTM 5334, IEEE 442).......................................$ 925 Maximum Theoretical Unit Weight, D 2041, CT 309.............................$ 150 Triaxial Shear, C.D, D 4767, T 297......................................................$ 550 Moisture Content, CT 370 .....................................................................$ 95 Triaxial Shear, C.U., w/pore pressure, D 4767, T 2297 per pt............$ 450 Moisture Susceptibility and Tensile Stress Ratio, T 238, CT 371.........$ 1,000 Triaxial Shear, C.U., w/o pore pressure, D 4767, T 2297 per pt ........................$ 350 Slurry Wet Track Abrasion, D 3910.......................................................$ 150 Triaxial Shear, U.U., D 2850................................................................$ 250 Superpave, Asphalt Mix Verification (incl. Aggregate Quality) .............$ 4,900 Unconfined Compression, D 2166, T 208 ...........................................$ 180 Superpave, Gyratory Unit Wt., T 312 ....................................................$ 100 Superpave, Hamburg Wheel, 20,000 passes, T 324............................$ 1,000 MASONRY Unit Weight sample or core, D 2726, CT 308 .......................................$ 100 Brick Absorption, 24-hour submersion, 5-hr boiling, 7-day, C 67........$ 70 Voids in Mineral Aggregate, (VMA) CT LP-2 ........................................$ 90 Brick Compression Test, C 67 .............................................................$ 55 Voids filled with Asphalt, (VFA) CT LP-3...............................................$ 90 Brick Efflorescence, C 67.....................................................................$ 55 Wax Density, D 1188............................................................................ $ 140 Brick Modulus of Rupture, C 67...........................................................$ 50 Brick Moisture as received, C 67 .........................................................$ 45 AGGREGATES Brick Saturation Coefficient, C 67........................................................$ 60 Clay Lumps and Friable Particles, C 142..............................................$ 180 Concrete Block Compression Test, 8x8x16, C 140.............................$ 70 Cleanness Value, CT 227......................................................................$ 180 Concrete Block Conformance Package, C 90.....................................$ 500 Crushed Particles, CT 205 ....................................................................$ 175 Concrete Block Linear Shrinkage, C 426 ............................................$ 200 Durability, Coarse or Fine, CT 229........................................................$ 205 Concrete Block Unit Weight and Absorption, C 140............................$ 70 Fine Aggregate Angularity, ASTM C 1252, T 304, CT 234...................$ 180 Cores, Compression or Shear Bond, CA Code...................................$ 70 Flat and Elongated Particle, D 4791......................................................$ 220 Masonry Grout, 3x3x6 prism compression, C 39 ................................$ 45 Lightweight Particles, C 123..................................................................$ 180 Masonry Mortar, 2x2 cube compression, C 109..................................$ 35 Los Angeles Abrasion, C 131 or C 535.................................................$ 200 Masonry Prism, half size, compression, C 1019 .................................$ 120 Material Finer than No. 200 Sieve by Washing, C 117.........................$ 90 Masonry Prism, Full size, compression, C 1019 .................................$ 200 Organic Impurities, C 40........................................................................$ 90 Potential Alkali Reactivity, Mortar Bar Method, Coarse, C 1260 ..........$ 1,250 REINFORCING AND STRUCTURAL STEEL Potential Alkali Reactivity, Mortar Bar Method, Fine, C 1260 ...............$ 950 Chemical Analysis, A 36, A 615...........................................................$ 135 Potential Reactivity of Aggregate (Chemical Method), C 289...............$ 475 Fireproofing Density Test, UBC 7-6.....................................................$ 90 Sand Equivalent, T 176, CT 217 ...........................................................$ 125 Hardness Test, Rockwell, A 370..........................................................$ 80 Sieve Analysis, Coarse Aggregate, T 27, C 136...................................$ 120 High Strength Bolt, Nut & Washer Conformance, Sieve Analysis, Fine Aggregate (including wash), T 27, C 136............$ 145 per assembly, A 325 .......................................................................$ 150 Sodium Sulfate Soundness, C 88 .........................................................$ 450 Mechanically Spliced Reinforcing Tensile Test, ACI ...........................$ 175 Specific Gravity and Absorption, Coarse, C 127, CT 206.....................$ 115 Pre-Stress Strand (7 wire), A 416........................................................$ 170 Specific Gravity and Absorption, Fine, C 128, CT 207 .........................$ 175 Reinforcing Tensile or Bend up to No. 11, A 615 & A 706 .................$ 75 Structural Steel Tensile Test: Up to 200,000 lbs., A 370.....................$ 90 ROOFING Welded Reinforcing Tensile Test: Up to No. 11 bars, ACI ..................$ 80 Roofing Tile Absorption, (set of 5), C 67 ...............................................$ 250 Roofing Tile Strength Test, (set of 5), C 67...........................................$ 250 Special preparation of standard test specimens will be charged at the technician’s hourly rate.

SOCOTEC is accredited to perform the AASHTO equivalent of many ASTM test procedures.

CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: August 18, 2026
Members of the City Council
SUBJECT: Project No. 25016 - Communication Improvements for Newhope Street and City Hall
Accept the bids and award a construction contract to Crosstown Electrical & Data, Inc. for the Project No. 25016 - Communication Improvements for Newhope Street and City Hall Project, in the amount not-to-exceed $174,482.00.

Three-Year Strategic Goals
☒ Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live.”
☐ Ensure long-term fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities.
☐ Attract and retain quality staff through best practices and trends. ☒ Maintain, build, plan for, and modernize infrastructure to support the growth and future needs of the City.
☐ Not applicable.

EXECUTIVE SUMMARY
This fiber optic cable installation project will improve communication speed and reliability for Fire Station No. 2 and the Police Building. Staff recommends City Council accept the bids and award a construction contract to Crosstown Electrical & Data, Inc. for Project No. 25016 - Communication Improvements for Newhope Street and City Hall Project, in the amount not-toexceed $174,482.00.

Construction is anticipated to begin in Summer 2026 and be completed by Fall 2026.

DISCUSSION
In 2006, the City completed its citywide digital fiber-optic network to provide secure and reliable communication to the City’s Traffic Management System and Traffic Management Center (TMC). Since the completion of the City’s fiber-optic communication network, the City has continued to build upon its fiber-optic infrastructure to include the City’s Corporate Yard, Senior Center, Police Department, Recreation Center, Sports Park, Fire Station No. 1, and Supervisory Control and Data Acquisition (SCADA) Water Utility Management Center.

Project No. 25016 - Communication Improvements for Newhope Street and City Hall August 18, 2026

Currently, Fire Station No. 2 communicates via a fiber optic-to-radio system, which at times loses connection due to misaligned radio dishes, often occurring during inclement weather or high-wind events. The fire station's call alert system depends on this network connection to receive dispatch information. When the connection is lost, fire staff must rely on the 800 MHz radio system as a backup. While the 800 MHz system conveys that a call has been dispatched, it does not deliver critical call information, such as call type and response district, that crews rely on to prepare while en route. This loss of information can impact speed of communications and emergency response times. A lost network connection also halts administrative functions for staff at the station. Staff are left without access to email, City network files, and other department systems, making it impossible to complete required reporting, scheduling, and other daily administrative duties until connectivity is restored.

This project will install conduit and fiber optic cables below the existing sidewalk between Fire Station No. 2 and the intersection of Warner Ave and Newhope Street; thus, replacing the existing radio communication portion of the system. Further, this project will install two (2) additional fiber optic cables in the existing conduit between City Hall Building and the Police Department. The installation will provide redundant fiber optic cables between the buildings to be used by IT Department.

Investing in this project will modernize the communication infrastructure across Fire Station No. 2, City Hall, and Police Department. The new infrastructure will prepare the system for future demands and increase communication reliability for daily use.

Overall, Project No. 25016 will provide an upgraded and more reliable communication system for City Hall, Police Department and Fire Station No. 2.

PROCUREMENT
On June 23, 2026, the City publicly advertised Request for Bid (RFB) No. 26-006 for Project No. 25016 - Communication Improvements for Newhope Street and City Hall. On July 13, 2026, the City received seven (7) bids for the Project. Crosstown Electrical & Data, Inc. (Crosstown) was determined to be the lowest responsive and responsible bidder, submitting a bid in the amount of $174,482.00.

Contractor Total Bid Amount

1. Crosstown Electrical & Data, Inc.

2. Select Electric, Inc.

3. Elecnor Belco Electric, Inc.

4. Alfaro Communications Construction, Inc.

5. Ferreira Construction Co., Inc. (DBA Ferreira
Coastal Construction)

6. Baker Electric & Renewables LLC

7. Elegant Construction, Inc.

Engineer’s Estimate:
$174,482.00
$177,450.00
$201,555.00
$204,139.74
$216,446.00
$399,744.80
$897,480.00
$207,779.00
Crosstown Electrical & Data, Inc. has an excellent reputation and is considered the leading fiber optic installation, integration, repair company in the Southern California Industry.

Project No. 25016 - Communication Improvements for Newhope Street and City Hall August 18, 2026

Crosstown has been successfully providing electrical, fiber integration, and traffic signal services for the past 27 years. Crosstown has completed similar improvement projects for the City of Fountain Valley and various Southern California agencies, including City of Huntington Beach, Coachella Valley Association of Governments, and City of Santa Clarita. Additionally, all referenced agencies recommended the contractor, noting Crosstown demonstrated reliability and excellence in workmanship during construction.

Also, Crosstown has performed work on all of Caltrans District 3, 4, 6, 7, 8, 10, 11, and 12 freeway routes; completed hundreds of projects involving the installation of fiber optic cable as well as the installation of communication equipment, splicing/termination/and testing of fiber cable; and served as the premier installer on the Orange County Transportation Authority (OCTA) design-build projects over the past 13 years. During the OCTA design-build projects, Crosstown provided the installation of conduit, foundations, fiber cable, and splicing/termination/testing of fiber cable.

As such, Staff recommends the City Council award a contract to Crosstown Electrical & Data, Inc. for Project No. 25016 - Communication Improvements for Newhope Street and City Hall as the firm is the lowest responsible and responsive bidder.

FISCAL REVIEW
Funding for the Project is provided through the General Fund and the Adopted FY2026/2027 budget for Project No. 25016 is sufficient to fund this Project.

FY2026/2027 Project No. 25016 Adopted Budget Allocation Funding Source Budget
General Fund* $223,000.00
Total Budget* $223,000.00
*Included in the July 14, 2026 Council Action Request for the FY 26/27 Budget Update FY2026/2027 Project No. 25016 Project Construction Expenses Vendor/Item Amount
Construction (Crosstown Electrical & Data, Inc.) $174,482.00 10% Contingency^ $17,449.00
Construction Design Support (Iteris, Inc.)* $3,014.00
Project Plans and Bid Document Printing Costs $3,000.00 FY2026/2027 Total Project Expenses/Costs $197,945.00
^Note that, as in all of the City's Public Works contracts, the contract itself provides the Director of Public Works authority to issue change orders of up to 10% of the original contract amount. When the Council approves the contract, it approves this authority. Ten percent is generally considered within the normal range of changed conditions on a Public Works construction project and, by providing change order authority upfront, Council helps to reduce the possibility of delay damages that could be incurred when a contractor must stop work and wait for authorization to proceed.
*Iteris, Inc. FY2024/2025 PO in the amount of $34,452 with a FY2026/2027 Carry-Over amount of $3,014 for Fiber Installation at Newhope Street and City Hall

PUBLIC NOTIFICATION
Not applicable.

Project No. 25016 - Communication Improvements for Newhope Street and City Hall August 18, 2026

ENVIRONMENTAL IMPACT REVIEW
Not applicable.

ATTORNEY REVIEW
The Attorney for the City has reviewed and approved the Crosstown Electrical & Data, Inc. contract for construction.

ALTERNATIVES
Alternative No. 1: Accept the bids and award a construction contract to Crosstown Electrical & Data, Inc. for Project No. 25016 - Communication Improvements for Newhope Street and City Hall, in the amount not-to-exceed $174,482.00 Alternative No. 2: Reject all bids and do not move forward with the award of the contract.

This is not the recommended action because the existing communication systems would not meet the speeds and reliability for the future use of City Hall, Police Department, and Fire Station No. 2. Upgrading the communication system may also reduce maintenance costs since fiber optic cables are reliable and can handle future speed upgrades. Also, the Contractor is a reputable contractor that has previously completed work with the City of Fountain Valley and similar municipal projects throughout Southern California.

RECOMMENDATION
Staff is recommending the City Council accept Alternative No. 1, which is to:

Accept the bids and award a construction contract to Crosstown Electrical & Data, Inc. for the Project No. 25016 - Communication Improvements for Newhope Street and City Hall in the amount not-to-exceed $174,482.00.

Support by: Terri Phan, Management Aide
Prepared by: Jessenia Penaloza, Assistant Engineer
Recommended by: Kyle Knoke, P.E., Senior Civil Engineer

Reviewed by: Temo Galvez, P.E., Deputy Public Works Director / City Engineer Approved by: Scott Smith, P.E., Director of Public Works Fiscal Review by: Ryan Smith, Finance Director / City Treasurer Approved by: Maggie Le, City Manager
Attachment #1: - Crosstown Electrical & Data, Inc. Contract

Vanessa Lassooy, Attorney for the City

Vanessa Lassooy, Attorney for the City

CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: August 18, 2026
Members of the City Council
SUBJECT: Voluntary Rate Range Intergovernmental Transfer Program for Cost Recovery of Emergency Medical Services for Calendar Year 2025
Three-Year Strategic Goals
☐ Enhance the culture and environment of “A Nice Place to Live” ☒ Achieve fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities
☐ Attract and retain quality staff through best practices and trends ☐ Maintain, build, and modernize infrastructure to support growth and future needs of the City
☐ Not applicable

EXECUTIVE SUMMARY
The California Department of Health Care Services (DHCS) offers local government units that provide health care services, such as ambulance transportation, the opportunity to secure additional Medi-Cal dollars to help recover the unreimbursed costs of delivering those services.

This is accomplished through an intergovernmental transfer (IGT) of local funds from the City to DHCS, which DHCS uses to draw down a federal match. The combined funds are then paid to the Medi-Cal managed care plans (CalOptima and Kaiser Health), which in turn distribute them to the City. Participation in the Calendar Year 2025 Voluntary Rate Range Program (VRRP) requires the City to transfer $541,979 to DHCS. Approximately $1,120,234 is expected to be returned to the City, yielding an estimated net cost recovery of $555,850 after the City’s contribution and health plan administrative fees are deducted. Staff requests that the City Council approve the City’s participation; authorize the City Manager or designee to execute the agreement with DHCS and the agreement with CalOptima Health; and authorize payment to DHCS in an amount not to exceed $551,979, consisting of the $541,979 transfer plus a $10,000 contingency for unforeseen invoice adjustments.

DISCUSSION
The City recovers the costs of delivering emergency medical services (EMS) through user fees established by the City Council. Due to the nature of EMS cost recovery in the healthcare industry, the City has limited control over the actual amount of cost recovery collected.

Adjustments made by various payer sources (e.g., insurance plans, including state and federal

CY 2025 Voluntary Rate Range Program IGT Staff Report
August 18, 2026

insurance programs such as Medi-Cal) result in the City not being fully reimbursed for the services provided.

Welfare and Institutions Code sections 14164 and 14301.4 authorize DHCS to implement a VRRP related to Medi-Cal managed care capitation rate ranges. The funding amounts under the VRRP represent the non-federal share of the difference between the Medi-Cal managed care plans contracted capitation rates and the top of the plans’ actuarially sound rate range, as determined by DHCS. This program allows the City to secure additional federal funding to offset previously unreimbursed costs associated with providing EMS and ambulance transportation to CalOptima Health and Kaiser members who are Medi-Cal beneficiaries.

CalOptima Health was created by the Orange County Board of Supervisors in 1993 and serves as the Medi-Cal managed care plan for Orange County. In 2016, CalOptima Health allowed fire departments that provide ambulance transport services to participate in the Medi-Cal Managed Care Rate Range IGT Program. Kaiser Foundation Health Plan expanded its MediCal participation through a direct contract with DHCS in 2024. Participation in the VRRP IGT is voluntary, and there is no contractual guarantee that the City will receive its initial contribution back. However, Fountain Valley and other participating California local governments have in prior program years received their initial contribution back plus additional IGT funds, resulting in a net increase in cost recovery.

In February 2026, CalOptima Health and Kaiser Foundation Health Plan contacted the Fire Department to inquire about the City’s interest in participating in the next round of the VRRP IGT for ambulance services provided in calendar year 2025. Due to the success of the City’s participation in the two (2) prior program years, the Fire Department submitted letters of interest to both agencies.

The City’s participation in the program is contingent upon the availability of federal funding and the City’s ability to provide the required upfront contribution. The contribution and the net cost recovery the City ultimately receives also depend on other factors, including the number of participating agencies in the County and the number of Medi-Cal calls for service. To participate again, agreements with DHCS and CalOptima Health must be approved by the City Council and executed by the City Manager or designee. The agreement with DHCS governs the transfer of funds for the service period, including the 20 percent DHCS assessment fee.

The agreement with CalOptima Health governs the terms under which the City is paid for the unreimbursed costs of providing transportation services to Medi-Cal plan members, together with the additional federal funds made available through participation in the IGT program.

Kaiser Foundation Health Plan and the City have a current Health Plan-Provider agreement for the transfer of funds back to the City.

If approved and once the required agreements are in place, the City will receive a funds transfer request from DHCS. DHCS estimates that invoicing for agency IGT amounts will occur in October 2026, with a payment collection deadline of November 20, 2026. Based on prior program years, the corresponding disbursement back to the City is anticipated to be received in Fiscal Year 2026-2027.

CY 2025 Voluntary Rate Range Program IGT Staff Report
August 18, 2026

Staff recommends approval and authorization to execute the agreements with DHCS and CalOptima Health, and authorization to make a payment to DHCS in an amount not to exceed $551,979, consisting of the $541,979 transfer plus a $10,000 contingency for any unforeseen invoice adjustments.

FISCAL REVIEW
To participate as a funding entity, the City must transfer $541,979 in local funds to DHCS. That amount consists of the City’s estimated contribution of $451,649, representing the non-federal share, plus a DHCS assessment fee of $90,330, equal to 20% of the contribution. DHCS uses the local funds to draw down federal matching funds and to increase the Medi-Cal managed care capitation rates paid to the health plans to the top of the actuarially sound rate range.

The total amount expected to be returned to Fountain Valley is $1,120,234. Before distributing the IGT-funded rate increase to the City, CalOptima Health and Kaiser will retain an administrative fee of approximately $22,405, equal to 2 percent of the total disbursement. After that fee and the return of the City’s $541,979 contribution, the City expects to receive approximately $555,850 in net cost recovery.

Funds for this transfer are appropriated in the adopted Fiscal Year 2026-27 budget in the amount of $541,000. A budget transfer will be processed to cover the remaining $979 of the transfer required and the $10,000 contingency.

The required upfront payment and the subsequent disbursement from CalOptima Health and Kaiser are calculated below and are based on Medi-Cal managed care services provided by the City during the period from January 1, 2025, through December 31, 2025.

Payment To DHCS
($451,649) Estimated Contribution (Non-Federal Share)
($90,330) 20% DHCS Assessment Fee
($541,979) Total Estimated Transfer to DHCS
($10,000) Requested Contingency for Invoice Adjustments ($551,979) Total Payment Authorization Requested
Payment Back To Fountain Valley
$1,120,234 Estimated Total Disbursement to Fountain Valley ($22,405) 2% Admin. Fee Retained by CalOptima Health and Kaiser ($541,979) Less: Return of Fountain Valley’s IGT Contribution $555,850 Estimated Net Cost Recovery that Fountain Valley Receives Historic VRRP Net Cost Recovery
Program Year Net Cost Recovery Received
CY 2023 (FY 2025) $1,407,087

CY 2025 Voluntary Rate Range Program IGT Staff Report
August 18, 2026

CY 2024 (FY 2026) $630,860
The decline in net cost recovery from Fiscal Year 2025 to Fiscal Year 2026, and the lower amount estimated for this year’s program, is primarily attributable to additional agencies joining the CalOptima Health VRRP beginning in Calendar Year 2024. Because the funds available for disbursement are finite, an increase in the number of participating agencies reduces the amount distributed to each agency.

ATTORNEY REVIEW
The City Attorney’s Office has reviewed and approved the agreements.

ALTERNATIVES
Alternative No. 1: Approve the City’s voluntary participation in the Calendar Year 2025 Voluntary Rate Range Program Intergovernmental Transfer (VRRP IGT); authorize the City Manager or designee to execute the Intergovernmental Agreement Regarding Transfer of Public Funds with the California Department of Health Care Services (DHCS); authorize the City Manager or designee to execute the Health Plan-Provider Intergovernmental Transfer Rate Range Program Agreement with CalOptima Health; and authorize payment to DHCS in an amount not to exceed $551,979, consisting of a $541,979 transfer plus a $10,000 contingency.

Alternative No. 2: Do not approve the City’s voluntary participation in the Calendar Year 2025 Voluntary Rate Range Program Intergovernmental Transfer (VRRP IGT).

RECOMMENDATION
Staff recommends Alternative No. 1.

Prepared by: Tim Saiki, Division Chief

Reviewed by: Christopher Nigg, Fire Chief
Fiscal review by: Ryan Smith, Finance Director
Approved by: Maggie Le, City Manager
Attachments:

1. Agreement with Department of Health Care Services (DHCS)

2. Agreement with CalOptima Health

CONTRACT # IGT-25-0011
1 Template Version - 1/2026

INTERGOVERNMENTAL AGREEMENT REGARDING

TRANSFER OF PUBLIC FUNDS
This Agreement is entered into between the CALIFORNIA DEPARTMENT OF HEALTH CARE SERVICES (“DHCS”) and CITY OF FOUNTAIN VALLEY (“GOVERNMENTAL FUNDING ENTITY”) with respect to the matters set forth below.

The parties agree as follows:

AGREEMENT

1. Transfer of Public Funds

1.1 The GOVERNMENTAL FUNDING ENTITY agrees to make a transfer of funds to DHCS pursuant to sections 14164 and 14301.4 of the Welfare and Institutions Code.

The amount transferred shall be based on the sum of the applicable rate category per member per month (“PMPM”) contribution increments multiplied by member months, as reflected in Exhibit

1. The GOVERNMENTAL FUNDING ENTITY agrees to initially transfer amounts that are calculated using the Estimated Member Months in Exhibit 1, which will be reconciled to actual enrollment for the service period of January 1, 2025 through December 31, 2025 in accordance with Sub-Section 1.3 of this Agreement. The funds transferred shall be used as described in SubSection 2.2 of this Agreement. The funds shall be transferred in accordance with the terms and conditions, including schedule and amount, established by DHCS.

1.2 The GOVERNMENTAL FUNDING ENTITY shall certify that the funds transferred qualify for Federal Financial Participation pursuant to 42 C.F.R. part 433, subpart B, and are not derived from impermissible sources such as recycled Medicaid payments, Federal money excluded from use as State match, impermissible taxes, and non-bona fide providerPage 560 of 939 CONTRACT # IGT-25-0011
2 Template Version - 1/2026
related donations. Impermissible sources do not include patient care or other revenue received from programs such as Medicare or Medicaid to the extent that the program revenue is not obligated to the State as the source of funding.

1.3 DHCS shall reconcile the “Estimated Member Months,” in Exhibit 1, to actual enrollment in HEALTH PLAN(S) for the service period of January 1, 2025 through December 31, 2025 using actual enrollment figures taken from DHCS records. Enrollment reconciliation will occur on an ongoing basis as updated enrollment figures become available.

Actual enrollment figures will be considered final two years after December 31, 2025. If reconciliation results in an increase to the total amount necessary to fund the nonfederal share of the payments described in Sub-Section 2.2, the GOVERNMENTAL FUNDING ENTITY agrees to transfer any additional funds necessary to cover the difference. If reconciliation results in a decrease to the total amount necessary to fund the nonfederal share of the payments described in Sub-Section 2.2, DHCS agrees to return the unexpended funds to the GOVERNMENTAL FUNDING ENTITY. If DHCS and the GOVERNMENTAL FUNDING ENTITY mutually agree, amounts due to or owed by the GOVERNMENTAL FUNDING ENTITY may be offset against future transfers.

2. Acceptance and Use of Transferred Funds

2.1 DHCS shall exercise its authority under section 14164 of the Welfare and Institutions Code to accept funds transferred by the GOVERNMENTAL FUNDING ENTITY pursuant to this Agreement as Intergovernmental Transfer (IGTs), to use for the purpose set forth in Sub-Section 2.2.

2.2 The funds transferred by the GOVERNMENTAL FUNDING ENTITY pursuant to Section 1 and Exhibit 1 of this Agreement shall be used to fund the non-federal share

CONTRACT # IGT-25-0011
3 Template Version - 1/2026
of Medi-Cal Managed Care actuarially sound capitation rates described in section 14301.4(b)(4) of the Welfare and Institutions Code as reflected in the contribution PMPM and rate categories reflected in Exhibit 1. The funds transferred shall be paid, together with the related Federal Financial Participation, by DHCS to HEALTH PLAN(S) as part of HEALTH PLAN(S)’ capitation rates for the service period of January 1, 2025 through December 31, 2025, in accordance with section 14301.4 of the Welfare and Institutions Code.

2.3 DHCS shall seek Federal Financial Participation for the capitation rates specified in Sub-Section 2.2 to the full extent permitted by federal law.

2.4 The parties acknowledge that DHCS will obtain any necessary approvals from the Centers for Medicare and Medicaid Services.

2.5 DHCS shall not direct HEALTH PLAN(S)’ expenditure of the payments received pursuant to Sub-Section 2.2.

3. Assessment Fee

3.1 DHCS shall exercise its authority under section 14301.4 of the Welfare and Institutions Code to assess a 20 percent fee related to the amounts transferred pursuant to Section 1 of this Agreement, except as provided in Sub-Section 3.2. GOVERNMENTAL FUNDING ENTITY agrees to pay the full amount of that assessment in addition to the funds transferred pursuant to Section 1 of this Agreement.

3.2 The 20-percent assessment fee shall not be applied to any portion of funds transferred pursuant to Section 1 that are exempt in accordance with sections 14301.4(d) or 14301.5(b)(4) of the Welfare and Institutions Code. DHCS shall have sole discretion to determine the amount of the funds transferred pursuant to Section 1 that will not be subject to a

CONTRACT # IGT-25-0011
4 Template Version - 1/2026
20 percent fee. DHCS has determined that $0.00 of the transfer amounts will not be assessed a 20 percent fee, subject to Sub-Section 3.3.

3.3 The 20-percent assessment fee pursuant to this Agreement is nonrefundable and shall be wired to DHCS simultaneously with the transfer amounts made under Section 1 of this Agreement. If at the time of the reconciliation performed pursuant to SubSection 1.3 of this Agreement, there is a change in the amount transferred that is subject to the 20-percent assessment in accordance with Sub-Section 3.1, then a proportional adjustment to the assessment fee will be made.

4. Amendments

4.1 No amendment or modification to this Agreement shall be binding on either party unless made in writing and executed by both parties.

4.2 The parties shall negotiate in good faith to amend this Agreement as necessary and appropriate to implement the requirements set forth in Section 2 of this Agreement.

5. Notices. Any and all notices required, permitted, or desired to be given hereunder by one party to the other shall either be sent via secure email or submitted in writing to the other party personally or by United States First Class, Certified or Registered mail with postage prepaid, addressed to the other party at the address as set forth below:

To the GOVERNMENTAL FUNDING ENTITY:

Timothy Saiki, Division Chief
10200 Slater Avenue
Fountain Valley, CA 92708
(714) 593-4436
[email protected]
With copies to:

CONTRACT # IGT-25-0011
5 Template Version - 1/2026
Chris Nigg, Fire Chief
10200 Slater Avenue
Fountain Valley, CA 92708
(714) 593-4436
[email protected]
Julieann Parente, Management Aide
10200 Slater Avenue
Fountain Valley, CA 92708
(714) 593-4436
[email protected]
To DHCS:

Vivian Beeck
California Department of Health Care Services
Capitated Rates Development Division
1501 Capitol Ave., MS 4413
Sacramento, CA 95814
[email protected]

6. Other Provisions

6.1 This Agreement contains the entire Agreement between the parties with respect to the Medi-Cal payments described in Sub-Section 2.2 of this Agreement that are funded by the GOVERNMENTAL FUNDING ENTITY, and supersedes any previous or contemporaneous oral or written proposals, statements, discussions, negotiations or other agreements between the GOVERNMENTAL FUNDING ENTITY and DHCS relating to the subject matter of this Agreement. This Agreement is not, however, intended to be the sole agreement between the parties on matters relating to the funding and administration of the MediCal program. This Agreement shall not modify the terms of any other agreement, existing or entered into in the future, between the parties.

CONTRACT # IGT-25-0011
6 Template Version - 1/2026

6.2 The non-enforcement or other waiver of any provision of this Agreement shall not be construed as a continuing waiver or as a waiver of any other provision of this Agreement.

6.3 Sections 2 and 3 of this Agreement shall survive the expiration or termination of this Agreement.

6.4 Nothing in this Agreement is intended to confer any rights or remedies on any third party, including, without limitation, any provider(s) or groups of providers, or any right to medical services for any individual(s) or groups of individuals. Accordingly, there shall be no third party beneficiary of this Agreement.

6.5 Time is of the essence in this Agreement.

6.6 Each party hereby represents that the person(s) executing this Agreement on its behalf is duly authorized to do so. Any required signature(s) on any documents must be in compliance with California Government Code section 16.5 and any other applicable state or federal regulations.

7. State Authority. Except as expressly provided herein, nothing in this Agreement shall be construed to limit, restrict, or modify the DHCS’ powers, authorities, and duties under Federal and State law and regulations.

8. Approval. This Agreement is of no force and effect until signed by the parties.

9. Term. This Agreement shall be effective as of January 1, 2025 and shall expire as of June 30, 2028 unless terminated earlier by DHCS through written notification or by mutual agreement of the parties.

CONTRACT # IGT-25-0011
7 Template Version - 1/2026

SIGNATURES
IN WITNESS WHEREOF, the parties hereto have executed this Agreement, on the date of the last signature below.

CITY OF FOUNTAIN VALLEY:

By: Date: _______________________
Maggie Le, City Manager
By: Date: _______________________
Rick Miller, City Clerk
By: Date: _______________________
Vanessay Lassooy, Attorney for the City
THE STATE OF CALIFORNIA, DEPARTMENT OF HEALTH CARE SERVICES:

By: Date: _______________________
Sean Barber, Division Chief, Capitated Rates Development Division Aug 12, 2026 Page 566 of 939
CONTRACT # IGT-25-0011
8 Template Version - 1/2026
Exhibit 1
Health Plan Funding Entity Rating Region Service Period Participation % Kaiser Foundation Health
Plan City of Fountain Valley Orange 1/2025 - 12/2025 3.69% Category of Aid SIS/UIS Contribution
PMPM
Estimated Member
Months*
Estimated
Contribution (NonFederal Share)
Child SIS $ 0.21 283,299 $ 59,493
Child UIS $ 0.07 4,721 $ 330
Adult SIS $ 0.44 108,986 $ 47,954
Adult UIS $ 0.17 17,932 $ 3,048
Adult Expansion SIS $ - 247,938 $ -
Adult Expansion UIS $ - 22,904 $ -
SPD SIS $ 0.93 26,890 $ 25,008
SPD UIS $ 0.42 2,314 $ 972
SPD Dual SIS $ 0.37 119,795 $ 44,324
SPD Dual UIS $ 0.16 1,287 $ 206
LTC SIS $ 0.92 30 $ 28
LTC UIS $ - - $ -
LTC Dual SIS $ 0.36 983 $ 354
LTC Dual UIS $ - - $ -
WCM SIS $ 1.33 9,425 $ 12,535
WCM UIS $ 0.35 206 $ 72
Est. FE Total 846,710 $ 194,324
Health Plan Funding Entity Rating Region Service Period Participation % CalOptima City of Fountain Valley Orange 1/2025 - 12/2025 0.36% Category of Aid SIS/UIS Contribution
PMPM
Estimated Member
Months*
Estimated
Contribution (NonFederal Share)
Child SIS $ 0.02 2,833,005 $ 56,660
Child UIS $ 0.01 210,335 $ 2,103
Adult SIS $ 0.04 904,169 $ 36,167
Adult UIS $ 0.02 611,283 $ 12,226
Adult Expansion SIS $ 0.01 3,060,473 $ 30,605
Adult Expansion UIS $ - 823,965 $ -
SPD SIS $ 0.12 381,326 $ 45,759
SPD UIS $ 0.04 140,678 $ 5,627
SPD Dual SIS $ 0.04 1,310,516 $ 52,421
SPD Dual UIS $ 0.02 12,948 $ 259
LTC SIS $ 0.12 2,061 $ 247
LTC UIS $ 0.04 1,575 $ 63
LTC Dual SIS $ 0.05 28,943 $ 1,447
LTC Dual UIS $ 0.02 271 $ 5
WCM SIS $ 0.13 104,167 $ 13,542
WCM UIS $ 0.04 4,850 $ 194
Est. FE Total 10,430,565 $ 257,325 Page 567 of 939
CONTRACT # IGT-25-0011
9 Template Version - 1/2026
* Note that Estimated Member Months are subject to variation, and the actual total Contribution (Non-Federal Share) may differ from the amount listed here. * FMAP is a weighted blend of multiple FMAPs.

Attachment 1 - DHCS Agreement - Fountain
Valley
Final Audit Report 2026-08-12
Created: 2026-08-12
By: Heather Campbell ([email protected]) Status: Signed
Transaction ID: CBJCHBCAABAAV0jkd0cI7tAXenX4Rj5UC5J_s3tzYQtg "Attachment 1 - DHCS Agreement - Fountain Valley" History Document created by Heather Campbell ([email protected]) 2026-08-12 - 7:19:51 PM GMT
Document emailed to Vanessa Lassooy ([email protected]) for signature 2026-08-12 - 7:20:33 PM GMT
Email viewed by Vanessa Lassooy ([email protected]) 2026-08-12 - 7:24:42 PM GMT
Document e-signed by Vanessa Lassooy ([email protected]) Signature Date: 2026-08-12 - 7:24:58 PM GMT - Time Source: server - Signature Appearance Selected: IMAGE Agreement completed.
2026-08-12 - 7:24:58 PM GMT

HEALTH PLAN-PROVIDER INTERGOVERNMENTAL TRANSFER

RATE RANGE PROGRAM AGREEMENT
This Health Plan-Provider Intergovernmental Transfer Rate Range Program Agreement (“Agreement”) is effective September 1, 2026 (“Effective Date”), by and between Orange County Health Authority, a California local agency doing business as CalOptima Health (“PLAN”), and the City of Fountain Valley, a California municipal corporation operating through its fire department (“PROVIDER”). PLAN and PROVIDER may each be referred to herein as a “Party” and collectively as the “Parties”.

RECITALS
WHEREAS, PLAN is a county organized health system formed pursuant to California Welfare and Institutions Code § 14087.54 and Orange County Ordinance No. 3896 (as amended by Ordinance Nos. 00-8, 05-008, 06-012, 09-001, 11-013, 14-002 and 16-001).

WHEREAS, PLAN is party to a Medi-Cal managed care contract with the California Department of Health Care Services (“DHCS”), entered into pursuant to Welfare and Institutions Code § 14087.3, under which PLAN arranges and pays for the provision of covered Medi-Cal health care services to eligible members residing in Orange County and enrolled in PLAN’s MediCal program (“Members”).

WHEREAS, PROVIDER is an emergency transport provider that provides transportation on a non-contract basis, including to Members.

WHEREAS, PLAN and PROVIDER desire to enter into this Agreement to provide Intergovernmental Transfer Medi-Cal Managed Care Rate Range Increases (“IGT Rate Increases”) from PLAN to PROVIDER to maintain the availability of Medi-Cal health care services to Medi-Cal beneficiaries, as set forth in the Agreement.

NOW, THEREFORE, PLAN and PROVIDER, in consideration of the promises and the mutual covenants herein stated, hereby agree as follows:

AGREEMENT

1. IGT Rate Range Increases
A. Payment
Should PLAN receive any IGT Rate Increases from DHCS where the nonfederal share is funded by PROVIDER specifically pursuant to the provisions of the Intergovernmental Agreement Regarding Transfer of Public Funds (Contract # IGT-25-0011) between PROVIDER AND DHCS, (“Intergovernmental Agreement”) with a term of January 1, 2025 through June 30, 2028 for IGT Rate Increases, PLAN shall pay to PROVIDER the amount of the IGT Rate Increases received from DHCS, in accordance with Section 1.E below regarding the form and timing of Local MediCal Managed Care Rate Range (“Local Range”) IGT payments. Local Range IGT payments paid to PROVIDER shall not replace or supplant any other amounts paid or payable to PROVIDER by PLAN.

B. PLAN Administrative Fee
i. PLAN shall retain two percent (2.0%) of the IGT Rate Increase payments to PROVIDER (after reimbursing PROVIDER’s initial contribution to the IGT Rate Increase (“Administrative Fee”), prior to disbursing Local Range IGT payments to PROVIDER. PLAN will expend the Administrative Fee to cover expenses for administering the IGT payments.

PROVIDER’s share of the IGT Rate Increase funds shall be calculated based on PROVIDER’s proportionate share of the Local Range IGT Payment made by PLAN in Orange County to the respective funding entities.
ii. Any amounts referenced in this Agreement are estimates. The Parties understand and agree that the total amount of the IGT Rate Increases paid by DHCS to PLAN may fluctuate as a result of Member enrollment in PLAN’s Medi-Cal program and the number of entities participating in the IGT program. The Parties further understand and agree that any such fluctuations will likewise affect the amount to be retained by PLAN and the amount payable to PROVIDER by the same percentage as the variance in the IGT Rate Increases, if any. iii. PLAN will ultimately not retain any other portion of the IGT Rate Increases received from DHCS other than the Administrative Fee.

C. Conditions for PROVIDER Receiving Local Range IGT Payments As a condition for receiving Local Range IGT payments, PROVIDER shall, as of the date the particular Local Range IGT Payment is due:
i. continue to provide emergency transport services to Members promptly and in a manner that ensures access to care consistent with PROVIDER’s regular business practices for providing such services; and
ii. not discriminate against Members or in any way, including based on type of insurance, or impose limitations on the acceptance of Members for care or treatment that are not imposed on other patients of PROVIDER.

D. Schedule and Notice of Transfer of Non-Federal Funds i. PROVIDER shall provide PLAN with a copy of the schedule regarding the transfer of funds to DHCS referred to in the Intergovernmental Agreement within fifteen (15) calendar days of establishing such a schedule with DHCS. Additionally, PROVIDER shall notify PLAN in writing within seven (7) calendar days prior to any changes to an existing schedule with DHCS, including, but not limited to, changes to the amounts specified therein. ii. PROVIDER shall provide PLAN with written notice of the amount and date of the transfer within seven (7) calendar days after funds have been transferred by PROVIDER to DHCS for use as the nonfederal share of any IGT Rate Increases.

E. Form and Timing of Payments
PLAN agrees to pay Local Range IGT Payments owed to PROVIDER under this Agreement in the following form and according to the following schedule:
i. PLAN agrees to pay the Local Range IGT payments to PROVIDER using the same mechanism through which compensation and payments are normally paid by PLAN to PROVIDER (e.g., electronic transfer).
ii. PLAN will pay the Local Range IGT payments to PROVIDER no later than thirty (30) calendar days after receipt of the IGT Rate Increases from DHCS, unless PLAN cannot not make the payment until a later date based on no fault of PLAN, in which case PLAN will pay the Local Range IGT payment as soon as reasonably practicable.

F. Consideration
i. As consideration for the Local Range IGT payments, PROVIDER shall use the Local Range IGT payments solely as follows:
a. The Local Range IGT payments are compensation for emergency ambulance services rendered to Members by PROVIDER between January 1, 2025, and December 31, 2025 (“Payment Period”), and shall be used by PROVIDER solely to fund the costs that exceed the fee-for-service rates paid by PLAN for Medi-Cal-covered services provided to Members during the Payment Period.

To the extent that total payments received by PROVIDER under this Agreement exceed the cost of Medi-Cal-covered services provided to Members by PROVIDER during the Payment Period, the remaining Local Range IGT payment amounts shall constitute an overpayment, and PROVIDER shall return those funds to PLAN pursuant to Section 1.K. ii. Both Parties agree that none of these funds, either originally from PROVIDER or the federal matching funds will be recycled back to PROVIDER’S general fund, the State of California (“State”), including DHCS, or any other intermediary organization.

Payments made by Plan to PROVIDER under the terms of this Agreement constitute patient care revenues.

G. Oversight and Compliance Responsibilities
i. PLAN’s oversight responsibilities regarding PROVIDER’s use of the Local Range IGT payments are limited to this section. PLAN shall request, within thirty (30) calendar days after the end of each State fiscal year in which Local Range IGT payments were transferred to PROVIDER, a written confirmation that states whether and how PROVIDER complied with the provisions set forth in Section 1.F. In each instance, PROVIDER shall provide PLAN with written confirmation of compliance within thirty (30) calendar days of PLAN’s request. ii. PROVIDER shall ensure at all times that its use of Local Range IGT payments received under this Agreement complies with the terms of the Agreement, applicable laws, and Centers for Medicare & Medicaid Services (“CMS”) and DHCS requirements.

H. Cooperation Among Parties
i. Should disputes or disagreements arise regarding the ultimate computation or appropriateness of any aspect of the Agreement, including the Local Range IGT payments, PROVIDER and PLAN agree to meet and confer in good faith and cooperate in all respects to resolve the dispute and support and preserve the Local Range IGT payments to the full extent possible on behalf of the safety net in Orange County.
ii. If the Parties are unable to resolve any dispute arising out of or relating to this Agreement under Section 1.H.ii, either Party may submit the dispute for resolution exclusively through confidential, binding arbitration, instead of through trial by court or jury, in Orange County, California. The arbitration will be conducted by Judicial Arbitration and Mediation Services (“JAMS”) in accordance with the commercial dispute rules then in effect for JAMS; provided, however, that this Agreement shall control in instances where it conflicts with JAMS’s (or the applicable arbitration service’s) rules. The arbitration shall be conducted on an expedited basis by a single arbitrator. In making decisions about discovery and case management, it is the Parties’ express agreement and intent that the arbitrator at all times promote efficiency without denying either Party the ability to present relevant evidence. In reaching and issuing decisions, the arbitrator shall have no jurisdiction to make errors of law and/or legal reasoning or to give a remedy or award damages that would not be available to such prevailing Party in a court of law, nor will the arbitrator have the authority to award punitive, exemplary, or treble damages. The Parties shall share the costs of arbitration equally, and each Party shall bear its own attorneys’ fees and costs. iii. With the exception of any dispute that under applicable laws may not be settled through arbitration, arbitration under Section I.H.ii is the exclusive method to resolve a dispute between the Parties arising out of or relating to this Agreement that is not resolved through the meet-and-confer processes. Notwithstanding the foregoing, either Party may institute proceedings in a federal or state court of competent jurisdiction to seek temporary or preliminary injunctive relief to enforce the status quo in any dispute relating to this Agreement pending the resolution of that dispute through arbitration.
iv. PROVIDER acknowledges that Government Code § 911.2 requires a claim against a government entity to be brought no later than one (1) year after the accrual of the cause of action. As such, the Parties agree that arbitration under Section 1.H.ii must be initiated within one (1) year of the earlier of the date the dispute arose, was discovered, or should have been discovered with reasonable diligence; otherwise, the dispute will be deemed waived, and the complaining Party shall be barred from initiating arbitration or other proceedings related to the dispute, including any civil action in state or federal court. The deadline to file arbitration shall not be subject to waiver, tolling, alteration, or modification of any kind or for any reason other than fraud.
v. By agreeing to binding arbitration as set forth in Section 1.H.ii, the Parties acknowledge that they are waiving certain substantial rights and protections which otherwise may be available if a dispute between them was determined by litigation in a court, including the right to a jury trial, attorneys’ fees, and certain rights of appeal.

I. Reconciliation and Overpayment
i. Within one hundred twenty (120) calendar days after the end of each PLAN fiscal year in which PLAN made Local Range IGT payments to PROVIDER, PLAN shall perform a reconciliation of the Local Range IGT payments transmitted to the PROVIDER during the preceding fiscal year, including requesting PROVIDER to furnish proof of compliance with this Agreement and applicable laws, to ensure that the supporting amount of IGT Rate Increases were received by PLAN from DHCS.
ii. PROVIDER agrees to return to PLAN any overpayment of Local Range IGT payments made in error to PROVIDER within thirty (30) calendar days after receipt from PLAN of a written notice of the overpayment error, unless PROVIDER submits a written objection to PLAN. Any such objection shall be resolved in accordance with the dispute resolution process set forth in Section 1.H.
iii. PROVIDER shall report to PLAN any overpayment received under this Agreement and identified by PROVIDER and to repay such overpayment to PLAN within sixty (60) days of such identification by PROVIDER. PROVIDER acknowledges and agrees that, if PLAN determines that an amount has been overpaid or paid in duplicate, or that funds were paid which were not due under this Agreement to PROVIDER, PLAN may recover such amounts from PROVIDER by recoupment or offset from current or future amounts due from PLAN to PROVIDER under any contract between the Parties, after giving notice and an opportunity to return/pay such amounts.
iv. The reconciliation process established under this section is distinct from the indemnification provisions set forth in Section 1.J below. PLAN agrees to transmit to the PROVIDER any underpayment of Local Range IGT payments within thirty (30) calendar days of PLAN’s identification of such underpayment.

J. DHCS Payment and Indemnification
i. PROVIDER agrees to and acknowledges the following: (1) PLAN has no obligation to make any payments hereunder until PLAN has received IGT Rate Increases from DHCS; (2) PLAN is not responsible for DHCS payments to PLAN, including any mathematical calculations made by DHCS, and (3) PLAN is not responsible for the timing of the payments from DHCS to PLAN (including the conditions precedent to the timing of such payments, which includes the timing of DHCS submission to CMS and/or CMS review and approval). In addition, PLAN and PROVIDER agree and acknowledge that nothing herein is intended to create an obligation on the part of PLAN to agree to delays in capitation payment(s) from DHCS in order to accommodate payments under this Agreement.
ii. Each Party agrees to defend, indemnify, and hold each other and DHCS harmless with respect to any claims, costs, damages and expenses, including reasonable attorneys’ fees, that are related to or arise out of (i) the negligent or willful performance or non-performance by the indemnifying Party of any functions, duties, or obligations of the Party under this Agreement, or (ii) a Party’s violation of applicable law.

2. Term and Termination
A. This agreement shall commence on the Effective Date and shall expire on June 30, 2028.

B. Either Party may terminate this Agreement upon thirty (30) days’ prior written notice to the other Party if the other Party materially breaches a provision of the Agreement and does not cure the breach within the thirty (30)-day notice period.

C. Either Party may terminate this Agreement without cause upon sixty (60) days’ prior written notice to the other Party.

3. Miscellaneous Provisions
A. Any failure of a Party to insist upon strict compliance with any provision of this Agreement shall not be deemed a waiver of such provision or any other provision of this Agreement. To be effective, a waiver must be in writing and signed and dated by the Parties.

B. Neither Party may assign this Agreement, either in whole or in part, without the prior written consent of the other Party.

C. This Agreement may only be amended in a writing signed by both Parties.

D. Any notices required or permitted under this Agreement shall be in writing and delivered to the addresses set forth below in this Section 3.D. Any notice not related to termination of this Agreement may be sent electronically to the other Party’s e-mail address listed in this section or such other address as may be provided by a Party to the other Party from time to time.

If notice relates to termination of this Agreement, such notice shall be sent by registered or certified mail, postage prepaid, return receipt requested, or by any other overnight delivery service that delivers to the noticed destination and provides proof of delivery to the sender. All notices sent to the addresses set forth in this section shall be effective (i) when first received by the Party, or (ii) upon refusal of delivery by the Party to which it was sent. Any Party whose address changes during the term of the Agreement shall promptly notify the other Party in writing. If PLAN cannot complete notice under this Section 3.D because PROVIDER’s addresses are incorrect and/or PROVIDER failed to notify PLAN of the change, PLAN shall provide notice under this Section

3.D, including for Agreement termination, by making commercially reasonable efforts to deliver notice in any manner reasonably calculated to give PROVIDER actual notice, and notice shall be deemed delivered upon the completion of those efforts.

If to PLAN: 505 City Parkway West
Orange, CA 92868
Attention: Strategic Development
If to PROVIDER: 10200 Slater Avenue
Fountain Valley, CA 92708
E. Each Party shall be excused from performance hereunder for any period that it is prevented from meeting the terms of this Agreement as a result of a catastrophic occurrence or

natural disaster, including an act of war and excluding labor disputes (each a “Force Majeure Event”). A Party invoking this clause shall provide the other Party with prompt written notice of any delay or failure to perform that occurs by reason of a Force Majeure Event. If the Force Majeure Event continues for a period of ten (10) days, the Party unaffected by the Force Majeure Event may terminate this Agreement upon notice to the other Party.

F. Each Party and any of its agents or employees of PROVIDER shall act in an independent capacity and not as officers, employees, or agents of the other Party under this Agreement. PROVIDER’s relationship with PLAN under this Agreement is that of an independent contractor. PROVIDER’s personnel performing services under this Agreement shall be at all times under PROVIDER’s exclusive direction and control and shall be employees and/or agents of PROVIDER. PROVIDER shall pay all wages, salaries, and other amounts due its employees in connection with this Agreement and shall be responsible for all reports and obligations respecting them, such as social security, income tax withholding, unemployment compensation, workers’ compensation, and similar matters.

G. This Agreement shall be governed by and construed in accordance with all laws of the State of California. Subject to the restrictions in Section 1.H, PROVIDER shall bring any and all legal proceedings against PLAN under this Agreement in California State courts in Orange County, California, unless mandated by law to be brought in federal court, in which case such legal proceeding shall be brought in the Central District Court of California.

H. If any provision of this Agreement is rendered invalid or unenforceable by appliable laws or is declared null and void by any court of competent jurisdiction, the remainder of the provisions hereof shall remain in full force and effect as though the invalid or unenforceable parts had not been included herein.

I. This Agreement, including its recitals and attachments, constitutes the entire agreement between the Parties and supersedes and terminates any previous agreements between the Parties. All prior or contemporaneous agreements, promises, negotiations or representations, either oral or written, relating to the subject matter and period governed by this Agreement not expressly set forth herein shall be of no further force, effect, or legal consequence after the Effective Date.

J. This Agreement may be executed in multiple counterparts, each of which shall be deemed an original and all of which together shall be deemed one and the same instrument.

K. The persons executing this Agreement on behalf of the Parties warrant that they are duly authorized to execute this Agreement and that by executing this Agreement, the Parties are formally bound.
[signature page follows]

SIGNATURES
PLAN: CalOptima Health
Date:

By: Yunkyung Kim, Chief Operating Officer

PROVIDER: City of Fountain Valley
Date: _____________
By: Maggie Le, City Manager
ATTEST:
________________________________________________ Date: _____________ Rick Miller, City Clerk
APPROVED AS TO FORM:
________________________________________________ Date: August 10, 2026 City Attorney

CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: August 18, 2026
Members of the City Council
SUBJECT: Approval of the Parks and Community Services Parks Master Plan Three-Year Strategic Goals
☒ Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live.”
☒ Ensure long-term fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities.
☐ Attract and retain quality staff through best practices and trends. ☒ Maintain, build, plan for, and modernize infrastructure to support the growth and future needs of the City.
☐ Not applicable.

EXECUTIVE SUMMARY
On November 21, 2023, the City Council adopted the 2045 Fountain Valley General Plan with an action item to prepare and adopt a Parks Master Plan. • IMP-OSC-1 Parks Master Plan - Prepare and adopt a City Parks Master Plan that evaluates existing facilities and analyzes potential needs, costs, and phasing for improvements based upon existing and forecasted populations.

The Fountain Valley Parks and Community Services Master Plan provides a comprehensive, community-supported roadmap for the continued improvement of the City’s parks, recreation facilities, programs, and services. Built upon extensive public input, demographic and recreation-trend analysis, facility assessments, level-of-service evaluations, and operational and financial reviews, the Plan reflects both the community’s current priorities and its vision for the future.

Fountain Valley has a strong foundation of valued parks, recreation programs, community facilities, special events, and dedicated staff. The Plan identifies opportunities to build on these strengths by renovating aging facilities, improving accessibility and park connections, expanding recreational opportunities, enhancing the tree canopy and shade, strengthening staffing and organizational capacity, and pursuing new community-serving facilities. These

Parks and Community Services Master Plan
August 18, 2026

improvements will help the city respond to changing demographics, evolving recreation interests, and the long-term needs of residents of all ages, abilities, backgrounds, and income levels.

The Plan’s recommended “Big Moves” establish an ambitious but achievable direction for the future. Priorities include implementing the Master Plan as a long-term decision-making framework, expanding the park system, developing destination recreation facilities, strengthening the Department’s staffing and operational resources, and positioning Fountain Valley to pursue national recognition for excellence in parks and recreation. Together, these initiatives support the Department’s mission “To enhance the quality of life for ALL” and reinforce the City’s vision of being a safe, inclusive, and desirable community where residents can live their best lives.

Implementation will require a phased and flexible approach that considers public safety, accessibility, facility condition, community demand, project feasibility, operating costs, and available funding. Success will depend upon continued community engagement, responsible financial planning, strong partnerships, grant opportunities, and coordination across City departments. Each major project should be supported by additional site analysis, public outreach, technical and environmental review, cost estimating, and inclusion in the City’s capital improvement planning process.

This Master Plan is intended to serve as a living document that guides priorities while allowing the city to respond to new opportunities, emerging trends, and changing community needs.

Through consistent implementation and periodic evaluation, Fountain Valley can preserve the qualities residents value today while creating a safer, more accessible, sustainable, connected, and diverse park and recreation system for future generations.

DISCUSSION
A successful Parks and Community Services Master Plan is grounded in the voices of the people it serves. While demographic data, facility assessments, and industry trends provide valuable context, the future of Fountain Valley’s parks and recreation system should ultimately reflect the needs, priorities, and aspirations of residents, staff, community partners, and local leaders. For that reason, public engagement was a cornerstone of the planning process.

To capture a broad range of perspectives, the City of Fountain Valley utilized multiple engagement methods designed to gather both quantitative and qualitative feedback. These included:
• More than 20 focus groups and key leader interviews with staff, community partners, local leaders, user groups, and other stakeholders
• Two public input meetings that provided residents with opportunities to learn about the planning process, share ideas, and discuss future priorities • Intercept surveys completed by 76 participants at community events • A statistically valid community survey designed to provide reliable, representative feedback from households throughout Fountain Valley
Together, these engagement efforts generated a wide range of comments, ideas, and priorities. Each method offers a different perspective, but when viewed collectively, the findings

Parks and Community Services Master Plan
August 18, 2026

reveal consistent themes regarding what the community values, where opportunities for improvement exist, and how the Department can best invest its resources in the years ahead.

The following park-by-park recommendations identify potential renovations, replacements, accessibility upgrades, and new recreation amenities throughout Fountain Valley.

Improvements should be confirmed through site analysis, community engagement, feasibility studies, cost estimating, and the City’s capital improvement planning process.

Fountain Valley Sports Park Parkwide Improvements
• Expand and improve the park’s walking and fitness trail system with a connection to the 16-acre expansion site.
• Add pedestrian-scale and recreational-area LED lighting. • Provide public Wi-Fi in key activity areas.
• Install ballfield cameras to support game recording, livestreaming, security, and tournament operations.
• Install security cameras to connect public safety to the facility. • Replace basketball goals with high-quality unbreakable glass backboards. • Upgrade the northern access road and improve internal circulation with a connection to the 16-acre expansion site.
• Expand parking near major activity areas and potential event facilities. • Improve pedestrian connections between parking lots, athletic fields, buildings, and trails.
• Improve accessibility throughout the park, including routes, buildings, restrooms, drinking fountains, and spectator areas.
• Upgrade wayfinding, regulatory, facility-identification, and tactile signage. • Add shaded seating, hydration stations, and rest areas throughout the park. • Incorporate trees, shade structures, drought-tolerant landscaping, stormwater management, and water-efficient irrigation into park improvements. • Evaluate drainage improvements around buildings and athletic facilities affected by water intrusion.

Parks and Community Services Master Plan
August 18, 2026

Athletic Field Improvements
• Convert/develop a dedicated championship girls fastpitch softball field. • Convert one existing ball field into a 60/90 full-size regulation baseball field. • Provide flexible field layouts that accommodate youth and adult play. Consider artificial turf on ball fields 1 – 4 to expand field usage.
• Relocate selected baseball and softball fields to improve field configuration space, efficiency, and potential parking and access to the new 16-acre site. • Expand, relocate, or reconfigure soccer fields using natural or synthetic turf based on demand, maintenance requirements, environmental considerations, and life-cycle costs.
• Consider relocating current soccer fields to the new 16-acre site to provide development and event opportunities near the park entrance at Ed Arnold Way. • Improve ballfield lighting, fencing, dugouts, backstops, scoreboards, spectator seating, shade, and support amenities.
• Improve field maintenance, drainage, and turf conditions to allow for more athletic field usage.
• Provide additional storage, maintenance access, and tournament support infrastructure.

Tennis and Pickleball Improvements
• Expand the existing tennis and pickleball complex through ball field relocation/enhancements.
• Add courts based on participation demand and tournament requirements. • Construct a support building with restrooms, storage, offices, concessions, and gathering space.
• Improve court lighting, fencing, windscreens, shade, seating, and accessible routes. • Construct championship or showcase courts with spectator seating.

New Recreation, Community and Event Facilities
(Current Park and 16 Acre Expansion Area)
The 16-acre expansion site for the Fountain Valley Sports Park offers the city an extraordinary opportunity to re-envision the facility. The location currently serves as the community's central meeting place and has provided recreational opportunities for over 50 years. Consider development proposals for the following recreational amenities, pending land use restrictions on the site:
• Design flexible indoor and outdoor spaces for recreation programs, performances, meetings, celebrations, tournaments, and special events. • Evaluate relocating current soccer fields and basketball courts to the 16-acre expansion site to provide development and event opportunities near the park entrance at Ed Arnold Way.
• Evaluate relocating selected baseball and softball fields to improve field configuration space, efficiency, potential parking, and access to the new 16-acre site. • Develop a dedicated outdoor event venue within the existing park through the relocation of current soccer fields.

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• Evaluate a large-scale multipurpose recreation venue at the park entry adjacent to Ed Arnold Way through the relocation of current soccer fields. • Evaluate a new multipurpose community event venue within the 16-acre expansion area.
• Evaluate a softball/baseball stadium capable of supporting tournaments and multipurpose events.
• Develop a dog park with separate areas for large and small dogs, including shade, seating, drinking water, and accessible surfacing.
• Evaluate a community garden with accessible plots, water service, storage, shade, and educational space.
• Install outdoor fitness equipment with a connected system of accessible trails and walkways.
• Incorporate alternative recreation features along a connected system of accessible trails and walkways.
• Evaluate a BMX/Skateboard pump track.
• Evaluate a splash pad or interactive water-play area. • Preserve flexible open space for community events, informal recreation, and future needs.
• Provide supporting restrooms, parking, shade, seating, lighting, landscaping, and utilities.
• Establish the intended size, function, and service area of each proposed venue to prevent overlapping uses.
• Provide appropriate drop-off areas, restrooms, concessions, storage, utilities, security, and service access.
• Coordinate development with drainage, access, utilities, neighboring uses, environmental constraints, and long-term operating costs.

Allen Park
• Install a new monument identification sign.
• Construct a picnic shelter.
• Replace existing benches and add seating in key activity areas. • Replace all existing picnic tables with a consistent, high-quality City standard. • Preserve and improve the large open lawn for informal recreation and field activities. • Construct a sand volleyball court with high-quality poles, netting, edging, and drainage. • Develop a grouped outdoor fitness area.
• Add a distinctive signature amenity, such as interactive play, a climbing feature, outdoor games, or a small nature-play area.

Colony Park
• Replace existing benches with durable, high-quality furnishings. • Replace or add picnic tables with a consistent, high-quality City standard. • Replace playground wood chips with engineered wood fiber or accessible resilient surfacing.
• Evaluate accessibility improvements to park walkways, seating, and play areas. • Upgrade landscaping and irrigation as needed.

Cordata Park
• Construct a combined restroom and community building as a Priority 2 improvement. • Replace the playground, consistent with the previously identified 2020 project.

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• Replace basketball goals with high-quality unbreakable glass backboards. • Install a new monument identification sign.
• Construct a picnic shelter.
• Develop a rectangular multipurpose sports field.
• Evaluate the feasibility of adding a splash pad or another major park amenity. • Provide accessible connections between the building, playground, field, shelter, and other amenities.

Courreges Park
• Develop and improve the park’s trail system.
• Install fitness stations along the trail.
• Improve pedestrian crossings at surrounding streets.
• Add high-visibility crosswalks, accessible curb ramps, signage, and other traffic-calming features where appropriate.
• Improve trail connections to adjacent neighborhoods.
• Add benches, shade, and rest areas along the trail with a consistent, high-quality City standard.

Ellis Park
• Construct a new restroom as a Priority 2 improvement. • Install tennis-court windscreens featuring Fountain Valley branding. • Replace volleyball poles and nets with tournament-quality equipment. • Replace basketball goals with high-quality unbreakable glass backboards. • Replace the playground with an inclusive, age-appropriate play environment. • Replace the picnic shelter using the City’s preferred design and quality standards. • Replace or add picnic tables with a consistent, high-quality City standard. • Improve accessible connections between the courts, playground, restroom, and picnic area.

Fulton Park
• Develop and improve the park’s trail system.
• Install fitness stations along the trail.
• Improve pedestrian crossings at surrounding streets.
• Add accessible curb ramps, high-visibility crosswalks, signage, and traffic-calming features where appropriate.
• Add seating, shade, and rest areas along the trail with a consistent, high-quality City standard.
• Improve neighborhood connections and access to the park.

Harper Park
• Develop and improve the park’s trail system.
• Install fitness stations along the trail.
• Improve pedestrian crossings at surrounding streets.
• Add accessible curb ramps, crosswalks, signage, and traffic-calming features where appropriate.
• Evaluate potential recreation improvements west of the Southern California Edison easement, subject to confirmation of property and easement restrictions. • Add seating, shade, and rest areas along the trail with a consistent, high-quality City standard.
• Improve connections between both sides of the park where feasible.

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Helm Park
• Install a new monument identification sign.
• Replace basketball goals with high-quality unbreakable glass backboards. • Construct a picnic shelter on the existing concrete slab. • Replace benches and picnic tables using a consistent, high-quality City standard. • Add a distinctive recreation feature within the open lawn, such as outdoor games, nature play, a climbing feature, or interactive recreation.
• Improve accessible connections to all park amenities.

Heritage Park
• Preserve the park as an important historical site.
• Retain the existing character and features without major recreational development. • Continue routine maintenance and preservation of historical elements. • Improve accessibility, interpretation, or historical signage only where compatible with the site’s character.

La Capilla Park
• Relocate the playground into the open lawn area and develop a larger, more inclusive play environment.
• Construct one or more picnic shelters near the playground. • Replace basketball goals with high-quality glass backboards. • Correct ponding and drainage problems on the basketball court. • Resurface the basketball court following completion of drainage repairs. • Install a new monument identification sign.
• Improve accessible walkways connecting the playground, shelters, court, and park entrance.

Los Alamos Park
• Construct a combined restroom and community building as a Priority 2 improvement. • Evaluate the feasibility of adding a splash pad or another major park amenity. • Replace the playground with a larger, inclusive play environment. • Replace basketball goals with high-quality glass backboards. • Develop a grouped outdoor fitness area.
• Construct a perimeter walking path.
• Add seating, shade, and rest areas along the walking path using a consistent, highquality City standard. • Provide accessible connections among all major park amenities.

McDowell Park
• Retain the existing picnic shelter as the model for future City shelter design and construction.
• Expand the playground to provide additional play value and serve a broader range of ages and abilities.
• Add inclusive play components and accessible surfacing. • Improve shade, seating, and caregiver gathering areas around the playground. • Upgrade accessible connections to the playground and shelter as needed.

Moiola Park
• Retain the park in its current configuration because it was recently improved. • Continue routine maintenance and monitor the condition of equipment, surfacing, landscaping, and irrigation.

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• Defer major capital improvements until existing amenities approach the end of their useful lives.

Monroe Park
• Replace the playground with an inclusive, age-appropriate play environment. • Construct a picnic shelter near the playground and gathering areas. • Install outdoor fitness stations.
• Replace deteriorated walkways and correct accessibility deficiencies. • Install a new monument identification sign.
• Improve shade, seating, landscaping, and connections among park amenities.

Nieblas Park
• Replace or upgrade the slides on the existing play equipment. • Replace the poured-in-place rubber surfacing.
• Evaluate complete playground replacement based on the condition, age, and remaining useful life of the equipment.
• Install a new monument identification sign.
• Improve shade, seating, and accessible connections around the play area.

Plavan Park
• Install a new monument identification sign.
• Replace the chain-link fencing along the park frontage with more attractive, durable fencing.
• Replace two or three playground areas and consolidate them where appropriate. • Provide inclusive equipment and accessible resilient surfacing. • Replace or renovate the irrigation system.
• Renovate worn turf and improve soil and drainage conditions. • Replace benches and picnic tables using the City’s adopted furnishing standards. • Improve accessible walkways connecting the park’s major activity areas.

Stonecress Park
• Construct a new restroom as a Priority 2 improvement. • Construct a shade structure near the playground or gathering area. • Replace benches and picnic tables using a consistent, high-quality City standard • Replace the playground with an inclusive, age-appropriate play environment. • Replace basketball goals with high-quality unbreakable glass backboards. • Resurface the basketball court and complete associated repairs. • Add a climbing-rope tower or similar signature climbing feature. • Improve accessible routes connecting the restroom, playground, court, and shelter.

Vista View Park
• Construct a new restroom as a Priority 2 improvement. • Develop a perimeter walking path.
• Install outdoor fitness stations along the path.
• Construct a picnic shelter and evaluate the addition of major park amenity. • Add benches, shade, and rest areas along the walking route using a consistent, highquality City standard. • Improve accessible connections between neighborhood entrances and park amenities.

Westmont Park
• Develop and improve the park’s trail system.
• Install fitness stations along the trail.

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• Improve pedestrian crossings at surrounding streets.
• Add accessible curb ramps, high-visibility crosswalks, signage, and traffic-calming features where appropriate.
• Add seating, shade, and rest areas along the trail with a consistent, high-quality City standard.
• Improve connections between the park and surrounding neighborhoods.

Veterans Park
• Renovate and improve the bocce ball courts.
• Replace benches and picnic tables using a consistent, high-quality City standard • Construct accessible walkways connecting all park amenities. • Provide a designated ADA-accessible parking space and access aisle. • Improve the accessible route between parking, seating, and bocce courts. • Consider interpretive elements recognizing veterans and the park’s commemorative purpose.

Recreation Center Improvements
• Renovate the men’s and women’s restrooms, including accessible toilet stalls, to meet current ADA requirements.
• Replace fluorescent fixtures with energy-efficient LED lighting and improve interior illumination.
• Repair the source of water intrusion into the gym during heavy rainfall. • Replace water-damaged gym flooring near the exterior doors. • Replace worn vinyl tile and carpeting.
• Replace noncompliant doorknobs with accessible lever-style hardware. • Correct noncompliant thresholds at the Park View Room and Sunridge Room entrances.
• Modify the Sunridge Room sink counter to provide accessible knee clearance. • Install missing tactile exit signs.
• Renovate the basketball court floor and replace or upgrade the gym bleachers. • Remove or repurpose the indoor racquetball courts for higher-priority recreation uses. • Plan for replacement of the aging HVAC system as it approaches the end of its expected service life.

Senior & Community Center Improvements
• Replace the built-up roof, which is nearing the end of its useful life. • Replace the HVAC system and provide improved temperature controls for individual rooms.
• Investigate possible HVAC condensation or water leaks that may be causing ceiling-tile damage.
• Replace warped ceiling tiles.
• Replace worn and stained carpeting.
• Replace fluorescent fixtures with energy-efficient LED lighting. • Replace the failing operable partition walls.
• Install contrasting warning strips on interior stairs. • Modify the lobby service counter to eliminate its excessive projection. • Correct excessive floor slopes near the kitchen sink and floor drain.

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• Modify sinks in the first-floor breakroom and second-floor lecture room to provide accessible knee clearance.
• Lower first-floor restroom lavatories to meet the 34-inch maximum accessible height.

FISCAL REVIEW
The purpose of this Funding and Revenue Strategies analysis is to evaluate the City of Fountain Valley's existing funding framework, identify revenue mechanisms currently being utilized, and assess additional opportunities that may support the Department's longterm operational sustainability and future capital investment. This analysis is intended to support implementation of the Plan by aligning financial tools with community priorities, facility needs, and anticipated growth.

As parks and recreation agencies face increasing operating costs and growing demands for facilities and services, maintaining a diverse and sustainable funding structure becomes increasingly important. This analysis recognizes that no single funding source can address all future needs and instead evaluates a variety of mechanisms that can support operations, maintenance, and capital investment.

The findings summarized below are based on a review of the City's Funding Matrix, Department input, and the existing Development Impact Fee Study, which identifies significant opportunities associated with future residential development.

Funding strategies are organized into six categories: External Funding, Capital Funding, User Fees, Grants, Tax Support, and Franchises and Licenses. Together, these strategies provide a framework for maintaining financial stability while positioning the Department to capitalize on future opportunities and support continued growth.

1. External Funding
External funding sources provide opportunities to supplement traditional public revenues, reduce pressure on the General Fund, and support targeted programs, facilities, and special initiatives.

External Funding Strategies Currently Utilized
• Corporate Sponsorships: Fountain Valley has established one of the strongest sponsorship models among comparable agencies through its partnership with the Fountain Valley Community Foundation (FVCF). Event sponsorships and community partnerships provide ongoing support for programs and special events and represent a mature and successful revenue source.
• Partnerships: The Department maintains strong partnerships with organizations such as the Fountain Valley Community Foundation and Hyundai Motor America. These relationships have supported programs and capital initiatives and provide a framework for future collaboration.
• Foundations and Gifts: Through the FVCF and other nonprofit organizations, the Department has benefited from philanthropic support and community fundraising. The Foundation played a major role in raising approximately $1.8 million for the Fountain Valley Universal Access Playground.

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• Volunteerism: Multiple nonprofit organizations and community volunteers contribute to programs, events, and services, providing significant indirect financial value while strengthening community ownership and advocacy.

External Funding Opportunities
• Crowdfunding and Special Fundraisers: While not currently major funding sources, these strategies could be leveraged through the Foundation for targeted projects and special initiatives.
• Expanded Partnerships: Additional partnerships with nonprofit organizations, educational institutions, healthcare providers, and private businesses represent opportunities to diversify revenue and reduce operating costs.

2. Capital Funding
Capital funding strategies support the acquisition, development, and expansion of parks and facilities.
• Development and Impact Fees: Development-related fees represent one of the Department's strongest long-term capital funding tools. The City's Development Impact Fee Study established a nexus between growth and park needs and identified substantial park impact fees associated with residential development. Maximum justified park and recreation fees exceed $21,000 per multifamily unit and $31,000 per single-family unit.

Although actual collections vary, the Department currently averages approximately $8,000 to $10,000 per new residential unit through park and mitigation fees. With the General Plan identifying more than 4,500 additional housing units, development fees represent a significant source of future capital investment.

These revenues are expected to help fund new park development, neighborhood park improvements, and expansion of the Sports Park system.
• Leaseback and Concession Agreements: For large-scale capital projects, particularly the planned 16-acre expansion at the Sports Park, the City prefers longterm license and concession agreements rather than traditional debt financing or ownership models. This approach minimizes risk while leveraging private investment and operational expertise.

3. User Fees
• User fees are a major component of the Department's revenue structure and provide a direct relationship between services provided and costs recovered.

Existing User Fee Strategies
The Department currently utilizes:
• Program fees and charges.
• Facility and park rental fees.
• Special event admissions.
• Special event and filming permits.
• Recreation service fees.

Many programs and facilities have transitioned toward concession or contracted operating models, including the tennis center and snack bar operations.

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Opportunities for Revenue Expansion
• Park Rentals: The planned development of community parks with restroom facilities creates opportunities for expanded rentals, gatherings, and associated programming.

Existing neighborhood parks currently have limited rental potential due to the lack of supporting amenities.
• Sports Field Fees: Increasing athletic field permit fees represents an opportunity to better offset rising maintenance and operating costs.
• Special Event Permit Fees: Periodic adjustments to event and permit fees could improve cost recovery while maintaining market competitiveness. • Parking Fees: Parking fees at the Fountain Valley Sports Park and potentially around Mile Square Regional Park represent one of the most significant untapped revenue opportunities. Given increasing visitation and planned facility expansion, a paid parking program could generate recurring revenues that directly support park maintenance and operations.

4. Grants
Grant funding provides targeted support for capital projects, programs, and community initiatives.

Grants Currently Utilized - The Department has successfully leveraged:
• Community Development Block Grant (CDBG) funding, including support for Meals on Wheels.
• Local nonprofit foundation grants through the Fountain Valley Community Foundation.
• State and county grant opportunities.
• Urban forestry and accessibility-related grants.

Future Opportunities - Additional opportunities include:
• Recreational Trails Program grants for walking trails and exercise facilities. • Land and Water Conservation Fund grants, although land restrictions may limit applicability.
• State and federal competitive grants as projects become eligible.

The Department remains highly receptive to pursuing grant opportunities and has demonstrated a strong track record of leveraging outside funding.

5. Tax Support
Tax support provides the foundation for long-term financial stability. • Existing Tax Support - Fountain Valley benefits from existing sales tax revenues generated through Measure HH, which provides an important source of General Fund support. The Department also receives limited revenues through interest earnings and miscellaneous sources.

Future Considerations
• Consistent with Department direction, there is little interest in pursuing new taxes.

Instead, the emphasis is on maximizing existing revenues and expanding alternative funding mechanisms.

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6. Franchises and Licenses
Franchise and licensing arrangements provide opportunities to leverage privatesector expertise while reducing operational responsibilities.

Existing Strategies
• Concession Management: Concession agreements are a preferred operating model within Fountain Valley. Several programs and facilities already utilize concession arrangements to provide services while minimizing staffing requirements. • Private Concessionaires: The City actively utilizes concession agreements and views them as an effective approach for delivering programs and services. • Naming Rights: Although a naming rights program exists, it has generated limited success to date. Nevertheless, the Department remains open to future sponsorship and naming opportunities.
• License Agreements: Rather than traditional leases, the City typically utilizes license agreements for facilities and operations. This approach provides flexibility and aligns with the City's preferred development model.

Key Findings:

Strong Foundation of Alternative Revenue Sources: Fountain Valley has developed a diversified funding structure that extends beyond traditional taxes. Partnerships, sponsorships, concessions, and development fees collectively provide considerable flexibility.

Development Fees Represent a Major Capital Opportunity: With more than 4,500 housing units identified in the General Plan and average collections of $8,000 to $10,000 per unit, growth-related revenues could provide substantial funding for future park and facility improvements.

Partnerships Are a Competitive Advantage: The Fountain Valley Community Foundation and other community partners provide an unusually strong framework for sponsorships, philanthropy, and fundraising.

Parking Fees Represent a Significant Untapped Revenue Source: Paid parking at the Sports Park and surrounding high-demand recreation areas offers one of the greatest opportunities for generating recurring revenues to support operations and maintenance.

Community Parks Can Become Revenue Generators: The addition of restrooms and supporting infrastructure at future community parks will create opportunities for expanded rentals, events, and programming.

User Fees Should Continue to Evolve: Periodic adjustments to ball field rentals, special event permits, and other user fees will be necessary to keep pace with inflation and maintain appropriate cost recovery.

Private-Sector Delivery Models Reduce Risk: Fountain Valley's preference for concession agreements and long-term license arrangements provides flexibility, limits capital exposure, and supports efficient service delivery. Overall, the Department's

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funding philosophy emphasizes maximizing existing revenues and pursuing entrepreneurial opportunities rather than relying on new taxes.

PUBLIC NOTIFICATION
Not applicable.

ENVIRONMENTAL IMPACT REVIEW
Not applicable.

ATTORNEY REVIEW
Attorney for the City has reviewed this item.

ALTERNATIVES
Alternative No. 1: Approve the Parks and Community Services Parks Master Plan Alternative No. 2: Do not approve the Parks and Community Services Parks Master Plan and provide direction to staff.

RECOMMENDATION:

Staff recommends that the City Council approve Alternative No. 1: Approve the Parks and Community Services Parks Master Plan.

Prepared by: Rob Frizzelle, Community Services Director/DCM

Reviewed by: Ryan Smith, Finance Director
Approved by: Maggie Le, City Manager
Attachment:

1. Parks and Community Services Master Plan

2. Fountain Valley Sports Park Conceptual Design

FOUNTAIN VALLEY SPORTS PARK CITY OF FOUNTAIN VALLEY
N 0 400' 800' 1,600' DATE: August 7, 2026 SCHEMATIC MASTER PLAN 2 NEW PARKING AREA3 DEDICATED EVENT VENUE
1 NEW TENNIS BUILDING IMPROVEMENTS:
4 5 NEW SKATE PARK/BMX PUMP TRACK IMPROVEMENTS TO EXISTING REC CENTER 11 6 NEW LARGE SCALE MULTI-PURPOSE RECREATION VENUE7 NEW PICKLEBALL COMPLEX 8 EXPAND EXISTING BASEBALL FIELD
9 NEW DOG PARK 10 NEW FITNESS AREA 11 GIRLS FAST PITCH FIELD 12 UPGRADED ACCESS ROAD 13 NEW FULL SIZE SOCCER FIELD (TURF OR GRASS) 14 NEW U12 SIZE SOCCER FIELD (TURF OR GRASS) 15 NEW SOFTBALL/BASEBALL FIELD 16 NEW EVENT VENUE AND COMMUNITY CENTER 17 NEW COMMUNITY GARDEN NOTE: ALL PARK UPGRADES · WIFI · LED LIGHTING· BALL FIELD CAMERAS· EXPAND AND IMPROVE WALKING TRAIL 2 4
3 6
1 8
5 7 12
4 9 10
4 15 16 13 17 14 EXISTING BALL FIELD NUMBERING AND LOCATIONS A
B
3 3
F C
E
D
D

B PRIMARY VEHICULAR ROAD

C MULTI-USE FIELD
A GREAT MEADOW COUNTY IMPROVEMENTS:

D
E AMPHITHEATER PARKINGF ADVENTURE PLAY AREA AND RESTROOM F1 FX F2 F3F4 F5 F6 F7 F9F8 F10 F11 F12 F16 F15 F13

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ACKNOWLEDGEMENTS
ADOPTED BY THE CITY COUNCIL ON ___________, 2026

THANK YOU TO THE ENTIRE FOUNTAIN VALLEY COMMUNITY FOR YOUR INPUT THROUGHOUT

THE DEVELOPMENT OF THIS PLAN

FOUNTAIN VALLEY CITY COUNCIL
Mr. Jim Cunneen, Mayor
Mr. Patrick Harper, Vice Mayor
Ms. Kim Constantine, Council Member
Mr. Glenn Grandis, Council Member
Mr. Ted Bui, Council Member

FOUNTAIN VALLEY COMMUNITY SERVICES STAFF (PROJECT TEAM) Mr. Rob Frizzelle, Deputy City Manager / Community Services Director Ms. Jenni Worsham, Community Services Manager
Christie Araiza, Community Services Manager

CONSULTING TEAM
Doug Grove, President, RHA Landscape Architects-Planners Arielle Talley, GIS Technician, RHA Landscape Architects-Planners Neelay Bhatt, Founder & CEO, Next Practice Partners
Jason Ellisalde, Vice President, Next Practive Partners

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CHAPTER ONE EXECUTIVE SUMMARY.................................................................................... 6

1.1 INTRODUCTION .........................................................................................................................................................................................................6

1.2 MISSION, VALUES, VISION, MISSION & BIG MOVES .........................................................................................................................................6

1.3 COMMUNITY PROFILE ............................................................................................................................................................................................8

1.4 PUBLIC INPUT SUMMARY....................................................................................................................................................................................10

1.5 RECREATION PROGRAM ASSESSMENT ..............................................................................................................................................................13

1.6 PARK AND FACILITY EVALUATIONS...................................................................................................................................................................18

1.7 EQUITY MAPS........................................................................................................................................................................................................20

1.8 RECOMMENDED PARKS IMPROVEMENTS PLAN..............................................................................................................................................21

1.9 CONCLUSION..........................................................................................................................................................................................................23 CHAPTER TWO COMMUNITY PROFILE.................................................................................24

2.1 OVERVIEW.............................................................................................................................................................................................................24

2.2 LIVABILITY AND ACCESS ....................................................................................................................................................................................24

2.3 DEMOGRAPHICS ...................................................................................................................................................................................................27

2.4 RECREATIONAL TRENDS.....................................................................................................................................................................................35

2.5 NATIONAL TRENDS IN RECREATION ................................................................................................................................................................38

2.6 KEY TAKEAWAYS.................................................................................................................................................................................................50 CHAPTER THREE PUBLIC INPUT SUMMARY........................................................................52

3.1 KEY LEADER INTERVIEWS & FOCUS GROUPS .................................................................................................................................................53

3.2 PUBLIC WORKSHOPS......................................................................................................................................................................................... 56

3.3 INTERCEPT SURVEYS...........................................................................................................................................................................................58

3.4 STATISTICALLY VALID SURVEY .........................................................................................................................................................................60 CHAPTER FOUR RESOURCE ANALYSIS..................................................................................68

4.1 RECREATION PROGRAM ASSESSMENT............................................................................................................................................................68

4.2 PARK AND FACILITY EVALUATIONS..................................................................................................................................................................91

4.3 INVENTORY, ASSESSMENT, AND LEVELS OF SERVICE..................................................................................................................................99

4.4 EQUITY MAPPING ...............................................................................................................................................................................................101

4.5 FUNDING AND REVENUE STUDIES...................................................................................................................................................................115

4.6 RECOMMENDED PARKS IMPROVEMENTS PLAN..........................................................................................................................................120 CHAPTER FIVE VISIONING AND KEY RECOMMENDATIONS .......................................133

5.1 MISSION STATEMENT / CITY VALUES ..............................................................................................................................................................134

5.2 CITY VISION STATEMENT...................................................................................................................................................................................134

5.3 DEPARTMENT MISSION .....................................................................................................................................................................................134

5.4 BIG MOVES..........................................................................................................................................................................................................135 CHAPTER SIX CONCLUSION....................................................................................................136 CHAPTER SEVEN APPENDICES...............................................................................................137 APPENDIX A – INTERCEPT SURVEY CHARTS AND GRAPHS..............................................................................................................................138 APPENDIX B - STATISTICALLY VALID SURVEY CHARTS & GRAPHS ................................................................................................................147 APPENDIX C - RECREATIONAL PROGRAMMING SIMILAR SERVICE PROVIDERS ..........................................................................................182 APPENDIX D - PARK & FACILITY EVALUTATIONS...............................................................................................................................................187 APPENDIX E - NATIONAL TRENDS IN RECREATION ......................................................................................................................................... 244

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CHAPTER ONE EXECUTIVE SUMMARY

1.1 INTRODUCTION
The Fountain Valley Parks and Community Services Master Plan provides a community-driven roadmap for enhancing the City’s parks, recreation facilities, programs, and services. Developed through public engagement, demographic and recreation-trend analysis, facility assessments, level-of-service evaluations, and operational and financial reviews, the Plan identifies current needs and establishes priorities for future investment.

The recommendations build upon Fountain Valley’s strong quality of life and the community’s high satisfaction with its parks and recreation services. They address opportunities to improve park access, renovate aging facilities, expand recreation opportunities, strengthen Department resources, and create safe, inclusive, sustainable, and welcoming spaces for residents of all ages and abilities. Together, the Plan’s vision, “Big Moves,” and implementation strategies provide a practical framework to guide decisions, funding, partnerships, and phased improvements over the coming years.

1.1.1 OUTCOMES
The Parks and Community Services Master Plan establishes a community-supported roadmap for the future of Fountain Valley’s parks, facilities, programs, and services. The Plan identifies opportunities to improve park access, renovate aging facilities, expand recreation options, strengthen staffing and operations, and pursue major community-serving amenities. Its recommendations provide a practical framework for prioritizing projects, allocating resources, pursuing funding, and guiding phased improvements that enhance the quality of life for all residents.

1.1.2 ABOUT THE CITY
Fountain Valley is a well-established Orange County community known as “A Nice Place to Live.” Its central location provides convenient access to beaches, employment centers, shopping, entertainment, and transportation while maintaining a safe, welcoming, and community-oriented character. The City’s parks, recreation facilities, programs, and special events contribute significantly to residents’ health, social connection, and overall quality of life. As the community’s population, age profile, and recreation interests continue to evolve, the City has an opportunity to build upon these strengths and ensure its park and recreation system remains accessible, inclusive, sustainable, and responsive to future needs.

1.2 MISSION, VALUES, VISION, MISSION & BIG
MOVES

1.2.1 MISSION STATEMENT / CORE VALUES
The City of Fountain Valley is a team-driven organization committed to providing excellent service to our community through our core values. • Fiscal Stability
• Honesty, Integrity and Ethical Behavior

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• Teamwork
• Excellent Customer Service
• Innovation
• Quality of Life

1.2.2 CITY VISION STATEMENT
The city vision statement is
“Fountain Valley is a safe, inclusive, and desirable community where you can live your best life!”

1.2.3 DEPARTMENT MISSION
The updated department mission statement is
“To enhance the quality of life for ALL”
Big Moves
1) BUILD THE ROADMAP
Complete and implement a comprehensive Parks Master Plan to guide the future development of the park system.
• A clear, community-supported plan will establish priorities for park development, land acquisition, facility investment, and long-term decision-making. 2) GROW THE PARK SYSTEM
Expand access to parks through the development of new parkland and additional community parks.
• Develop the additional 16 acres and create new community parks to support population growth and improve access to recreation throughout the community. 3) DEVELOP DESTINATION RECREATION FACILITIES
Invest in signature recreation spaces that serve the entire community. • Pursue key facilities such as a multi-purpose event/community center and a dedicated outdoor event venue that supports recreation, wellness, and community gatherings. 4) STRENGTHEN THE TEAM
Expand staffing and organizational capacity to support a growing park system. • Additional supervisors, coordinators, maintenance staff, and communications support will ensure the Department can deliver high-quality parks, programs, and services. 5) PURSUE GOLD MEDAL EXCELLENCE
Position the Department to become an NRPA Gold Medal Agency. • By elevating parks, facilities, programming, and operations, the Department will pursue national recognition for excellence in parks and recreation.

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A full summary of the visioning process can be found in CHAPTER FIVE

1.3 COMMUNITY PROFILE

1.3.1 KEY FINDINGS

LIVABILITY & ACCESS
• Fountain Valley offers a strong quality of life, but its high cost of living, particularly housing costs, may reduce the discretionary income residents have available for recreation programs, memberships, and activities.
• Only 55% of residents live within a 10-minute walk of a park. Access is slightly lower among older adults, low-income residents, and several racial and ethnic groups, indicating geographic and demographic gaps in walkable park access. • Fountain Valley’s Tree Equity Score of 73 is below the national average of 82.

Opportunities exist throughout the community to preserve and expand tree canopy, increase shade, and make parks and walking routes more comfortable during warmer weather.

DEMOGRAPHICS (CENSUS/ESRI)
• Fountain Valley’s population is projected to decline by approximately 8.3% between 2020 and 2040. However, changes in the community’s age, cultural composition, and household characteristics are likely to have a greater influence on future recreation needs than the population decline itself.
• The community is becoming older. Adults ages 75 and older are projected to represent approximately 15% of residents by 2040, increasing the importance of accessible facilities, low-impact activities, social opportunities, and programs that support healthy aging.
• Fountain Valley is also becoming increasingly diverse. Asian residents are projected to represent approximately half of the population by 2040, while the Hispanic or Latino population is projected to reach 18%.
• Nearly one-third of residents are foreign-born, and 46.1% speak a language other than English at home. Multilingual communication and culturally relevant engagement will be increasingly important to ensure residents understand and participate in available services.

INCOME & AT-RISK INDICATORS
• Fountain Valley’s household incomes are higher than state and national levels, suggesting that many households have the financial capacity to participate in fee-supported programs and activities.
• Higher incomes do not eliminate affordability concerns. The community’s elevated housing and living costs may place pressure on household budgets, particularly for renters, older adults on fixed incomes, lower-income households, and families with children.
• These conditions reinforce the importance of maintaining a range of free, low-cost, and fee-based recreation opportunities, along with scholarships or financial assistance for residents who may otherwise be unable to participate.

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• Older adults, lower-income residents, people with disabilities, linguistically isolated households, and residents without convenient access to a park may face additional barriers to participation and should remain a focus of future planning and outreach.

LOCAL RECREATION MARKET POTENTIAL (ESRI MPI; U.S. AVERAGE = 100) • ESRI Market Potential Index data indicates that Fountain Valley residents demonstrate strong potential for participation in tennis, pickleball, baseball, soccer, bicycling, and hiking.
• Local market potential also extends beyond traditional sports and fitness activities.

Residents show interest in creative and social pursuits such as woodworking, chess, and photography.
• These findings support a balanced recreation system that includes sports, fitness, outdoor recreation, lifelong learning, arts, hobbies, and opportunities for social connection. • Market potential reflects residents’ likelihood of participating relative to the national average; it should be considered alongside community input, registration data, facility capacity, and program performance when making investment decisions.

NATIONAL PARTICIPATION CONTEXT (SFIA 2024)
• National participation trends show continued interest in flexible, accessible, and social activities that can be enjoyed by people with different ages, abilities, and experience levels.
• Walking, fitness activities, bicycling, hiking, court sports, and other individual or smallgroup activities remain important components of the national recreation landscape. • Pickleball’s continued growth reinforces the need to evaluate court supply, scheduling, shared-use arrangements, and potential conflicts among court users. • National trends also demonstrate the importance of providing both structured programs and self-directed recreation opportunities that allow residents to participate on their own schedules.

1.3.2 KEY TAKEAWAYS
• Fountain Valley’s changing population, not population growth, will be the primary driver of future recreation needs. Planning should respond to an older, increasingly diverse, and multilingual community.
• Affordability should remain a central consideration despite the community’s comparatively strong household incomes, as high housing and living costs may limit participation for some residents.
• Improving walking and bicycling connections, addressing gaps in 10-minute park access, and expanding shade and tree canopy would make the park system more accessible, comfortable, and equitable.
• Future programs and facilities should support active aging, multigenerational participation, cultural inclusion, and opportunities for residents with different interests, abilities, and financial circumstances. Consider the development of a recreation and cultural commission to support the needs of these demographics. • Local and national participation trends support continued investment in court and field sports, walking, bicycling, hiking, fitness, and self-directed recreation, while also demonstrating demand for creative, educational, and social activities.

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• Community profile findings should be used with public input, program participation, facility assessments, and operational data to guide future priorities rather than serving as the sole basis for investment decisions.

Full community profile can be found in CHAPTER TWO

1.4 PUBLIC INPUT SUMMARY

1.4.1 KEY FINDINGS

KEY LEADER INTERVIEWS & FOCUS GROUPS
• More than 20 interviews and focus groups were conducted with City staff, elected officials, community partners, local organizations, user groups, and other stakeholders. Participants consistently identified the Department’s caring and responsive staff, well-maintained parks, quality programs and events, strong partnerships, and connection to the community as its greatest strengths.
• Internal and external stakeholders agreed that Fountain Valley should focus on reinvesting in existing parks and facilities, addressing aging infrastructure, improving restrooms and supporting amenities, and making better use of underutilized parkland. • Expanding the Department’s capacity for community gatherings, rentals, programs, and special events emerged as a major opportunity. Stakeholders expressed strong interest in flexible indoor and outdoor event space, including a permanent stage or amphitheater and a larger multi-use facility.
• The additional 16 acres at the Sports Park were widely viewed as an opportunity to create a signature community destination. Potential uses included expanded sports facilities, event and rental space, concessions, community amenities, and other revenue-generating development.
• Other frequently identified needs included aquatic facilities, dog parks, community gardens, additional tennis and pickleball courts, upgraded athletic fields, splash pads, shade, seating, parking, and improved pedestrian connections.
• Stakeholders emphasized that future investments should be financially sustainable.

Sponsorships, partnerships, tournaments, rentals, concessions, naming rights, and complementary commercial uses were identified as potential ways to generate revenue and reduce reliance on the General Fund.
• Internal stakeholders also identified staffing as a significant priority. Additional full-time and part-time capacity will be important to maintain current service levels, activating new spaces, and supporting expanded programs and facilities.

PUBLIC WORKSHOPS (LIVE POLLING)
• Two public workshops were held in April 2025. Participants were frequent users of Fountain Valley’s parks and recreation system, with 84% reporting that they used parks, trails, or recreation facilities at least monthly.
• Overall perceptions were positive: 88% rated the quality of Fountain Valley’s offerings as excellent or good, and 87% were very or somewhat satisfied with the value provided by the Department.
• Walking, jogging, and bicycling paths were the most frequently used amenities, followed by playgrounds, the Recreation Center/Senior Center, soccer fields, and baseball/softball fields.

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• Participants reported strong neighborhood access, with 91% indicating that they lived within a 10-minute walk of a park or trail. Walking was the most common way participants reached their nearest park.
• Limited time was the most frequently identified participation barrier, followed by the lack of restrooms. Other concerns included not feeling welcome, limited awareness of available opportunities, insufficient parking, and a lack of programs of interest. • Community gardens received the greatest support among potential future amenities.

Aquatic features and dedicated event space also ranked highly, followed by dog parks, outdoor sports courts, restrooms, trails, fitness facilities, sports fields, and field lighting. • Fitness and wellness programs generated the strongest program interest, followed by adult sports, outdoor recreation, special and cultural events, swim lessons, performing arts, and senior programs.
• Participants’ top desired outcomes included renovating existing parks, improving restrooms and supporting infrastructure, expanding sports and aquatic opportunities, developing a dog park, creating affordable gathering and event spaces, and providing programs responsive to different ages and changing community demographics.

INTERCEPT SURVEYS
• Intercept surveys gathered 76 responses across five community events, providing an accessible way to collect feedback from residents already participating in community activities.
• Respondents demonstrated frequent use of the system, with 55% visiting Fountain Valley parks, trails, or recreation facilities at least weekly. • Walking, jogging, and bicycling paths were used by 72% of respondents, making them the most frequently used amenity. Playgrounds ranked second at 45%, followed by the Recreation Center/Senior Center at 24%.
• Satisfaction was high, with 89% rating the quality of Fountain Valley’s parks and recreation offerings as excellent or good.
• Seventy-nine percent reported living within a 10-minute walk of a park or trail. Driving and walking were nearly equal as the most common ways of reaching local parks, selected by 47% and 45%, respectively.
• Open-ended responses emphasized interest in additional concerts, music venues, farmers’ markets, and community events; expanded pickleball, softball, volleyball, and soccer facilities; improved safety and cleanliness; community gardens; and aquatic facilities, swim lessons, and water-based recreation.

STATISTICALLY VALID SURVEY (ETC, N=354)
• ETC Institute collected 354 completed surveys from randomly selected Fountain Valley households. The results have a precision of at least ±5.2 percentage points at the 95% confidence level.
• Parks and recreation facilities have broad community reach, with 90% of respondents reporting that they visited a park or recreation facility during the previous year. Among those visitors, 83% rated facility conditions as excellent or good. • Forty-seven percent of households participated in a recreation program or event during the previous year. Among participants, 90% rated program quality as excellent or good.

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• The most common barriers to facility use were a lack of restrooms, insufficient shade, and a lack of desired amenities. Barriers to program participation included being too busy or not interested, not knowing what was offered, and inconvenient program times. • Residents strongly recognized the broader value of parks and recreation. Eighty-eight percent agreed that these services make Fountain Valley a more desirable place to live, while 85% agreed that they preserve open space and protect the environment and improve physical health and fitness.
• The recreation guide was both the most frequently used and most preferred source of information. Residents also expressed a preference for receiving information through the City website and direct mail, supporting a balanced communication strategy using both traditional and digital methods.
• The highest-priority amenity investments were multi-use hiking, bicycling, and walking trails; restrooms in parks; nature parks; swimming pools; off-leash dog parks; community gardens; passive-use areas with seating; shade and trees; outdoor fitness areas; environmental education facilities; and splash pads.
• The highest-priority program investments were fitness and wellness programs, community special events, senior programs and services, cultural enrichment, water fitness and lap swimming, environmental and nature programs, performing arts, and swim lessons.

1.4.2 KEY TAKEAWAYS
• Fountain Valley’s parks and recreation system is highly valued. Across engagement methods, residents and stakeholders consistently expressed satisfaction with the Department’s staff, parks, programs, events, facilities, and overall contribution to the community’s quality of life.
• Maintaining and improving existing assets should remain a central priority. Restrooms, shade, trees, playgrounds, trails, athletic facilities, lighting, seating, parking, and other supporting infrastructure were recurring needs throughout the public input process. • Trails and opportunities for walking, bicycling, fitness, and passive recreation have broad community appeal. The statistically valid survey identified multi-use trails as the highestpriority amenity investment, reinforcing feedback received through the workshops and intercept surveys.
• Aquatics represent a significant unmet need. Swimming pools, splash pads, swim lessons, water fitness, and lap swimming appeared consistently among community priorities and should be evaluated as part of future facility and program planning. • Residents want more places to gather. Flexible event, rental, meeting, performance, and community spaces were repeatedly identified as opportunities to strengthen community connections while potentially generating revenue.
• The additional 16 acres at the Sports Park present a major opportunity, but future development should balance community recreation needs, sports and tournament uses, event capacity, supporting infrastructure, and long-term financial sustainability. • Future services should reflect Fountain Valley’s changing population. Senior services, cultural enrichment, inclusive recreation, neighborhood-based opportunities, and programming for neighborhood-based opportunities, and programming different ages, abilities, and cultural backgrounds will become increasingly important. • Communication remains a participation barrier. The Department should continue using its recreation guide and traditional outreach while strengthening its website, email, social

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media, and culturally relevant communication to increase awareness of available programs and services.
• Staffing, partnerships, sponsorships, rentals, tournaments, and other revenue strategies will be essential to implementing the community’s priorities without compromising the quality of existing services.

Full Public Input Summary can be found in CHAPTER THREE

1.5 RECREATION PROGRAM ASSESSMENT

1.5.1 KEY FINDINGS

COMMUNITY PROFILE SIGNALS FOR PROGRAMMING
• Fountain Valley’s mature age profile should significantly influence future programming.

Adults ages 55 and older represent 36% of residents, and the median age of 45.1 is higher than state and national averages. This supports continued emphasis on active aging, fitness, enrichment, social connection, and services that help older adults remain healthy and independent.
• An average household size of 2.89 reflects a strong presence of families and multigenerational households. Programs that allow children, parents, grandparents, and caregivers to participate together may have particular value. • Fountain Valley is highly diverse: 42.3% of residents are Asian, 32% are foreign-born, and

46.1% speak a language other than English at home. Programming, community events, and outreach should reflect the community’s cultures, traditions, and languages. • Household and per capita incomes exceed state and national averages, indicating capacity to support high-quality fee-based programs. However, the Department should continue providing affordable and subsidized options so that cost does not prevent lower-income households, older adults, people with disabilities, and other historically underserved residents from participating.
• With limited population and household growth anticipated, future participation gains will depend less on serving new residents and more on increasing awareness, reducing barriers, retaining current participants, and adapting services to the community’s changing needs.

PARTICIPATION INTERESTS (MPI)
• ESRI Market Potential Index data indicates particularly strong interest in court sports.

Tennis has an MPI of 135 and pickleball has an MPI of 117, reinforcing the importance of instruction, leagues, open play, and opportunities for continued skill development. • Fitness and wellness activities also demonstrate strong potential, led by jogging and running (129), weightlifting (117), yoga (108), Pilates (106), and walking for exercise (105).

These findings support a varied mix of structured classes and flexible, self-directed fitness opportunities.
• Outdoor recreation interests include mountain bicycling (129), rock climbing (129), hiking (116), and road bicycling (110). While some activities may not be feasible within Fountain

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Valley itself, programs, partnerships, excursions, and introductory experiences could connect residents with these interests.
• Baseball (112), soccer (110), golf (108), and basketball (101) indicate continued local interest in traditional sports, while lower indices for volleyball (72) and football (87) suggest the need for a more targeted approach to those activities. • Strong market potential for woodworking (126), chess (116), and photography (108) demonstrates that recreation demand extends beyond athletics and fitness. These interests support additional lifelong-learning, creative, social, and skill-based programming.

COMMUNITY PROGRAMMING PRIORITIES (ETC SURVEY)
• Fitness and wellness programs received the highest Priority Investment Rating (189), confirming that health-focused programming should remain a central part of the Department’s portfolio.
• Community special events ranked second (170), demonstrating the importance residents place on shared experiences that build community identity, belonging, and connection. • Senior programs and services were also a high priority (163), closely aligning with Fountain Valley’s large and growing older adult population. • Cultural enrichment programs received a PIR of 140, reinforcing the need for programming and events that reflect Fountain Valley’s diverse cultures and provide opportunities for learning and connection.
• Aquatic programming emerged as a significant unmet interest. Water fitness and lap swimming received a PIR of 136, while swim lessons received a PIR of 116. • Outdoor environmental and nature programs (129) and performing arts programs (127) were also identified as high priorities, supporting a broader portfolio beyond traditional sports and recreation classes.

PORTFOLIO STRUCTURE AND ALIGNMENT
• The Department’s nine Core Program Areas provide a broad service framework spanning adaptive recreation, tennis and pickleball, arts and dance, athletics, community events, facility services, health and fitness, older adult services, and special interests. • The portfolio is strongest in adult and all-ages programming. Adults represent 28% of offerings and all-ages programs represent 32%, both above national benchmarks.

Preschool and elementary-age programming are generally aligned with national averages, while teen programming is below the benchmark and represents an opportunity for expansion.
• Programs are heavily weighted toward individual benefit offerings, which account for 72% of the portfolio compared with a national benchmark of 32%. Community benefit programs account for only 13%, and blended community-individual programs account for 15%, indicating an opportunity to provide more broadly accessible and communityoriented experiences. • The Department emphasizes financial sustainability: 39% of programs are self-sufficient and 25% are revenue-generating. Fully subsidized programs account for only 10% of the portfolio, well below the national benchmark of 29%, which may limit access for residents who cannot afford fee-based participation.
• The program portfolio is stable, with 54% of offerings classified as stable or at capacity.

However, only 28% are in the launch or growth stages, 18% are declining, and no

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programs are classified as cancelled. More intentional lifecycle management is needed to refresh declining offerings and redirect resources toward emerging priorities. • Cooperative programs represent 49% of the portfolio, substantially exceeding the national benchmark of 21%. These partnerships expand service capacity but also create reliance on outside providers. Staff-directed programs account for only 18%, suggesting an opportunity to increase Department-led delivery where greater control, consistency, or responsiveness is desired.
• Nearly all offerings serve participants of all ability levels, supporting broad inclusion and accessible entry points. However, the absence of intermediate and advanced programs limits skill progression and may make it difficult to retain participants as their abilities develop.
• Current programs strongly support physical and social health but provide comparatively fewer opportunities focused on emotional wellness, mindfulness, cognitive development, resilience, and mental well-being.
• Several program areas demonstrate strong financial performance, including Agape Tennis & Pickleball, Community Events, Older Adult Transportation, and the combined Arts, Adaptive, Health and Fitness, and Special Interest category. However, inconsistent tracking of participation, direct costs, and indirect costs prevents a complete assessment of performance across all Core Program Areas.

FACILITIES & ACTIVITY COMPLEMENTS (FROM ETC FACILITY PRIORITIES) • Multi-use walking, hiking, and bicycling trails were the community’s highest-priority facility investment. These amenities would complement walking programs, running groups, outdoor fitness, nature activities, bicycling education, and self-directed recreation.
• Restrooms, shade, trees, seating, and passive-use areas are essential supporting amenities that can improve comfort, extend participation, and make outdoor programs and events more accessible to families, older adults, and people with disabilities. • Community interest in swimming pools and splash pads aligns directly with the high program priorities assigned to water fitness, lap swimming, and swim lessons. Aquatic facility planning and aquatic program planning should therefore be evaluated together. • Nature parks and environmental education facilities would provide needed settings for environmental education, nature programs, camps, wellness activities, and intergenerational learning.
• Community gardens could support gardening classes, nutrition education, cultural exchange, older adult activities, volunteerism, and multigenerational programming. • Off-leash dog parks and outdoor fitness areas could support new classes, special events, social groups, and self-directed activities while expanding the Department’s reach beyond traditional program participants.
• Future facility decisions should consider not only the demand for physical amenities but also the programs, staffing, operating costs, and revenue opportunities required to activate them successfully.

MARKETING & COMMUNICATIONS
• The Department has a strong communications foundation that includes printed and online program guides, its website, email, direct mail, flyers, facility signage, roadside marquees, QR codes, Facebook, Instagram, and YouTube.

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• The recreation guide remains especially important, but survey findings also indicate that residents do not always know what programs are offered. Increasing participation will require coordinated and repeated communication across both traditional and digital channels.
• The Department’s website effectively provides basic information and connects users to registration. Opportunities exist to improve program discovery through stronger navigation, enhanced filtering, featured programs, more engaging visuals, and clearer calls to action.
• Multilingual content and culturally relevant outreach should be expanded to better serve the large share of Fountain Valley residents who are foreign-born or speak a language other than English at home.
• Facebook and Instagram are active and consistent, with event-focused, visual, and people-centered posts generating the strongest engagement. Static program announcements, registration reminders, and text-heavy posts typically perform less effectively.
• Program promotions should focus more on the participant experience and the value of participation through testimonials, photographs, short-form video, instructor profiles, behind-the-scenes content, and stories illustrating community impact.

1.5.2 KEY TAKEAWAYS
• The Department provides well-regarded programs and events, with 90% of participants rating their quality as excellent or good. However, only 47% of households participated during the previous year, indicating meaningful room to expand the Department’s reach. • Future program development should prioritize fitness and wellness, community events, older adult services, cultural enrichment, aquatics, environmental and nature programs, performing arts, and swim lessons.
• Teen programs, multigenerational experiences, emotional and mental wellness offerings, and intermediate and advanced skill-development opportunities represent the clearest gaps in the current portfolio.
• The Department should rebalance its portfolio by adding more community benefit and blended programs while preserving financially sustainable individual-benefit offerings. • Program lifecycle management should become more intentional. Declining programs should be evaluated for redesign or elimination, while new offerings should be piloted in response to changing demographics, survey priorities, and participation trends. • The Department’s reliance on cooperative delivery is a significant strength, but expanding selected staff-directed programs could improve service consistency, quality control, and responsiveness to community priorities.
• Facility and program planning should occur together. Aquatic facilities, trails, nature spaces, community gardens, outdoor fitness areas, and supporting amenities will achieve the greatest impact when paired with deliberate programming, staffing, marketing, and operating strategies.
• Consistent participation, revenue, and direct and indirect cost tracking is needed across all Core Program Areas to accurately evaluate cost recovery, community benefit, and resource allocation.

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• Expanding participation will require stronger program discovery, multilingual communication, experience-driven storytelling, and outreach targeted to residents who are not currently engaged.

Full Program Assessment can be found in SECTION 4.1

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1.6 PARK AND FACILITY EVALUATIONS
The evaluation of park assets within the City of Fountain Valley is a cornerstone of our strategic planning and maintenance scheduling efforts. Each park and its amenities are carefully assessed through thorough field observations by our dedicated staff, resulting in a comprehensive grading based on current conditions. This systematic process ensures that we understand the performance of individual assets, rather than evaluating the park system as a whole.

Our evaluation process uses a qualitative grading scale, complemented by numerical scores, to reflect both the quantity and quality of recreational opportunities available. This approach facilitates transparent prioritization for repairs, upgrades, and future enhancements. Each park is rated consistently and comparatively against similar facilities across the system.

Amenity Rating Scale

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Park Evaluation Categories
Full Park and Facility Evaluations can be found in SECTION 4.2

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1.7 EQUITY MAPS
Service area maps and standards allow the City of Fountain Valley to assess how parks and recreation amenities are distributed across the community and whether they align with population density and neighborhood needs. These maps are based on recommended levels of service for each park and amenity type and help identify areas that may be underserved or oversupplied.

By comparing geographic access to population-based standards, the City can pinpoint gaps in service and make informed decisions about future investments. This ensures that capital improvement efforts not only address system-wide needs but also promote equitable access to parks and facilities for all residents. The different service area rings highlight the reach of various providers, reflecting the broader network of resources available to the Fountain Valley community.

Full Equity Maps can be found in SECTION 4.4

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1.8 RECOMMENDED PARKS IMPROVEMENTS PLAN
The Recreation and Community Services Recommended Parks Improvements Plan (RPIP) for Fountain Valley provides a strategic roadmap for prioritizing, funding, and delivering essential infrastructure and facility projects that support the city’s livability, sustainability, and long-term growth. The plan emphasizes targeted investments in parks, recreational amenities, community centers, and public spaces to address the evolving needs of Fountain Valley diverse and expanding community.

A central element of the RPIP is aligning financial resources with improvement projects. Fountain Valley leverages multiple funding sources - including the General Fund, Development Impact Fees (DIF), and a range of grant opportunities - to make these initiatives possible. By strategically applying these resources, the City maintains responsible fiscal management while advancing projects that foster environmental stewardship, community wellness, and economic vitality.

As Fountain Valley continues to grow and thrive, this Recommended Improvements Plan offers a clear and actionable framework for creating vibrant public spaces and strengthening community infrastructure—both today and for generations to come.

To provide greater clarity and transparency, the RPIP is organized into three distinct categories:

1. Projects that are planned and have secured funding

2. Projects that are planned but not yet funded

3. Projects that have been completed in the last several years

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The recommended improvements establish a comprehensive framework for renovating and expanding Fountain Valley’s parks and recreation system. Priorities include replacing aging playgrounds and furnishings, improving accessibility, upgrading restrooms and athletic facilities, expanding walking and fitness trails, and adding shade, seating, shelters, lighting, signage, and safer pedestrian connections. New amenities, including inclusive play areas, outdoor fitness equipment, splash pads, sports courts, community gardens, and signature recreation features, would broaden opportunities for residents of all ages and abilities.

The Recreation Center and Sports Park will continue to serve as the system’s primary destination for athletics, recreation, tournaments, and community events. Potential improvements include reconfigured athletic fields, expanded tennis and pickleball facilities, a soccer complex, skate/BMX and pump-track facilities, hockey or skating opportunities, new event and community venues, and development of the adjacent 16-acre site. Renovations to the Recreation Center would address accessibility, water intrusion, aging finishes and equipment, lighting, HVAC systems, and underused interior spaces.

Implementation should be phased according to safety, accessibility, facility condition, community demand, feasibility, operating costs, and available funding. Each project should be confirmed through detailed site analysis, public engagement, environmental and technical review, cost estimating, and the City’s capital improvement planning process. Together, these recommendations would create a safer, more accessible, sustainable, and diverse park system while preserving valued open spaces and historical resources.

A detailed description of these recommendations can be found in the Recommended Park Improvement Plan located in Section 4.5

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1.9 CONCLUSION
The Fountain Valley Parks and Community Services Master Plan provides a comprehensive, community-supported roadmap for the continued improvement of the City’s parks, recreation facilities, programs, and services. Built upon extensive public input, demographic and recreationtrend analysis, facility assessments, level-of-service evaluations, and operational and financial reviews, the Plan reflects both the community’s current priorities and its vision for the future.

Fountain Valley has a strong foundation of valued parks, recreation programs, community facilities, special events, and dedicated staff. The Plan identifies opportunities to build upon these strengths by renovating aging facilities, improving accessibility and park connections, expanding recreation opportunities, enhancing tree canopy and shade, strengthening staffing and organizational capacity, and pursuing new community-serving facilities. These improvements will help the City respond to changing demographics, evolving recreation interests, and the longterm needs of residents of all ages, abilities, backgrounds, and income levels.

The Plan’s recommended “Big Moves” establish an ambitious but achievable direction for the future. Priorities include implementing the Master Plan as a long-term decision-making framework, expanding the park system, developing destination recreation facilities, strengthening the Department’s staffing and operational resources, and positioning Fountain Valley to pursue national recognition for excellence in parks and recreation. Together, these initiatives support the Department’s mission “To enhance the quality of life for ALL” and reinforce the City’s vision of being a safe, inclusive, and desirable community where residents can live their best lives.

Implementation will require a phased and flexible approach that considers public safety, accessibility, facility condition, community demand, project feasibility, operating costs, and available funding. Success will depend upon continued community engagement, responsible financial planning, strong partnerships, grant opportunities, and coordination across City departments. Each major project should be supported by additional site analysis, public outreach, technical and environmental review, cost estimating, and inclusion in the City’s capital improvement planning process.

This Master Plan is intended to serve as a living document that guides priorities while allowing the City to respond to new opportunities, emerging trends, and changing community needs.

Through consistent implementation and periodic evaluation, Fountain Valley can preserve the qualities residents value today while creating a safer, more accessible, sustainable, connected, and diverse park and recreation system for future generations.

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CHAPTER TWO COMMUNITY PROFILE

2.1 OVERVIEW
A key component of the Parks and Community Services Master Plan (“Plan”) is the Community Profile. The purpose of this analysis is to provide the City of Fountain Valley Recreation and Community Services Department (“Department”) with insight into the community it serves. It also helps define the market within and surrounding the City of Fountain Valley (“City”) and provides a better understanding of the parks, facilities, programs, and services needed to equitably serve current and future residents.

Located in the heart of Orange County, Fountain Valley is a well-planned urban community known as “A Nice Place to Live.” The City is situated just north of Huntington Beach, Costa Mesa, and Newport Beach and south of Santa Ana and Anaheim, providing convenient access to beaches, employment centers, entertainment destinations, shopping, dining, and transportation throughout Southern California. At the same time, Fountain Valley maintains a welcoming, community-oriented atmosphere supported by an established system of parks, trails, recreational facilities, programs, and special events.

2.2 LIVABILITY AND ACCESS
Livability and access indicators help illustrate how the built and natural environment affects residents’ quality of life. This analysis considers Fountain Valley’s cost of living, residents’ access to parks within a 10-minute walk, and tree equity throughout the community. Together, these measures provide insight into affordability, neighborhood-level access to recreation, and the equitable distribution of tree canopy and its environmental and health benefits.

2.2.1 COST OF LIVING
The Cost of Living Index compares the
cost of essential goods and services to the
national average, represented by a score of
100. Fountain Valley has an overall cost of
living index of 164.9, meaning the cost of
living is approximately 64.9% higher than
the national average and 10.0% higher
than the California average of 149.9.

You can see detailed information at
https://www.bestplaces.net/cost_of_living/city/california/fountain_valley Housing is the primary factor contributing to Fountain Valley’s elevated cost of living. The City’s housing index of 346.5 is substantially higher than both the national average and California’s index of 234.8. Miscellaneous expenses are also notably higher in Fountain Valley, with an index of 155.6 compared to 118.7 statewide. This category includes goods and services not represented elsewhere in the index, such as clothing, restaurants, repairs, entertainment, and other services.

COST OF LIVING Fountain Valley California
Overall 164.9 149.9
Grocery 104.9 105.1
Health 93.4 98.3
Housing 346.5 234.8
Utilities 94.2 102.4
Transportation 117.7 133.1
Miscellaneous 155.6 118.7

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Grocery costs in Fountain Valley are generally consistent with the California average, while health care and utilities are below both state and national averages. Transportation costs are approximately 17.7% higher than the national average but remain below the statewide index.

2.2.2 10-MINUTE WALK
The Trust for Public Land’s 10-Minute Walk standard measures the percentage of residents who live within a 10-minute walk, or approximately one-half mile, of a park. This distance represents the average distance most people are willing to walk to reach a destination and provides a useful measure of neighborhood-level park access.

In Fountain Valley, 55% of residents live within a 10-minute walk of a park, slightly below the 57% average for residents of urban cities and towns nationwide. These findings indicate that nearly half of Fountain Valley residents do not have a park within a convenient walking distance of their homes.

Park access is relatively consistent across age groups. Approximately 57% of children ages 0–19 and 56% of adults ages 20–64 live within a 10-minute walk of a park, compared to 53% of adults ages 65 and older. The lower level of access among seniors is particularly important because older adults may face greater mobility and transportation barriers.

Access also varies by household income. Approximately 54% of high- and middle-income residents live within a 10-minute walk of a park, compared to 51% of low-income residents.

While the differences are modest, the findings suggest that residents with fewer financial resources also have slightly less access to nearby parks.

Differences are more pronounced across racial and ethnic groups. Park access is highest among Asian residents at 58% and residents identifying as another race at 57%. Access is lower among Native American residents at 46%, Black residents at 47%, and Pacific Islander residents at 49%.

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Approximately 54% of Hispanic residents and residents identifying as two or more races live within a 10-minute walk of a park, compared to 53% of White residents.

2.2.3 TREE EQUITY
Tree Equity Score, developed by American Forests, measures how equitably the benefits of urban tree canopy are distributed across a community. Detailed information for Fountain Valley is available through the Tree Equity Score National Explorer.

Scores are calculated for individual U.S. Census block groups and range from 0 to 100. A score of 100 indicates that a block group has achieved its tree canopy goal. Canopy goals account for local conditions, including the natural environment and building density.

The methodology combines the difference between existing tree canopy and the established canopy goal with indicators related to income, employment, race, age, language, health, and surface temperature. A community-level composite score summarizes the block-group scores across the community.

Fountain Valley has a composite Tree Equity Score of 73, compared to the national average of

82. Scores across the City’s 34 block groups are distributed as follows:

20.6%

73.5%

5.9% 0.0% 0.0%
0-69 70-79 80-89 90-99 100
% of block groups
Distribution of Scores

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2.3 DEMOGRAPHICS
The Demographic Analysis is a report that examines the characteristics of the population in the City including age segments, race , ethnicity, and income levels. It covers the entire population of the City and uses historical patterns to make future projections. It is possible that unforeseen circumstances during or after the time of the analysis could impact the validity of these projections.

2.3.1 METHODOLOGY
The demographic analysis for this plan relies on data from two primary sources: the U.S. Census Bureau and Environmental Systems Research Institute, Inc. (ESRI), a research and development organization specializing in Geographic Information Systems (GIS) and demographic projections.

The data used was obtained in July 2025 and includes actual figures from the 2020 U.S. Census, along with available estimates and projections as of that date.

ESRI's methodology accounts for historical growth patterns, migration trends, and economic factors but does not incorporate local policy changes, such as housing production targets or zoning modifications outlined in the Housing Element. As a result, this analysis should be viewed as a snapshot in time, reflecting conditions as of early 2025. Future updates to this plan should reassess population projections using the most current data to ensure alignment with evolving local policies and regional trends.

For this study, ESRI estimated the 2025 population based on trends observed since 2020 and provided a five-year projection for 2030. To extend these projections further, the consulting team

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applied a straight-line linear regression model to forecast demographic characteristics for 2035 (10-year) and 2040 (15-year) estimates. This approach provides a simplified projection of growth, assuming that historical trends will continue at a consistent rate. However, if population growth exceeds these projections, the demand for open space, recreation, and community services may need to be reassessed. Future planning efforts should consider periodic evaluations to ensure public amenities align with actual population changes.

2.3.2 CITY POPULACE

POPULATION
The City’s population was 57,047 residents in 2020 and is estimated at 55,544 residents in 2025, representing a decrease of 1,503 residents, or 2.63%. This equates to an annual population decline of 0.53%.

The population is projected to continue decreasing through 2040, reaching 54,730 residents in 2030, 53,457 residents in 2035, and 52,298 residents in 2040. Projected five-year population declines range from 1.47% to 2.33%, with annual declines ranging from 0.29% to 0.47%.

Overall, the City’s population is projected to decrease by 4,749 residents between 2020 and 2040, representing a total decline of approximately 8.32%.

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2.3.3 AGE SEGMENT
The City’s population is distributed across five age segments: youth ages 0–17, young adults ages 18–34, adults ages 35–54, older adults ages 55–74, and seniors ages 75 and older.

In 2020, residents ages 55–74 represented the largest age segment at 26%, followed by adults ages 35–54 at 25%. Young adults ages 18–34 accounted for 20% of the population, youth ages 0–17 represented 19%, and seniors ages 75 and older accounted for 10%.

The proportion of youth is projected to steadily decrease from 19% in 2020 to 13% in 2040. In contrast, the proportion of seniors is projected to increase from 10% to 15% during the same period. The share of residents ages 18–34 is projected to remain between 21% and 22%, while adults ages 35–54 are expected to remain relatively stable at approximately 25%. Residents ages 55–74 are projected to decrease slightly from 26% in 2020 to 25% in 2040.

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RACE AND ETHNICITY DEFINITIONS
The minimum categories for data on race and ethnicity for Federal statistics, program administrative reporting, and civil rights compliance reporting are defined below. The Census 2020 data on race are not directly comparable with data from the 2010 Census and earlier censuses; therefore, caution must be used when interpreting changes in the racial composition of the U.S. population over time. The latest (Census 2020) definitions and nomenclature are used within this analysis.
• American Indian – This includes a person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment.
• Asian – This includes a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam. • Black or African American – This includes a person having origins in any of the black racial groups of Africa.
• Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands. • White – This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa.
• Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal Government; this includes a person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish culture or origin, regardless of race.

Census states that the race and ethnicity categories generally reflect social definitions in the U.S. and are not an attempt to define race and ethnicity biologically, anthropologically, or genetically.

We recognize that the race and ethnicity categories include racial, ethnic, and national origins and sociocultural groups.

Please Note: The Census Bureau defines Race as a person’s self-identification with one or more of the following social groups: White, Black, or African American, Asian, American Indian and Alaska Native, Native Hawaiian and Other Pacific Islander, some other race, or a combination of these. While Ethnicity is defined as whether a person is of Hispanic / Latino origin or not. For this reason, the Hispanic / Latino ethnicity is viewed as separate from race throughout this demographic analysis.

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2.3.4 RACE
The City’s racial composition is projected to continue changing through 2040. In 2020, residents identifying as White Alone represented 42% of the population, followed by Asian Alone residents at 40%. Residents identifying as Two or More Races accounted for 10%, while 6% identified as Some Other Race. Black Alone and American Indian Alone residents each represented 1% of the population, and Pacific Islander Alone residents accounted for less than 1%.

Asian Alone residents are estimated to represent 42% of the population in 2025 and are projected to increase to 50% by 2040. In comparison, the proportion of White Alone residents is estimated at 38% in 2025 and is projected to decrease to 29% by 2040.

The proportion of residents identifying as Some Other Race is projected to increase from 6% in 2020 to 8% in 2040, while those identifying as Two or More Races are projected to increase from 10% to 11%. The proportions of Black Alone, American Indian Alone, and Pacific Islander Alone residents are projected to remain relatively unchanged.

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2.3.5 ETHNICITY
Hispanic or Latino residents of any race represented 15% of the City’s population in 2020. This proportion is estimated to increase to 16% in 2025 and is projected to reach 17% in 2030 and 18% in 2035, remaining at 18% through 2040.

All other residents represented 85% of the population in 2020. This proportion is estimated to decrease to 84% in 2025 and is projected to account for 82% of the population by 2035.

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2.3.6 INCOME
The City’s per capita income is $52,474, compared to $50,026 for California and $45,360 nationwide. This is approximately 5% higher than the statewide level and 16% higher than the national level.

The City’s median household income is $115,071, compared to $101,136 for California and $81,624 for the United States. The City’s median household income is approximately 14% higher than the California median and 41% higher than the national median.

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2.3.7 AT-RISK POPULATION
Several demographic and socioeconomic characteristics provide insight into populations that have historically experienced barriers to accessing public services, resources, and opportunities.

The analysis compares the City with California and the United States.

The City has a notably diverse population. Approximately 32.0% of residents are foreign-born, compared to 26.7% statewide and 13.9% nationwide. Additionally, 46.1% of residents speak a language other than English at home, compared to 44.1% across California and 22.0% nationally.

The City’s owner-occupied housing rate is 33.9%, compared to 44.2% for California and 35.0% for the United States. Approximately 5.1% of City residents have a disability, below the statewide rate of 7.3% and national rate of 9.1%.

Approximately 4.6% of residents do not have health insurance, compared to 7.4% statewide and

9.5% nationwide. The City’s poverty rate is also lower, at 7.3%, compared to 12.0% for California and 11.1% for the United States.

Foreign Born 32.0% 26.7% 13.9%
Language other Than
English Spoken at Home 46.1% 44.1% 22.0%
Owner Occupied Housing
Rate 33.9% 44.2% 35.0%
With a Disability 5.1% 7.3% 9.1%
No Health Insurance 4.6% 7.4% 9.5%
Historically Underserved Population
Persons in Poverty 7.3% 12.0% 11.1%
Characteristics

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2.4 RECREATIONAL TRENDS
The Trends Analysis examines recreational interests and participation patterns that may influence demand for parks, facilities, programs, and services within the City. This analysis uses market potential data provided by Environmental Systems Research Institute, Inc. (ESRI).

2.4.1 LOCAL SPORT AND LEISURE MARKET POTENTIAL
ESRI provided the sports and leisure market potential data presented in this section. The Market Potential Index (MPI) measures the likelihood that an adult resident will participate in a particular activity compared to the national average. Participation may occur within or outside the City’s boundaries.

The national average is represented by an MPI score of 100. Scores above 100 indicate that adult residents are more likely than the average U.S. adult to participate in an activity, while scores below 100 indicate a lower likelihood of participation.

MPI data represents one source of information for understanding local recreational interests and should be considered alongside community input, program participation, facility use, and other planning data.

The following charts compare MPI scores for 46 sports and leisure activities among adult residents.

Activities are grouped by type and listed in descending order from the highest to lowest MPI score.

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2.4.2 GENERAL SPORTS
Tennis has the highest Market Potential Index MPI among general sports activities in the City, with a score of 135. Pickleball follows with an MPI of 117, while baseball and soccer have scores of 112 and 110, respectively.

Golf, skateboarding, basketball, and softball also have MPI scores above the national average of 100. Football and volleyball fall below the national average, with scores of 87 and 72, respectively.

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2.4.3 OUTDOOR ACTIVITY
Rock climbing and mountain bicycling have the highest MPI scores among outdoor activities in the City, each with a score of 129. Hiking follows with an MPI of 116, while saltwater fishing and road bicycling each have scores of 110.

Backpacking, horseback riding, canoeing/kayaking, archery, and freshwater fishing have MPI scores below the national average of 100.

2.4.4 COMMERCIAL RECREATION
Woodworking has the highest MPI among commercial recreation activities in the City, with a score of 126. Chess follows with an MPI of 116, while photography has a score of 108.

Spending $250 or more on sports and recreation equipment, playing a musical instrument, and participating in live theater also have MPI scores at or near the national average. The remaining activities have scores below 100, with birdwatching having the lowest MPI at 78.

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2.5 NATIONAL TRENDS IN RECREATION

2.5.1 METHODOLOGY
The Sports & Fitness Industry Association’s (SFIA) Sports, Fitness & Leisure Activities Topline Participation Report 2023 was utilized to evaluate National Recreation Participatory Trends.

The methodology of this study is rooted in a nationwide survey conducted in the 2022 calendar year by Sports Marketing Surveys USA (SMS), under the supervision of the Sports & Fitness Industry Association (SFIA) and in collaboration with seven other sports industry associations comprising the Physical Activity Council (PAC). The study was conceptualized and deployed by Digital Research Inc. (DRI), with all supplementary data being credited to the joint research efforts of SFIA and SMS.

Throughout 2022, the study completed 18,000 online interviews involving a nationwide sample of individuals aged six and older. These participants were selected from proprietary online panels designed to be representative of the broader U.S. population. Strict quotas related to gender, age, income, region, and ethnicity were implemented to assure a balanced and representative sample.

The survey's robust sample size of 18,000 completed interviews facilitates a high degree of statistical accuracy. However, it's acknowledged that all surveys are subject to a standard error, which indicates the extent to which the results may differ from those acquired through a comprehensive census of the entire U.S. population. For instance, a sport with a participation rate of five percent exhibits a confidence interval of plus or minus 0.32 percentage points at the 95 percent confidence level.

To further ensure the representation of the data, a weighting technique was employed. This adjusted the data to mirror the entire U.S. population aged six and above, utilizing variables such as gender, age, income, ethnicity, household size, region, and population density. The total population figure applied was 305,439,858 individuals aged six and older.

The study reports activity based on a rolling 12-month participation rate. Unless explicitly specified, all charts present data corresponding to U.S. populations aged six and over.

All category and activity names are those used by SFIA.

Overall Participation in the U.S.

For the fifth year running, physical activity rates among Americans continued to rise. Specifically,

77.6% of all Americans, representing approximately 236.9 million individuals, took part in at least one activity during the year. This figure denotes a 9.2% increase compared to 2017, and a 1.9% rise compared to 2021. In essence, this means that 20 million more individuals participated in at least one physical activity annually compared to 2017, suggesting a growing prioritization of physical activity in American lifestyles.

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Racquet sports experienced the most significant rise in participation in 2022, with a surge of

17.6% or about 8 million participants from the previous year. All racquet sports monitored by SFIA saw increased participation in 2022, with pickleball outpacing others with an 85.7% annual growth rate. Conversely, individual and winter sports were the only categories that didn't register increased participation in 2022.

Team sports rebounded from the sharp downturn they faced in 2020 due to the pandemic, with their participation rate climbing to 23.2% in 2022, almost reaching the 2019 level of 23.4%. In 2022, participation rates in water sports and outdoor sports similarly rose, comparable to the increases seen in team sports, while the fitness participation rate remained steady.

When comparing participation rates from 2013 to 2022, it's evident that physical activity has become a higher priority for Americans over the past decade. Every sports category saw an increase in participation rates, except for individual sports, which experienced a slight decrease from 43.3% to 41.3%. Fitness sports reported the largest growth in participation rate, rising from

60.1% in 2013 to 67.4% in 2022.

2.5.2 INACTIVITY IN THE U.S.

In a first since 2010, the number of totally inactive individuals in the U.S.—those not participating in any of the sports or activities monitored by SFIA—fell below 70 million. In 2022, the count of inactive individuals stood at 68.6 million or 22.4% of Americans, marking the fourth consecutive annual decrease.

A decline in inactivity was observed across all age groups, except for those aged 18-24 and 25-

34. SFIA believes that the increase in inactivity within these groups might be due to significant life transitions such as attending college or starting a family, which were temporarily paused during the onset of the pandemic. Even though inactivity rates for these age groups have risen in 2022, they remain lower than their 2017 rates. Thus, every age group reported lower inactivity rates in 2022 compared to 2017.

Further positive news emerged when examining inactivity rates across income levels. Every income level saw a reduction in inactivity rates of more than 3% in 2022, with the most substantial decrease of 5.2% occurring within the $25k-$49,999 income bracket. Similar to the age group analysis, every income category in 2022 registered lower inactivity rates than in 2017.

This trend indicates a growing number of Americans are prioritizing and investing in physical activity (and have better access to opportunities for participation) compared to previous years.

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2.5.3 NATIONAL PARTICIPITATION

FITNESS TRENDS
The most popular fitness activity was Walking for Fitness, with 114.8 million participants, though it experienced a small decrease of 0.9% from the previous year. Despite this, it showed a 3% increase in participation over the last three years. The second most popular activity, Treadmill exercising, had around 53.6 million participants, which was largely stable from 2021, but showed a decrease of 5.7% since 2019.

Free Weights (Dumbbells/Hand Weights) also experienced growth in 2022, with approximately

53.1 million participants. This represents a 1% increase from 2021 and a 3.3% increase over three years. Meanwhile, Yoga and Pilates Training showed significant growth over the three years with an increase of 10.4% and 11.6% respectively.

The most significant three-year decreases were observed in Cross-Training Style Workouts and Group Stationary Cycling, with a decrease of 31.7% and 36.9% respectively. Despite some decreases, many fitness activities maintained or increased their number of participants, indicating an ongoing interest in physical fitness among Americans.

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TEAM SPORTS TRENDS
Basketball continued to lead in team sports participation with over 28.1 million participants, marking a 3.7% increase from 2021 and an impressive 13% increase over the past three years.

Baseball and outdoor soccer followed, with approximately 15.5 million and 13 million participants respectively. While baseball saw a slight decrease of 0.7% in the past year, and a

2.1% decrease over the past three years, outdoor soccer saw a healthy 3.7% increase from the previous year and 9.3% over three years.

Among other notable sports, gymnastics exhibited the most substantial growth from 2021 to 2022, with a 7% increase in participants, bringing the total to approximately 4.6 million.

Conversely, rugby had the most significant drop with a 5.8% decrease from the previous year and a steep 16.2% decrease over the last three years.

Overall, despite some declines, many team sports either sustained or increased their participation numbers in 2022, underlining the continued popularity of these activities.

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2019 2020 2021 2022 1-year
change
3-year
change
Basketball 24,917 27,753 27,135 28,149 3.7% 13.0%
Baseball 15,804 15,731 15,587 15,478 -0.7% -2.1%
Soccer (Outdoor) 11,913 12,444 12,556 13,018 3.7% 9.3%
Football (Flag) 6,783 7,001 6,889 7,104 3.1% 4.7%
Volleyball (Court) 6,487 5,410 5,849 6,092 4.2% -6.1%
Softball (Slow-Pitch) 7,071 6,349 6,008 6,036 0.5% -14.6% Soccer (Indoor) 5,336 5,440 5,408 5,495 1.6% 3.0%
Football (Touch) 5,171 4,846 4,884 4,843 -0.8% -6.3%
Gymnastics 4,699 3,848 4,268 4,569 7.0% -2.8%
Volleyball (Beach/Sand) 4,400 4,320 4,184 4,128 -1.3% -6.2% Track and Field 4,139 3,636 3,587 3,690 2.9% -10.8%
Cheerleading 3,752 3,308 3,465 3,507 1.2% -6.5%
Swimming on a Team 2,822 2,615 2,824 2,904 2.9% 2.9%
Volleyball (Grass) 3,136 2,738 2,807 2,829 0.8% -9.8%
Paintball 2,881 2,781 2,562 2,592 1.2% -10.0%
Ice Hockey 2,357 2,270 2,306 2,278 -1.3% -3.4%
Softball (Fast-Pitch) 2,242 1,811 2,088 2,146 2.8% -4.3% Ultimate Frisbee 2,290 2,325 2,190 2,142 -2.2% -6.5%
Wrestling 1,944 1,931 1,937 2,036 5.1% 4.7%
Lacrosse 2,115 1,884 1,892 1,875 -0.9% -11.4%
Roller Hockey 1,616 1,500 1,425 1,368 -4.0% -15.3%
Rugby 1,392 1,242 1,238 1,166 -5.8% -16.2%
Legend:

Large Increase
(greater than
10%)
Moderate
Increase
(0% to 10%)
Moderate
Decrease
(0% to -10%)
Large
Decrease
(less than -
10%)

TEAM SPORTS PARTICIPANTS
NOTE: Participation numbers are in 000's for the US population ages 6 and over

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INDIVIDUAL ACTIVITY TRENDS
Individual sports activities demonstrated diverse trends in participation rates. Bowling remained popular, with over 42.2 million participants, marking a 1.5% increase from the previous year.

However, golf, both on and off-course, stole the limelight with significant growth rates. On or off-course golf combined experienced a substantial 9.7% increase from 2021, with over 41 million participants, underpinned by a massive 25.7% increase in off-course golf participation (driving range, golf entertainment venue, indoor simulator) that skyrocketed to about 15.5 million participants.

Skateboarding also showed strong growth, with a 3.1% increase from 2021 and a substantial

36.4% growth over three years, bringing its total to just over 9 million participants. Meanwhile, trail running and ice skating saw considerable growth of 5.9% and 6.4% from 2021, respectively.

On the contrary, adventure racing experienced a decrease in participation, dropping by 6.1% from 2021 and 20% over three years. Traditional road triathlons also suffered a decline, with an 11% decrease in participants over the past three years.

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OUTDOOR ACTIVITY TRENDS
Outdoor activities experienced a surge in participation. Hiking continued to lead with a 1.5% yearly and a 19.9% three-year increase, with nearly 59.6 million participants. Bicycling on paved surfaces and freshwater fishing also grew by 1.8% and 2.4% respectively. Camping saw a considerable 4.0% annual growth, and birdwatching and saltwater fishing increased by 6.8% and

4.0% respectively.

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However, target shooting with handguns and rifles experienced a decrease, as did overnight backpacking. BMX bicycling and sport/boulder climbing reported significant growth rates of

8.3% and 6.6% respectively, underscoring a strong interest in outdoor activities despite some downturns.

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RACQUET SPORT TRENDS
Racquet sports saw a continued upward trend in participation in 2022, with tennis at the forefront, with around 23.6 million participants and marking a 4.3% increase from 2021. This sport also witnessed a significant three-year growth rate of 33.4%.

An even more impressive growth rate was found in pickleball, which experienced an incredible

85.7% increase from 2021, and a stunning 158.6% increase over three years, reflecting its rapidly growing popularity. Meanwhile, other sports like table tennis and badminton also experienced growth in 2022, with 2.8% and 7.1% increases from the previous year respectively.

Racquetball and cardio tennis showed a similar positive trend with 8.0% and 7.8% growth rates from 2021, respectively. Despite its lower participation numbers compared to other racquet sports, squash saw a modest increase of 3.6% from 2021, showing signs of sustained interest.

Overall, the data suggests a robust growth in the popularity of racquet sports in 2022.

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Water Activity Trends
In 2022, participation in water sports grew. Recreational kayaking was the favorite, drawing

13.56 million participants, up by 1.6% from 2021, and showing a significant three-year growth of

19.1%.

Popularity of canoeing and jet skiing also rose in 2022, attracting about 9.52 million and 5.44 million people respectively, increasing by 3.5% and 7.6% from 2021.

Surfing remained popular, showing a 6.6% increase from 2021 and a sizable 24.6% growth over three years. Stand-up paddling and white-water kayaking saw smaller growth, with increases of

1.0% and 3.9% respectively from 2021.

The number of people sailing, rafting, and wakeboarding also rose in 2022, with rafting showing a significant 6.3% growth. However, water skiing saw a slight dip of 0.6%. Scuba diving bounced back from a decline with a 7.3% rise in 2022, despite a small overall three-year decrease of 2.1%.

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2.5.4 SUMMARY
• Group Fitness: Participation in group fitness-based activities continued to struggle but showed some signs of recovery. Boot camp style training, cardio kickboxing, and stationary cycling (group) all increased participation in 2022 but are still significantly down from their 2019 numbers.
• Health Clubs: Health club-based activities continued to struggle. Elliptical motion/crosstrainer, stair-climbing machine, stationary cycling (recumbent/upright), and weight resistance machines all had participation decreases last year and are down over 10% compared to 2019 numbers.
• Golf (on or off-course): Golf continues to maintain its momentum. Golf (on or off-course) increased by 9.7 % last year and all forms of golf overall have grown over 20% since 2019.
• Outdoor Recreation: Camping, fishing, and bicycling activities recovered to 2020 participation levels after showing slight decreases in 2021. • Personal Combat Sports: Personal combat sports had a good year. Martial Arts, boxing for fitness, MMA for competition, MMA for fitness, and wrestling all posted participation increases in 2022.
• Racquet Sports: For the first time since 2015, every racquet sport increased its total participation number compared to the previous year.
o Pickleball continued to be the fastest-growing sport in America. Participation almost doubled in 2022, increasing by 85.7% year-over-year and by an astonishing 158.6% over three years.
o Tennis increased by 4.3% last year and has grown over 20% since 2019. • Running and Hiking: For the fifth straight year, trail running and hiking (day) total participation increased.
• Team Sports: Basketball, soccer (outdoor), football (flag), and football (tackle) all posted positive three-year total participation increases of over 4.5%. Basketball had the highest three-year increase of 13.0%.
• Yoga, Barre and Pilates: Barre and Pilates showed solid participation increases in 2022, while yoga decreased for the first time in the last decade. All have three-year participation increases with yoga and Pilates increasing over 10% in the last three years.

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2.6 KEY TAKEAWAYS
• The City’s population is projected to decline while its composition continues to change.

The population is projected to decrease from 57,047 residents in 2020 to 52,298 by 2040, an overall decline of approximately 8.3%. While this may reduce demand for some services, changing demographics will likely have a greater influence on future recreation needs than population size alone.
• The community is aging, with fewer youth and more seniors anticipated. Residents ages 75 and older are projected to increase from 10% of the population in 2020 to 15% by 2040, while youth ages 0–17 are projected to decrease from 19% to 13%. The Department should prepare for increased demand for older-adult programming, accessible facilities, low-impact fitness, social opportunities, and services that support aging in place while continuing to provide meaningful opportunities for youth and families.
• The City is becoming increasingly diverse. Asian residents are projected to represent 50% of the population by 2040, while the Hispanic or Latino population is projected to increase from 15% to 18%. Additionally, 32.0% of residents are foreign-born and 46.1% speak a language other than English at home. Culturally relevant programming, inclusive engagement, multilingual communication, and representative community partnerships will be increasingly important.
• Higher reported incomes do not necessarily indicate greater discretionary income. The City’s per capita income is approximately 5% higher than California’s, while median household income is approximately 14% higher. However, these differences are outweighed by an overall cost of living that is 10% higher than the California average, driven primarily by exceptionally high housing costs. The Department should not assume that above-average incomes translate into a greater ability to pay for recreation and should continue emphasizing affordable programs, free or low-cost opportunities, and financial assistance.
• Neighborhood-level park access remains an opportunity. Only 55% of residents live within a 10-minute walk of a park, slightly below the 57% national average for urban cities and towns. Access is lowest among seniors, low-income residents, and several racial groups, reinforcing the importance of evaluating geographic gaps alongside pedestrian connections, safe crossings, and other barriers to park access. • Tree canopy needs are widespread across the City. The City’s composite Tree Equity Score of 73 is below the national average of 82. Of the City’s 34 block groups, 32 score below 80 and none score 90 or higher. Tree planting and canopy preservation should be considered throughout the community, with initial attention given to the seven block groups scoring below 70.
• Local recreation interests favor a mix of traditional sports, emerging activities, and creative pursuits. Tennis has the highest MPI among general sports, followed by pickleball, baseball, and soccer. Rock climbing, mountain bicycling, hiking, saltwater fishing, and road bicycling also show above-average market potential. Woodworking,

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chess, and photography lead commercial recreation interests, suggesting opportunities extending beyond traditional athletics.
• MPI findings should guide—not determine—programming decisions. The data identifies activities residents are more likely than the average U.S. adult to participate in, but it does not confirm unmet demand or indicate that participation occurs within the City.

These findings should be considered alongside community input, registration trends, facility capacity, participation data, and the Department’s ability to deliver each activity.

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CHAPTER THREE PUBLIC INPUT SUMMARY
A successful Parks and Recreation Master Plan is grounded in the voices of the people it serves.

While demographic data, facility assessments, and industry trends provide valuable context, the future of Fountain Valley’s parks and recreation system should ultimately reflect the needs, priorities, and aspirations of residents, staff, community partners, and local leaders. For that reason, public engagement was a cornerstone of the planning process.

To capture a broad range of perspectives, the City of Fountain Valley utilized multiple engagement methods designed to gather both quantitative and qualitative feedback. These included:
• More than 20 focus groups and key leader interviews with staff, community partners, local leaders, user groups, and other stakeholders
• Two public input meetings that provided residents with opportunities to learn about the planning process, share ideas, and discuss future priorities • Intercept surveys completed by 76 participants at community events • A statistically valid community survey designed to provide reliable, representative feedback from households throughout Fountain Valley
An online community survey was also made available to provide an additional opportunity for participation. However, the survey received too few responses to produce meaningful or statistically reliable findings. Therefore, those results are not included in this summary.

Together, these engagement efforts generated a wide range of comments, ideas, and priorities.

Each method offers a different perspective, but when viewed collectively, the findings reveal consistent themes regarding what the community values, where opportunities for improvement exist, and how the Department can best invest its resources in the years ahead.

The following summary presents the key findings from each engagement activity and identifies the recurring themes that emerged throughout the public input process. These findings provide an important foundation for the recommendations and implementation strategies included in the Parks and Recreation Master Plan.

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3.1 KEY LEADER INTERVIEWS & FOCUS GROUPS
While surveys provide valuable quantitative data, they do not always capture the experiences, perspectives, and context behind the numbers. To better understand local priorities and identify opportunities for the future, the consulting team conducted more than 20 key leader interviews and focus groups as part of the Parks and Recreation Master Plan process.

Participants represented a broad cross-section of internal and external stakeholders, including City staff, elected officials, community partners, local organizations, user groups, and other community leaders. To highlight differences and commonalities among participants, feedback has been organized into two categories: Internal (City staff) and External (community leaders, partners, and stakeholders).

Each interview and focus group was guided by the same three questions:
• What are the Department’s greatest strengths?
• What are the Department’s greatest opportunities?
• If this Parks and Recreation Master Plan could accomplish one thing, what should it be? Although participants brought different perspectives based on their experiences with Fountain Valley’s parks and recreation system, several common themes emerged. The following summary highlights the strengths, opportunities, and priorities most frequently identified during these conversations. Together, these insights provide valuable qualitative context for the broader public input findings and help inform the recommendations and implementation strategies presented throughout the Parks and Recreation Master Plan.

3.1.1 INTERNAL FEEDBACK

STRENGTHS

1. Strong Staff and Customer Service: Staff were consistently described as terrific, collaborative, and committed to customer service and positive community interactions.

Staff development for both full-time and part-time employees was also identified as a strength.

2. Well-Maintained Neighborhood Parks and Recreation Facilities: Stakeholders highlighted the number of neighborhood parks, the quality of park maintenance, and the Sports Park as significant strengths. Residents were described as pleased with the condition of the City’s parks.

3. Diverse Programs and Community Events: The Department offers a wide variety of programs and events, including Concerts in the Park, senior programming, rentals, the lunch program, and Teen Techs. Stakeholders particularly emphasized the number and variety of community events.

4. Strong Collaboration, Relationships, and Organizational Support: Collaboration among Department staff, other City departments, the Police Department, community organizations, and volunteers was frequently identified as a strength. Stakeholders also noted strong support from the City Manager, City Council, and the Fountain Valley Community Foundation.

5. Strong Community Connections and Inclusive Opportunities: Stakeholders emphasized the Department’s close relationship with the community and its ability to serve different

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populations. Strengths included extensive opportunities for seniors and connections with the City’s growing Vietnamese community.

OPPORTUNITIES

1. Improve the Quality and Functionality of Existing Parks: There is an opportunity to address aging infrastructure and ensure existing parks remain safe, attractive, accessible, and responsive to changing community needs.

2. Increase the Use and Community Impact of Existing Parkland: With limited space available for expansion, the City has an opportunity to activate underutilized areas and accommodate a broader range of recreation, sports, events, and informal community use.

3. Expand Capacity for Community Gatherings and Recreation: There is an opportunity to provide spaces capable of supporting larger gatherings, rentals, programs, and community events that cannot be adequately accommodated within existing facilities.

4. Strengthen Organizational Capacity to Sustain and Expand Services: Increasing staffing capacity, improving retention, and aligning personnel resources with service expectations would better position the Department to maintain current operations and support future growth.

5. Better Serve Changing and Underserved Community Needs: There is an opportunity to broaden services for different ages, abilities, and interests, including active older adults, families, athletes, and residents seeking recreation opportunities not currently available within the City.

PRIORITIES

1. Expand Staffing Capacity: Additional full-time staff, part-time staff, and increased parttime hours were among the most frequently identified priorities.

2. Develop Dedicated Event and Rental Space: Stakeholders prioritized a large, multi-use facility capable of accommodating events, programs, dances, rentals, and other revenuegenerating activities.

3. Renovate Parks and Supporting Infrastructure: Facility renovations—particularly adding and upgrading restrooms—were consistently identified as important needs.

4. Enhance the Sports Park and Activate the Additional 16 Acres: Renovating the Sports Park and using the 16-acre site for event space, rental facilities, and other communityserving uses emerged as a significant priority.

5. Maximize Existing Park Space and Expand Recreation Opportunities: Stakeholders emphasized making better use of underutilized areas within neighborhood parks while expanding offerings such as fitness classes, travel opportunities, dances, bocce ball, shade amenities, and flexible programming space.

3.1.2 EXTERNAL FEEDBACK

STRENGTHS

1. High-Quality Programs and Special Events: Stakeholders consistently praised the variety and quality of programs, classes, and community events, including SummerFest, concerts, holiday celebrations, festivals, and activities for children, adults, and seniors.

2. Well-Maintained, Safe, and Accessible Parks: The City’s large number of parks, open spaces, and green spaces was frequently identified as a strength. Stakeholders also emphasized that parks and facilities are clean, safe, accessible, and well maintained.

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3. Strong Recreation Facilities and Sports Amenities: The Recreation Center, Senior Center, Sports Complex, playgrounds, and pickleball facilities were viewed as valuable community assets. Stakeholders particularly recognized the Department’s support for youth sports and tournament activity.

4. Caring, Responsive, and Collaborative Staff: Staff were described as caring, responsive, and excellent partners. Stakeholders especially valued the Department’s communication and relationships with sports organizations and facility user groups.

5. Strong Community Connections and Engagement: Stakeholders described parks and recreation as a community hub that brings together residents and visitors from diverse backgrounds. Strong volunteer involvement, popular events, and the Department’s connection to the community were frequently celebrated—including the sentiment that “FV” also stands for “Fantastic Volunteers.”

OPPORTUNITIES

1. Development of New and Expanded Recreation Facilities: Stakeholders frequently identified the need for additional facilities, particularly a public pool or aquatics center, event and banquet space, dog parks, community gardens, splash pads, performing arts space, and a permanent outdoor stage. Many viewed the additional 16 acres at the Sports Park as an opportunity to develop a signature multi-use destination.

2. Expansion of Sports and Active Recreation Opportunities: Common requests included more dedicated pickleball and tennis courts, a running track, skate park, badminton and table tennis facilities, upgraded athletic fields, and amenities supporting sports training and tournaments. Stakeholders also expressed interest in expanding opportunities for teens, homeschool students, and participants with disabilities.

3. Upgrades to Existing Parks and Supporting Infrastructure: Stakeholders noted aging infrastructure and requested upgraded playgrounds, additional and more accessible restrooms, improved Wi-Fi and audiovisual technology, electrical outlets, water-filling stations, shade, seating, picnic areas, improved parking, and enhancements to the Tennis and Pickleball Center.

4. Revenue Generation, Sponsorships, and Partnerships: Stakeholders consistently encouraged the City to explore additional revenue sources through concessions, rentals, retail and restaurant space, sports streaming, tournaments, naming rights, sponsorships, and major donors. Partnerships with schools, Orange County, local businesses, hospitals, and sports organizations were also frequently suggested.

5. Improved Access, Connectivity, Safety, and Inclusion: Stakeholders emphasized better pedestrian connections between parks and the surrounding community, improved parking, security cameras, emergency access, and event contingency planning. They also identified opportunities to bring programs and events directly into neighborhoods, improve accessibility for people with disabilities and seniors, and provide culturally relevant offerings for the City’s diverse communities.

PRIORITIES

1. Dedicated Event and Community Gathering Space: Stakeholders frequently prioritized a flexible event center, outdoor amphitheater, permanent stage, and affordable meeting or rental space. Many viewed the additional 16 acres at Mile Square Park as an opportunity to create a central gathering place that could function as the community hub or “downtown” the City currently lacks.

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2. Expanded Sports Facilities and a Regional Sports Destination: Stakeholders supported creating a large-scale sports hub that could place the City on the map and attract teams, tournaments, and visitors. Priorities included additional soccer fields, more tennis and pickleball courts, an improved pro shop, locker rooms, and supporting amenities.

3. Revenue-Generating and Financially Sustainable Development: Revenue generation and fiscal sustainability were consistently identified as priorities. Stakeholders favored facilities and amenities capable of generating revenue through tournaments, rentals, events, concessions, retail, hotel development, sponsorships, and other complementary uses.

4. Improved Park Infrastructure and Supporting Amenities: Common priorities included additional parking, restrooms, lighting, Wi-Fi connectivity, live-feed cameras, office space, and improved court facilities. Stakeholders emphasized ensuring that new and existing spaces have the infrastructure necessary to support everyday use and large events.

5. Dog Parks and Other Community Recreation Amenities: Dog parks were among the most frequently mentioned individual amenities, including interest in canine training facilities. Stakeholders also identified splash pads, skate parks, and other accessible recreation opportunities that would expand offerings for residents and visitors.

3.2 PUBLIC WORKSHOPS
Two public workshops s were held on April 14 and April 15, 2025 to provide residents with an opportunity to learn about the Parks and Recreation Master Plan process and share their experiences, needs, and priorities. Participants responded to a series of interactive Mentimeter questions addressing park and facility use, access, satisfaction, communication, barriers to participation, and future priorities. Results from both meetings were combined to provide a collective summary. Because participation varied by question, percentages are based on the number of participants who answered each question. For questions allowing multiple selections, percentages may total more than 100%.

3.2.1 PARK AND FACILITY USE
Meeting participants were frequent users of Fountain Valley’s parks and recreation system. Of the 19 participants who responded, 42% reported using parks, trails, or recreation facilities at least weekly and another 42% used them at least monthly. Only 5% indicated they did not use these amenities.

Walking, jogging, and biking paths were the most frequently used amenities, selected by 64% of respondents. Playgrounds and the Recreation Center/Senior Center were each selected by 45%, followed by soccer fields (32%) and baseball/softball fields (27%).

3.2.2 QUALITY, ACCESS, AND VALUE
Participants generally expressed positive perceptions of the Department’s offerings. Among the 24 respondents who rated overall quality, 88% rated Fountain Valley’s offerings as either excellent or good. Similarly, 87% of respondents were very or somewhat satisfied with the overall value provided by the Community Services Department.

Results also indicate strong neighborhood access to parks and trails. Ninety-one percent of respondents reported living within a 10-minute walk of a park or trail, while 86% identified

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walking as one of the ways they travel to their nearest park. Driving was selected by 32%, followed by bicycling at 9%.

3.2.3 COMMUNICATION PREFERENCES
Social media and email were the preferred methods for receiving information about Fountain Valley’s parks, programs, facilities, and events. Social media was selected by 64% of respondents, while 59% selected email. E-newsletters, the City’s website, and printed advertisements, banners, and posters were each selected by 23%.

These findings suggest that digital communication should remain central to the Department’s outreach efforts, supported by a combination of web-based and traditional communication methods.

3.2.4 BARRIERS TO PARTICIPATION
Limited time was the most frequently identified barrier to greater participation, selected by 41% of respondents. A lack of restrooms ranked second at 32%. Other notable barriers included not feeling welcome, limited awareness of available offerings, insufficient parking, and a lack of programs of interest, each selected by 18%.

Cost, distance from home, and ADA accessibility were not identified as barriers by meeting participants. However, the number of respondents identifying a lack of restrooms and not feeling welcome indicates opportunities to improve both the physical environment and the overall user experience.

3.2.5 FUTURE FACILITIES AND AMENITIES
Participants expressed interest in a broad range of future improvements. Community gardens received the greatest support, selected by 30% of respondents. Aquatic features and a dedicated special event space or building were each selected by 26%.

Dog parks, outdoor sports courts, restrooms, and trails were each selected by 22%. Fitness facilities, outdoor sports fields, and sports field lighting also received notable interest, each selected by 17%. Collectively, the results reflect interest in both active recreation amenities and flexible spaces that support community gathering, events, and year-round use.

3.2.6 PROGRAM INTERESTS
Fitness and wellness programs generated the greatest interest, selected by 50% of respondents.

Adult sports ranked second at 38%, followed by outdoor recreation at 29%. Special and cultural events and swim lessons were each selected by 25%.

Participants also expressed interest in performing arts and senior programs, each selected by 21%, as well as arts and culture, teen programs, and summer camps, each selected by 17%.

These responses demonstrate demand for a diverse mix of recreational, wellness, cultural, and age-specific programming.

3.2.7 TOP PRIORITY OUTCOMES
When asked what the Parks and Recreation Master Plan should accomplish, participants identified several recurring priorities:

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• Renovate and maintain existing parks, including restrooms, playgrounds, trails, turf, landscaping, lighting, and shade
• Expand sports opportunities, particularly soccer fields, indoor soccer, youth training areas, and indoor courts
• Develop a dog park or designated off-leash area
• Provide additional aquatic amenities and programs, including a splash pad • Create affordable community gathering, rental, meeting, and event spaces that may also generate revenue
• Expand the variety of programs and activities available to different ages and the community’s changing demographics
• Ensure future decisions reflect community input and support a long-term, inclusive vision for Fountain Valley’s parks and recreation system
Overall, participants expressed strong satisfaction with the quality, accessibility, and value of the existing parks and recreation system. At the same time, they identified clear opportunities to reinvest in existing assets, address restroom and facility needs, expand recreational options, and develop more flexible spaces and programs that respond to the community’s evolving needs.

3.3 INTERCEPT SURVEYS
As part of the Fountain Valley Parks and Community Service Master Plan, intercept surveys were conducted to directly engage residents in the places where they naturally gather and participate in community life. This outreach method allowed the project team to connect with individuals and families in a relaxed, familiar environment, making it easier for them to share their thoughts, ideas, and priorities for the future of parks and recreation in Fountain Valley.

Over the course of five community events, a total of 76 survey responses were collected:
• Easter Egg Hunt – 56 responses
• Movie Night – 1 response
• Camp Out – 7 responses
• Concerts – 10 responses
• Summer Fest – 2 responses
These events attracted residents of different ages, backgrounds, and interests, resulting in a diverse cross-section of perspectives. Whether attending for family activities, live entertainment, or seasonal celebrations, participants brought unique insights into how they currently use parks and recreation services and what they would like to see in the future.

The primary goal of this intercept survey approach was to “meet the community where they are” and make participation as easy and inclusive as possible. By engaging residents in casual, hightraffic settings, the process reached beyond the individuals who typically respond to online or formal surveys. This ensured that voices from a wide range of neighborhoods, cultural groups, and age demographics were included in shaping the vision for Fountain Valley’s parks, trails, facilities, and programs.

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The feedback gathered from these intercept surveys will serve as a valuable resource in guiding planning decisions, identifying community priorities, and ensuring that the Master Plan reflects the needs and aspirations of the people who call Fountain Valley home.

Full survey results can be found in Appendix A
 KEY FINDINGS
The Fountain Valley Intercept Survey, conducted at multiple community events, captured resident input on park usage, amenities, quality, and accessibility. The following highlights summarize the most notable results:
• Frequency of Use
o A majority of respondents (55%) reported using Fountain Valley parks, trails, or recreation facilities at least weekly.
• Most Used Amenities
o Walking, jogging, and biking paths were the most frequently used amenities, cited by 72% of respondents, followed by playgrounds (45%) and the recreation/senior center (24%).
• Perceived Quality of Offerings
o Over half (51%) rated the quality of Fountain Valley’s offerings as “Good,” while 38% rated them “Excellent.”
• Proximity to Parks
o Most respondents (79%) indicated they live within a 10-minute walk of a park or trail.
• Travel to Parks
o The most common travel mode to local parks was driving (47%), followed closely by walking (45%).
• Community Priorities from Open-Ended Responses
o When asked what they would like to see added or improved in Fountain Valley parks, the most common priorities included:
 Events and Activities – More concerts, music venues, community events, and farmers’ markets.
 Sports Facilities – Additional courts and fields, including pickleball, softball, volleyball, and soccer.
 Safety and Cleanliness – Addressing homeless encampments, improving playground safety, and maintaining clean public spaces.  Community Gardens – Expanding opportunities for community gardening and related programs.
 Aquatic Facilities – Requests for a community pool, aquatic center, swim lessons, and water-based recreation.

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3.4 STATISTICALLY VALID SURVEY

3.4.1 OVERVIEW
ETC Institute administered a parks and recreation needs assessment survey during the Fall of 2025. This survey will be used to gather input to help determine recreation priorities for the community, the current interest in parks and recreation facilities, amenities, programs, and activities by residents as well as opinions to make improvements for the future.

3.4.2 METHODOLOGY
ETC Institute mailed a survey packet to a random sample of households in the City of Fountain Valley. Each survey packet contained a cover letter, a copy of the survey, and a postage-paid return envelope. After the surveys were mailed, ETC Institute followed up with respondents to encourage participation.

The goal was to collect a minimum of 350 surveys from randomly selected households. The goal was met with 354 surveys collected. The overall results for the sample of 354 surveys have a precision of at least +/- 5.2 at the 95% level of confidence.

All charts and graphs can be found in Appendix B

3.4.3 MAJOR FINDINGS
Use of Facilities. Most respondents (90%) have visited parks or recreation facilities during the past 12 months. Of the respondents who have visited, 83% rated the overall physical condition of the facilities as either “excellent” (27%) or “good” (56%).

Barriers to Facility Use. Respondents were asked to indicate the reasons that prevent them or members of their household from visiting parks and recreation facilities. The most common barriers were lack of restrooms (24%), lack of shade (19%), and lack of amenities they want to use (15%)
Program Participation. Of the respondents that have participated in recreation programs or events in the past 12 months (47%), the majority (90%) rated the overall quality of those programs as either “excellent” (44%) or “good” (46%).

Barriers to Program Participation. Respondents were asked to indicate the reasons that prevent them from participating in parks and recreation programs more often. The most selected barriers were too busy/not interested (27%), they don’t know what is offered (22%), and program times are not convenient (20%).

Potential Benefits. Presented with a list of potential benefits of the City of Fountain Valley’s parks, facilities, and recreation programs or events, respondents were asked to indicate their level of agreement with each of the items. The most agreed upon potential benefits—based upon “strongly agree” and “agree” percentages—were makes Fountain Valley a more desirable place to live (88%), preserves open space and protects the environment (85%), and improves physical health and fitness (85%).

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Communication Methods. Respondents were asked to indicate the ways that they learn about City of Fountain Valley parks, recreation facilities, programs, and events. The most common communication methods that respondents selected were City of Fountain Valley recreation guide (62%), word of mouth (52%), and banners (33%). The ways that respondents would most prefer to receive their information were City of Fountain Valley recreation guide (48%), City website (32%), and direct mail (27%).

3.4.4 RECREATION AMENITY NEEDS AND PRIORITIES
Amenity Needs: Respondents were asked to identify if their household had a need for 25 amenities and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate how well each respondent’s needs for various amenities were currently being met.

The top three amenities based upon fully met and mostly met percentages:

1. Diamond sports fields

2. Accessible play areas

3. Rectangular sports fields
The percentage of how well each amenity needs are being met is shown in the following chart.

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Amenity Importance: In addition to assessing the needs for each amenity, ETC Institute also assessed the importance that respondents placed on each item. Based on the sum of respondents’ top four choices, these were the four amenities ranked most important to residents:

1. Multi-use hiking, biking, walking trails

2. Nature parks

3. Restrooms in parks

4. Accessible play areas
The percentage of respondents who selected each amenity as one of their top four choices is shown in the following chart.

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Priorities for Facility Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed in recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on amenities/facilities and (2) how many residents have unmet need for the amenity/facility.

Based on the Priority Investment Rating (PIR), the following amenities were rated as high priorities for investments:
• Multi-use hiking, biking, walking trails (PIR=180)
• Restrooms in parks (PIR=149)
• Nature Park (PIR=145)
• Swimming pools (PIR=139)
• Off-leash dog park (PIR=129)
• Community gardens (PIR=126)
• More passive use areas with seating and rest stops (PIR=125) • Shade and trees (PIR=118)
• Outdoor exercise/fitness area (PIR=117)
• Environmental/nature education center (PIR=113)
• Splash pads or spray parks (PIR=110)
The following chart shows the Priority Investment Rating for each of the 25 amenities/facilities assessed on the survey.

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3.4.5 RECREATION PROGRAMS NEEDS AND PRIORITIES
Program Needs: Respondents were asked to identify if their household had a need for 25 programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to determine how well respondent’s needs were currently being met for each program.

The top three programs based upon fully met and mostly met percentages:

1. Community special events

2. Tennis lessons and leagues

3. Sports leagues
The percentages of how well each program needs are being met is shown in the following chart.

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Program Importance: In addition to assessing the needs for each program, ETC Institute also assessed the importance that respondents placed on each item. Based on the sum of respondents’ top four choices, these were the four programs ranked most important:

1. Community special events

2. Fitness and wellness programs

3. Senior programs and services

4. Cultural enrichment programs
The percentage of respondents who selected each program as one of their top four choices is shown in the following chart.

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Based on the Priority Investment Rating (PIR), the following programs were rated as high priorities for investments:
• Fitness and wellness programs (PIR=189)
• Community special events (PIR=170)
• Senior programs and services (PIR=163)
• Cultural enrichment programs (PIR=140)
• Water fitness programs/lap swimming (PIR=136)
• Outdoor environmental/nature camps & programs (PIR=129) • Performing arts and programs (PIR=127)
• Swim lessons (PIR=116)
The following chart shows the Priority Investment Rating for each of the 25 programs assessed on the survey.

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CHAPTER FOUR RESOURCE ANALYSIS

4.1 RECREATION PROGRAM ASSESSMENT

4.1.1 INTRODUCTION
Recreation programs and events are one of the most visible and meaningful ways the City of Fountain Valley (“City”) brings its community to life. Beyond activities and schedules, these offerings create opportunities for connection, health, learning, and belonging—serving as a direct reflection of how the City supports quality of life for residents of all ages and abilities.

The importance of these services is clearly demonstrated through community participation and feedback. According to the City’s recent needs assessment survey, 90% of respondents have visited parks or recreation facilities within the past year, and nearly half (47%) have participated in programs or events offered by the Community Services Department (“Department”) . Among those who participate, satisfaction is exceptionally strong, with 90% rating Department programs and events as good or excellent . These findings reinforce the essential role recreation programs play in the daily lives of Fountain Valley residents, while also highlighting opportunities to further expand participation and reach.

The purpose of this Recreation Program Assessment is to evaluate the Department’s current program portfolio, identify strengths and gaps, and provide a clear, data-driven understanding of how well programs align with community interests and priorities. This assessment integrates statistically valid survey results, participation patterns, and national benchmarks to ensure recommendations are grounded in both local input and industry best practices. While overall satisfaction is high, barriers such as limited awareness of offerings, scheduling challenges, and competing priorities indicate opportunities to improve accessibility, communication, and alignment with evolving community needs .

Each Core Program Area evaluated in this section represents a critical component of the Department’s service delivery system. Together, they form a comprehensive framework that supports lifelong engagement, promotes community well-being, and ensures that the City’s recreation system continues to evolve with intention, relevance, and impact.

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4.1.2 COMMUNITY PROFILE
Population and Households: The City serves a stable but slowly declining community with strong family and multi-generational characteristics.
• The population is declining slightly (-0.53% from 2020–2025) and is projected to continue declining (-0.39% through 2040), contrasting with continued growth at the state and national levels.
• Household growth has remained relatively flat (-0.09%), indicating limited new residential expansion.
• The average household size is 2.89, exceeding both state and national averages, suggesting a continued presence of families and multi-generational households.

Age Characteristics: The community has a mature age profile, with a significant and growing older adult population.
• 17% of residents are under 18, below state and national benchmarks, indicating comparatively lower youth population levels.
• 36% of residents are ages 55 and older, significantly higher than state and national averages, representing a large and growing active adult population. • The median age of 45.1 years is notably higher than both California and the United States, reinforcing the need for age-inclusive and senior-focused programming.

Race and Ethnicity: Fountain Valley is a highly diverse community with a distinct demographic composition.
• 42.3% Asian, 38.4% White, 16.4% Hispanic or Latino (any race), with smaller percentages representing other racial groups.
• The City’s Asian population is significantly higher than both state and national averages, shaping community identity and service needs.
• This diversity underscores the importance of culturally responsive programming, inclusive events, and multilingual communication strategies.

Income and Economic Stability: Residents benefit from strong economic conditions and aboveaverage income levels. • Median household income: $115,071, exceeding both state and national averages. • Per capita income: $52,474, also above state and national benchmarks. • Poverty rate (7.3%) and uninsured population (4.6%) are both lower than state and national levels.
• These indicators suggest a community with the capacity to support fee-based programs, alongside expectations for high-quality services and experiences.

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Historically Underserved Populations: Key indicators highlight both diversity and areas of opportunity for inclusive service delivery.
• 32.0% of residents are foreign-born, significantly higher than national averages. • 46.1% of households speak a language other than English at home, reinforcing the need for multilingual outreach and communication.
• 33.9% of housing units are owner-occupied, lower than state averages, suggesting a more renter-influenced community.
• 5.1% of residents live with a disability, and overall poverty and uninsured rates remain below broader benchmarks.

Overall, the Department represents a diverse, aging, and economically stable community with strong family presence and cultural richness. These characteristics highlight the importance of delivering inclusive, adaptable, and high-quality recreation programs and services that reflect the evolving needs and lived experiences of Fountain Valley residents.

RECREATION PARTICIPATION TRENDS (MARKET POTENTIAL INDEX – MPI) The Market Potential Index (MPI) measures the likelihood that residents will participate in specific activities compared to the national average of 100. Fountain Valley demonstrates strong participation across a wide range of recreational, fitness, and lifestyle activities, with several categories significantly exceeding national benchmarks.

Sports and Athletics: Fountain Valley shows strong demand for traditional and emerging sports, particularly those that can be played recreationally and across age groups. • Tennis (135) and pickleball (117) significantly exceed national averages, indicating high demand for court-based sports.
• Baseball (112), soccer (110), and golf (108) also outperform national benchmarks, reflecting sustained interest in organized and lifelong sports. • Basketball (101) aligns with national participation levels, while softball (98) remains comparable.
• Football (87) and volleyball (72) fall below national averages, suggesting lower local demand for these activities.

Health, Fitness, and Wellness: Residents demonstrate a strong commitment to personal health and active lifestyles.
• Jogging/running (129) and weightlifting (117) significantly exceed national averages, highlighting a strong fitness culture.
• Yoga (108), Pilates (106), and walking for exercise (105) all outperform national benchmarks, reinforcing demand for accessible and low-impact fitness options. • Swimming (101), Zumba (100), and aerobics (100) align with national participation levels. • CrossFit (93) falls slightly below national averages, indicating more moderate interest in high-intensity training formats.

Outdoor and Nature-Based Activities: Outdoor recreation is a key strength, with strong interest in both active and passive experiences.

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• Rock climbing (129) and mountain bicycling (129) are among the highest-indexed activities, indicating strong demand for adventure and outdoor recreation. • Hiking (116), road bicycling (110), and saltwater fishing (110) also exceed national averages, reinforcing interest in outdoor access and natural resource-based recreation. • Backpacking (89) and horseback riding (83) fall below national averages, suggesting more niche participation.
• Canoeing/kayaking (73), archery (71), and freshwater fishing (56) show lower demand compared to national benchmarks.

Recreation, Arts, and Leisure Activities: Residents demonstrate a mix of creative, educational, and passive leisure interests.
• Woodworking (126) and chess (116) significantly exceed national averages, indicating strong interest in skill-based and hobby-oriented activities. • Photography (108) and higher spending on recreation equipment (102) suggest both engagement and willingness to invest in recreational pursuits. • Participation in performing and visual arts, including live theater (99) and painting/drawing (98), is consistent with national averages. • Lower participation is seen in activities such as adult education (90), video gaming (87– 89), card games (82), and birdwatching (78), indicating more moderate interest in these areas.

Overall, Fountain Valley’s recreation participation profile reflects a highly active and engaged community with strong preferences for fitness, outdoor recreation, and skill-based activities. The Department is well-positioned to build on these strengths by prioritizing court sports, fitness and wellness programming, and outdoor recreation opportunities, while strategically evaluating lower-demand activities to ensure resources are aligned with community interest.

Full Community Profile can be found HERE

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4.1.3 COMMUNITY PROGRAMMING PRIORITIES
The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on programs and (2) how many residents have unmet needs for the program.

Based the Priority Investment Rating (PIR), the following programs were rated as high priorities for investment:
• Fitness and wellness programs (PIR=189)
• Community special events (PIR=170)
• Senior programs and services (PIR=163)
• Cultural enrichment programs (PIR=140)
• Water fitness programs/lap swimming (PIR=136)
• Outdoor environmental/nature camps & programs (PIR=129) • Performing arts and programs (PIR=127)
• Swim lessons (PIR=116)
The chart below shows the Priority Investment Rating for each of the 26 programs assessed on the survey.

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4.1.4 CORE PROGRAM AREAS
A Core Program Area is a crucial category of services and activities offered by an organization, essential to its mission and community service. These areas, varying based on the organization's goals and community needs, are the foundation of its offerings and reputation. • Characteristics of Core Program Areas include:
• Community-Relevance: Tailored to community needs and feedback. • Consistency: Regular and reliable in the organization's schedule. • Mission Alignment: Supports the organization's goals and values. • Diversity of Offerings: Caters to various ages, abilities, and interests. • Outcome-Driven: Measurable objectives and impacts.
• Resource Prioritization: Essential for resource allocation. • Regular Evaluation: Continuously assessed for relevance and effectiveness. • Stakeholder Engagement: Involves community members in planning and evaluation. • Flexibility: Adaptable to changing needs and trends.
• High Quality: Represents the organization's best in content and experience.

Department staff identified the following core program areas:

Adaptive
Programs
Agape Tennis
& Pickleball
Arts & Dance
Programs
Athletics Community
Events
Facility
Services
Health &
Fitness
Programs
Older Adult
Services
Special
Interest
Programs

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DESCRIPTIONS AND GOALS

ADAPTIVE PROGRAMS
Brief Description: Inclusive recreational opportunities designed to support individuals of all abilities through safe, accessible, and engaging activities that promote independence, confidence, and community connection.

Internal Goals and/or Desired Outcomes:
• Expand access to inclusive and adaptive programming across all age groups. • Enhance participant independence, confidence, and overall well-being. • Foster a welcoming environment that promotes belonging, engagement, and satisfaction.

AGAPE TENNIS & PICKLEBALL
Brief Description: Professionally led instruction and play opportunities for all skill levels, promoting skill development, active lifestyles, and community engagement through high-quality partnerships.

Internal Goals and/or Desired Outcomes:
• Increase participation and skill development across all age groups. • Promote physical activity and healthy competition.
• Encourage social interaction and strengthen community engagement.

ARTS & DANCE PROGRAMS
Brief Description: Inclusive classes for all ages focused on creativity and movement through visual arts and a variety of dance offerings that promote confidence, wellness, and selfexpression.

Internal Goals and/or Desired Outcomes:
• Expand access to high-quality arts and dance opportunities. • Promote creativity, confidence, and physical well-being. • Strengthen community connection through inclusive and engaging experiences.

ATHLETICS
Brief Description: Comprehensive athletic programs that promote health, fitness, and social connection through leagues, clinics, and recreational play for youth and adults.

Internal Goals and/or Desired Outcomes:
• Increase participation in leagues, clinics, and recreational play. • Provide inclusive, year-round opportunities for all ages and abilities. • Promote teamwork, sportsmanship, and positive recreation experiences.

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COMMUNITY EVENTS
Brief Description: Community-focused events that bring residents together, celebrate the City’s culture and identity, and enhance quality of life through shared experiences.

Internal Goals and/or Desired Outcomes:
• Provide safe, high-quality events that increase community engagement. • Promote the City’s identity, culture, and unique assets. • Support local economic activity by attracting visitors and encouraging participation.

FACILITY SERVICES
Brief Description: Coordination and management of facility use, including events, tournaments, rentals, and programs, ensuring safe and efficient community access to City assets.

Internal Goals and/or Desired Outcomes:
• Maximize utilization of parks and facilities.
• Deliver safe, well-managed, and customer-focused rentals and events. • Enhance operational efficiency and overall user experience.

HEALTH & FITNESS PROGRAMS
Brief Description: Programs and services that promote physical activity, wellness, and healthy lifestyles for residents of all ages and abilities.

Internal Goals and/or Desired Outcomes:
• Improve overall community health and well-being.
• Increase participation in regular physical activity.
• Provide accessible and affordable programs that support lifelong healthy habits.

OLDER ADULT SERVICES
Brief Description: Comprehensive programs and services that support independence, social connection, and quality of life for adults 55+, including enrichment and essential support services.

Internal Goals and/or Desired Outcomes:
• Support independent living and healthy aging.
• Reduce social isolation and increase community engagement. • Serve as a central hub for senior services, resources, and referrals.

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SPECIAL INTEREST PROGRAMS
Brief Description: Targeted programs designed to meet specific needs, interests, and abilities of diverse populations within the community.

Internal Goals and/or Desired Outcomes:
• Deliver equitable and inclusive programming for diverse populations. • Respond to evolving community needs and interests.
• Ensure accessibility, safety, and quality while using data to guide continuous improvement.

4.1.5 PRICING STRATEGIES
The Department’s pricing approach is primarily driven by cost recovery goals, which serve as the foundation for establishing fees across all Core Program Areas. Programs are priced based on their intended level of subsidy, balancing financial sustainability with community access.

In addition to cost recovery, the Department applies targeted pricing strategies in select areas:
• Age-based pricing is used in Athletics to reflect youth, adult, and senior participation. • Residency-based pricing is applied in Facility Services to prioritize residents while capturing non-resident revenue.
• Ability-to-pay considerations are incorporated in Community Events and Older Adult Services to reduce barriers and support equitable access.

Overall, pricing is anchored in cost recovery, with selective adjustments to ensure programs remain accessible, competitive, and aligned with community needs.

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4.1.6 AGES SERVED
The Department offers a broad range of recreation programs that serve participants across all life stages. The current distribution reflects a strong emphasis on adult and all-ages programming, while maintaining generally balanced opportunities for youth and seniors.

Compared to national averages, programs are weighted toward adults (28%) and all ages (32%), both exceeding benchmarks of 23% and 15%. This highlights the Department’s strength in delivering flexible, community-wide offerings that engage a broad audience.

Preschool (16%) slightly exceeds the national average (13%), while elementary (23%) aligns closely with the national benchmark (24%), indicating solid youth programming. Teen participation (18%) falls below the national average (21%), suggesting an opportunity to expand teen-focused offerings.

Senior programming (24%) aligns with the national average, demonstrating consistent service to older adults.

Overall, the Department provides a well-balanced system with strengths in adult and all-ages programming, and an opportunity to grow teen engagement and expand multi-generational experiences.

4.1.7 PROGRAM CLASSIFICATION
The Department’s program distribution is heavily weighted toward individual benefit offerings, with more limited emphasis on community benefit and blended programs.

Compared to national averages, individual benefit programs (72%) significantly exceed the benchmark (32%), indicating a strong focus on fee-based, skill-building, and specialized offerings.

These programs typically serve individual interests and support cost recovery goals.

In contrast, community benefit programs (13%) fall well below the national average (26%), suggesting fewer offerings that are broadly accessible, highly inclusive, and designed to serve the entire community regardless of ability to pay.

Similarly, community-individual blend programs (15%) are below the national benchmark (42%), indicating an opportunity to expand programs that balance broad community appeal with targeted interests.

PRESCHOOL ELEMENTARY TEEN ADULT SENIOR
(5 & UNDER) (6-12) (13-17) (18+) (55+)
National Average 7% 17% 18% 20% 25% 14%
Program Distribution 14% 18% 10% 27% 22% 10%

AGES SERVED

CLASSIFICATION ALL AGES

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Overall, the Department’s program mix reflects a strong emphasis on individual-focused services.

Opportunities exist to increase community benefit and blended programs to enhance accessibility, inclusivity, and community-wide impact.

4.1.8 COST RECOVERY
The Department’s cost recovery model is weighted toward financially sustainable programs, with a strong emphasis on self-sufficient and revenue-generating offerings.

Compared to national averages, self-sufficient programs (39%) significantly exceed the benchmark (18%), indicating a focus on programs that fully cover their costs. Similarly, revenuegenerating programs (25%) align closely with the national average (27%), supporting the Department’s ability to reinvest in services and operations.

Somewhat subsidized programs (25%) are consistent with the national average (26%), reflecting a balanced approach between cost recovery and community access.

In contrast, fully subsidized programs (10%) fall well below the national average (29%), suggesting fewer offerings designed to maximize accessibility regardless of ability to pay.

Overall, the Department’s cost recovery approach emphasizes financial sustainability.

Opportunities exist to expand fully subsidized offerings to enhance access and ensure equitable participation across all segments of the community.

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4.1.9 PROGRAM LIFECYCLE
The Department’s program portfolio is largely stable, with a moderate level of new and growing offerings and a slightly higher share of declining programs compared to national benchmarks.

Compared to national averages, launch and rising programs (28%) fall below the national benchmark (36%), indicating fewer new or growing programs entering the system. This suggests an opportunity to expand innovation and introduce new offerings aligned with evolving community interests.

Stable and maxed programs (54%) are slightly above the national average (52%), reflecting a strong core of consistent, reliable programs that continue to meet community demand. While these programs provide stability, ongoing evaluation is important to ensure they remain relevant and responsive.

Declining programs (18%) exceed the national average (12%), indicating a higher proportion of programs that may require reevaluation, updates, or reinvention to improve participation and alignment with community needs.

Cancelled programs (0%) suggest that programs are rarely removed from the system, which may limit the Department’s ability to reallocate resources toward new or higher-demand offerings.

Overall, the Department maintains a solid base of stable programs but has opportunities to introduce more new offerings and proactively manage declining programs to ensure a dynamic, responsive program portfolio.

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4.1.10 HEALTH AND WELLNESS PROMOTION
The Department’s program offerings emphasize physical and social health, with more limited focus on emotional and mental wellness compared to national benchmarks.

Compared to national averages, physical health programming (55%) is slightly below the benchmark (64%), but still represents a strong portion of the overall portfolio. Similarly, social health programming (58%) closely aligns with the national average (65%), reflecting a solid emphasis on community connection and engagement.

In contrast, emotional health programming (8%) falls well below the national average (30%), indicating limited offerings that focus on stress management, mindfulness, and emotional wellbeing. Mental health programming (14%) is also below the national benchmark (37%), suggesting opportunities to expand programs that support cognitive development, learning, and resilience.

Overall, the Department demonstrates strength in physical and social wellness, with opportunities to grow emotional and mental health programming to provide a more balanced and holistic approach to community well-being.

Promotion Physical Emotional Mental Social
Definition
Physical health is
the body’s
functional ability,
supported by
exercise, nutrition,
and rest to build
strength and
prevent illness.

Emotional health is
about managing
emotions through
activities like
mindfulness, art
therapy, and
support groups to
reduce stress and
boost self-esteem.

Mental health
focuses on
cognitive wellbeing and
intellectual
growth, with
programs like
STEM enhancing
problem-solving
and resilience.

Social health
involves building
strong
relationships and a
sense of belonging
through team
sports, social
clubs, and
community
activities.

National Average 64% 37% 44% 72%
Program Distribution 59% 64% 87% 96%

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4.1.11 PROGRAM TYPES
The Department’s program delivery model is heavily reliant on cooperative partnerships, with lower levels of direct staff-led programming compared to national benchmarks.

Compared to national averages, cooperative programs (49%) significantly exceed the benchmark (21%), indicating a strong dependence on partnerships with public, private, and nonprofit providers to deliver services.

Self-directed programs (25%) are slightly above the national average (21%), reflecting a solid offering of flexible, independent recreation opportunities.

In contrast, staff-directed programs (18%) fall well below the national benchmark (50%), suggesting fewer programs led directly by Department staff, including instructional and skillbased offerings.

Contracted programs (8%) align with the national average, indicating a typical use of independent instructors and service providers.

Overall, the Department’s model emphasizes partnerships and shared delivery. Opportunities exist to expand staff-directed programming to increase direct service delivery, program control, and consistency across offerings.

Classification Self-Directed Staff-Directed Contracted Cooperative Definition
self-directed
recreation
opportunities for
individuals and
groups to
participate without
leadership, under
only general
supervision
recreation
opportunities
where participant
involvement is
directed by a
leader, including
skills instruction
classes
facilitate
assistance to
individuals and
groups of
individuals that
provide or want to
provide recreation
programs and
leisure services
independently
from the agency
cooperative
agreements with
public,
commercial, and
nonprofit entities
to provide
programming
National Average 21% 50% 9% 20%
Program Distribution 14% 64% 4% 18%

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4.1.12 PARTICIPANT PROFICIENCY
The Department’s program offerings are overwhelmingly focused on all ability levels, with limited opportunities for skill progression compared to national benchmarks.

Compared to national averages, all abilities programs (95%) significantly exceed the benchmark (79%), reflecting a strong emphasis on inclusive, entry-level, and broadly accessible programming.

In contrast, beginner programs (5%) fall below the national average (12%), while intermediate (0%) and advanced programs (0%) are not currently represented. This indicates a lack of structured pathways for participants to build skills and progress over time.

Overall, the Department excels in providing inclusive, accessible programming but has a clear opportunity to expand intermediate and advanced offerings to support skill development, progression, and long-term participant engagement.

Classification BEGINNER INTERMEDIATE ADVANCED ALL ABILITIES Definition
Programs
designed for
individuals who
are new to the
activity or have
limited
experience.

Programs for
those who have
some experience
and knowledge in
the activity but are
looking to improve
or refine their
skills.

Programs tailored
for individuals who
have extensive
experience and
are looking for
high-level training
or challenges.

Programs
designed to be
inclusive and cater
to participants of
all proficiency
levels.

National Average 9% 7% 3% 81%
Program Distribution 40% 10% 6% 43%

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4.1.13 FINANCIAL ANALYSIS
The Department provided financial data at the program and program area level, including program revenue (participant fees and other program-specific income), direct program costs (staffing, supplies, and contracted services), and limited indirect costs where available. In addition, participation data was provided for select program areas. However, cost tracking was not consistent across all programs, particularly for indirect costs, and in several areas only revenue or participation was reported. As a result, this analysis reflects the data available and highlights both financial performance and gaps in tracking. For the purposes of this analysis, Arts & Dance, Adaptive Programs, Health & Fitness Programs, and Special Interest Programs were combined, consistent with how the data was provided by staff.

Strong Revenue Generation in Key Areas:
• Agape Tennis & Pickleball generated over $1.3M in revenue with a 117.65% cost recovery, representing the Department’s strongest financial performer. • Community Events generated $395,966 in revenue with a 170.69% cost recovery, driven by large-scale, high-attendance events.
• The combined Arts & Dance, Adaptive, Health & Fitness, and Special Interest Programs category achieved a 176.27% cost recovery, indicating strong financial performance across a broad mix of offerings.

Selective High-Performing Services:
• Older Adult Services (Transportation) achieved a 230.18% cost recovery, suggesting strong efficiency and/or supplemental funding support.

Revenue Without Full Cost Visibility:
• Athletics ($89,442) and Facility Services ($715,129) generate notable revenue; however, no associated costs were reported, limiting the ability to determine true cost recovery. • Indirect costs are largely unallocated across program areas, further limiting a full financial picture.

Participation vs. Revenue:
• High participation in Community Events (33,689 participants) and Agape Tennis & Pickleball (12,880 participants) aligns with strong revenue generation. • The combined program category also shows solid participation (2,769), supporting its overall performance.

Overall, the Department demonstrates strong revenue generation and cost recovery across several key program areas. However, improving consistency in cost tracking—particularly for indirect costs—will be essential to fully understand financial performance and align resources with community priorities.

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Core Program Area Revenue Direct Costs Indirect
Costs Total Costs Cost Recovery Participation
Agape Tennis &
Pickleball $1,308,760 $916,099 $196,314 $1,112,413 117.65% 12,880 Arts, Adaptive,
Health & Fitness,
Special Interest
(Combined)
$168,272 $95,463 $0 $95,463 176.27% 2,769
Athletics $89,442 $0 $0 $0 N/A 3,522
Community Events $395,966 $231,502 $480 $231,982 170.69% 33,689 Facility Services $715,129 $0 $0 $0 N/A N/A
Older Adult Services $125,206 $25,106 $29,289 $54,395 230.18% N/A Key Notes:
• Cost recovery is only shown where both revenue and cost data were available. • Athletics and Facility Services did not include cost data, so cost recovery could not be calculated.
• Arts & Dance, Adaptive, Health & Fitness, and Special Interest Programs were combined based on how data was provided by staff.
• Participation data was not consistently tracked across all program areas.

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4.1.14 CURRENT MARKETING & COMMUNICATIONS
The Department utilizes a wide range of marketing and communication tools to promote recreation programs and services, with a strong emphasis on traditional outreach methods and established digital platforms. Core channels include program guides (print and online), the Department website, email communications, flyers, direct mail, and in-facility signage, all of which provide consistent and broad-reaching communication to residents.

The Department also maintains an active presence across key digital and social platforms, including Facebook, Instagram, and YouTube, and leverages tools such as QR codes and mobileenabled web access to enhance accessibility and user experience. Additionally, paid advertising, public service announcements, and roadside marquees are used to increase visibility and promote major programs and events.

More targeted or emerging communication methods—such as apps, text message marketing, radio, and on-hold messaging—are used selectively, while platforms like Twitter, TikTok, blogs/vlogs, webinars, and podcasts represent opportunities for expanded outreach and engagement.

Overall, the Department has a strong foundation of marketing tools in place, with opportunities to further diversify communication strategies and expand the use of newer, more direct, and real-time engagement platforms to reach a broader and more diverse audience.

DEPARTMENT WEBSITE
The Department’s website (https://www.fountainvalley.gov/201/Recreation-CommunityServices) serves as a central hub for recreation information and provides a functional, easy-tonavigate platform for residents seeking programs, services, and facility details.

Overall, the site delivers core information
effectively, with opportunities to enhance
user experience, engagement, and
conversion to registration.

Strengths:
• Clear Navigation and Structure:

The Recreation & Community Services pages are logically organized, making it relatively easy for users to find key information such as programs, facilities, events, and registration links.
• Integration with Registration: Direct links to program registration are available, helping users move from browsing to action without significant barriers. • Mobile Accessibility: The site is mobile-enabled, allowing users to access information across devices, which is critical for modern user behavior. • Comprehensive Information: The website provides a broad overview of services, including program descriptions, facility information, and community offerings, supporting general awareness.

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Opportunities for Improvement:
• User Experience and Visual Appeal: While functional, the site is text-heavy and could benefit from more engaging visuals, dynamic content, and clearer calls-to-action to guide users more intuitively.
• Program Discovery: Finding specific programs or filtering options may require multiple clicks. Enhancing search functionality, categorization, and featured content (e.g., “Popular Programs” or “New This Season”) could improve usability. • Storytelling and Impact: The site focuses primarily on information delivery rather than communicating the value and impact of programs. Incorporating testimonials, photos, and highlights could better convey the Department’s role in the community. • Consistency and Branding: Opportunities exist to strengthen branding, tone, and consistency across pages to create a more cohesive and polished user experience. • Accessibility and Multilingual Support: Given the community’s demographics, expanding multilingual content and ensuring ADA accessibility best practices are fully implemented would improve inclusivity.
• Real-Time Engagement: The site functions more as an information repository than an engagement tool. Adding features such as alerts, featured events, or integration with social and email campaigns could increase interaction.

Overall, the Department’s website provides a solid foundation for delivering information and supporting registration. With enhancements to user experience, storytelling, and engagement, the site can evolve from a functional resource into a more dynamic tool that drives participation and strengthens community

SOCIAL MEDIA OVERVIEW
The Department maintains an active and consistent presence across key social media platforms, using these channels to promote programs, highlight events, and engage with the community.

Primary platforms analyzed include Facebook and Instagram, both of which demonstrate regular posting, strong visibility, and meaningful audience interaction.

Overall, the Department leverages social media effectively to showcase community experiences, celebrate events, and communicate with residents in a timely manner. Content is most successful when it focuses on visual storytelling, community moments, and event-based promotion, aligning with how users engage across platforms.

While the Department also maintains a YouTube channel, no posts have been made within the past 12 months; therefore, it was not included in this analysis. This represents a potential opportunity to expand into video-based content in the future.

The following sections provide a more detailed analysis of performance, content trends, and opportunities for Facebook and Instagram.

The numbers listed are as of April 15, 2026, and look at the previous 12 months

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FACEBOOK
Followers: 4,138
Posts per day: 1
The Department maintains an active and consistent presence on Facebook. This level of activity reflects a strong commitment to regular communication and community visibility.

Content Performance and Trends:
• Top-performing posts are primarily event-driven, including promotions for major events such as the Egg Hunt, Summer Concert Series, and Lunar New Year, which generated the highest engagement (30–50+ reactions).
• Posts that highlight community pride, cultural celebration, and seasonal moments (e.g., holiday messages, contests, and recognition posts) also perform well.
• Visual, family-oriented, and celebratory content tends to drive the most interaction.

Lower-Performing Content:
• Posts with little to no engagement are typically informational or program-specific, such as workshops, classes, or registration reminders.
• Text-heavy posts without strong visuals or clear calls to action tend to underperform.

Overall Observations:
• The Department effectively uses Facebook to promote major events and community moments, which resonate most with the audience.
• There is an opportunity to improve engagement on program-level promotions by incorporating more compelling visuals, storytelling, and clearer value messaging. • Shifting more content toward people, experiences, and impact—rather than just information—could increase overall interaction and reach.

Overall, Facebook is a strong and active platform for the Department, particularly for promoting events and building community awareness, with opportunities to enhance engagement across all types of content.

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INSTAGRAM
Followers: 2,890
Posts per day: 0.7
The Department maintains an active presence on
Instagram, with 2,890 followers and 334 posts over the
past 12 months, reflecting consistent use of the platform to promote programs, events, and community
engagement.

Content Performance and Trends:
• Top-performing posts are highly visual and eventfocused, including promotions and recaps of major events such as the Egg Hunt and cultural festivals, as well as human-interest stories (e.g., celebrating a 100th birthday). • Content that highlights people, celebrations, and community experiences generates the highest engagement (20–45+ interactions).
• Posts that include photos from events or storytelling elements tend to outperform simple announcements.

Lower-Performing Content:
• Posts with minimal engagement are typically program-specific or informational, such as class promotions, workshops, or registration reminders. • “Save the date” and text-heavy posts without strong visuals or storytelling tend to generate limited interaction.

Overall Observations:
• The Department effectively uses Instagram to showcase community moments, events, and visual storytelling, aligning well with how users engage on the platform. • There is an opportunity to strengthen engagement on program-level content by incorporating more dynamic visuals, participant stories, and short-form video. • Increasing the use of features such as Reels, behind-the-scenes content, and usergenerated content could further expand reach and interaction.

Overall, Instagram is a strong platform for visual storytelling and community engagement, with clear opportunities to enhance performance by shifting more content toward experiences and less toward static informational posts.

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4.1.16 KEY FINDINGS
Strong Community Value and High Satisfaction with Opportunity to Grow Participation: The Department delivers a highly valued recreation system, with 90% satisfaction among participants. While awareness and perception are strong, overall participation (47%) indicates an opportunity to expand reach and engagement.

Aging, Diverse, and Family-Oriented Community: Fountain Valley is characterized by an older median age, a large active adult population, and strong multi-generational households. The community is highly diverse, with a significant Asian population and a high percentage of residents who are foreign-born or speak a language other than English at home.

High Market Potential for Fitness, Outdoor, and Skill-Based Activities: MPI data shows strong demand for fitness and wellness activities (running, weightlifting, yoga), court sports (tennis, pickleball), outdoor recreation (hiking, biking), and enrichment activities (woodworking, chess), reinforcing existing program strengths and opportunities for expansion.

Community Priorities Centered on Wellness, Events, and Older Adults: Survey results highlight fitness and wellness, community events, senior services, and cultural enrichment as top priorities, aligning closely with demographic trends and participation data.

Strong Adult and All-Ages Programming with Gap in Teen Offerings: The Department exceeds national benchmarks in adult and all-ages programming, providing flexible and inclusive offerings.

However, teen programming is below national averages, representing a key opportunity for growth.

Program Portfolio Skewed Toward Individual Benefit: A significant majority of programs are classified as individual benefit (72%), with fewer community benefit and blended offerings. This limits accessibility and suggests an opportunity to expand inclusive, community-wide programming.

Financially Sustainable Cost Recovery Model with Limited Subsidized Offerings: The Department emphasizes self-sufficient and revenue-generating programs, exceeding national benchmarks. While financially strong, the lower share of fully subsidized programs highlights an opportunity to enhance equitable access.

Stable Program Portfolio with Limited New Program Development: Most programs are stable, providing consistency and reliability. However, fewer programs are in launch or growth stages, and a higher share are in decline, indicating a need for increased innovation and program reinvestment.

Heavy Reliance on Partnerships for Program Delivery: Cooperative programs make up nearly half of all offerings, reflecting strong partnerships but limited staff-directed programming.

Expanding direct service delivery could improve program control and consistency.

Highly Inclusive Programming with Limited Skill Progression: The Department excels in offering all-ability programs (95%), creating strong entry points for participants. However, the absence of intermediate and advanced offerings limits opportunities for skill development and long-term engagement.

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Wellness Programming Focused on Physical and Social Health: Programs strongly support physical and social well-being but fall short in emotional and mental health offerings, presenting an opportunity for a more holistic wellness approach.

Strong Financial Performance in Key Program Areas with Data Gaps: Programs such as Agape Tennis & Pickleball and Community Events generate significant revenue and exceed cost recovery targets. However, inconsistent cost tracking—particularly for indirect costs—limits a full understanding of financial performance.

Robust Marketing Foundation with Opportunities for Enhanced Engagement: The Department utilizes a wide range of marketing tools and maintains a strong social media presence. Eventbased and visual content performs best, while program-specific promotions would benefit from improved storytelling and engagement strategies.

Functional Website with Opportunity to Enhance User Experience and Engagement: The website effectively delivers information and supports registration but could be improved through stronger visuals, clearer calls to action, and enhanced program discovery.

Active Social Media Presence Driven by Events and Visual Storytelling: Facebook and Instagram are used consistently and effectively to promote events and community moments. Engagement is highest for visual, people-focused content, while informational posts underperform, suggesting a need to shift toward more experience-driven storytelling.

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4.2 PARK AND FACILITY EVALUATIONS
The evaluation of park assets within the City of Fountain Valley is a cornerstone of our strategic planning and maintenance scheduling efforts. Each park and its amenities are carefully assessed through thorough field observations by our dedicated staff, resulting in a comprehensive grading based on current conditions. This systematic process ensures that we understand the performance of individual assets, rather than evaluating the park system as a whole.

Our evaluation process uses a qualitative grading scale, complemented by numerical scores, to reflect both the quantity and quality of recreational opportunities available. This approach facilitates transparent prioritization for repairs, upgrades, and future enhancements. Each park is rated consistently and comparatively against similar facilities across the system.

4.2.1 METHODOLOGY
As part of the City of Fountain Valley park system assessment, each asset is evaluated using a standardized grading system.

These evaluations are based on in-depth field observations conducted by qualified staff, focusing on the condition and functionality of individual amenities.

Rather than assessing parks as a whole, each amenity is reviewed on its own merits. When an amenity or facility is found to be in noticeably poorer condition compared to similar features in other parks, it is clearly noted. Numerical scores are assigned to summarize both the quantity and overall quality of recreational opportunities available at each location.

THE FOLLOWING SCORING SYSTEM WAS USED

4.2.2 GREAT (SCORE: 4–5)
Site amenities are in excellent condition, displaying high levels of functionality and appearance with little to no visible maintenance concerns. These amenities are well-maintained, up to date, and fully operational. Users can expect a safe, clean, and enjoyable experience, and only routine preventative maintenance is required at this level.

4.2.3 GOOD (SCORE: 3)
Site amenities are in good condition and remain fully functional but may show signs of minor wear and tear. Maintenance issues, if present, are typically superficial and the result of normal aging or heavy usage. While amenities are still safe and attractive, some may benefit from minor repairs or cosmetic improvements to maintain long-term quality.

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4.2.4 FAIR (SCORE: 2)
Site amenities are in fair condition, indicating ongoing maintenance issues and a noticeable decline in appearance or functionality. The wear and tear observed is often due to age and high usage, and while amenities remain usable, they may detract from the overall experience. More frequent maintenance and moderate repairs are needed to prevent further deterioration.

4.2.5 POOR (SCORE: 0–1)
Site amenities are in poor condition and clearly exhibit significant maintenance problems. These issues may compromise safety or usability, potentially requiring the closure of the amenity for repairs or replacement. Immediate action is needed to address structural concerns, functional deficiencies, or serious aesthetic deterioration. Amenities in this category are a priority for repair or replacement in future improvement plans.

As part of the comprehensive evaluation of the City of Fountain Valley park system, all parks were assessed using a standardized set of criteria to ensure consistent, objective, and meaningful evaluations. This assessment helps identify strengths, areas for improvement, and opportunities for future investments. Each park was reviewed based on its accessibility; physical condition, user safety, and ongoing maintenance needs to support the long-term success and enjoyment of Fountain Valley public spaces. Each category was given a numerical score between 0-5, with 5 being best.

Access and Connectivity
This category evaluates how easily and safely park users can reach and navigate through each park.

It considers the availability and condition of adjacent trails or trailheads, street crossings, sidewalks, and internal park pathways. Additionally, it assesses the effectiveness of wayfinding signage, connectivity to surrounding neighborhoods, and compliance with accessibility standards to ensure all visitors, including those with mobility challenges, can comfortably access and enjoy park amenities.

Condition and Functionality
This assessment focuses on the physical state and usability of individual park amenities, such as playground equipment, sports facilities, seating areas, and restrooms. It also evaluates the health and coverage of the tree canopy and other vegetation, the condition of paved surfaces like walkways and courts, and the quality of lighting and site furnishings. Parks that score well in this category have well-maintained, attractive, and fully functional amenities that meet community needs.

Safety and Comfort
This category addresses how safe and comfortable visitors feel while using the park. It considers factors such as visibility and clear sightlines, adequate lighting for evening use, and the presence of active park users that promote a welcoming environment. The evaluation also looks for signs of misuse or vandalism, ease of navigation within the park, proximity to busy roadways, potential physical hazards (e.g., damaged surfaces or unsafe structures), and the management of natural features like slopes and water bodies to minimize safety risks.

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Maintenance
Maintenance evaluates the ongoing care required to keep the park attractive, functional, and safe.

This includes reviewing the presence of litter, graffiti, worn or damaged amenities, and landscaping issues such as overgrown vegetation or unhealthy trees. A strong maintenance program ensures that parks remain welcoming, enjoyable, and in good condition, supporting their continued use and long-term sustainability.

It is important to note that the consultant team conducted in-person site assessments of Fountain Valley parks over the summer of 2023. This assessment establishes a baseline understanding and a “snapshot” in time of the system’s existing conditions, facilities, and amenities. This assessment does not account for additions and improvements to the system that were not completed in the 2023 fiscal year or other improvements to the system that have occurred since the site assessments were conducted.

Each summary includes key information on existing amenities and features available at each site.

To visually support this information, an aerial site plan is included for each park, clearly identifying the location of all existing amenities. Additionally, all data has been compiled and stored in a comprehensive Geographic Information System (GIS) database, which has been provided to the City. This valuable resource supports ongoing planning, project management, and informed decision-making as the City continues to develop and enhance its parks and recreational facilities.

Summaries and maps for all parks like the ones below can be found in APPENDIX D along with assessments for the Recreation Center and Senior and Community Center.

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PARKS ASSESSED

PARK ACRES PARK ACRES
Allen Park 3.90 McDowell Park 1.00
Colony Park 0.68 Moiola Park 1.12
Cordata Park 4.53 Monroe Park 2.75
Courreges Park 12.00 Nieblas Park 1.00
Ellis Park 3.00 Plavan Park 2.06
Fulton Park 13.27 Recreation Center & Sports Park 78.09 Harper Park 8.50 Stonecress Park 2.22
Helm Park 3.10 Vista View Park 3.03
Heritage Park 2.30 Westmont Park 11.39
La Capilla Park 2.37 Veteran's Park 0.77
Los Alamos Park 4.02

FOUNTAIN VALLEY PARK SITES ASSESSED
Total Acres
161.10

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LOCATION MAP

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FINDINGS
Recreation Center
• Refer to Appendix D
Senior and Community Center
• Refer to Appendix D

4.2.6 GENERAL OBSERVATIONS

1. Access & Connectivity Evaluation
• Predominantly street/curb parking is available at most parks, with some sites featuring adjacent parking lots or nearby school parking (with permission). • Bike lanes are present along several adjacent streets, improving bicycle access. • Crosswalks and traffic signals are available at some locations, enhancing pedestrian safety.
• Several parks have concrete or asphalt pathways that provide good internal circulation and ADA access, particularly to playgrounds.
• Some sites lack public right-of-way (ROW) sidewalks, while others have turf directly adjacent to surrounding sidewalks.
• Many parks feature large, open turf areas, often extending directly to the sidewalk, resulting in low edge permeability.

PARK

ACCESS & CONNECTIVITYCONDITION & FUNCTIONALITY SAFETY & COMFORTMAINTENANCEOVERALL ASSESSMENT SCOREPARKACCESS & CONNECTIVITYCONDITION & FUNCTIONALITY SAFETY & COMFORTMAINTENANCEOVERALL ASSESSMENT SCORE Allen Park 2.89 2.89 3.00 3.75 3.13 McDowell Park 3.00 4.11 3.80 4.00 3.73 Colony Park 2.63 3.11 3.20 3.75 3.17 Moiola Park 3.10 4.22 4.00 4.50 3.96 Cordata Park 3.25 3.89 3.20 3.50 3.46 Monroe Park 3.00 3.25 3.00 4.00 3.31 Courreges Park 2.88 3.11 3.60 3.75 3.33 Nieblas Park 3.33 3.22 3.20 2.50 3.06 Ellis Park 3.60 4.11 3.60 4.00 3.83 Plavan Park 4.00 3.33 3.40 3.50 3.56 Fulton Park 3.10 3.56 3.60 3.50 3.44 Recreation Center & Sports Park 3.90 4.40 4.20 4.00 4.13 Harper Park 3.11 3.50 3.00 3.75 3.34 Stonecress Park 3.00 3.00 3.40 3.25 3.16 Helm Park 2.89 3.67 3.80 4.00 3.59 Vista View Park 2.90 3.11 3.40 3.50 3.23 Heritage Park 3.00 4.00 3.60 4.50 3.78 Westmont Park 2.70 3.75 2.80 3.25 3.13 La Capilla Park 2.89 3.56 3.40 4.25 3.52 Veteran's Park 2.36 3.14 3.00 4.00 3.13 Los Alamos Park 2.78 3.40 3.60 4.00 3.44

FOUNTAIN VALLEY PARK ASSESSMENT SCORES

3.10 3.56
Poor 0-1, Fair 2, Good 3, Great 4-5

3.44 3.76

OVERALL AVERAGE

3.45 ACCESS & CONNECTIVITY

CONDITION & FUNCTIONALITY MAINTENANCE

SAFETY & COMFORT

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• Sites are generally flat or gently sloping, with minimal grade changes. • Park signage and entry features are generally in good condition, with some parks having distinctive entry signage and well-maintained landscaping. • Landscape planters are located along street frontages at some parks. • One site includes a drainage inlet within the turf area, near the southwest portion of the park.

2. Condition and Functionality Evaluation
• Concrete surfaces are generally in good condition, particularly at newer parks and within playground areas.
• Asphalt pathways show signs of wear, including cracking and surface deterioration. • Park amenities (e.g., trash and recycling receptacles) are generally in good to excellent condition.
• Some picnic tables have graffiti carved into the tabletops. • Playground equipment shows varying levels of deterioration, including:
o Rusting on play structures, decks, and attached components. o Failing protective coatings on metal surfaces.
o Worn playground structures and deteriorating play surfacing. • Playgrounds include multiple play areas with separate climbing structures and swing sets.

3. Safety and Comfort Evaluation
• Playground lighting is available at several parks, including solar LED lighting and standard area lighting.
• Some parks lack lighting, which may reduce visibility and perceived safety during evening hours.
• Traffic calming features, such as cul-de-sacs, help reduce vehicle speeds adjacent to some parks.
• Buffers between parks and roadways include short block walls, parking lots, and trees, enhancing user comfort and separation from traffic.
• Fencing and grade separation provide additional buffering between parks and adjacent residential properties at some locations.
• Signalized intersections and marked crosswalks improve safe pedestrian access at parks located along busier roadways.

4. Maintenance Evaluation
• Landscape maintenance is generally good, with well-maintained turf, planters, medians, and diverse vegetation at most parks.
• Weeds are present in some turf areas and landscape planters, indicating localized maintenance needs.
• Trash receptacles are distributed throughout parks, including along linear turf areas and near playgrounds.
• Park entry landscaping, including ornamental plantings and specimen trees, is well maintained and enhances park appearance.
• Some parks incorporate xeriscape landscaping and reclaimed water irrigation systems, supporting water-efficient landscape management.
• Hardcourt surfaces are generally in good condition, with recent coatings and minimal cracking.

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5. General Observations
• Neighborhood parks are heavily used, with visitors engaging in playground use, walking, running, dog walking, basketball, tennis, volleyball, pickleball, softball, and family gatherings.
• Several parks are adjacent to elementary schools, strengthening their role as neighborhood recreation spaces and improving accessibility for families. • Multiple parks are located within high-voltage transmission line easements, where they primarily function as linear parks with open turf, trails, and recreation opportunities. • Open turf areas are a common feature and support informal recreation and community activities.
• Many parks provide a mix of amenities, including playgrounds, picnic tables, sports courts, botanical gardens, recreation centers, and gathering spaces. • Several parks include unique design features, such as:
o Tree identification/botanical walks.
o Eagle Scout-built game tables.
o Amphitheater-style seating.
o Distinctive playground themes and stepping-stone connections. o Pedestrian bridges providing park access.
• Playground conditions vary, with newer parks featuring modern equipment and quality surfacing, while older parks have sparse or deteriorating play equipment requiring replacement.
• Landscape character ranges from traditional turf parks to xeriscape-focused designs with water-efficient plantings and buffers adjacent to homes. • Most parks are well integrated into surrounding neighborhoods, with access from residential streets, cul-de-sacs, pedestrian bridges, or adjacent schools. • Some maintenance concerns were noted, including:
o Sand infiltrating poured-in-place rubber playground surfacing. o Worn or damaged site furnishings (e.g., benches).
o Non-functioning park lighting.
• Grass encroaching into sand volleyball courts.
• Several parks include special community or educational features, such as botanical plant labeling, recycled-plastic picnic tables, and flexible gathering/event spaces.

Full Facility & Park Evaluations can be found in APPENDIX D

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4.3 INVENTORY, ASSESSMENT, AND LEVELS OF

SERVICE
Level of Service (LOS) standards provide a framework for evaluating the availability and distribution of parks, facilities, and amenities across the City of Fountain Valley. By calculating this inventory in relation to the City’s current population, we can better understand how well the community is being served today—and where future improvements may be needed.

These standards help guide planning decisions around the development, enhancement, and equitable access to parks and recreation facilities. They are informed by a combination of sources, including National Recreation and Park Association (NRPA) guidelines, 2023 national participation trends from the Sports and Fitness Industry Association (SFIA), feedback from the community and stakeholders, findings from the statistically valid survey, and input from City staff.

Level of Service analysis also considers the contributions of other service providers in the region to present a complete picture of available resources. While these standards are not one-size-fitsall, they provide valuable direction for identifying gaps or surpluses in the system and shaping future investments that reflect Fountain Valley growth, demographics, and evolving recreational needs.

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4.3.1 LEVEL OF SERVICE
The Level of Service analysis indicates that Fountain Valley will require additional parkland and amenities to meet both current and future needs. Addressing these shortfalls through targeted investment will be key to ensuring equitable access, supporting community health, and maintaining the quality of recreation opportunities for all residents.

FV School Other
Providers
Total
Inventory
Meet Standard/
Need Exists Inventory Total
2025-2035
Meet Standard/
Need Exists
PARKS:

Mini Parks acres per - - - - - acres per 1,000 acres per 1,000 Meets Standard - Acre(s) - Meets Standard - Acre(s) Neighborhood Parks acres per 36.15 - - 36.15 0.65 acres per 1,000 1.00 acres per 1,000 Need Exists 19 Acre(s) - Need Exists 17 Acre(s) Community Parks acres per 45.16 - - 45.16 0.81 acres per 1,000 1.00 acres per 1,000 Need Exists 10 Acre(s) 16.00 16.00 Meets Standard - Acre(s) Regional Parks acres per 78.09 - 513.00 591.09 10.64 acres per 1,000 5.00 acres per 1,000 Meets Standard - Acre(s) - Meets Standard - Acre(s) Total Developed Park Acres acres per 159.40 - 513.00 672.40 12.11 acres per 1,000 acres per 1,000 Meets Standard - Acre(s) - Meets Standard - Acre(s) Passive Open Space acres per - - - - - acres per 1,000 n/a acres per 1,000 - - Acre(s) - - - - Acre(s) Special Use Parks acres per - - - - - acres per 1,000 n/a acres per 1,000 - - Acre(s) - - - - Acre(s) Total Park Acres acres per 159.40 - 513.00 672.40 12.11 acres per 1,000 7.00 acres per 1,000 Meets Standard - Acre(s) - - Meets Standard - Acre(s) TRAILS:

Trails (paved and unpaved within parks) mile per 3.00 - 7.70 10.70 0.19 mile per 1,000 0.25 mile per 1,000 Need Exists 3.2 Mile(s) - - Need Exists 3 Mile(s) OUTDOOR AMENITIES:

Playgrounds site per 23 - 3 26 1.00 site per 2,136 1.00 site per 5,000 Meets Standard - Site(s) 1.00 1.00 Meets Standard - Site(s) Basketball Full Courts court per 13 - - 13 1.00 court per 4,273 1.00 court per 8,000 Meets Standard - Court(s) - - Meets Standard - Court(s) Diamond fields field per 15 - 6 21 1.00 field per 2,645 1.00 field per 8,000 Meets Standard - Field(s) - - Meets Standard - Field(s) Rectangular fields field per 3 - 3 6 1.00 field per 9,257 1.00 field per 6,000 Need Exists 3 Field(s) - - Need Exists 3 Field(s) Tennis courts court per 12 - - 12 1.00 court per 4,629 1.00 court per 8,000 Meets Standard - Court(s) - - Meets Standard - Court(s) Dog parks site per - - - - 1.00 site per - 1.00 site per 30,000 Need Exists 2 Site(s) - - Need Exists 2 Site(s) Swimming pools site per - - - - 1.00 site per - 1.00 site per 40,000 Need Exists 1 Site(s) - - Need Exists 1 Site(s) Skate park/BMX site per - - - - 1.00 site per - 1.00 site per 50,000 Need Exists 1 Site(s) - - Need Exists 1 Site(s) Pickleball courts court per 16 - - 16 1.00 court per 3,472 1.00 court per 10,000 Meets Standard - Court(s) - - Meets Standard - Court(s) Splash pads site per - - - - 1.00 site per - 1.00 site per 40,000 Need Exists 1 Site(s) - - Need Exists 1 Site(s) Picnic Shelters / Rental Pavilions site per 5 - 4 9 1.00 site per 6,172 1.00 site per 15,000 Meets Standard - Site(s) - - Meets Standard - Site(s) INDOOR AMENITIES:

Indoor Aquatic Space SF per - - - SF per person SF per person Meets Standard - Square Feet - - Meets Standard - Square Feet Indoor Recreation Space (Total S.F.) SF per 39,756 - - 39,756 0.72 SF per person 1.50 SF per person Need Exists 43,560 Square Feet - - Need Exists 40,430 Square Feet 55,544
53,457
2025 Estimated Population
2035 Estimated Population
2025 Inventory 2025 Facility Standards 2035 Facility Standards Current Service Level based upon
population
Recommended Service Levels;
Revised for Local Service Area
Additional Facilities/
Amenities Needed
Additional Facilities/
Amenities Needed
Anticipated Future Park
Development 2025 - 2035

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4.4 EQUITY MAPPING
Service area maps and standards allow the City of Fountain Valley to assess how parks and recreation amenities are distributed across the community and whether they align with population density and neighborhood needs. These maps are based on recommended levels of service for each park and amenity type and help identify areas that may be underserved or oversupplied.

By comparing geographic access to population-based standards, the City can pinpoint gaps in service and make informed decisions about future investments. This ensures that capital improvement efforts not only address system-wide needs but also promote equitable access to parks and facilities for all residents. The different service area rings highlight the reach of various providers, reflecting the broader network of resources available to the Fountain Valley community.