102
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.1 REGIONAL PARKS
103
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.2 COMMUNITY PARKS
104
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.3 NEIGHBORHOOD PARKS
105
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.4 BALL FIELDS (DIAMOND)
106
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.5 RECTANGULAR FIELDS
107
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.6 BASKETBALL COURTS
108
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.7 PICKLEBALL COURTS
4.4.8 4.4.9
109
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.10 TENNIS COURTS
4.4.11
110
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.12 VOLLEYBALL COURTS
111
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.13 PICNIC SHELTERS / RENTAL PAVILLIONS
4.4.14 4.4.15
4.4.16
112
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.17 PLAYGROUNDS
113
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.18 TRAILS (PAVED AND UNPAVED)
114
PARKS & COMMUNITY SERVICES MASTER PLAN
4.4.19 INDOOR RECREATION SPACE
4.4.20
115
PARKS & COMMUNITY SERVICES MASTER PLAN
4.5 FUNDING AND REVENUE STUDIES
4.5.1 INTRODUCTION
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 long-term 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.
116
PARKS & COMMUNITY SERVICES MASTER PLAN
4.5.2 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 stronger 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.
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.
4.5.3 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.
117
PARKS & COMMUNITY SERVICES MASTER PLAN
Leaseback and Concession Agreements: For large-scale capital projects, particularly the planned 16-acre expansion at the Sports Park, the City prefers long-term license and concession agreements rather than traditional debt financing or ownership models. This approach minimizes risk while leveraging private investment and operational expertise.
4.5.4 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.
OPPORTUNITIES FOR 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.
4.5.5 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.
118
PARKS & COMMUNITY SERVICES MASTER PLAN
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.
4.5.6 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.
4.5.7 FRANCHISES AND LICENSES
Franchise and licensing arrangements provide opportunities to leverage private-sector 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.
119
PARKS & COMMUNITY SERVICES MASTER PLAN
4.5.8 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, growthrelated 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 funding philosophy emphasizes maximizing existing revenues and pursuing entrepreneurial opportunities rather than relying on new taxes.
120
PARKS & COMMUNITY SERVICES MASTER PLAN
4.6 RECOMMENDED PARKS IMPROVEMENTS PLAN
The Recommended Parks Improvements Plan (RPIP) for Fountain Valley serves as a strategic framework for prioritizing, funding, and delivering critical infrastructure and facility projects that enhance the city’s livability, sustainability, and long-term growth. This plan focuses on targeted investments in parks, recreational amenities, community centers, and public spaces to meet the evolving needs of Fountain Valley diverse and growing population.
A key component of the RPIP is the alignment of available financial resources to support these improvement projects. Fountain Valley utilizes a variety of existing funding sources to make these initiatives possible, including:
General Fund, DIF, and various Grant opportunities.
Through the strategic use of these resources, the City ensures responsible fiscal management while advancing projects that promote environmental stewardship, community wellness, and economic vitality. As Fountain Valley continues to thrive, this Recommended Improvements Plan provides a clear and actionable roadmap for creating vibrant public spaces and strengthening community infrastructure—today and for future generations.
To provide greater clarity and transparency, the PRIP is organized into three distinct categories:
4. Projects that are planned and have secured funding
5. Projects that are planned but not yet funded
6. Projects that have been completed in the last several years This structure allows stakeholders to easily understand the current status of each initiative, track progress over time, and anticipate future development efforts as the plan evolves.
121
PARKS & COMMUNITY SERVICES MASTER PLAN
As outlined in the table below, the City has several planned and funded projects underway, reflecting its continued investment in quality of life.
The following chart provides a comprehensive, park-by-park breakdown of estimated improvement costs along with the projected phases for implementation. This visual summary offers a clear look at how capital improvement efforts are distributed across Fountain Valley park system and when each project is anticipated to be completed.
It is important to note that this chart represents a point-in-time snapshot based on current priorities, available funding, and project planning as of the publication of this report. As new projects are introduced, priorities shift, and funding sources evolve, the timeline and cost estimates will be updated accordingly.
This dynamic planning tool is designed to support transparency, guide resource allocation, and ensure that Fountain Valley continues to respond effectively to the community’s recreational needs.
TOTAL PROJECTS PLANNED FUNDED $400,000
PARKS PLANNED FUNDED $0
FACILITIES PLANNED FUNDED $400,000
TRAILS PLANNED FUNDED $0
TOTAL PROJECTS PLANNED NEED FUNDING $42,435,500
PARKS PLANNED NEED FUNDING $38,685,500
FACILITIES PLANNED NEED FUNDING $3,750,000
TRAILS PLANNED NEED FUNDING $400,000
TOTAL PROJECTS COMPLETED $1,897,329
PARKS COMPLETED $1,897,329
FACILITIES COMPLETED $0
TRAILS COMPLETED $0
122
PARKS & COMMUNITY SERVICES MASTER PLAN
Fountain Valley Parks & Recreation Master Plan
Site by Site Summary 10:07 AM
Parks Acres Completed Planned Planned P1 P2 P3 TOTAL
Funded Need Funding FY 26/27 FY 27/28 FY 28 and beyond
177.10 $1,897,329 $0 $38,685,500 $3,740,100 $31,645,400 $3,300,000 $40,582,829 Allen Park 3.90 $0 $0 $896,000 $150,000 $596,000 $150,000 $896,000 Colony Park 0.68 $0 $0 $135,000 $135,000 $0 $0 $135,000 Cordata Park 4.53 $200,000 $0 $2,919,000 $39,000 $1,980,000 $900,000 $3,119,000 Courreges Park 12.00 $0 $0 $196,000 $196,000 $0 $0 $196,000 Ellis Park 3.00 $0 $0 $1,221,500 $46,500 $1,175,000 $0 $1,221,500 Fulton Park 13.27 $0 $0 $196,000 $196,000 $0 $0 $196,000 Harper Park 8.50 $0 $0 $196,000 $196,000 $0 $0 $196,000 Helm Park 3.10 $0 $0 $256,500 $156,500 $0 $100,000 $256,500 Heritage Park 2.30 $0 $0 $0 $0 $0 $0 $0
La Capilla Park 2.37 $0 $0 $1,459,000 $59,000 $400,000 $1,000,000 $1,459,000 Los Alamos Park 4.02 $0 $0 $3,612,000 $24,000 $2,688,000 $900,000 $3,612,000 McDowell Park 1.00 $0 $0 $200,000 $200,000 $0 $0 $200,000 Moiola Park 1.12 $0 $0 $0 $0 $0 $0 $0
Monroe Park 2.75 $0 $0 $871,000 $175,000 $696,000 $0 $871,000 Nieblas Park 1.00 $0 $0 $415,000 $415,000 $0 $0 $415,000 Plavan Park 2.06 $0 $0 $2,025,000 $1,025,000 $1,000,000 $0 $2,025,000 Recreation Center & Sports Park 78.09 $1,697,329 $0 $3,950,000 $200,000 $3,500,000 $250,000 $5,647,329 Stonecress Park 2.22 $0 $0 $1,569,000 $119,000 $1,450,000 $0 $1,569,000 Vista View Park 3.03 $0 $0 $1,276,400 $60,000 $1,216,400 $0 $1,276,400 Westmont Park 11.39 $0 $0 $196,000 $196,000 $0 $0 $196,000 Veterans Park 0.77 $0 $0 $152,100 $152,100 $0 $0 $152,100 16-acre Site 16.00 $0 $0 $16,944,000 $0 $16,944,000 $0 $16,944,000 General Parks $0 $0 $0 $0 $0 $0 $0
Facilities Completed Planned Planned P1 P2 P3 TOTAL
Funded Need Funding FY 26/27 FY 27/28 FY 28 and beyond
39,756 $0 $400,000 $3,750,000 $0 $400,000 $3,750,000 $4,150,000 Fountain Valley Recreation Center 23,194 $0 $400,000 $2,400,000 $0 $400,000 $2,400,000 $2,800,000 Senior & Community Center 16,562 $0 $0 $1,350,000 $0 $0 $1,350,000 $1,350,000 Trails Miles Completed Planned Planned P1 P2 P3 TOTAL
Funded Need Funding FY 26/27 FY 27/28 FY 28 and beyond
3.00 $0 $0 $400,000 $400,000 $0 $0 $400,000
Courreges Park Trail 0.50 $0 $0 $100,000 $100,000 $0 $0 $100,000 Fulton Park Trail 0.50 $0 $0 $100,000 $100,000 $0 $0 $100,000 Harper Park Trail 0.25 $0 $0 $100,000 $100,000 $0 $0 $100,000 Westmont Park Trail 0.50 $0 $0 $100,000 $100,000 $0 $0 $100,000 Recreation Center & Sports Park Trails 1.25 $0 $0 $0 $0 $0 $0 $0 New Trails $0 $0 $0 $0 $0 $0 $0
August 10, 2026
Square
Footage
123
PARKS & COMMUNITY SERVICES MASTER PLAN
Recommended Parks Improvements Plan (RPIP)
The following improvements are recommended:
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 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 connection to the 16-acres 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.
Athletic Field Improvements
• Convert/develop a dedicated championship girls fast pitch softball field. • Convert one existing ball field into a 60/90 full-size regulation baseball field.
124
PARKS & COMMUNITY SERVICES MASTER PLAN
• 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 new 16-acre site. • Expand, relocate or reconfigure soccer fields using natural or synthetic turf based on demand, maintenance requirements, environmental considerations, and lifecycle 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 of the Fountain Valley Sports Park provides the city with an extraordinary opportunity to reenvision the facility. The location currently serves as the central meeting place for the community 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.
125
PARKS & COMMUNITY SERVICES MASTER PLAN
• 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 new 16-acre site. • Develop a dedicated outdoor event venue within the existing park through the relocation of current soccer fields.
• 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.
126
PARKS & COMMUNITY SERVICES MASTER PLAN
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. • 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.
127
PARKS & COMMUNITY SERVICES MASTER PLAN
• Improve pedestrian crossings on surrounding streets.
• Add high-visibility crosswalks, accessible curb ramps, signage, and other trafficcalming 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.
128
PARKS & COMMUNITY SERVICES MASTER PLAN
• 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.
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.
129
PARKS & COMMUNITY SERVICES MASTER PLAN
• 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.
• 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.
130
PARKS & COMMUNITY SERVICES MASTER PLAN
• 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, high-quality City standard.
• Improve accessible connections between neighborhood entrances and park amenities.
Westmont Park
• Develop and improve the park’s trail system.
131
PARKS & COMMUNITY SERVICES MASTER PLAN
• 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 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
132
PARKS & COMMUNITY SERVICES MASTER PLAN
• 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 ceilingtile 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. • 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.
133
PARKS & COMMUNITY SERVICES MASTER PLAN
CHAPTER FIVE VISIONING AND KEY
RECOMMENDATIONS
As a part of developing the Parks & Community Services Master Plan, city staff was engaged in an iterative visioning process to review the Values, Vision and Mission and develop key themes, priorities and implementation. This resulted in affirming the city Core Values and Vision statement and updating the department Mission statement along with developing key themes that will guide the prioritization and implementation of this plan.
134
PARKS & COMMUNITY SERVICES MASTER PLAN
5.1 MISSION STATEMENT / CITY VALUES
The City of Fountain Valley is a team-driven organization committed to providing excellent service to our community through our core values.
The City’s core values — Fiscal Stability; Honesty, Integrity and Ethical Behavior; Teamwork; Excellent Customer Service; Innovation; and Quality of Life — are paramount to the department’s day-to-day operations and long-term planning. These values guide decisions, establish priorities, promote responsible use of public resources, and ensure that parks, facilities, programs, and services continue to meet the community’s evolving needs. They also provide a foundation for evaluating future improvements and investments in a transparent, collaborative, and fiscally responsible manner.
5.2 CITY VISION STATEMENT
The city vision statement is
“Fountain Valley is a safe, inclusive, and desirable community where you can live your best life!”
5.3 DEPARTMENT MISSION
The updated department mission statement is
“To enhance the quality of life for ALL”
135
PARKS & COMMUNITY SERVICES MASTER PLAN
5.4 BIG MOVES
1) BUILD THE ROADMAP
Complete and implement a comprehensive Parks and Community Services 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.
136
PARKS & COMMUNITY SERVICES MASTER PLAN
CHAPTER SIX 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.
137
PARKS & COMMUNITY SERVICES MASTER PLAN
CHAPTER SEVEN APPENDICES
THIS PAGE INTENTIONALLY LEFT BLANK
138
PARKS & COMMUNITY SERVICES MASTER PLAN
APPENDIX A – INTERCEPT SURVEY CHARTS AND
GRAPHS
139
PARKS & COMMUNITY SERVICES MASTER PLAN
140
PARKS & COMMUNITY SERVICES MASTER PLAN
141
PARKS & COMMUNITY SERVICES MASTER PLAN
142
PARKS & COMMUNITY SERVICES MASTER PLAN
143
PARKS & COMMUNITY SERVICES MASTER PLAN
144
PARKS & COMMUNITY SERVICES MASTER PLAN
145
PARKS & COMMUNITY SERVICES MASTER PLAN
1%
23%
0%
4% 1%
51%
19%
Race/Ethnicity
146
PARKS & COMMUNITY SERVICES MASTER PLAN
147
PARKS & COMMUNITY SERVICES MASTER PLAN
APPENDIX B - STATISTICALLY VALID SURVEY CHARTS & GRAPHS
148
PARKS & COMMUNITY SERVICES MASTER PLAN
149
PARKS & COMMUNITY SERVICES MASTER PLAN
150
PARKS & COMMUNITY SERVICES MASTER PLAN
151
PARKS & COMMUNITY SERVICES MASTER PLAN
152
PARKS & COMMUNITY SERVICES MASTER PLAN
153
PARKS & COMMUNITY SERVICES MASTER PLAN
154
PARKS & COMMUNITY SERVICES MASTER PLAN
155
PARKS & COMMUNITY SERVICES MASTER PLAN
156
PARKS & COMMUNITY SERVICES MASTER PLAN
157
PARKS & COMMUNITY SERVICES MASTER PLAN
158
PARKS & COMMUNITY SERVICES MASTER PLAN
159
PARKS & COMMUNITY SERVICES MASTER PLAN
160
PARKS & COMMUNITY SERVICES MASTER PLAN
161
PARKS & COMMUNITY SERVICES MASTER PLAN
162
PARKS & COMMUNITY SERVICES MASTER PLAN
163
PARKS & COMMUNITY SERVICES MASTER PLAN
164
PARKS & COMMUNITY SERVICES MASTER PLAN
165
PARKS & COMMUNITY SERVICES MASTER PLAN
166
PARKS & COMMUNITY SERVICES MASTER PLAN
167
PARKS & COMMUNITY SERVICES MASTER PLAN
168
PARKS & COMMUNITY SERVICES MASTER PLAN
169
PARKS & COMMUNITY SERVICES MASTER PLAN
170
PARKS & COMMUNITY SERVICES MASTER PLAN
171
PARKS & COMMUNITY SERVICES MASTER PLAN
172
PARKS & COMMUNITY SERVICES MASTER PLAN
173
PARKS & COMMUNITY SERVICES MASTER PLAN
174
PARKS & COMMUNITY SERVICES MASTER PLAN
175
PARKS & COMMUNITY SERVICES MASTER PLAN
176
PARKS & COMMUNITY SERVICES MASTER PLAN
177
PARKS & COMMUNITY SERVICES MASTER PLAN
178
PARKS & COMMUNITY SERVICES MASTER PLAN
179
PARKS & COMMUNITY SERVICES MASTER PLAN
180
PARKS & COMMUNITY SERVICES MASTER PLAN
181
PARKS & COMMUNITY SERVICES MASTER PLAN
182
PARKS & COMMUNITY SERVICES MASTER PLAN
APPENDIX C - RECREATIONAL PROGRAMMING
SIMILAR SERVICE PROVIDERS
Name of
Agency
Location in
the City
Operator
(Public /
Private /
Not-forProfit
General
Description
Price
Comparison
with your
Services
(Same /
Lower /
Higher)
Distance in
minutes from
your Prime
Facility
Beach Cities
Dance Studio
18838
Brookhurst
St, Fountain
Valley, CA
92708
Private Dance
Classes
Higher 9 Minutes
Beach City
Sports
801 E Balboa
Blvd,
Newport
Beach, CA
92661
Private Adult Sports
Leagues
Varies Varies by
Location
Boys and
Girls Club of
Hunington
Valley
16582
Brookhurst
St, Fountain
Valley, CA
92708
Not-forProfitClasses,
Camps,
Youth Sports
Varies 1 Minute
City of
Orange
300 E.
Chapman
Ave., Orange,
CA 92866
Public Youth and
Adult Sports,
Tournaments,
Field Rentals
and Leagues
Varies 24 Minutes
Clifton C.
Miller
Community
Center
300
Centennial
Way, Tustin,
CA 92780
Public Youth and
Adult Sports,
Tournaments,
Field Rentals
and Leagues
Varies 27 Minutes
183
PARKS & COMMUNITY SERVICES MASTER PLAN
Costa Mesa
Senior
Center
695 W 19th
St, Costa
Mesa, CA
92627
Public Senior Center
with some
classes,
programs, &
events
Varies 18 Minutes
David L.
Baker Golf
Course
10410
Edinger Ave,
Fountain
Valley, CA
92708
Private Facility
Rentals
Unsure 4 Minutes
Downtown
Recreation
Center
1860
Anaheim Ave,
Costa Mesa,
CA 92627
Public Youth and
Adult Sports,
Drop-in
Sports,
Rentals
Varies 17 Minutes
Edison
Community
Center
21377
Magnolia St,
Huntington
Beach, CA
92646
Public Field Rentals,
Tournaments,
Youth and
Adult Sports,
Classes,
Outdoor
BKB,
Handball,
Tennis, and
Pickleball
Varies 15 Minutes
Garden
Grove Sports
& Recreation
Center
13641
Deodara Dr,
Garden
Grove, CA
92844
Public Rentals,
Drop-In
Sports, Youth
and Adult
Sports
Varies 11 Minutes
HB Sports
Complex
18100
Goldenwest
St,
Huntington
Beach, CA
92648
Public Youth and
Adult Sports,
Tournaments,
Field Rentals
and Leagues
Varies 14 Minutes
184
PARKS & COMMUNITY SERVICES MASTER PLAN
Hudson
Dance
Academy
17070
Magnolia St
unit A,
Fountain
Valley, CA
92708
Private Dance
Classes
Higher 7 Minutes
Jerome
Recreation
Center
726 S Center
St, Santa Ana,
CA 92704
Public Classes,
Youth Sports,
Adult Sports,
Rentals, Field
Rentals
Varies 14 Minutes
Los Cab 17272
Newhope St,
Fountain
Valley, CA
92708
Private Classes,
Fitness,
Tennis,
Pickleball
Higher 10 Minutes
Mile Square
Golf Course
10401
Warner Ave,
Fountain
Valley, CA
92708
Private Facility
Rentals
Unsure 4 Minutes
Murdy Park
&
Community
Center
7000 Norma
Dr,
Huntington
Beach, CA
92647
Public Rentals,
Classes,
Camps,
Tennis,
Pickleball,
Adult Sports,
Field Rentals
Varies 12 Minutes
Norma
Hertzog
Community
Center
1845 Park
Ave, Costa
Mesa, CA
92627
Public Facility
Rentals
Higher 24 Minutes
OC
Boardroom
8896 Warner
Ave,
Fountain
Valley, CA
92708
Private Billiards Hall Higher 6 Minutes
185
PARKS & COMMUNITY SERVICES MASTER PLAN
OC Parks -
Mile Square
Park
16801 Euclid
St, Fountain
Valley, CA
92708
Public Rentals, Field
Rentals,
Events
Varies 4 Minutes
Ozzie's
Sports Bar &
Lounge
17110
Brookhurst
St, Fountain
Valley, CA
92708
Private Billiards Hall Higher 6 Minutes
Salgado
Recreation
Center
706 N
Newhope St,
Santa Ana,
CA 92704
Public Classes,
Youth and
Adult Sports
Varies 9 Minutes
Sapphire
Center
(Old Saigon
Grand
Center)
16149
Brookhurst
St, Fountain
Valley, CA
92708
Private Facility
Rentals
Varies 3 Minutes
Senior
Center in
Central Park
18041
Goldenwest
St,
Huntington
Beach, CA
92648
Public Senior Center
with some
classes,
programs, &
events
Varies 12 Minutes
Soccer 6 300 Fischer
Ave, Costa
Mesa, CA
92626
Private Adult Soccer
League
Unsure 15 Minutes
Westminster
City Senior
Center
8200
Westminster
Blvd.,
Westminster,
CA 92683
Public Senior Center
with some
classes,
programs, &
events
Varies 16 Minutes
Westminster
Community
Services
8200
Westminster
Blvd.,
Public Classes,
Rentals,
Camps
Varies 13 Minutes
186
PARKS & COMMUNITY SERVICES MASTER PLAN
Westminster,
CA 92683
Win Win
Pickleball
Orange
County
17280
Newhope St
#5E,
Fountain
Valley, CA
92708
Private Pickleball Higher 9 Minutes
187
PARKS & COMMUNITY SERVICES MASTER PLAN
APPENDIX D - PARK & FACILITY EVALUTATIONS
The following pages provide a point-in-time summary for each park within the Fountain Valley park system, reflecting conditions as of summer 2025. 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.
It is important to note that this information does not reflect any changes made to the park sites since summer 2025. 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 decisionmaking as the City continues to develop and enhance its parks and recreational facilities.
188
PARKS & COMMUNITY SERVICES MASTER PLAN
THIS PAGE INTENTIONALLY LEFT BLANK
189
PARKS & COMMUNITY SERVICES MASTER PLAN
190
PARKS & COMMUNITY SERVICES MASTER PLAN
191
PARKS & COMMUNITY SERVICES MASTER PLAN
192
PARKS & COMMUNITY SERVICES MASTER PLAN
193
PARKS & COMMUNITY SERVICES MASTER PLAN
194
PARKS & COMMUNITY SERVICES MASTER PLAN
195
PARKS & COMMUNITY SERVICES MASTER PLAN
196
PARKS & COMMUNITY SERVICES MASTER PLAN
197
PARKS & COMMUNITY SERVICES MASTER PLAN
198
PARKS & COMMUNITY SERVICES MASTER PLAN
199
PARKS & COMMUNITY SERVICES MASTER PLAN
200
PARKS & COMMUNITY SERVICES MASTER PLAN
1.
201
PARKS & COMMUNITY SERVICES MASTER PLAN
202
PARKS & COMMUNITY SERVICES MASTER PLAN
203
PARKS & COMMUNITY SERVICES MASTER PLAN
204
PARKS & COMMUNITY SERVICES MASTER PLAN
205
PARKS & COMMUNITY SERVICES MASTER PLAN
206
PARKS & COMMUNITY SERVICES MASTER PLAN
207
PARKS & COMMUNITY SERVICES MASTER PLAN
208
PARKS & COMMUNITY SERVICES MASTER PLAN
209
PARKS & COMMUNITY SERVICES MASTER PLAN
210
PARKS & COMMUNITY SERVICES MASTER PLAN
211
PARKS & COMMUNITY SERVICES MASTER PLAN
212
PARKS & COMMUNITY SERVICES MASTER PLAN
213
PARKS & COMMUNITY SERVICES MASTER PLAN
214
PARKS & COMMUNITY SERVICES MASTER PLAN
STEWART PARK SUMMARY
215
PARKS & COMMUNITY SERVICES MASTER PLAN
216
PARKS & COMMUNITY SERVICES MASTER PLAN
TREVINO PARK SUMMARY
217
PARKS & COMMUNITY SERVICES MASTER PLAN
218
PARKS & COMMUNITY SERVICES MASTER PLAN
219
PARKS & COMMUNITY SERVICES MASTER PLAN
220
PARKS & COMMUNITY SERVICES MASTER PLAN
221
PARKS & COMMUNITY SERVICES MASTER PLAN
222
PARKS & COMMUNITY SERVICES MASTER PLAN
223
PARKS & COMMUNITY SERVICES MASTER PLAN
224
PARKS & COMMUNITY SERVICES MASTER PLAN
225
PARKS & COMMUNITY SERVICES MASTER PLAN
226
PARKS & COMMUNITY SERVICES MASTER PLAN
227
PARKS & COMMUNITY SERVICES MASTER PLAN
228
PARKS & COMMUNITY SERVICES MASTER PLAN
229
PARKS & COMMUNITY SERVICES MASTER PLAN
230
PARKS & COMMUNITY SERVICES MASTER PLAN
231
PARKS & COMMUNITY SERVICES MASTER PLAN
232
PARKS & COMMUNITY SERVICES MASTER PLAN
233
PARKS & COMMUNITY SERVICES MASTER PLAN
234
PARKS & COMMUNITY SERVICES MASTER PLAN
235
PARKS & COMMUNITY SERVICES MASTER PLAN
Recreation Center Assessment
Overview
Address: 16400 Brookhurst Street, Fountain Valley, CA 92708 Year Constructed: 1975
Facility Setting: Downtown
Building Size: 23,194 square feet
Ownership & Maintenance: City-owned and city-maintained Building Height: 1 story
Fire Sprinkler: No
The Recreation Center’s structure, infrastructure, exterior finishes, and approximately 10-yearold roof are generally in good condition. However, the facility requires accessibility corrections, interior finish replacements, lighting upgrades, water-leak repairs, and planning for eventual HVAC replacement.
• The one-story building has exterior wood-framed walls with stucco and stone finishes. • The building’s structural system and infrastructure appear to be in satisfactory condition. • Exterior finishes are in good condition.
• The built-up roof is approximately 10 years old and remains in good condition. • The HVAC system is functioning but has approximately 15 years of use and is approaching its expected 20-year service life.
• Men’s and women’s restrooms are not ADA compliant because of deficiencies in the accessible toilet stalls and require renovation.
• The lobby service counter is at an accessible height but protrudes 9 inches, creating a compliance issue.
• Fluorescent lighting provides insufficient illumination in some areas and should be replaced with LED fixtures.
• Gym flooring near the exterior doors has water damage and needs replacement. • The gym experiences water leaks during heavy rainfall. • Noncompliant door knobs should be replaced with accessible hardware. • The northeast threshold at the Park View Room entrances is not ADA compliant and should be replaced.
• The northeast door threshold at the Sunridge Room exceeds the allowable ½-inch beveled level change.
236
PARKS & COMMUNITY SERVICES MASTER PLAN
• Vinyl tile and carpet flooring are dirty and worn and need replacement. • Tactile exit signs are missing at several locations.
• The Sunridge Room sink counter lacks the required knee clearance and is not ADA compliant.
• The assessment was visual only and did not include destructive testing or investigation of concealed building systems, structural components, hazardous materials, or underground infrastructure.
Structure & Materials
• Stucco Exterior: Good (B)
• Stone Exterior: Good (B)
• Built-Up Roofing: Fair (C)
• Gypsum Board Ceiling: Good (B)
• Painted Gypsum Board Walls: Fair (C)
• Wall Tile: Good (B)
• Stainless-Steel Wall Panels: Good (B)
• Resilient Flooring: Poor (D)
• Carpet Flooring: Good (B)
• Luxury Vinyl Tile Flooring: Good (B)
• Tile Flooring: Excellent (A)
• Wood Flooring: Fair (C)
Restroom Compliance
• Men’s Multi-User Restroom: Non-ADA Compliant (NC)
• Women’s Multi-User Restroom: Non-ADA Compliant (NC)
Other Features
• Windows: Excellent (A)
• Operable Walls: Good (B)
• Doors: Poor (D)
• Locker Rooms: Good (B)
• Drinking Fountain: Good (B)
• Kitchen Equipment: Good (B)
237
PARKS & COMMUNITY SERVICES MASTER PLAN
• Sinks: Non-ADA Compliant (NC)
• Counters: Non-ADA Compliant (NC)
• Service Counter: Non-ADA Compliant (NC)
• Service Window: Good (B)
• Light Fixtures: Poor (D)
• Light Switches and Outlets: Good (B)
• HVAC System: Poor (D)
• Exhaust Fans: Fair (C)
Cost Estimate
• Base ROM (Rough Order of Magnitude)
o Total: $2,600,000
o Covers deficiencies in roofing, interior finishes, flooring, restrooms, doors, plumbing fixtures, service counters, lighting, HVAC, and other building systems.
Key Takeaways
• The Recreation Center is a 23,194-square-foot, one-story facility constructed in 1975 and owned and maintained by the City.
• The building is in mixed condition, with many components rated Good (B) or Fair (C), but several important systems are Poor (D) or Non-ADA Compliant (NC). • Restrooms, sinks, counters, and the service counter require accessibility improvements. • Resilient flooring, doors, lighting, and the HVAC system are rated Poor (D) and should be prioritized for repair or replacement.
• Approximately $2.6 million is estimated to address the identified deficiencies and maintain safe, accessible operations.
238
PARKS & COMMUNITY SERVICES MASTER PLAN
239
PARKS & COMMUNITY SERVICES MASTER PLAN
Center at Founders Village Senior & Community Center Assessment Overview
Address: 17967 Bushard Street, Fountain Valley, CA 92708 Year Constructed: 2005
Facility Setting: Downtown
Building Size: 16,562 square feet
Ownership & Maintenance: City-owned and city-maintained Building Height: 2 story
Fire Sprinkler: Yes
The facility assessment of The Center at Founders Village found that the building is generally in sound condition but requires several repairs and upgrades. Key priorities include replacing aging building systems, correcting accessibility and safety issues, and updating worn interior finishes and fixtures.
• The building’s structural system and general infrastructure appear to be in satisfactory condition.
• The kitchen is in good working condition.
• The roof is nearing the end of its useful life and should be replaced soon. • The HVAC system is more than 20 years old and should be replaced; several rooms have inadequate temperature control.
• Interior stair warning strips lack sufficient contrast with the carpet, creating a potential trip hazard.
• The lobby service counter is accessible in height but protrudes more than the allowable 4 inches.
• Worn and dirty carpeting needs replacement.
• Warped ceiling tiles should be replaced and possible duct condensation or HVAC leaks investigated.
• Existing fluorescent lighting should be replaced with energy-efficient LED fixtures. • The kitchen floor slopes more than 2% near the drain and sink, creating a potential trip hazard.
• Sinks in the first-floor breakroom and second-floor lecture room lack compliant knee clearance.
• First-floor restrooms are generally accessible, but the lavatories exceed the maximum allowable height by 1 inch.
240
PARKS & COMMUNITY SERVICES MASTER PLAN
• Existing folding partition walls are failing and are reportedly scheduled for replacement.
• The assessment was visual only and did not include destructive testing or investigation of concealed building systems, structural components, hazardous materials, or underground infrastructure.
Structure & Materials
• Stucco Exterior: Excellent (A)
• Spanish Tile Roofing: Good (B)
• Built-Up Roofing: Poor (D)
• Suspended Ceiling: Poor (D)
• Gypsum Board Ceiling: Excellent (A)
• Painted Gypsum Board Walls: Good (B)
• Wall Tile: Excellent (A)
• Fiberglass-Reinforced Panels: Good (B)
• Resilient Flooring: Good (B)
• Carpet Flooring: Poor (D)
• Luxury Vinyl Tile Flooring: Excellent (A)
• Tile Flooring: Excellent (A)
Restroom Compliance
• Men’s Multi-User Restroom: Accessible/Compliant (AC)
• Women’s Multi-User Restroom: Accessible/Compliant (AC) • Single-Occupancy Restroom: Accessible/Compliant (AC)
Other Features
• Exterior Covered Walkway: Excellent (A)
• Windows: Excellent (A)
• Operable Walls: Failing (F)
• Doors: Good (B)
• Drinking Fountain: Good (B)
• Kitchen Equipment: Good (B)
• Sinks: Good (B)
• Storage Casework: Poor (D)
241
PARKS & COMMUNITY SERVICES MASTER PLAN
• Counters: Good (B)
• Service Counter: Good (B)
• Light Fixtures: Poor (D)
• Light Switches and Outlets: Good (B)
• HVAC System: Poor (D)
• Exhaust Fans: Fair (C)
Cost Estimate
• Base ROM (Rough Order of Magnitude)
o Total: $1,350,000
o Covers identified deficiencies in roofing, ceilings, flooring, operable walls, casework, lighting, HVAC, and other building components. • Key Takeaways
• The Center at Founders Village is a 16,562-square-foot, two-story facility constructed in 2005 and owned and maintained by the City.
• The building is generally in good condition, with several finishes and accessibility components rated Excellent (A), Good (B), or Accessible/Compliant (AC). • The built-up roof, suspended ceilings, carpeting, storage casework, lighting, and HVAC system are rated Poor (D) and require improvement.
• The operable walls are rated Failing (F), making their replacement a high priority. • Approximately $1.35 million is estimated to address the identified deficiencies and support continued safe, accessible operation.
242
PARKS & COMMUNITY SERVICES MASTER PLAN
243
PARKS & COMMUNITY SERVICES MASTER PLAN
244
PARKS & COMMUNITY SERVICES MASTER PLAN
APPENDIX E - NATIONAL TRENDS IN RECREATION
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.
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.
245
PARKS & COMMUNITY SERVICES MASTER PLAN
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.
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.
246
PARKS & COMMUNITY SERVICES MASTER PLAN
7.1.1 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.
Figure 1: Top national fitness activities by participation
247
PARKS & COMMUNITY SERVICES MASTER PLAN
Figure 2: National fitness participation
248
PARKS & COMMUNITY SERVICES MASTER PLAN
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.
Figure 3: Top national team sport activities by participation
249
PARKS & COMMUNITY SERVICES MASTER PLAN 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 Figure 4: National team sports participation
250
PARKS & COMMUNITY SERVICES MASTER PLAN
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.
Figure 5: Top national individual activities by participation
251
PARKS & COMMUNITY SERVICES MASTER PLAN
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.
Figure 6: National individual activity participation
Figure 7: Top national outdoor activities by participation
252
PARKS & COMMUNITY SERVICES MASTER PLAN
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.
Figure 8: National outdoor activity participation
253
PARKS & COMMUNITY SERVICES MASTER PLAN
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.
Figure 10: National racquet sport participation
Figure 9: Top national racquet sports by participation
254
PARKS & COMMUNITY SERVICES MASTER PLAN
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%.
Figure 11: Top national water activities by participation Figure 12: National water activity participation
255
PARKS & COMMUNITY SERVICES MASTER PLAN
7.1.2 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.
Parks & Recreation
Master Plan
Final Report
Community Profile
Park & Facility
Assessments
Program Assessment
Public Outreach
and Engagement
Priority Investment
Ratings
Level of Service
Equity Maps
Recommended Parks
Improvement Plan
RECOMMENDED PARKS IMPROVEMENT PLAN
Fountain Valley Parks & Recreation Master Plan
Recommended Parks Improvements Plan August 12, 2026
Overall Summary
TOTAL PROJECTS PLANNED FUNDED $400,000
PARKS PLANNED FUNDED $0
FACILITIES PLANNED FUNDED $400,000
TRAILS PLANNED FUNDED $0
TOTAL PROJECTS PLANNED NEED FUNDING $42,435,500
PARKS PLANNED NEED FUNDING $38,685,500
FACILITIES PLANNED NEED FUNDING $3,750,000
TRAILS PLANNED NEED FUNDING $400,000
TOTAL PROJECTS COMPLETED $1,897,329
PARKS COMPLETED $1,897,329
FACILITIES COMPLETED $0
TRAILS COMPLETED $0
RECOMMENDED PARKS IMPROVEMENT PLAN
Fountain Valley Parks & Recreation Master Plan
Site by Site Summary
Parks Acres Completed Planned Planned P1 P2 P3 TOTAL
Funded Need Funding FY 26/27 FY 27/28 FY 28 and beyond
177.10 $1,897,329 $0 $38,685,500 $3,740,100 $31,645,400 $3,300,000 $40,582,829 Allen Park 3.90 $0 $0 $896,000 $150,000 $596,000 $150,000 $896,000 Colony Park 0.68 $0 $0 $135,000 $135,000 $0 $0 $135,000 Cordata Park 4.53 $200,000 $0 $2,919,000 $39,000 $1,980,000 $900,000 $3,119,000 Courreges Park 12.00 $0 $0 $196,000 $196,000 $0 $0 $196,000 Ellis Park 3.00 $0 $0 $1,221,500 $46,500 $1,175,000 $0 $1,221,500 Fulton Park 13.27 $0 $0 $196,000 $196,000 $0 $0 $196,000 Harper Park 8.50 $0 $0 $196,000 $196,000 $0 $0 $196,000 Helm Park 3.10 $0 $0 $256,500 $156,500 $0 $100,000 $256,500 Heritage Park 2.30 $0 $0 $0 $0 $0 $0 $0
La Capilla Park 2.37 $0 $0 $1,459,000 $59,000 $400,000 $1,000,000 $1,459,000 Los Alamos Park 4.02 $0 $0 $3,612,000 $24,000 $2,688,000 $900,000 $3,612,000 McDowell Park 1.00 $0 $0 $200,000 $200,000 $0 $0 $200,000 Moiola Park 1.12 $0 $0 $0 $0 $0 $0 $0
Monroe Park 2.75 $0 $0 $871,000 $175,000 $696,000 $0 $871,000 Nieblas Park 1.00 $0 $0 $415,000 $415,000 $0 $0 $415,000 Plavan Park 2.06 $0 $0 $2,025,000 $1,025,000 $1,000,000 $0 $2,025,000 Recreation Center & Sports Park 78.09 $1,697,329 $0 $3,950,000 $200,000 $3,500,000 $250,000 $5,647,329 Stonecress Park 2.22 $0 $0 $1,569,000 $119,000 $1,450,000 $0 $1,569,000 Vista View Park 3.03 $0 $0 $1,276,400 $60,000 $1,216,400 $0 $1,276,400 Westmont Park 11.39 $0 $0 $196,000 $196,000 $0 $0 $196,000 Veterans Park 0.77 $0 $0 $152,100 $152,100 $0 $0 $152,100 16-acre Site 16.00 $0 $0 $16,944,000 $0 $16,944,000 $0 $16,944,000 General Parks $0 $0 $0 $0 $0 $0 $0
August 12, 2026
RECOMMENDED PARKS IMPROVEMENT PLAN
Fountain Valley Parks & Recreation Master Plan
Site by Site Summary
Parks Acres Completed Planned Planned P1 P2 P3 TOTAL
Funded Need Funding FY 26/27 FY 27/28 FY 28 and beyond
August 12, 2026
Facilities SF Completed Planned Planned P1 P2 P3 TOTAL
Funded Need Funding FY 26/27 FY 27/28 FY 28 and beyond
39,756 $0 $400,000 $3,750,000 $0 $400,000 $3,750,000 $4,150,000 Fountain Valley Recreation Center 23,194 $0 $400,000 $2,400,000 $0 $400,000 $2,400,000 $2,800,000 Senior & Community Center 16,562 $0 $0 $1,350,000 $0 $0 $1,350,000 $1,350,000 Trails Miles Completed Planned Planned P1 P2 P3 TOTAL
Funded Need Funding FY 26/27 FY 27/28 FY 28 and beyond
3.00 $0 $0 $400,000 $400,000 $0 $0 $400,000
Courreges Park Trail 0.50 $0 $0 $100,000 $100,000 $0 $0 $100,000 Fulton Park Trail 0.50 $0 $0 $100,000 $100,000 $0 $0 $100,000 Harper Park Trail 0.25 $0 $0 $100,000 $100,000 $0 $0 $100,000 Westmont Park Trail 0.50 $0 $0 $100,000 $100,000 $0 $0 $100,000 Recreation Center & Sports Park Trails 1.25 $0 $0 $0 $0 $0 $0 $0 New Trails $0 $0 $0 $0 $0 $0 $0
RECOMMENDED PARKS IMPROVEMENT PLAN
RECOMMENDED PARKS IMPROVEMENT PLAN
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 funding philosophy emphasizes maximizing existing revenues and pursuing entrepreneurial opportunities rather than relying on new taxes.
FUNDING AND REVENUE STUDIES
BIG MOVES
1. BUILD THE ROADMAP
Complete and implement the comprehensive Parks and Community Services 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 highquality 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.
Questions
DEMOGRAPHICS
MARKET POTENTIAL INDEX
Esri U.S. Market Potential data provides details
about what type of goods, services, activities
consumers use and demand. The data includes
consumer attitudes on topics such as spending,
health, and the environment. The database is based
on survey data from MRI-Simmons and provides the
expected number of consumers and a Market
Potential Index (MPI) for thousands of items.
DEMOGRAPHICS – GENERAL SPORTS MPI
118
107 103 97 97 92 87
72 66
Tennis Pickleball Soccer Softball Golf Baseball Basketball Volleyball Football
GENERAL SPORTS
Fountain Valley National Average (100)
DEMOGRAPHICS – FITNESS MPI
128
120
113 110 110 107 102 101
Jogging/
Running
Weight
Lifting
Pilates Yoga Walking for
Exercise
Zumba Aerobics Swimming
FITNESS
Fountain Valley National Average (100)
DEMOGRAPHICS – OUTDOOR ACTIVITY MPI
126 123
115
104 103
92 78 73
57 56
Hiking Bicycling
(mountain)
Bicycling
(road)
Fishing
(salt water)
Backpacking Rock
Climbing
Horseback
Riding
Canoeing/
Kayaking
Archery Fishing
(fresh water)
OUTDOOR ACTIVITIES
Fountain Valley National Average (100)
Visioning
VISIONING
CITY VALUES
• Fiscal Stability
• Honesty, Integrity and Ethical Behavior
• Teamwork
• Excellent customer service
• Innovation
• Quality of Life
CITY VISION
Fountain Valley is a safe, inclusive, and
desirable community where you can live
your best life!
CITY MISSION
The City of Fountain Valley is a team-driven
organization committed to providing
excellent service to our community through
our core values.
DEPARTMENT MISSION
#MyFVParks
#LiveYourBestLife
To enhance the quality of life for
ALL
• Presentation to Community
June 30 and July 1
• Draft/Final Plan
• Presentation to City Council
August 18
NEXT STEPS
Statistically-Valid Survey
Only scientific & defensible method to
understand community needs
Administered by mail/phone/web
Developed in partnership with the staff
354 responses (goal of 350)
95% level of confidence with a margin of error
of +/- 4.80%
DEMOGRAPHICS – POPULATION
57,047
55,794
54,667
53,128
51,677
-1.10% -0.40% -0.56% -0.55%
-2.00%
-1.00%
0.00%
1.00%
2.00%
3.00%
40,000
42,000
44,000
46,000
48,000
50,000
52,000
54,000
56,000
58,000
60,000
2020
Census
2024
Estimate
2029
Projection
2034
Projection
2039
Projection
POPULATION
Total Population Population Annual Growth Rate
DEMOGRAPHICS – RACE/ETHNICITY
42% 39% 36% 32% 29%
40% 42% 44% 47% 50%
6% 7% 7% 8% 9%
10% 10% 11% 11% 11%
2020
Census
2024
Estimate
2029
Projection
2034
Projection
2039
Projection
RACE
Two or More
Races
Some Other
Race
Pacific Islander
Asian
American
Indian
Black Alone
White Alone 15% 16% 17% 19%
85% 84% 83% 81%
2020
Census
2024
Estimate
2029
Projection
2039
Projection
HISPANIC POPULATION
Hispanic / Latino Origin (any race) All Others
DEMOGRAPHICS – AGE SEGMENTS
19% 17% 16% 13% 11%
20% 21% 21% 23% 23%
25% 25% 24% 24% 23%
26% 26% 26% 26% 26%
10% 11% 13% 14% 16%
2020 Census 2024
Estimate
2029
Projection
2034
Projection
2039
Projection
POPULATION BY AGE SEGMENTS
75+
55-74
35-54
18-34
0-17
DEMOGRAPHICS – INCOME LEVELS
$50,045
$45,201
$40,363
$109,635
$89,455
$72,414
Fountain Valley California United States
INCOME COMPARISON
Per Capita Income Median Household Income
PARK ASSESSMENT
21 PARKS
161 ACRES
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
PARK ASSESSMENT
PARK MAPPING & INVENTORY
PARK RATINGS
GREAT 4-5
Site amenities are in excellent condition
with little or no maintenance problems
noted.
GOOD 3
Site amenities are in good condition and
feature only minor maintenance problems.
Amenity maintenance issues appear
to be the result of age and heavy use.
FAIR 2
Site amenities are in fair condition and
indicate ongoing maintenance issues.
Generally, most amenity maintenance
issues appear to be the result of age and
heavy use.
POOR 0-1
Site amenities are in poor condition and
clearly show ongoing maintenance
problems that ultimately may result in
suspended use for repair or replacement.
ACCESS AND CONNECTIVITY
Adjacent trails or trailheads, street crossings, sidewalks, park circulation, signage, general accessibility
CONDITION AND FUNCTIONALITY
Individual amenities, tree canopy, other vegetation types and appearance, state of paved surfaces, lighting and furniture
SAFETY AND COMFORT
Visibility/ sightlines, active use, lighting, evidence of misuse, ease of navigation, road adjacency, any physical hazards, edges of slopes
MAINTENANCE
Concerns for the continued success of park
PARK RATINGS
PARK
ACCESS & CONNECTIVITYCONDITION & FUNCTIONALITY SAFETY & COMFORTMAINTENANCEOVERALL ASSESSMENT
SCOREPARK
ACCESS & 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
FACILITY ASSESSMENTS
PROGRAM ASSESSMENTS
Core Programs
PROGRAM ASSESSMENTS
Pricing Strategies
PROGRAM ASSESSMENTS
Age Segments
PROGRAM ASSESSMENTS
Program Lifestyles
Findings
Strong Community Value and High
Satisfaction (90%)
Participation Levels (47%) are high and have
room to go higher
Strong Adult and All-Ages Programming with
Gap in Teen Offerings
Program Lifecycles aligned with national
trends with opportunity to shrink declining
programs (18% currently)
BRANDING AND SOCIAL MEDIA
MULTILINGUAL ACCESSIBLE WEB SITE
www.MyFVParks.com
INTERVIEWS
Key Stakeholder and Focus Groups
Housing & Community
Development Advisory Comm
Persons with Disabilities
Advisory Committee Mayor City Council
Executive Management Team Community Services Director Fountain Valley Community Foundation School Board Members
Representatives for Derek Tran Fountain Valley Woman’s
Club
Fountain Valley Historical
Society Chamber of Commerce
Fountain Valley Rotary Fountain Valley Kiwanis Fountain Valley Public Works Department Fountain Valley USD
Garden Grove USD Agape Tennis & Pickleball
Academy
Fountain Valley
Recreation & Community
Services Team
Senior Center Volunteers
Orange County Parks UCI Health Fountain Valley MemorialCare Orange Coast Medical Center
Fountain Valley Little
League
Fountain Valley PONY Fountain Valley Girls Softball AYSO Region 5 Mater Dei High School
COMMUNITY MEETINGS
SPECIAL EVENTS
SPECIAL EVENTS
64% have lived
here for 21+ years
National Average: 81%
Rated Parks
“Excellent”
or “Good”
National Average: 79%
Fountain Valley: 83%
Program
Participation
in Past Year
National Average: 32%
Fountain Valley: 47%
National Average: 80%
Fountain Valley: 90%
Rated
Programs
“Excellent” or
“Good”
Top 5
Barriers to
Participation
(National Average)
1. I don’t know what is
offered - 33%
2. Too busy - 28%
3. Program times are not
convenient - 16%
4. Program not offered - 16%
5. Not interested - 15%
88%
85%
85%
80%
52%
improve/maintain
existing parks &
facilities
The City of Fountain
Valley is exploring the
importance of a new
Community Event
Center that meets the
needs of your entire
family.
The City of Fountain
Valley is exploring the
importance of a new
Community Event
Center that meets the
needs of your entire
family.
The City of Fountain is
exploring ideas for the
additional 16-acres
recently acquired at
Mile Square Park for the
community's use and
as an economic impact
driver for the City.
The City of Fountain is
exploring ideas for the
additional 16-acres
recently acquired at
Mile Square Park for the
community's use and
as an economic impact
driver for the City.
LEVEL OF SERVICE
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
EQUITY MAPS
EQUITY MAPS
EQUITY MAPS
EQUITY MAPS
EQUITY MAPS
EQUITY MAPS
EQUITY MAPS
To: Honorable Mayor and
Members of the City Council
CITY OF FOUNTAIN VALLEY
CITY COUNCIL
COUNCIL ACTION REQUEST
Agenda Date: August 18, 2026
SUBJECT: Designation of Voting Delegate and Alternate(s) for League of California Cities Annual Business Meeting in September 2026
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 growth and future needs of the city
☐ Not applicable
EXECUTIVE SUMMARY
The League of California Cities (Cal Cities) on an annual basis hold its Annual Business Meeting during the General Assembly at the annual conference which is being held in Anaheim from September 23 – 25, 2026. At this meeting, Cal Cities membership considers and takes action on resolutions that establish Cal Cities policy. In order to vote at the Annual Business Meeting, City Council must designate a voting delegate and alternate(s) in an event that the designated voting delegate is unable to serve in that capacity. Staff is requesting the City Council to designate a voting delegate and alternate(s) to vote at the Cal Cities Annual Business Meeting.
DISCUSSION
Cal Cities is a 476-member association of California city officials who work together to enhance their knowledge and skills, exchange information, and combine resources so that they may influence policy decisions that affect cities. Cal Cities has 33 out of 34 Orange County cities that are members. The City has been a member of Cal Cities as far back as 2006. Through Cal Cities, all cities and all city officials have the. opportunity to help shape solutions to the issues of greatest importance to our cities and the state of California.
FISCAL REVIEW
No Fiscal Impact
PUBLIC NOTIFICATION
Not applicable.
ENVIRONMENTAL IMPACT REVIEW
Not applicable.
ATTORNEY REVIEW
This does not require the Attorney for the City review or approval.
ALTERNATIVES:
Alternative No. 1:
Alternative No. 2:
RECOMMENDATION
Designate a voting delegate and alternate(s) for the upcoming Cal Cities Annual Business Meeting.
Do not designate a delegate and alternate(s) for the
upcoming Cal Cities Annual business Meeting.
Staff is requesting City Council approval of Alternative No. 1 to designate a voting delegate and alternate(s) for the upcoming Cal Cities Annual Business Meeting.
Prepared by:
Approved by:
Rick Miller, City Clerk
Maggie Le, City Manager
Attachments: 1. 2026 Cal Cities Annual Conference Voting Delegate/Alternate Form
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org DATE: Wednesday, May 13, 2026
TO: Mayors, Council Members, City Clerks, and City Managers RE: DESIGNATION OF VOTING DELEGATES AND ALTERNATES
League of California Cities Annual Conference and Expo, Sept. 23-25, 2026 Anaheim Convention Center
Every year, the League of California Cities convenes a member-driven General Assembly at the Cal Cities Annual Conference and Expo. The General Assembly is an important opportunity where city officials can directly participate in the development of Cal Cities policy.
Taking place on Friday, Sept. 25, 2026 the General Assembly is comprised of voting delegates appointed by each member city; every city has one voting delegate. Your appointed voting delegate plays an important role during the General Assembly by representing your city and voting on resolutions.
To cast a vote during the General Assembly, your city must designate a voting delegate and up to two alternate voting delegates, one of whom may vote if the designated voting delegate is unable to serve in that capacity. Voting delegates may either be an elected or appointed official.
Action by Council Required. Consistent with Cal Cities bylaws, a city’s voting delegate and up to two alternates must be designated by the city council. Please note that designating the voting delegate and alternates must be done by city council action and cannot be accomplished by individual action of the mayor or city manager alone.
Following council action, please submit your city’s delegates through the online submission portal by Tuesday, Sept. 1, 2026. When completing the Voting Delegate submission form, you will be asked to attest that council action was taken. You will need to be signed in to your My Cal Cities account when submitting the form.
Submitting your voting delegate form by the deadline will allow us time to establish voting delegate/alternate records prior to the conference and provide pre-conference communications with voting delegates.
Conference Registration Required. The voting delegate and alternates must be registered to attend the conference. They need not register for the entire conference; they may register for Friday only. Conference registration opens June 2.
For a city to cast a vote, one voter must be present at the General Assembly and in possession of the voting delegate card and voting tool. Voting delegates and Council Action Advised by September 1, 2026
alternates need to pick up their conference badges before signing in and picking up the voting delegate card at the voting delegate desk. This will enable them to receive the special sticker on their name badges that will admit the voting delegate into the voting area during the General Assembly.
Please view Cal Cities’ event and meeting policy in advance of the conference.
Transferring Voting Card to Non-Designated Individuals Not Allowed. The voting delegate card may be transferred freely between the voting delegate and alternates, but only between the voting delegate and alternates. If the voting delegate and alternates find themselves unable to attend the General Assembly, they may not transfer the voting card to another city official.
Seating Protocol during General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.
The voting delegate desk, located in the conference registration area of the Anaheim Convention Center, will be open at the following times: Wednesday, Sept. 23, 8:00 a.m.-6:00 p.m. and Thursday, Sept. 24, 7:30 a.m.-4:00 p.m. On Friday, Sept. 25, the voting delegate desk will be open at the General Assembly, starting at 7:30 a.m., but will be closed during roll calls and voting.
The voting procedures that will be used at the conference are attached to this memo.
Please share these procedures and this memo with your council and especially with the individuals that your council designates as your city’s voting delegate and alternates.
Once again, thank you for submitting your voting delegate and alternates by Tuesday, Sept. 1. If you have questions, please contact Zach Seals at [email protected].
Attachments:
• General Assembly Voting Guidelines
• Information Sheet: Cal Cities Resolutions and the General Assembly
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org General Assembly Voting Guidelines
1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.
2. Designating a City Voting Representative. Prior to the Cal Cities Annual Conference and Expo, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the voting delegate form provided to the Cal Cities Credentials Committee.
3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the voting delegate desk in the conference registration area. Voting delegates and alternates must sign in at the voting delegate desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the General Assembly.
4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city’s voting card by providing a signature to the credentials committee at the voting delegate desk, may sign petitions to initiate a resolution.
5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and voting tool; and be registered with the credentials committee. The voting card may be transferred freely between the voting delegate and alternates but may not be transferred to another city official who is neither a voting delegate nor alternate.
6. Voting Area at General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.
7. Resolving Disputes. In case of dispute, the credentials committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the General Assembly.
Sixty days before the
Annual Conference
and Expo, Cal Cities
members may submit
policy proposals on
issues of importance
to cities. The resolution must
have the concurrence of at least
five additional member cities or
individual members.
How it works: Cal Cities
Resolutions and the General Assembly
General Assembly
General Resolutions Policy Committees
Developing League of California Cities policy is a dynamic process that engages a wide range of members to ensure Cal Cities represents cities with one voice. These policies directly guide Cal Cities’ advocacy to promote local decision-making, and lobby against statewide policies that erode local control.
The resolutions process and General Assembly is one way that city officials can directly participate in the development of Cal Cities policy. If a resolution is approved at the General Assembly, it becomes official Cal Cities policy. Here’s how resolutions and the General Assembly work.
The petitioned
resolution is an
alternate method
to introduce policy
proposals during
the annual conference. The
petition must be signed by
voting delegates from 10% of
member cities, and submitted to
the Cal Cities President at least
24 hours before the beginning
of the General Assembly.
Petitioned Resolutions
The Cal Cities
President assigns
general resolutions
to policy committees
where members
review, debate, and recommend
positions for each policy proposal.
Recommendations are forwarded
to the Resolutions Committee.
Who’s who
The Resolutions Committee
includes representatives
from each Cal Cities
diversity caucus, regional
division, municipal
department, and policy
committee, as well as
individuals appointed by
the Cal Cities president.
Voting delegates
are appointed by each
member city; every city
has one voting delegate.
The General Assembly is a
meeting of the collective
body of all voting
delegates —one from
every member city.
Seven policy committees
meet throughout the year
to review and recommend
positions to take on bills
and regulatory proposals.
Policy committees include
members from each Cal
Cities diversity caucus,
regional division, and
municipal department,
as well as individuals
appointed by the Cal
Cities president.
During the General Assembly, voting delegates
debate and consider general and petitioned
resolutions forwarded by the Resolutions
Committee. Potential Cal Cities bylaws
amendments are also considered at this meeting.
Cal Cities policy
development is a memberinformed process,
grounded in the voices and
experiences of city officials
throughout the state.
For more information visit www.calcities.org/general-assembly Prior to the Annual Conference and Expo
Resolutions Committee
The Resolutions
Committee considers
all resolutions. General
Resolutions approved1 by
either a policy committee
or the Resolutions Committee are next
considered by the General Assembly.
General resolutions not approved, or
referred for further study by both a
policy committee and the Resolutions
Committee do not go to the General
Assembly. All Petitioned Resolutions
are considered by the General
Assembly, unless disqualified.2
During the Annual Conference and Expo
1 The Resolution Committee can amend a general resolution prior to sending it to the General Assembly. 2 Petitioned Resolutions may be disqualified by the Resolutions Committee according to Cal Cities Bylaws Article VI. Sec. 5(f).
CITY OF FOUNTAIN VALLEY
CITY COUNCIL
COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: August 18, 2026
Members of the City Council
SUBJECT: Approve a Third Amendment to the City Manager’s Employment Agreement to Provide Additional Compensation and Benefits Following a Positive Performance Review
Three-Year Strategic Goals
☐ Enhance the culture and environment of “A Nice Place to Live” ☐ Attract and retain revenue producing businesses
☐ Achieve fiscal stability in accordance with the 20-Year Financial Plan ☒ Attract and retain quality staff
☐ Not applicable
EXECUTIVE SUMMARY:
During its recent Council Meeting, the City Council reviewed the performance of the City Manager and, following a successful review, determined to increase the City Manager’s compensation and benefits. Provided for Council consideration is a Third Amendment to the City Manager’s Employment Agreement implementing the same.
DISCUSSION:
The City Manager’s Employment Agreement provides for periodic performance reviews and negotiation of compensation and benefits. The City Council recently conducted a performance review and, following a positive review of the City Manager’s performance, determined to provide increases to the City Manager’s compensation and benefits.
Specifically, the City Council agreed to offer the following increases:
1. City Manager shall receive a one-time, merit bonus of Five Thousand Dollars ($5,000.00)
2. City to provide the mandatory 2% base earnings each pay period deposited into the City Manager’s individual Retiree Health Savings Account.
3. City to increase its matching deferred compensation from $6,000 to $10,000 annually.
Amendment to Employment Agreement
August 18, 2026
The increases are effective as of July 14, 2026.
FISCAL REVIEW:
The City Manager’s current FY 2026/27 salary is $306,569.30. These adjustments will result in a $15,131 increase to total compensation, which is covered by the adopted budget. Longterm costs for the Retiree Health Savings Contribution and Deferred Compensation match will be integrated into future fiscal year budget cycles.
Employment Agreement Changes Amount
One-Time Merit Bonus $5,000.00
Retiree Health Savings Account contribution (2%) $6,131.00 Annual Deferred Compensation Match Contribution $4,000.00 FY 2026/27 Total Compensation Increase $15,131.00
PUBLIC NOTIFICATION:
This item was noticed in compliance with the Ralph M. Brown Act. Also, per the Brown Act, an oral report at a regular City Council meeting will precede Council’s consideration of the item.
ENVIRONMENTAL IMPACT REVIEW:
Not applicable.
ATTORNEY REVIEW:
The Attorney for the City prepared the Third Amendment.
ALTERNATIVES:
Alternative No. 1:
Alternative No. 2:
Approve a Third Amendment to the City Manager’s Employment Agreement to Provide Additional Compensation and Benefits Following a Positive Performance Review
Do not approve the Amendment
Amendment to Employment Agreement
August 18, 2026
RECOMMENDATION: Staff recommends that the City Council approve Alternative 1:
Approve a Third Amendment to the City Manager’s Employment Agreement to Provide Additional Compensation and Benefits Following a Positive Performance Review
Prepared by: Colin Burns, Attorney for the City
Fiscal review by: Ryan Smith, Finance Director
Attachments:
1. Third Amendment to City Manager’s Employment Agreement
AMENDMENT NO. 3 TO
EMPLOYMENT AGREEMENT
CITY MANAGER MAGGIE LE-NGUYEN
This THIRD AMENDMENT to the Employment Agreement – City Manager is made and entered into this 18th day of August, 2026, by and between the City of Fountain Valley, a municipal corporation (hereinafter “CITY”) and Maggie Le-Nguyen, an individual (hereinafter sometimes called “EMPLOYEE”).
Recitals
WHEREAS, CITY and EMPLOYEE previously entered into an Employment Agreement for City Manager effective June 11, 2022, (“AGREEMENT”); WHEREAS, on March 7, 2023, CITY and EMPLOYEE entered into a FIRST AMENDMENT to the AGREEMENT, providing for increases to compensation and benefits; WHEREAS, on September 17, 2024, CITY and EMPLOYEE entered into a SECOND AMENDMENT to the AGREEMENT, providing for increases to compensation and benefits; WHEREAS, the AGREEMENT provides for periodic reviews of the performance of EMPLOYEE; and
WHEREAS, at a recent Council Meeting, the City Council reviewed the performance of EMPLOYEE and, following a successful review, desires to increase EMPLOYEE’s compensation and benefits effective July 14, 2026.
NOW, THEREFORE, the parties hereto agree as follows:
1. EMPLOYEE shall receive a one-time bonus, not part of base salary, of Five Thousand Dollars ($5,000).
2. EMPLOYEE shall receive 2% base earnings each pay period deposited into the City Manager’s individual Retiree Health Savings Account.
3. CITY shall increase its matching deferred compensation to $10,000 annually ($833.33/month).
4. Except as provided in this THIRD AMENDMENT, all other terms and conditions of the AGREEMENT, FIRST AMENDMENT, and SECOND AMENDMENT shall remain in effect.
In witness whereof, the parties hereto have entered into this THIRD AMENDMENT the date and year first above written.
ATTEST: CITY OF FOUNTAIN VALLEY
________________________________ ________________________________________ Rick Miller, City Clerk Jim Cunneen, Mayor
APPROVED AS TO FORM: EMPLOYEE
_______________________________ _______________________________________ Attorney for the City Maggie Le-Nguyen, City Manager