Agenda packet, regular meeting, first session — Palmdale City Council, July 10, 2024 (part 3 of 4)

STRATEGIC PLAN
Goal II: Ensure long-term fiscal health of the City and maintain funding for services.

C. Involve and expand engagement to enhance public oversight and transparency.

Goal IV: Maintain a desirable community where everyone wants to live, work and play.

B. Provide inclusive access to a variety of supportive services that build a resilient and healthy community.

Prepared by: Roxanne Faber, City Clerk
Certified as to availability of Funds: Janelle Samson, Director of Operations Approved by: Ronda Perez, City Manager
Approved as to form: William P. Curley, III, City Attorney ATTACHMENTS:

None
City Council Staff Report
DATE: JULY 10, 2024
TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: CITY MANAGER DEPARTMENT

CITY CLERK DIVISION
DISTRICT: ALL
SUBJECT: APPROVE APPOINTMENT TO THE PALMDALE AEROSPACE

ACADEMY BOARD OF DIRECTORS

RECOMMENDATION
Approve the appointment of Deputy City Manager Lopez to serve as a member of The Palmdale Aerospace Academy Board of Directors for a new term to expire on July 31, 2027.

BACKGROUND
According to The Palmdale Aerospace Academy (“TPAA”) Bylaws, Article 3 Directors, Section 3.3, the City shall designate three (3) Directors to serve on the Board of Directors. According to Section 3.3 (b), “All Directors of the Corporation shall serve a term of three (3) years expiring on July 31st of the third year of office and shall hold office until the expiration of the term, for which selected and until a successor has been duly designated, or until that Director’s earlier resignation or removal in a ccordance with these Bylaws and the California Nonprofit Corporation Law.” Directors provide an invaluable service to the Academy and represent a variety of backgrounds and many levels of expertise to the Board. The Board values diversity and expertise in curriculum, instruction, assessment, finance, business management, special education, law, facilities, and governance. Directors receive no compensation.

DISCUSSION
Director McIsaac's term will expire on July 31, 2024. There is currently one expiring position, and the City Council desires to appoint Deputy City Manager Lopez to serve on The Palmdale Aerospace Academy.

Report to Mayor and City Council
Re: Approve the TPAA Appointment
July 10, 2024

Page 2 ends

TPAA meetings are generally held on the 2nd and 4th Tuesday of the month at 5:30 pm, at the Palmdale Aerospace Academy, located at 3300 East Palmdale Boulevard, Palmdale, California.

FISCAL IMPACT
$0; There is no fiscal impact associated with this action.

TRATEGIC PLAN
Goal II: Ensure long-term fiscal health of the City and maintain funding for services.

C. Involve and expand engagement to enhance public oversight and transparency.

Prepared by: Rochelle Scott, City Clerk
Certified as to availability of Funds: Janelle Samson, Director of Operations Approved by: Ronda Perez, City Manager
Approved as to form: William P. Curley, III, City Attorney

ATTACHMENT
None
City Council Staff Report
DATE: JULY 10, 2024
TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: PARKS AND RECREATION DEPARTMENT
DISTRICT: ALL
SUBJECT: ADOPT RESOLUTION NO. CC 2024 -065, A RESOLUTION OF THE

CITY COUNCIL OF THE CITY OF PALMDALE APPROVING THE

PARKS AND RECREATION MASTER PLAN

RECOMMENDATION
Staff recommends that the City Council adopt Resolution No. CC 2024-065, approving the City of Palmdale’s Parks and Recreation Master Plan.

BACKGROUND
In February 2023, the City Council approved Agreement No. A-8182 with BerryDunn to develop the community’s first Park and Recreation Parks Master Plan (Plan). The process included reviewing and analyzing parks, facilities, programs, and operations.

The Pla n will serve as a roadmap that prioritizes future park projects and identifies sustainable methods to meet our community’s growing needs. The Plan was established in alignment with the City’s newly adopted 2045 General Plan and further refines the goals and priorities of the Parks, Recreation, and Open Space elements.

DISCUSSION
The Plan identifies prioritized strategies that incorporate the community’s needs and industry trends. Community feedback was considered to develop a long-range vision for the City and will inform future funding, staffing, and capital improvement projects. Input was received from stakeholders, users and non-users of parks and programs, residents, employees, volunteers, and partner organizations.

Outreach efforts were provided in Spanish and English, including but not limited to social media, email blasts, notices in the AV Press, information booths at various parks and events, and posters at public facilities. A statistically valid survey was completed by Report to Mayor and City Council
Re: Parks and Recreation Master Plan
July 10, 2024

Page 2 ends

mailing surveys to a random sample of Palmdale residents, in addition to a survey that was open to the community. Trends from both survey efforts were similar.

After analyzing the reoccurring community feedback themes and industry trends, an action plan was made available to the public for input at four locations across the City, totaling more than 600 visitors. The community is most excited about goals one and three from these outreach efforts. A complete list of goals includes:

Goal 1: Continue to Improve Organizational Efficiencies Enhance communication, staffing, and partnerships, improve awareness of safety and security in parks and facilities, and explore new opportunities to support and expand recreational programming and services.

Goal 2: Continue to Improve Programs and Service Delivery Expand and efficiently manage diverse, affordable, and equitable recreational programs based on demand and trends.

Goal 3: Improve and Expand Facilities, Parks, and Amenities Maintain and enhance existing parks and facilities, add new parks or components, and upgrade comfort and convenience amenities.

Goal 4: Increase Financial Opportunities
Develop an updated Capital Improvement Plan, review and restructure fees, and explore additional funding options, sponsorships, and community facilities districts to support new park development.

Goal 5: Improve Maintenance and Operations
Enhance maintenance and operations by exploring opportunities to hire additional staff, implementing improved procedures and systems, establishing an asset management program, updating the Integrated Pest Management program, enforcing a preventative maintenance schedule, and reevaluating maintenance contracts to improve overall efficiency and effectiveness.

Goal 6: Address ADA Accessibility at All Parks and Facilities Enhance and ensure comprehensive ADA accessibility across all parks and facilities to provide an inclusive environment for the public.

Goal 7: Diversity/Equity/Inclusion
Promote diversity, equity, and inclusion, focus on addressing and improving services and facilities in underserved areas of the community.

Goal 8: Conservation, Sustainability, Climate Action, and Resilience Prioritize sustainability, climate action, and resilience to enhance conservation efforts.

Report to Mayor and City Council
Re: Parks and Recreation Master Plan
July 10, 2024

Page 3 ends

The complete Plan is available for the community to review on the project website, www.cityofpalmdale.org/ParksMasterPlan. A press release and email were sent to project subscribers and department customers to announce the project's completion.

FISCAL IMPACT
$0; There is no fiscal impact associated with this action.

STRATEGIC PLAN
Goal IV: Maintain a desirable community where everyone wants to live, work and play.

Prepared by: Keri Smith, Director of Parks and Recreation Certified as to availability of Funds: Janelle Samson, Director of Operations Approved by: Ronda Perez, City Manager
Approved as to form: William P. Curley, III, City Attorney

ATTACHMENTS
Reso. No. 2024-065
Exh A Parks and Recreation Master Plan
PPT Parks and Recreation Master Plan Presentation

CITY COUNCIL

CITY OF PALMDALE, CALIFORNIA
RESOLUTION NO. CC 2024-065

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALMDALE

APPROVING THE PARKS AND RECREATION MASTER PLAN
WHEREAS, parks, recreation facilities, trails, open space, and recreation programs and events play a critical role in supporting the quality of life of the residents of the City of Palmdale; and
WHEREAS, the City, through its Parks and Recreation Department, engaged in a fourteen-month process to identify community needs and industry trends to draft the City’s first Parks and Recreation Master Plan (Plan); and WHEREAS, the Plan will serve as a roadmap that prioritizes future park projects and identifies sustainable methods to meet our community’s growing needs; and WHEREAS, the Plan was established in alignment with the City’s newly adopted 2045 General Plan and further refines the goals and priorities of the Parks, Recreation, and Open Space element; and
WHEREAS, the project engagement plan included critical public participation, incorporating input from stakeholders, users and non-users of parks and programs, residents, employees, volunteers, and partner organizations; and WHEREAS, outreach efforts included more than 31,000 social media platform impressions and multiple email blasts to more than 63,000 addresses, resulting in nearly 10,000 visits to the project website, while ensuring outreach was available in both English and Spanish;
WHEREAS, the Plan identifies eight key goals for the City’s parks and recreation system, along with objectives and action items to guide the direction of capital improvement, recreation services, and park maintenance; and WHEREAS, by utilizing the Plan, the City will have a transparent and collaborative vision for the future of parks, facilities, trails, and open space to guide the City for the next 10 years.

NOW, THEREFORE, BE IT RESOLVED, THE CITY COUNCIL OF THE CITY OF

PALMDALE DOES HEREBY FIND, DETERMINE, RESOLVE, AND ORDER AS FOLLOWS:

Resolution No. CC 2024-065

Page 2 of 2 ends

SECTION 1. The attached Exhibit A, Parks and Recreation Master Plan and Appendix is hereby adopted and effective immediately.

SECTION 3. The City Clerk shall certify the adoption of this resolution.

PASSED, APPROVED and ADOPTED this ______ day of ____________, ________. _________________________________
Approved as to form: Austin Bishop, Mayor
ATTEST:
___________________________ _________________________________ William P. Curley, III Rochelle Scott, City Clerk
City Attorney
I, Rochelle Scott, City Clerk of the City of Palmdale, California, do hereby certify that the foregoing resolution was duly passed, approved, and adopted by the City Council of the City of Palmdale at a regular meeting of said Council held on the ______ day of _____________, 20___ by the following roll call vote:

AYES:

NOES:___________________________________________________________ ABSTAIN:______________________ABSENT:___________________________ Date:

Rochelle Scott, City Clerk
Master Plan

PARKS AND RECREATION
JUNE 24, 2024
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 2 City Council
Austin Bishop, Mayor, District 1
Richard J. Loa, Mayor Pro Tem, District 2
Laura Bettencourt,
Councilmember, District 3
Eric Ohlsen, Councilmember, District 4
Andrea Alarcón, Councilmember District 5
City Administration
Ronda Perez, City Manager
Sal Mendez, Assistant City Manager
Sara Gallagher, Deputy City Manager
Nardy Lopez, Deputy City Manager
Project Team
Keri Smith, Director of Parks
and Recreation
Lynn Glidden, Director of Public Works
Project Team
Eric Dombrowski, Deputy Director of
Parks and Recreation
Megan Taggart, Deputy Director of
Economic and Community Development
Brenda Magana, Planning Manager
Stella Devine-Knight,
Communications Manager
Steve Montenegro, Parks Superintendent
Kery German, Public Safety Supervisor
Emily Garcia, Management Analyst
Consulting Team
BerryDunn
Kimley-Horn
RRC Associates
Acknowledgments
Section 1: Executive Summary .....5
Purpose of this Plan .............................. 6
Methodology of the
Planning Process ................................... 6 Recommendations and Goals .............. 7
Section 2: Introduction to the
Planning Context ........................ 9
Objective of this Plan .......................... 10
Department Overview .......................... 11
Related Planning Efforts
and Integration ..................................... 13 Methodology of this
Planning Process
.................................. 13
Section 3: Our Community, Trends,
and Identified Needs ................. 15
Demographic Profile ............................ 15
Analysis of Current Trends .................. 16
Identified Needs from Community
and Stakeholder Input ....................... 29
Random Invitation Community Needs
Assessment Survey Summary
............. 31
Section 4: Palmdale Recreation
Programs Analysis ...................... 41
Marketing Recreation Programs ........ 48
Key Findings ........................................ 55 Section 5: Organizational
Analysis
...................................... 57
Section 6: Financial Analysis ...... 61
Current Circumstances ........................ 61
Key Findings ........................................ 69 Section 7: Maintenance and
Operations Analysis
................... 71
Key Findings Related to Park
Maintenance and Management .......... 78
Key Findings Related to
Facility Maintenance
........................... 79
Section 8: What We Have – Parks
and Facilities Inventory .............. 81
Parks Inventory Findings ..................... 83
Parks Inventory Summary ................... 85
Evaluation Methodology ................... 88
Asset Evaluation .................................. 89 Parks Capital Improvement Plan ........ 114
Park Development Standards ............ 122
Section 9: Where We Go From
Here – Recommendations and
Action Plan
............................... 135
Goals, Objectives, and
Action Steps ...................................... 144 Implementation Guidelines
and Strategies
................................... 164
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 3 Table of Contents
CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan 4 The City of Palmdale (City) contracted with
BerryDunn to develop the City’s first Park and
Recreation Master Plan in its 62 year history.

The process included reviewing and analyzing
the City’s parks and recreations system − from
facilities and parks to programs and operations.

With an eye toward future opportunities,
the Master Plan prioritizes forthcoming park
projects through sustainable methods and
community input in an effort to meet the needs
of the City’s growth and development. The
Master Plan commits to diversity and inclusion,
focuses on creating a safe and welcoming
community, and improves access to public
parks and recreation opportunities for all.

EXECUTIVE SUMMARY
SECTION 1
5 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan

PURPOSE OF THIS PLAN
The Parks and Recreation Master Plan serves as
a blueprint for developing goals, policies, and
guidelines for the City of Palmdale. Additionally,
prioritized strategies identified incorporate an
understanding of the community’s needs and
create an action plan to achieve its goals. Citizen
engagement was a key portion of the planning
effort. All community feedback helped to develop
a long-range vision for the Department and future
funding, staffing, and capital improvements. Public
participation was critical to ensure that the City’s
service meets the needs of all residents today, while
promoting a healthy, sustainable, and equitable
parks and recreation system for the future.

METHODOLOGY OF THE PLANNING PROCESS
This project was guided by the Department’s project team made up of City staff, with contributions from City leadership and City Council. This team provided input to BerryDunn consultants throughout the planning process.
■ COMMUNITY ENGAGEMENT
» Review of previous planning efforts, City
historical information.
» Extensive community involvement effort
including focus groups, meetings with
key stakeholders, and a community-wide
public meeting.
» Interviews with City officials.
» Statistically valid and open link community
needs assessment survey.
» Multiple community open house meetings.
■ ASSESSMENT AND ANALYSIS
» Review and assessment of relevant plans.
» Analysis of the overall parks and facilities
maintenance operations.
» Analysis of services, programs,
and services.
» Organizational, operational, and
financial analysis.
■ NEEDS ASSESSMENT
» Consideration of the profile of the
community and demographics, including
population growth.
» Research of trends related to Palmdale’s
parks and facilities to help guide the
efforts of the Department over the
next 5 – 10 years.
■ PARKS AND FACILITY INVENTORY

AND LEVEL OF SERVICE ANALYSIS
» Assessment of what is currently available
for parks and recreation facilities and their
existing conditions.
» High-level recommendations
based on observations, staff, and
community feedback.
» Development of recommendations, along
with conceptual-level cost estimates
to provide the City with a roadmap for
implementing improvements throughout
the short, middle, and long term.
■ RECOMMENDATIONS: GOALS,

OBJECTIVES, AND ACTION PLAN
» Identification and categorization
of recommendations into themes
with goals, objectives, and an action
plan for implementation.
» Development of an action plan for capital
improvements including cost, funding
source potentials, and time frame to
support the implementation of the plan.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan6 Section 1

RECOMMENDATIONS AND GOALS
After analyzing the recurring themes and issues
compiled through the study process, a variety
of recommended goals and objectives to guide
system planning, maintenance, capital planning,
and financing for City parks and recreational
facilities, programs, and services were developed.

These recommendations aim to enhance existing
parks, facilities, programs, services, and amenities,
while also improving organizational efficiency,
and financial opportunity growth. Detailed goals,
objectives, and action steps to address each
recommendation are provided in Section 9.0.

GOAL 1
Continue to Improve
Organizational Efficiencies
GOAL 2
Continue to Improve Programs
and Service Delivery
GOAL 5
Improve Maintenance
and Operations
GOAL 6
Address ADA Accessibility
at All Parks and Facilities
GOAL 3
Improve and Expand Facilities,
Parks, and Amenities
GOAL 4
Increase Financial
Opportunities
GOAL 7
Diversity/Equity/Inclusion
GOAL 8
Conservation,
Sustainability, Climate
Action, and Resilience
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 7 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan8

INTRODUCTION TO THE

PLANNING CONTEXT
Planning Process:
• Analyzing the parks and recreation system
and related planning efforts
• Identifying community trends and needs
• Reviewing programs, the organization,
and finances
• Assessing facilities, parks maintenance,
and taking inventory of existing parks
and facilities
Future Opportunities:
• Setting goals, objectives, and an action
plan to prioritize forthcoming park projects
through sustainable methods
• Addressing the City’s growth and
development needs
SECTION 2
9 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan

OBJECTIVE OF THIS PLAN
The plan was crafted with consideration for
Palmdale’s existing goals, as outlined in the newly
adopted 2045 General Plan. The City’s General
Plan delivers a commitment to diversity and
inclusion, a focus on creating a safe and welcoming
community, and improved access to public
parks and recreation opportunities. The Park and
Recreation Master Plan will serve as a blueprint
for developing goals, policies, and guidelines.

Prioritized strategies have been identified that
incorporate an understanding of the community’s
needs and create an action plan that will help
the community reach its goals. Detailed goals,
objectives, and action steps which include capital
costs, operating budget impacts, and timelines are
included. An implementation plan has also been
developed to guide the City through the execution
of the plan.

Citizen engagement was a key portion of the
planning effort. All community feedback helped to
develop a long-range vision for the Department and
future funding, staffing and capital improvements.

Public participation was critical to ensuring that
the City’s service meets the needs of all residents
today, while promoting a healthy, sustainable, and
equitable park system for the future.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 10 Section 2: Introduction To The Planning Context

DEPARTMENT OVERVIEW
Palmdale is in northern Los Angeles County,
situated within the Antelope Valley region of
Southern California, approximately 60-miles
driving distance from downtown Los Angeles.

Palmdale city limits covers 68,019 acres (or 106.3
square miles), making it one of the largest cities
(in terms of land area) in the United States. The
City of Palmdale, known as the aerospace capital
of America, is home to U.S. Air Force Plant 42 and
Edwards Air Force Base, located approximately
40 miles from the City. The Parks and Recreation
Department has a commitment to diversity and
inclusion, a focus on creating a safe and welcoming
community, and improved access to public parks
and recreation opportunities. As outlined in the
Envision Palmdale 2045 a complete community
– City of Palmdale General Plan, the purpose of
the Parks, Recreation, and Open Space Element
is to set goals, policies, and actions related to the
acquisition, management, and maintenance of
parks and open space, and planning of recreational
facilities and programs.

A 2002, voter-approved
property tax assessment
funded major park and
recreation expansions,
including the Palmdale
Amphitheater, two new
pools, other recreation
buildings, DryTown Water
Park, and Best of The
West Softball Complex.

The Department
manages several parks
and recreation facilities
including community
centers, public pools, an
outdoor amphitheater, playhouse, and waterpark.

The Department provides programs and services
as well as provides facility rentals for programs and
events. Greater detail related to parks and facilities
inventory and programs and services are included
in later sections of this report.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 11 MISSION
VISION
VALUES

MISSION
Our mission is to enrich the lives of the
residents of Palmdale by providing safe,
welcoming and accessible parks, programs
and facilities; creating affordable and
diverse human services to learn, play, build
community and thrive; protecting and
preserve regional parklands and facilities
for the health, enjoyment and inspiration
of residents; cultivating community
partnerships to strengthen services;
fostering performance and visual art
programs that are reflective, celebratory
and instill community pride.

VISION
Our vision is to provide services, programs
and events that foster a flourishing and
healthy community where everyone can
create experiences where they live, learn,
work, and play. To create experiences
that instill a sense of home, pride, and
belonging, while contributing to the cultural
and economic fabric of our community.

VALUES
• Grounded in Integrity
• Nurture Teamwork
• Cultivate Greatness
• Committed to Service
• Master the Possibilities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 12 Section 2: Introduction To The Planning Context

RELATED PLANNING

EFFORTS AND

INTEGRATION
As part of the master planning process, BerryDunn
evaluated and utilized information from the
City and Department’s recent and/or current
planning work. The project team consolidated
relevant information from these planning
documents, inventory maps, budgets, work
plans, and funding plans to facilitate the thorough
coordination of direction and recommendations.

Documents included:
• Envision Palmdale 2045 a complete community –
City of Palmdale General Plan
• Policies and procedures documents
» Department Policies
• City contracts and policies
» Contracts, leases, agreements
» Event agreements
» School reciprocal use policies
» Youth team agreements
• Department documents
» Annual reports
» Brochures
• Other City plans

METHODOLOGY OF THIS

PLANNING PROCESS
This project has been guided by the Department’s
project team made up of Department staff,
with input from the City Leadership and other
Departments. This team provided input to
the BerryDunn consulting team throughout
the planning process. This collaborative effort
created a plan that fully utilizes the consultants’
expertise and incorporates the local knowledge
and institutional history that only community
members can provide.

The project consisted of the following tasks:
• City Council Initial Presentation: February 1, 2023
• Strategic Kickoff: February 16, 2023
• Focus Groups: April 2023
• Stakeholder Interviews: April 2023
• Public Open House: April 2023
• Staff SWOT (Strengths, Weaknesses,
Opportunities, Threats) Analysis: April 2023
• Community Needs Assessment Survey: May &
July 2023
• Inventory: April 2023
• Level of Service (LOS) Analysis: April – September
2023
• Findings Presentation: November 1 and 2, 2023

MISSION
VISION
VALUES
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 13 Section 2: Introduction To The Planning Context

14 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan

DEMOGRAPHIC PROFILE
The 2020 Census estimated a population of
169,450 for the City of Palmdale. Collectively,
the population of Antelope Valley (including
the City of Lancaster and surrounding
unincorporated communities) exceeds
half a million residents.

The residents of Palmdale make up a culturally
rich and diverse population. While English is
the most common language spoken, more
than 47% of residents speak a language other
than English at home. Spanish is a widely used
first or second language.

SECTION 3

OUR COMMUNITY, TRENDS,

AND IDENTIFIED NEEDS
15 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan To capture the local social fabric of the City, the
following community profile was developed with
data from the 2020 American Community Survey.

The figure below provides a snapshot of the City
today and identifies key considerations for the
General Plan goals and policies.

Figure 1: City of Palmdale Snapshot 1
1 2 016-2020 American Community Survey: Quick Facts for Palmdale, California

ANALYSIS OF

CURRENT TRENDS
Introduction
The following sections summarize regional and
national trends that are relevant to the City. This
report details the trends and interests that were
identified within the public engagement process.

The information contained in this report can
be used by staff when planning new programs,
considering additions to parks and new park
amenities, and creating the annual budget
and capital improvement plan. Understanding
trends can also help an organization reach new
audiences. Trends can help determine where
to direct additional data collection efforts
within an organization.

A wide variety of sources were used in gathering
information for this report, including:
• American College
of Sports Medicine
(ACSM)
• American Council on
Exercise (ACE)
• Forbes
• Harris Poll Results/
The Stagwell Group
• Impacts Experience
• National Recreation
and Park Association
(NRPA)
• The Aspen Institute
• The Learning
Resource Network
(LERN)
• The New York Times
• The Outdoor
Industry Association
• The Society of
Health and Physical
Educators (SHAPE
America)
• USA Pickleball
website
Community Snapshot
169,450
Total population of
the City of Palmdale
47%
30%
76%
64%

3.58 Persons
Per Household1
42,687
Households1
42 minutes
Mean travel time for workers
aged 16 or older to work1
Percent of population speaking a
language other than English
Population under 18 years of age1
Residents aged 25 or older have a
High School Diploma or higher1
Residents that own their
own homes1
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 16 Section 3: Our Community, Trends, And Identified Needs

Conservation
One of the key pillars of parks and recreation is the
role that it plays in conservation. Managing and
protecting open space, providing opportunities
for people to connect with nature, and educating
communities about conservation are vital services.

One of the key components of conservation
is addressing climate change. Local parks and
recreation can help by building climate-resilient
communities through water management, green
infrastructure, and sustainability. A report by NRPA
in 2017 titled “Park and Recreation Sustainability
Practices” surveyed over 400 parks and recreation
agencies and found the top five ways that local
Departments are acting on conservation and
climate change:
• ALTERNATIVE TRANSPORTATION - 77% of
agencies surveyed reducing carbon footprint by
offering transportation alternatives.
• WATERSHED MANAGEMENT - 70% of agencies
surveyed adopting protective measures for
watershed management.
• AIR QUALITY - 53% of agencies surveyed
planting and managing a tree canopy that
improves air quality.
• SUSTAINABLE EDUCATION - 52% of agencies
surveyed educating the public about
sustainability practices.
• STORMWATER MANAGEMENT - 51% of agencies
surveyed proactively to reduce stormwater
through green infrastructure.

Diversity, Equity, and Inclusion
There is growing recognition that access to parks and
recreational spaces is not equitable. According to
the Urban Institute, in many cities across the United
States, there are fewer quality parks in proximity to
low-income residents and communities of color. As
a result, many large cities have started to establish
data-driven criteria to guide investment in public
recreation to improve equity. The City Parks Alliance
identified five common elements that are critical to
developing, implementing, and evaluating a data-
driven equitable investment strategy:

1. Leverage leadership from one or more sectors.

Strong leadership is critical for making the case
for creating and implementing an equitable
approach. In addition to various governmental
bodies, involving local foundations and those
from the nonprofit sector can help to bring the
need for equity into focus.

2. Define equity goals and collect data to support
the goals. Data collection and analysis must be
reliable, consistent, and transparent, and guided
by agreed-upon equity goals. The data collected
in each city may vary but often includes statistics
on poverty, crime, health, youth population,
park access, unemployment, past capital and
maintenance investment, and access to parks.

3. Educate and engage the community on
equity data. Educating all levels of government,
residents, nonprofits, foundations, and the
private sector on data findings is important
for building awareness and buy-in, as well as
a commitment to implementation. Extensive
outreach and engagement is critical to helping
ensure the data aligns with reality and that the
process builds ownership of the results.

4. Establish and sustain equitable funding
practices. A variety of strategies can be
implemented to help ensure that equity becomes
a reality, including new ordinances, voter-
approved measures, strategic plans, and internal
reorganization.

5. Institute consistent tracking and evaluation
procedures. Tracking new funding initiatives with
regular audits, reports, or study results helps to
ensure consistent implementation over time.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 17 Section 3: Our Community, Trends, And Identified Needs

Signage and Wayfinding
To increase perception and advocacy, the
Department needs to prioritize opportunities
that impact the way the community experiences
the system. This often starts with signage,
wayfinding, and park identity. The importance of
park identity to encourage awareness of locations
and amenities cannot be understated. A park
system impacts the widest range of users in a
community, reaching users, and non-users, across
all demographic, psychographic, behavioral, and
geographic markets. In a narrower focus, the park
system is the core service an agency can use to
provide value to its community (e.g., partnerships
between Departments or commercial/residential
development; high quality and safe experiences for
users; inviting community landscaping contributing
to the overall look or image of the community).

Signage, wayfinding, and park identity can be
the first step in continued engagement from the
community, and a higher perception or awareness
of a park system, which can lead to an increase in
health outcomes.

Facility and
Design-Related Trends
Dog Parks
A dog park is a great way to give people an
opportunity to get some fresh air, enjoy time with
their dog, and bring communities together. With 90
million dogs residing in the United States, dog parks
continue to be the fastest growing type of park,
according to NRPA—especially in urban areas. Not
everyone wants to live next door to a dog park, but
dog parks are desired in nearly every community.

Dog parks continue to see high popularity and
have remained among the top-planned additions
to parks and recreational facilities over the past
three years. According to an article from Recreation
Management titled “Four-Legged-Friendly Parks,”
dog parks help build a sense of community and
can draw potential new community members and
tourists traveling with pets (2016).

Recreation Magazine suggests that dog parks can
represent a relatively low-cost way to provide an
often-visited community amenity. Dog parks can be
as simple as a gated area, or more elaborate with
amenities designed for dogs, like water fountains,
agility equipment, and pet wash stations. Even
“spray grounds” are being designed just for dogs.

Dog parks are also places for people to meet new
friends and enjoy the outdoors.

The best dog parks cater to people with design
features for their comfort and pleasure, but also
with creative programming. Amenities in an ideal
dog park might include the following:
• Benches, shade,
and water – for dogs
and people
• At least one acre
of space with
adequate drainage
• Double-gated entry
• Ample waste
stations well-stocked
with bags
• Sandy beaches/sand
bunker digging areas
• Custom-designed
splashpads for large
and small dogs
• People-pleasing
amenities such as
walking trails, water
fountains, restroom
facilities, picnic
tables, and dog wash
stations
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 18 Section 3: Our Community, Trends, And Identified Needs

Fitness Playgrounds
Some municipalities are installing fitness
playgrounds that can be used by children and
adults, such as obstacle courses. With varying
levels of challenge and multiple options within
each level, obstacle courses offers experiences for
beginner, intermediate, and advanced visitors to
improve fitness and have fun.

Inclusive Playgrounds
Well-designed inclusive parks and inclusive
playgrounds welcome children of all abilities
to play, learn, and grow together. An inclusive
playground takes away the barriers to inclusion,
both physical and social, providing a sensory-
rich experience for all. Accommodating physical
disabilities is one component of an inclusive
playground—this refers to providing wheelchair-
accessible routes and ramp transfer points.

Customized equipment, such as special swings,
invite all children to enjoy the playground.

An inclusive playground also provides several
different opportunities for children to explore,
integrating all of the senses and encouraging social
play. A truly inclusive playground does not mean
that there is a special piece of equipment in a
separate area off to the side, but rather that the
space is designed as a cohesive community where
play opportunities are integrated throughout.

These types of park facilities stress the importance
of inclusion in daily activities, regardless of
ability level. Parks and recreation agencies across
the country are increasingly installing inclusive
playgrounds to better meet the needs of all families
in the community.

Trails and Health
A connected system of trails increases the level of
physical activity in a community, according to the
Trails for Health initiative of the Center for Disease
Control and Prevention (CDC). Trails can provide a
wide variety of opportunities for physical activity,
such as walking/running/hiking, rollerblading,
wheelchair recreation, bicycling, cross-country
skiing and snowshoeing, fishing, hunting, and
horseback riding.

The health benefits are equally as high for trails
in urban neighborhoods as for those in state
or national parks. A trail in the neighborhood,
creating a ‘linear park’, makes it easier for people
to incorporate exercise into their daily routines,
whether for recreation or non-motorized
transportation. Urban trails need to connect
people to places they want to go, such as schools,
transit centers, businesses, and neighborhoods.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 19 Section 3: Our Community, Trends, And Identified Needs

Outdoor and Adventure
Recreation Trends
Adventure Programming
It is common for adventure excursions to be hosted
by private outfitters; however, more municipalities
have started to offer exciting experiences such as
zip lining, challenge/obstacle courses, and other
risk-taking elements on a local level. These agencies
may form partnerships with specialized companies
to provide adventure packages. Private companies
may hire and train their own staff, maintain
equipment, and develop marketing campaigns.

A lease agreement may grant the municipality a
certain percentage of gross revenues.

Nature Programming and
“Nature-Deficit Disorder”
Playing in nature brings numerous benefits,
from increasing active and healthy lifestyles,
to contributing to a conservation mindset, to
understanding the ecosystems we are part of
and wildlife we share them with. According to the
report “Nature Play and Learning Places: Creating
and Managing Places where Children Engage with
Nature,” there is a genuine need in today’s society
for learning spaces that spark creative play with
natural materials, such as plants, vines, shrubs,
rocks, water, logs, and other elements (2020).

Richard Louv introduced the term “nature-
deficit disorder” in 2005 to describe the chronic
effects of urbanization, technological advances,
and social changes on children’s development.

Evidence suggests that the ubiquitous presence of
technology and increasingly sedentary lifestyles
contribute to emotional and physical illnesses,
including attention difficulties, obesity, nature
illiteracy, and an “epidemic of inactivity.”
Environmental education, provided by nonprofits
and parks and recreation agencies, can help
combat nature-deficit disorder by sparking curiosity
in the outdoors either through structured nature
programming or through unstructured nature
play. Nature play is described as “a designated,
managed area in an existing or modified outdoor
environment where children of all ages and abilities
play and learn by engaging with and manipulating
diverse natural elements, materials, organisms, and
habitats, through sensory, fine-motor, and gross-
motor experiences.”
Nature play spaces provide valuable opportunities
for children to immerse in their local natural
environment and build connection and
appreciation for nature, while benefitting all
areas of development. These spaces, similar to
playgrounds, provide safe spaces to take risks
and learn behavioral outcomes. One of the most
essential elements in planning nature play spaces
is to conduct a risk assessment to reduce any
unnecessary potential of injury. For instance,
natural objects such as logs and boulders may
be placed strategically for climbing, but with
consideration as to where the child might land if
he or she were to fall or jump off. Similarly, trees
can be used as natural climbing features, with
consideration to removing shrubs and nearby
smaller trees below. Nature play can happen in
forest-based schools, play zoos, gardens, and
summer camps. The American Camp Association
reported that there are approximately 5,000 day
camps that currently operate in the U.S.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 20 Section 3: Our Community, Trends, And Identified Needs

Outdoor Adventure
Participation in outdoor activities has continued
to, as community members seek opportunities
to stay healthy. A Harris Poll from October
2020 found that 69% of Americans reported a
heightened appreciation for outdoor spaces, with
65% sharing that they try to get out of the house as
much as possible.

Outdoor cycling tops the list of popular outdoor
activities; bicycle sales increased 63% (as of June
2020) compared to the same time period the
previous year. For the first several months of the
COVID-19 outbreak, the growth in bicycle sales
was from family-friendly bikes. Sales growth then
shifted to higher-end bicycles, including road bikes
and full suspension mountain bikes.

Paddle sports (including kayaks, paddleboards,
rafts, and canoes) have also increased in
popularity; the sale of equipment rose 56% in 2020
over the prior year. Inflatable versions of kayaks
and paddleboards have gained in popularity due to
their cost and portability.

With the desire to keep moving, people are walking
and running outdoors when the weather is suitable.

Outdoor walking and running clubs will continue to
be a popular way for people to exercise with others
in a safe manner.

Outdoor Fitness Trails
A popular trend in urban parks for health, wellness,
and fitness activities is to install outdoor fitness
equipment along trails. The intent of the outdoor
equipment is to provide an accessible form of
exercise for all community members, focusing on
strength, balance, flexibility, and cardio exercise.

These fitness stations – also known as “outdoor
gyms” -- are generally meant for adults, but can
be grouped together near a playground or kid-
friendly amenity so that adults can exercise and
socialize while supervising their children. The fitness equipment can also be dispersed along a nature trail
or walking path to provide a unique experience to
exercise in nature. Educational and safety signage
should be placed next to equipment to guide the
user in understanding and utilizing the outdoor gyms.
2 2021 Outdoor Participation Trends Report.” Outdoor Industry Association, 2021, outdoorindustry.org/resource/2021-outdoor-participation-trends-report/ .

Accessed 6 Oct. 2021
3 Outdoor Industry Association. (2017). The Outdoor Recreation Economy in California [ PDF].

Outdoor Recreation as an
Economic Driver
Outdoor recreation has become a thriving
economic driver. In 2020, 53% of Americans
over six years of age participated at least once
in outdoor recreation – an increase of 7 .1 million
Americans over the previous year. However,
several challenges continue to impact the industry,
including retention of new participants that turned
to outdoor, lack of diversity, fewer outings, and
stagnant female participation. 2

The outdoor recreation economy in California
generates nearly:
691,000 direct jobs
$30.4 billion
in wages and salaries
$92.0 billion
in consumer spending
$6.2 billion
in state and local tax revenue
56% of California
residents participate
in outdoor recreation

1.6% share of state’s GDP
Figure 2: Outdoor Recreation in California
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 21 Section 3: Our Community, Trends, And Identified Needs

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 22 Program-Related Trends
Niche Programming
Decades ago, recreation agencies focused on
offering an entire set of programs for a general
audience. Since that time, market segments have
been developed, such as programming specifically
for seniors. Recently, more market segments have
been developed for specialty audiences, such as
the LGBTQ community, retirees, military veterans,
cancer patients, people needing mental health
support, and individuals with visible and invisible
disabilities. Organizations are taking a much
more holistic approach to program and service
offerings, beyond what is typically thought of as a
recreation program.

Community and Special Events
Community-wide events and festivals often act
as essential place-making activities for residents,
economic drivers, and urban brand builders. This
phenomenon is described in Governing Magazine
(2013): “Municipal officials and entrepreneurs
see the power of cultural festivals, innovation-
focused business conferences, and the like as a
way to spur short-term tourism while shaping an
image of the host city as a cool, dynamic location
where companies and citizens in modern, creative
industries can thrive.”
According to the 2020 Event Trends Report
by Eventbrite, the following trends are expected to
impact event planners and community builders in
the coming years:
• FOCUS ON SUSTAINABILITY: Zero-waste
events are quickly becoming an expectation.

Some of the primary ways of prioritizing
environmental sustainability include e-tickets,
reusable or biodegradable items, offering
vegan/vegetarian options, encouraging public
transport and carpooling, and working with
venues that recycle.
• DIVERSITY, EQUITY, AND INCLUSION
(DEI): Ensuring that the venue is inclusive to
not only all abilities by offering ADA facilities,
but also welcoming to all races, ethnicities, and
backgrounds through signage, messaging, and
the lineup of speakers. Ways to incorporate a
focus on inclusivity include planning for diversity
through speakers, talent, and subject matter,
enacting a code of conduct that promotes
equity, and possibly providing scholarships to
attendees.
• ENGAGING EXPERIENCES: Being able to
customize and cater the facility to create
immersive events that bring together culture,
art, music, and elements of a company’s
brand will be critical in creating more
authentic experiences.

Sport Participation
The following tables demonstrate the change in
participation over the past five years (2015 to 2020)
for sports that are relevant to the Department’s
planning from the Sports and Fitness Industry
Association (SFIA) 2021 Topline Report.

For each sport, there are two categories that define
the level of activity: “casual” refers to users that
participated in the study between 1 and 12 times in
the past 12 months, while “CORE” refers to users
that participated more than 13 times in the last
12 months. The one-year, two-year, and five-year
average annual growth (AAG) is then charted in
the tables to indicate the level of change for the
following sports:
• Soccer
• Football
• Baseball/Softball
• Lacrosse
• Pickleball
• Volleyball
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 23 Section 3: Our Community, Trends, And Identified Needs

BASEBALL AND SOFTBALL
Casual participation in baseball saw an increase
in participation of almost 6% in the last five years
but was particularly high in the past two years
(11.1%). Overall, both fast and slow pitch declined in
participation over the past several years.

Definition
One-
Year
Change
Two-
Year
Change
Five-
Year
AAG
Baseball -0.9% -1.4% 1.1%
Casual 1-12 times -8.6% 11.1% 5.9%
CORE 13+ times 7. 2% -10.4% -1.7%
Softball
(Fast Pitch) 15.3% -6.9% -2.6%
Casual 1-12 times 43.8% -5.9% -1.7%
CORE 13+ times -0.6% -7.6% -1.8%
Softball
(Slow Pitch) -5.4% -15.0% -4.7%
Casual 1-12 times -0.9% -9.7% -4.0%
CORE 13+ times -8.8% -19.0% -5.3%

FOOTBALL
Casual participation in flag football and tackle
football increased more than 9% in the past
two years. CORE participation in all types
of football (flag, tackle, touch) decreased
– particularly for touch football. Overall,
casual participation is increasing, while CORE
participation has decreased.

Definition
One-
Year
Change
Two-
Year
Change
Five-
Year
AAG
Football (Flag) -1.6% 1.6% 2.3%
Casual 1-12 times -3.5% 9.0% 5.1%
CORE 13+ times 1.4% -7.9% -1.1%
Football (Tackle) 3.4% 2.4% -0.9%
Casual 1-12 times 10.6% 9.5% 3.5%
CORE 13+ times -3.0% -4.0% -4.4%
Football (Touch) 0.8% -5.5% -3.0%
Casual 1-12 times 6.1% 3.4% -0.7%
CORE 13+ times -7.7% -18.6% -6.3%
Table 2: Adult Sport Participation for Football, 2015 to 2020 Source: 2021 SFIA Topline Report
Table 1: Sport Participation for Baseball & Softball, 2015 to 2020 Source: 2021 SFIA Topline Report
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 24 Section 3: Our Community, Trends, And Identified Needs

LACROSSE
Casual participation in lacrosse increased
significantly in the past year (11.9%).

However, CORE participation decreased

10.1% in the past year. Overall, the five-year
AAG was 1.8%, but participation trends
indicate that casual participation decreased
more than core participation.

Definition
One-
Year
Change
Two-
Year
Change
Five-
Year
AAG
Lacrosse 0.4% -10.6% 1.8%
Casual 1-12 times 11.9% -1.2% -2.3%
CORE 13+ times -10.1% -19.3% -0.9%

PICKLEBALL
With 4.8 million people in the country playing
pickleball, it is a trend not to be taken lightly.

Though not at its peak, pickleball is still trending
nationwide as the fastest growing sport in America
with the active aging demographic, as 75% of
CORE players are age 55 or older. Considered a mix
between tennis, ping pong, and badminton, the
sport initially grew in popularity with older adults,
but is now expanding to other age groups. It can
be played as singles or doubles, indoors or out,
and is easy for beginners to learn but can be very
competitive for experienced players. The game has
developed a passionate following due to its friendly,
social nature, and its multi-generational appeal.

Recreation facilities such as tennis or basketball
courts can be temporarily or permanently
converted to pickleball courts by lining a court.

Before lining tennis courts, recreation professionals
should consider potential inference with
competitive tennis requirements. Best practices
regarding pickleball setup and programming can
be found on usapa.com, the official website for the
United States Pickleball Association.

Definition
One-
Year
Change
Two-
Year
Change
Five-
Year
AAG
Pickleball 14.8% 39.3% 11.5%
Casual 1 – 12 times 21.9% 56.5% 15.4%
CORE 13+ times 0.1% 9.0% 4.4%
Table 4: Sport Participation for Pickleball, 2015 to 2020 Source: 2021 SFIA Topline Report
Table 3: Sport Participation for Lacrosse, 2015 to 2020 Source: 2021 SFIA Topline Report
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 25 Section 3: Our Community, Trends, And Identified Needs

SOCCER
The SFIA report indicates that indoor soccer has
increased over the past five years. In just the
past two years, there was a significant increase
in casual participation, while CORE participation
decreased significantly.

Definition 1-year
change
2-year
change
5-year
AAG
Soccer (Indoor) -0.6% 1.4% 1.2%
Casual 1-12 times -9.6% 18.3% 6.4%
CORE 13+ times 14.1% -14.5% -2.3%
Soccer (Outdoor) 0.9% 5.4% 1.1%
Casual 1-12 times -9.3% 10.5% 4.2%
CORE 13+ times 21.7% -1.6% -1.4%
0 5000
10000
15000
20000
Pickleball
2014 2015 2016 2017 2018 2019
Badmiton
Cardio T ennis
Raquetball
T ennis
Table 5: Sport Participation for Soccer, 2015 to 2020
Source: 2021 SFIA Topline Report
Figure 3: Racquet Sport Participation, 2014 to 2019
Source: 2021 SFIA Topline Report
Racquet Sport Participation
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 26 Section 3: Our Community, Trends, And Identified Needs

VOLLEYBALL
Volleyball generally has seen a decline in
participation over the past five years, with both
casual and CORE participation decreasing.

However, interest and participation in sports
vary by region, age group, and other factors. This
national perspective provides just one indication
that volleyball may be on the decline.

Definition
One-
Year
Change
Two-
Year
Change
Five-
Year
AAG
Volleyball
(Beach/Sand) -3.2% -4.9% -5.2%
Casual 1-12 times -6.0% 0.4% -5.8%
CORE 13+ times 4.2% -15.2% -2.9%
Volleyball
(Court) 8.1% -9.8% -0.8%
Casual 1-12 times 11.9% -16.8% -2.0%
CORE 13+ times 5.5% -4.0% 0.2%
Volleyball (Grass) 2.5% -10.5% -7.8%
Casual 1-12 times 2.5% -14.2% -9.6%
CORE 13+ times 2.7% -1.8% -3.1%
Outdoor Activities
Outdoor activities such as group walks, group
rides, or organized hiking groups have gained in
popularity. These can be short events, day-long
events, or planned weeklong excursions. Typically,
people meet at a local park, hiking area, or bike trail with a designated leader. This trend for health and
fitness professionals to offer outdoor activities to
clients began in 2010 and has been in the top 20
since 2012. Outdoor group activities have become
much more popular the past several months as
agencies work to offer fitness programs outdoors
that help to ensure physical distancing.

Aquatic Trends

POOL DESIGN
Municipal pools have shifted away from the
traditional rectangular shape, to facilities that include zero-depth entry, play structures with multiple levels, spray features, small to medium slides, and separate
play areas segmented by age/ability.

Indoor warm water therapy pools continue to grow
in popularity with the aging population. Creating
a shallow space for low-impact movement at a
comfortable temperature enables programming
options to multiply. “Endless” or current pools that
are small and allow for “low-impact, high-intensity
movement” are becoming popular, as well.

WATER FITNESS
The concept of water fitness is a huge trend in
the fitness industry, with many new programs
popping up, such as aqua yoga, aqua Zumba,
aqua spin, aqua step, and aqua boot camp.

Whether recovering from an injury, looking for
ease-of-movement exercise for diseases such as
arthritis, or simply shaking up a fitness routine, all
demographics are gravitating toward the water for
fitness. Partnerships can be important for parks and
recreation agencies, such as working with hospitals
to accommodate cardiac patients and those living
with arthritis or multiple sclerosis.

YOUTH PROGRAMMING
Swim lessons generally include the most significant
number of participants and revenues for public
pool operations. Programs can be offered for all
ages and levels, including private, semi-private, and
group lessons.

SPRAY PARKS
Although a splash pad does provide a lower
cost alternative to aging swimming pool
replacement or new build, the County of Los
Angeles Environmental Heath has strict guidelines
to both a splash pad construction, operation,
and maintenance.

Table 6: Sport Participation for Volleyball, 2015 to 2020 Source: 2021 SFIA Topline Report
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 27 Section 3: Our Community, Trends, And Identified Needs

These guidelines include:
• Artificial overhead lighting shall be provided.
• An adequate number of sanitary facilities shall
be provided that include amenities such as
restrooms, showers, and drinking fountains.
• The water must be recirculated at all times the
spray ground is open.
• The turnover rate should not exceed 30 minutes.
• The free chlorine and Ph levels must be
maintained.
• An automatic controller shall be provided.
• U.V. light disinfections units must be used to
treat all water during the operation.
• A spare U.V. lamp and other necessary
equipment to affect prompt repair by qualified
personnel properly instructed in the operation
and maintenance of the equipment shall be
provided on-site.

With these guidelines (and others located at http://
ph.lacounty.gov/eh/docs/ep_rw_interactive.pdf , Los
Angeles County imposes additional challenges and
costs on the construction of splash pads compared
to other counties.”
Generations
Generation Alpha Born 2010 - present
Generation Z Born 1997 - 2010
Millennials Born 1981 - 1996
Generation X Born 1965 - 1980
Baby Boomers Born 1946 - 1964
Silent Generation Born 1928 - 1945
Age-Related and
Generational Trends
Activity Participation varies based on age, but it
also varies based on generational preferences. The
SFIA issues a yearly report on generational activity.

In the 2020 SFIA report, millennials had the highest
percentage of those who were “active to a healthy
level”, but a quarter also remained sedentary.

Nearly 28% of Generation X were inactive, with baby
boomers at 33% inactive. Baby Boomers prefer low-
impact fitness activities such as swimming, cycling
aquatic exercise, and walking for fitness.

A condensed list of generational trends which
may impact recreational services are below,
consolidated from Pew Research Center:
• Baby Boomers are staying in the workforce
longer than generations before them (2019)
• Almost a third of millennials are not affiliated
with religion, and half of them describe
themselves as politically independent (2014)
• Millennials have more financial hardships,
such as student loan debt, poverty and
unemployment, and lower levels of wealth, but
are optimistic about their future (2014)
• Approximately 13% of teens (Generation Z) said
they have had a major depressive episode in the
last year (2019)
• Those 60 and older (Baby Boomers) spend more
of their leisure time (about 4 hours) a day in front
of a screen (2019)
• Generation Z is the most racially and ethnically
diverse generation, with only 52% identifying as
non-Hispanic whites (2018)

GENERATIONAL PROGRAMMING
There has been an increase in the number of
offerings for families with children of all ages. This
is a departure from past family programming that
focused nearly entirely on younger children and
preschoolers. Activities that involve the entire
family such as movie nights, family swim, dances,
or competition events have proven very popular
for families with teens. This responsiveness
to the Generation X and Millennials parents
of today is an important step, as these age
groups place a high value on family. An outdoor
obstacle course that attracts people of all ages
and backgrounds to socialize with family and
friends while improving their fitness are gaining in
popularity. This type of playground encourages
multi-generational experiences.

Table 7: Generational Classifications
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 28 Section 3: Our Community, Trends, And Identified Needs

PALMDALE’S INITIAL COMMUNITY AND

STAKEHOLDER INPUT
Since this effort was the City’s first Park and
Recreation Master Plan, robust engagement was
highly important. All community feedback was
considered to develop a long-range vision for
the Department and will impact future funding,
staffing, and capital improvements. Public
participation is critical to ensuring that the City’s
services meet the needs of all residents today while
promoting a healthy, sustainable, and equitable
park system for the future.

The goals outlined for the engagement portion of
the Parks and Recreation Master Plan are to help
ensure an inclusive approach to gathering input,
which will identify unmet needs and priorities for
the future of the Department.

BerryDunn devised a plan to obtain input from as
many stakeholders as possible, including users
and non-users of parks and programs, residents,
employees, volunteers, and partner organizations.

BerryDunn spoke with 190 people across nine focus
groups, including an English as a second language
group, a staff focus group, multiple youth groups,
and several stakeholder meetings during the initial
public engagement sessions held April 11 – 15, 2023.

Our outreach efforts were available in Spanish and
English to include: more that 31,000 social media
platform impressions, multiple email blasts to more
than 63,000 addresses, notices in the AV Press,
information booths at various parks and events and
posters at public facilities. These efforts resulted
in nearly 10,000 visits to the project website, more
than 1,300 community surveys, and nearly 250
virtual and in-person meeting attendees.
• 9 Focus Groups*
• 10 Stakeholder Interviews with Palmdale City
Council members and City leadership
• 1 Public Open House
• Multiple Special Events e.g., Taco Festival
Figure 5: Zip Code Where Attendees Reside
52%
<5 years
5-9 years
10-19 years
20+ years
Not a resident but uses the
programs & facilities
30%
8%
6%4%
46%
93550
93552
93551
Other
49%
42%
36%
Figure 4: Years of Residence in City
*To include: Local elected officials, local chamber representatives, Visit Palmdale committee, local school district representatives, LA County, Sheriff’s Department, and Aerospace contractor representatives.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 29 Section 3: Our Community, Trends, And Identified Needs

The following are the key priorities from the initial public engagement, held April 11-15, 2024. PRIORITIES (COMMENTS HEARD MOST OFTEN

LISTED FIRST)
• Improve security/safety*
• Trails/connectivity
• Homelessness in parks
• More lighted dog parks
• Rest/rotate athletic fields
• Maintain what we have
• More indoor facilities
– walking track,
pickleball, courts, etc.
(Recreation Center)
• Shade*
• Acquire additional park land
• Seniors and their facilities
• Develop/plan
undeveloped parks
• Overall maintenance
of ballfields
• Restrooms upgrades
• Equitable access to nature
• More nature programs
for kids
• Turf maintenance in parks
upgraded
• Increase and upgrade lighting
• Retention basin not designed
as parks
• Equitable access to parks
• Use social media to inform
and market activities
• Place to connect to local
groups/events on City website
• Economic impact
• Graffiti/vandalism
• Community fitness
• Diversity and inclusion
• Preserve open space
• More sports programs for kids
• Sustainable practices
• Budget consciousness
• Increase efficiencies
• Additional parks –
neighborhood
• Tennis courts
• Foster communication
between youth organizations
to share information and
cross promote
• Increase and
maintain partnerships
• ADA accessibility
• More engagement with
commuters
• More events*
• More fun things to do*
• Beginner programs*
• Art programs*
• More pools*
• Enclosing existing pools*
• More theater programs
for youth*
• More after-school programs*
• Family oriented
programs/events*
• Add a gym*
• Offer traditional recreation
programs and activities
(tetherball, handball, kickball,
dodgeball, etc.)*
• More teen activities*
• Non-sports activities*
• More green space and
amenities on the Eastside

RANDOM INVITATION COMMUNITY NEEDS

ASSESSMENT SURVEY SUMMARY
*COMMENTS HEARD FROM YOUTH AND ADULTS
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 30 Section 3: Our Community, Trends, And Identified Needs

COMMUNITY NEEDS ASSESSMENT SURVEY

SUMMARY
Introduction
The purpose of the Community Needs Assessment
survey was to gather community feedback on
the City of Palmdale parks, recreation facilities,
amenities, future planning, communication, and
more. This survey research effort and subsequent
analysis were designed to assist the City of
Palmdale in the development of the master plan to
reflect the community’s needs and desires.

Methodology

STATISTICALLY VALID (INVITATION SURVEY)
Paper surveys were mailed to a systematic
random sample of residential addresses in the
City of Palmdale, with the option to complete
online through password-protected website (one
response per household). The survey was also
available online in Spanish. After initial invitations
were delivered, additional reminder postcards
were sent, and phone calls were made to survey
recipients to help encourage responses. In total,
227 invitation surveys were completed, yielding a
+/-6.5% Margin of Error (MOE) at a 95% confidence
level, indicating a successful statistically valid
survey effort. Acceptable margin of error used by
most survey researchers usually falls between 4%
and 8% at the 95% confidence level.

Open Link Survey
In addition to the Invitation Survey, the online
survey was later made available to all Palmdale
stakeholders in English and Spanish to further
strengthen the scope and outreach of the survey
effort. This Open Link Survey was promoted
through multiple social media posts, email
distribution lists, and QR codes were posted at all
parks and recreation facilities. Targeted outreach
was also done to reach youth in the area.
4,500 SURVEYS
4,500

POSTCARDS MAILED
1,301

TOTAL SURVEYS

COMPLETED
Figure 6: Survey Responses
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 31 Section 3: Our Community, Trends, And Identified Needs

Key Survey Findings
Two samples were collected in the survey effort, the statistically valid Invite sample and the Open link sample, which had a very strong response of over 1,000 responses. Together they provide an excellent source of input on topics addressed through the survey. Survey results are presented in formats that compare responses from each sample, along with an overall response. In general, responses from the Open link survey are similar to the Invite, a positive finding that it indicates a more general consensus across the two samples.

Respondents show higher levels of satisfaction with the Palmdale Amphitheater, the recreation centers, and special events. About a quarter of each sample rated park and facility safety a 1 or a 2 on a scale of 1 – 5 with 1 being “not at all satisfied.” Respondents generally agree that the City of Palmdale’s communication on parks and recreation facilities, sports leagues and programs is moderately effective with an average of 3.4 out of 5 for the Invite sample and 3.5 for the Open link sample. A total of 39% of the Invite Sample said improved communications about offerings would help increase their use of parks and recreation facilities. Respondents prefer a variety of communication methods with the top four being newsletters, emails, the City website, and social media.

City parks/open space, and pathways/trails are rated as the most important facilities; however, both rated lower in terms of meeting the needs of the community.

Addressing safety and security at parks and recreation facilities would help increase their use, along with more lighting and shade. Walking/jogging pedestrian pathways and restrooms are the most commonly used amenities at parks and recreation facilities by both samples.

The top future priorities to be added, expanded, or improved upon for facilities and parks are safety and security at parks, park amenities, and neighborhood parks. Special events, outdoor recreation, and senior programs are the top future priorities for programs and special events.

Respondents generally feel that fees are acceptable for the value received for both programs and facility reservation.

Both samples agree that providing a high level of safety and security at facilities is the most important purpose for the City of Palmdale. Ensuring parks and recreation opportunities are accessible and affordable to all residents were also rated as highly important.

Figure 7: Key Findings Summary
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 32 Section 3: Our Community, Trends, And Identified Needs

The following graphics depict the key findings from the survey.

Community Values and Vision
• Both samples agree that providing a high level
of safety and security at facilities is the most
important purpose for the City of Palmdale.
• Ensuring parks and recreation opportunities are
accessible and affordable to all residents were
also rated as highly important.

Parks, recreation, trails, and open space opportunities are offered in Palmdale for a variety of purposes and to serve the needs of a diverse population. Please mark the box for how important each of the following Palmdale is to you and your household.

Very important Neutral Slightly Important Not at all importantLow Importance Figure 8: Community Values and Vision Survey Responses
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 33 Section 3: Our Community, Trends, And Identified Needs

Overall
DryTown Water Park
Marie Kerr Recreation
Center
Best of the West Softball
Complex
Palmdale Oasis Pool
Palmdale Playhouse
Courson Pool
Palmdale Oasis Park
Recreation Center
McAdam Pool
n=
69%
12%
4%
4%
4%
3%
2%
2%
167
What is your favorite facility?
Palmdale Parks and
Recreation Master Plan
Youth Intercept Survey
What is your favorite facility?
Youth Favorite Facilities and Activities
Figure 9: Youth Favorite Facilities Summary
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 34 Section 3: Our Community, Trends, And Identified Needs

Overall
Swimming pools
Soccer
Basketball
Music & Art Programs
Skate park
Baseball/Softball/T-Ball
Playgrounds
Volleyball
Dog park
Football
Indoor gymnasium
Splash pad
Park Pop-Up Activities
Picnic shelters
Walking/jogging pedestrian pathways
Fitness equipment
Open space or turf
Pickleball
Tennis
Bocce ball
None of the above
Other
n=
35%
27%
25%
25%
20%
18%
18%
17%
10%
10%
9%
9%
7%
7%
7%
6%
5%
4%
3%
1%
1%
11%
168
What are your favorite activities (Select up to 5)?
Palmdale Parks and
Recreation Master Plan
Youth Intercept Survey
What are your favorite activities (select up to 5)?
Figure 10: Youth Favorite Activities Summary
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 35 Section 3: Our Community, Trends, And Identified Needs

Overall
5 And Under
6 - 10
11 - 14
15 - 18
Avg.
n=
7%
38%
32%
24%

11.8 155
How old are you?
Overall
Amargosa Creek Trail
Anaverde Park
Arnie Quinones Park
Barrel Springs Trail & Tejon Equestrian Park
Desert Sands Park
Domenic Massari Park
Foothill Park
Joe Davies Heritage Airpark
Joshua Hills Park
Legacy Park
Manzanita Heights Park
Marie Kerr Park
Palmdale Oasis Park
Pelona Vista Park
Poncitlán Square
Rancho Vista Park
Sam Yellen Park & Dog Park
William J. McAdam Park
n=
1%
2%
1%
1%
2%
45%
2%
1%
1%
1%
1%
24%
9%
3%
1%
3%
1%
2%
169
What is your favorite park?
Palmdale Parks and
Recreation Master Plan
Youth Intercept Survey
What is your favorite park?
Figure 11: Youth Favorite Parks Summary
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 36 Section 3: Our Community, Trends, And Identified Needs

BY OPEN LINK - Five categories fell into the high importance/ high needs met quadrant for the Open Link. City parks and open spaces, pathways and trails, special events, recreation centers and youth recreation and sports leagues.

Facility and Sports Leagues - Importance Needs Met Matrix BY INVITE SAMPLE - The graph below maps the facilities and sports leagues on the average importance leagues on the average or needs met matrix. None of the categories fell into the high importance/low needs met quadrant, and four categories fell into the high importance/high needs met category indicating overall satisfaction.

FACILITIES AND SPORTS LEAGUES - IMPORTANCE/NEEDS MET MATRIX

BY INVITE SAMPLE
The graph below maps the facilities and sports leagues on the average importance/needs met matrix as described in the previous slide. None of the categories fell into the high importance/low needs met quadrant, and four categories feel into the high importance/high needs met category, indicating overall satisfaction. 33 Overall Satisfaction

FACILITIES AND SPORTS LEAGUES - IMPORTANCE/NEEDS MET MATRIX

BY OPEN LINK SAMPLE
Five categories fell into the high importance/high needs met quadrant for the Open link:
• City parks and open spaces, pathways and trails, special events, recreation centers, and youth recreation and sports leagues
34 Figure 12: Invite Sample Summary
Figure 13: Open Link Summary
City Parks and Open Spaces
Pathways and Trails
Special Events (e.g., festivals, outdoor movies)
Adult Recreation and Sports LeaguesDog Parks
Athletic Fields (e.g., baseball/softball, football, soccer) Youth Recreation and Sports Leagues
Athletic Fields (e.g., basketball, tennis, volleyball, pickleball) Recreation Centers (e.g., Legacy Commons, Palmdale Oasis, and Marie Kerr Recreation Centers) City Parks and Open Spaces
Pathways and Trails
Special Events (e.g., festivals, outdoor movies)
Adult Recreation and Sports Leagues
Dog Parks
Athletic Fields (e.g., baseball/softball, football, soccer) Youth Recreation and Sports Leagues
Athletic Fields (e.g., basketball, tennis, volleyball, pickleball) Recreation Centers (e.g., Legacy Commons, Palmdale Oasis, and Marie Kerr Recreation Centers) CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 37 Section 3: Our Community, Trends, And Identified Needs Increasing Use
• Better safety and security would help increase
the use of parks and recreation facilities the most
for both samples.
• More lighting and shade at parks, trails and
facilities is also important for both Invite and
Open link respondents.
• Less importance is placed on adding more
parking

INCREASING USE
• Better safety and
security would help
increase the use of
parks and recreation
facilities the most for
both samples.
• More lighting and
shade at parks, trails
and facilities is also
important for both
Invite and Open link
respondents.
• Less importance is
placed on adding more
parking.
35 Invite Open Overall
Better safety and security
More lighting (parks, trails, and facilities)
More shade at parks
Enhanced/maintenance of parks/facilities
More programs/special events
More facilities, fields, and amenities
Improved communication about offerings
Stronger enforcement of regulations
Better customer service/staff knowledge
Lower pricing/user fees
WiFi connectivity
Enhanced hours of operation
Improved field playability
Handicapped/disabled accessibility
More parking
Other (specify):
n=
67%
58%
52%
48%
47%
42%
39%
35%
28%
25%
22%
19%
18%
12%
12%
10%
216
64%
50%
62%
41%
48%
42%
36%
38%
20%
30%
21%
23%
20%
17%
16%
10%
768
65%
51%
60%
43%
48%
42%
37%
38%
22%
29%
21%
22%
20%
16%
15%
10%
984
What are the most important items that, if addressed by the City of Palmdale, would increase your use of parks and recreation facilities? (CHECK ALL THAT APPLY)
Source: RRC
What are the important items that, if addressed by the City of Palmdale, would increase your use of parks and recreation facilities? (check all that apply)
Figure 14: Increasing Use Survey
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 38 Section 3: Our Community, Trends, And Identified Needs

Amenity Use
• Walking/jogging pedestrian pathways and
restrooms are the most commonly used
amenities by both samples.
• The Open link sample more frequently uses
playgrounds, swimming pools, and splash pads
and athletic fields.

AMENITY USE
• Walking/jogging pedestrian
pathways and restrooms are the
most commonly used amenities
by both samples.
• The Open link sample more
frequently uses playgrounds,
swimming pools, and splash
pads and athletic fields.
36 Invite Open Overall
Walking/jogging pedestrian pathways
Restrooms
Picnic shelters
Playgrounds
Athletic courts (e.g., basketball, tennis, volleyball, pickleball) Open space or turf
Swimming pools
Dog park
Fitness equipment
Rectangle athletic fields (e.g., soccer, football)
Skate park
Splash pad
Diamond athletic fields (e.g., baseball, softball)
Indoor gymnasium
Disc golf
Equestrian Center
Bocce ball
None of the above
Other
n=
70%
62%
47%
46%
41%
39%
36%
30%
24%
19%
16%
16%
14%
13%
4%
3%
1%
5%
6%
222
67%
71%
48%
57%
44%
40%
46%
36%
24%
23%
17%
27%
21%
17%
6%
5%
3%
2%
4%
768
67%
69%
48%
54%
43%
40%
43%
35%
24%
22%
17%
25%
19%
16%
5%
5%
2%
2%
5%
990
Which of the following amenities does your household use when visiting Palmdale parks and recreation facilities? (CHECK ALL THAT APPLY)
Source: RRC
Which of the following amenities does your household use when visiting Palmdale Parks and recreation facilities? (check all that apply)
Figure 15: Increasing Use Survey
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 39 Section 3: Our Community, Trends, And Identified Needs

40 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan BerryDunn analyzed the recreation program
delivered by the Department. This evaluation
was intended to assess the effectiveness of the
Department’s provision of public recreation
programs sponsored by the City.

PALMDALE RECREATION

PROGRAMS ANALYSIS
SECTION 4
41 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan The general overview attempted to answer some
basic questions about the programs and services.
• What are the core programs, and do they match
community desires?
• Does the recreation program mix meet the needs
of the community?
• Is there a good match between access for
programs and revenue?
• Are programs and services offered at times
convenient for the community?
• What challenges exist that may act as barriers to
the Department delivering high quality programs
and services?
• Does the Department invest an appropriate
number of resources in recreation?
To accurately assess the effectiveness of the
recreation program, data from 2022 was used,
unless projections or budget information for 2023
was available.

Recreation Organization
The program is made up of recreation programs
and services, cultural and special events programs,
and programs and services offered at the DryTown
Water Park. The Palmdale Library, Public Art
Program, Saves Food Pantry, Community Programs,
and Emergency Services are also the Department’s
responsibility but contracted and not part of this
assessment.

The primary locations used to offer recreation
programs include:
• Palmdale Playhouse
• Marie Kerr Recreation
Center
• Palmdale Oasis Park
Recreation Center
• Chimbole Cultural
Center
• Legacy Commons for
Active Seniors
• Marie Kerr Pool
• Oasis Park Pool
• McAdam Park Pool
• Courson Park Pool
• Best of the West
Softball Complex
(Marie Kerr Park)
• Palmdale
Amphitheater (Marie
Kerr Park)
• Drytown Waterpark
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 42 Section 4: Palmdale Recreation Programs Analysis

City of Palmdale’s Investment in Recreation Program Delivery Recreation Staffing
The recreation division is well staffed. Full-and part-time positions are shown in Table 8.

Recreation Services Parks and Facilities Events and Culture Full-time Full-time Full-time
• Recreation Supervisors (2)
• Recreation Coordinators (5)
• Director (1)
• Deputy Director (1)
• Recreation Manager (1)
• Management Analyst (1)
• Executive Assistant (1)
• Waterpark Supervisor (1)
• Recreation Supervisor (1)
• Administrative Positions (3)
• Recreation Coordinators (1)
• Recreation Supervisors (3)
• Recreation Coordinator (1)
• Theater Operators and Staff (2)
• Audio Technician (1)
Part-time Part-time Part-time
• Lifeguards and Program
Leaders (33)
• Lifeguards (9.5)
• Program Leaders (16.13)
• Office Assistants (1.63)
• Theater Staff (8.36)
Recreation Revenues
Revenues from recreation programs and services,
facility rentals fees, and the DryTown Waterpark
were impacted by the Covid-19 pandemic.

Revenues were $2,597,930 in 2023.

Revenues generated by the Department shown
in Table 9 illustrate revenue of $20.55 per
capita. Other agencies nationally, are typically
between $5.14 on the lower quartile and $46.72
on the upper quartile or a median of $15.20. The
Department, fueled by the waterpark exceeds
the national median.

Table 8: 2023 Recreation Staffing
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 43 Section 4: Palmdale Recreation Programs Analysis

Financial Trends and Recreation
Program Subsidy
Revenues from recreation programs are budgeted
to exceed $3,500,000 in FY 2023. Subsidy for each
area of the recreation program is in Table 9. The
overall cost recovery is positively impacted by
the waterpark facility which receives 58% of the
Department’s locally generated revenue. Total
direct cost recovery (includes expenses directly
related to revenue generation) is 42%, and overall
total cost recovery (includes all costs) to deliver
parks and recreation services in the City is 30.8%.

The Department investment in recreation
(recreation services and the DryTown Waterpark) in
the 2023 budget is $2,313,290 or a subsidy of $18.30
per capita.

Revenues from the Drytown Waterpark are
intended to recover daily operating expenses but
are insufficient to recover administrative overhead,
maintenance personnel, safety personnel, park
infrastructure preservation, and park expansion.

Typical agencies allocate around 41% of their
general fund budget to recreation, and the City
exceeds this, at 52%. This higher percentage
of the budget is again related to the DryTown
Waterpark operation and revenues generated
at the waterpark.

Revenue
(Actual 2023)
Expenses
(Budgeted 2023)
Estimated
Subsidy
Estimated Direct
Cost Recovery
Recreation Services $873,870 $3,097,030 $2,223,160 28%
Parks & Facilities* $1,724,060 $5,423,720 $3,699,660 32% Park Maintenance $0 $5,672,180 $5,672,180 0%
Events &Culture $669,859 $3,248,540 $2,578,681 21%
*DryTown Waterpark is part of Parks & Facilities and has a cost recovery of 91%.

Table 9: Recreation Program Area Subsidy and Cost Recovery (2023) CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 44 Section 4: Palmdale Recreation Programs Analysis

Core Recreation Program
Service Categories
Programs and activities are offered primarily in
eight service areas described in Table 10. Service
areas that receive registration are more closely
analyzed in this assessment and shown in Table 11.
• Aquatics Programs
• Art and Entertainment
• Hobbies and Interests
• Mind and Body
• Youth and Adult Sports
Recreation Services
Recreation Program
Service Categories Program Type
Aquatic Programs
• Group swim lessons
• Private swim lessons
• Lap swimming
• Recreational swimming
• Lifeguard Academy
• Preschool aquatics
• Adaptive aquatics
• Swim teams
Arts and Entertainment • Dance
Hobbies and Interests • Dance • Creative arts • Martial arts Mind and Body • Fitness classes • Yoga • Zumba
Youth and Adult Sports
• Youth basketball
• Adult basketball
• Tennis
• Adult softball
• Volleyball
• Youth T-Ball
• Youth coach-pitch
• Baseball
Recreation Centers
and Parks • Events • Drop-in programs
Events and
Culture
Special Events • Special Events • Concerts • Outdoor
movie nights
Playhouse • Theater arts programs • Music
instruction • Choir
Parks and
Facilities
Other
• DryTown Waterpark
• Legacy Commons
• Air Park
• Cultural center
Table 10: Palmdale Recreation Program Service Categories (registration and non-registration) CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 45 Section 4: Palmdale Recreation Programs Analysis

To accurately count participation in each of the five
recreation program service categories that receive
registration, both unique registrations and actual
participation were analyzed. Actual participation
is counted in Participant Contact Units (PCUs),
which are the number of times the individual took
part in the class or activity. For instance, one child
registering for a camp that meets five times would
be one registration and five PCUs. PCUs provide
a much clearer picture of the staffing required
to provide a registered service than individual
registrations. Drop-in, self-directed activities,
special events, Drytown Waterpark admissions, and
other services offered without registration were not
included in this analysis.

In 2022, Palmdale received a majority of individual
registrations in aquatics, that accounted for 16%
of the total participant contact hours. Sports
was the inverse, accounting for 2,499 individual
registrations and greater than 94,000 contact
units. The high number of participant contact
units results from the number of times a sports
participant meets (practices and games over the
course of a sports season). See Table 11.

Recreation Program Service
Categories
Program/
Activity
Registrations
Percent of
Registration
Participant
Contact Units
Percent of
Contact Units
Aquatics Programs 3,224 42% 22,498 16%
Art and Entertainment 1,022 13% 16,212 12%
Hobbies and Interests 642 8% 2,794 2%
Mind and Body 381 5% 2,164 2%
Youth and Adult Sports 2,499 32% 94,048 68%
Total 7,768 100% 13 7,7 16 100%
Table 11: 2022 Palmdale Program/Activity Registrations and PCUs Out-of-City Residents
In 2022, 22% or 1,715 registrations were accepted
from out-of-city residents, potentially using
valuable registration spaces.

City residents pay taxes to support their parks and
recreation services. Out-of-city residents account for
28% of aquatics and 26% of sports registrations. While
fees are generally 25% more for out-of-city residents,
the subsidy for most activities is greater than 70%,
leading to a subsidy inequity. The Department is
encouraged to look closely at each program or
activity to determine the appropriate subsidy level.

Table 12 includes only registered programs. Drop-
in, self-directed activities, special events, Drytown
Waterpark admissions, and other services offered
without registration were not included in this analysis.

Program
Category
Residents
Registrations
Non-Resident
Registrations
Aquatics 2520 704
Arts &
Entertainment 738 284
Hobbies and
Interest 486 156
Mind and Body 321 60
Sports 1988 511
Grand Total 6053 1715
Table 12: Resident and Non-resident Recreation Registration CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 46 Section 4: Palmdale Recreation Programs Analysis

Participation by Season
Knowing when to offer programs is also important
for the recreation staff. As is the case with most parks and recreation agencies, summer is busiest in terms
of both registration and contact hours. See Table 13.

Season Registration Contact
Hours
Fall 1360 30,137
Summer 4704 63,021
Winter/Spring 1704 44,559
Total 7,768 13 7,7 16
Table 13: 2022 Program Participation by Season
Access to Recreation Programs
The population in the City continues to evolve,
which may require changes to programs and
marketing. Palmdale’s population has become
more diverse as white populations are projected to
decrease from 49% in 2010 to 24% by 2027 .

At the same time, the Hispanic population has
grown from 54% in 2010 to 62% in 2022. The
Department’s efforts around events and cultural
opportunities are important. The Department is
encouraged to develop a Diversity, Equity, and
Inclusion (DEI)-specific plan for recreation programs.

Program Age Segmentation
Comparing programs offered by age can offer insight
into an appropriate mix of program opportunities.

The percentage of program opportunities were
calculated from programs offered in winter 2022.
% of
population*
% of
programs
offered
0-4 Preschool/Toddler 7.6% 07%
5-9 Youth 7.7% 23%
10-14 Preteen/Teen 7. 5% 20%
15 -19 Teen 7. 3% 16%
20-54 Adults 48.5% 9%
55+ Older Adults/Senior 21.3% 35%
Total 99.9% 100%
*Population does not sum to 100% due to rounding.

Table 14: Population and Programs Offered Analysis
Table 14: Population and Programs Offered Analysis
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 47 Section 4: Palmdale Recreation Programs Analysis

Marketing to Specific
Age Segments
The needs assessment survey
demonstrated that Palmdale
residents of different ages prefer
to receive information from the
Department in different ways as
demonstrated in Figure 9 and
summarized with first three choices
per age group in Table 14.

Decisions and priorities given to certain age groups are driven by the City’s values, policies, and markets.

There is no right or wrong percentage of programs offered in any given age group. Even though senior programs are offered at a rate beyond the population percentages, senior programs were identified in the statistically valid portion of the survey as a high priority for future programs to be added, expanded, or improved.

MARKETING RECREATION PROGRAMS
Marketing and promotion are accomplished
by the City’s communication office through a
request and work system. Generally, parks and
recreation Departments achieve better results from
marketing and promotion when done directly by
the Department. Social networking may be best
accomplished internal to the Department.

The Department will phase out paper program
guides over time. Currently, programs are promoted
through a City-wide magazine which lacks many
of the benefits that come from a program guide
produced solely for the Department. Program and
activity registration promotions are folded into
a magazine with many advertisements making
programs challenging to locate.

PREFERRED COMMUNICATION
Respondents prefer a variety of communication methods with the top four being newsletters, emails, the City website and social media. The Open link has a stronger preference for emails and social media. 26 Invite Open Overall
Newsletters
Email from the City
City website
Social media (Instagram, Facebook)
Local media (e.g., TV, radio, paper)
Recreation facility/program location
School email/newsletter
Word of mouth
Other (specify):
n=
59%
47%
36%
32%
24%
20%
16%
15%
11%
229
47%
64%
39%
44%
21%
20%
20%
18%
6%
868
49%
60%
39%
42%
22%
20%
19%
18%
7%
1,097
What are the best ways for your household to receive information on Palmdale’s parks, facilities, recreation programs, and sports leagues? (CHECK ALL THAT APPLY)
Source: RRC
What are the best ways for your household to receive information on Palmdale’s parks, facilities, recreation programs, and sports leagues? (check all that apply)
Figure 16: Communication Preferences by Age
< 25 25-
34 35-
44 45-
54 55-
64 65-
74 75+
Newsletters 3 3 2 2 1 1
Email from the City 3 1 1 1 1 2 2
City Website 3 3 3
Social Media 1 2 2
Local Media 3
Word of Mouth 2
NOTE: 1= First Choice 2= Second Choice 3= Third Choice Table 15: Top Three Preferences for Receiving Information CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 48 Section 4: Palmdale Recreation Programs Analysis

Marketing Best Practices to Consider
(provided by Tripepi Smith, City’s marketing consultant) Tripepi Smith recommends that Parks and Recreation consider the following best practices in its marketing and communications efforts. The Department should work with communications staff to implement the following strategies:

1. MEASURE WHAT MATTERS
By collecting and analyzing available marketing-
related metrics regularly, Parks and Recreation can
implement a data-driven approach and gather
important insights to improve communication
efforts, as well as determine whether the
Department is meeting its communications goals.

ACTION STEPS
• Whether monthly or quarterly, establish a regular
schedule for collecting and analyzing available
metrics; develop a regular report with metrics
across Parks and Recreation’s websites and
social media accounts. Consider including the
following metrics at a minimum:
» Website: Users, Sessions, Average Sessions
per Day, Average Session Length, Top Pages
» Social Media: Followers/Likes/
Subscribers, Number of Posts, Post
Reach, Post Engagement, Top Posts, Paid
Advertising Impact
• Regularly discuss metrics reports to ensure
staff members who work on marketing efforts
understand what is working and what needs
fine tuning in terms of the Department’s
communications and marketing efforts.
• Identify metrics in advance that will be useful
and explain to staff members why they
are relevant. Consider isolated reports on
website traffic that focus on specific Parks and
Recreation events.

2. CREATE COMMUNICATION PLANS FOR

MAJOR INITIATIVES
While some Parks and Recreation news and
updates may require a single press release or social
media post, other topics may need a long-term and
more strategic approach, increased distribution,
and ongoing communication. By establishing a
clear communication plan for major initiatives, like
the summer concert series, the Department can
position itself and the City as a reliable source of
information and increase reach.

ACTION STEPS
• Identify major upcoming initiatives within the
Department and encourage staff members
to advise Communications when a project,
program, or service may require special
attention, design/branding, and strategic
planning.
• Ensure design, messaging, and writing styles
are within City brand guidelines to provide a
cohesive look and voice across Departments.

Graphics for special events may vary visually but
will still adhere to City styles.
• Define target audiences for the initiative to
determine necessary communication avenues.
• Analyze the Department’s existing
communication toolset and determine which
tools to use or if new resources are needed.
• Develop key messaging and talking points to use
cross all collateral and platforms.
• Communicate key performance indicators that
will determine success.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 49 Section 4: Palmdale Recreation Programs Analysis

3. ENHANCE THE DEPARTMENT’S PHOTO

AND VIDEO LIBRARY
Photos and videos are two of the most powerful
ways to tell a story. For Parks and Recreation, an
extensive library of high-quality photos and videos
can help improve the Department’s communication
efforts across its website and social media platforms
and create efficiency in content development.

ACTION STEPS
• Establish a central location where photos and
videos will live that all staff can access.
• Develop a short list of evergreen photos and
videos that can be used in marketing materials
long term.
• Set a goal to complete all necessary photo and
video shoots within a fiscal year.
• Encourage Department staff to capture photos
and videos in the field whenever possible (i.e.,
events and programming) and to habitually place
them in the pre-determined central location.

Recreation Program Satisfaction
Overall, the Palmdale community is satisfied with
the recreation programs and services offered by
the Department. All the services identified in the
survey illustrated satisfaction greater than 3 on a 1
to 5 scale with 1 being dissatisfied and 5 being very
satisfied. The Palmdale community is very satisfied
with community centers, special events, and
aquatics facilities. See Figure 17.

SATISFACTION WITH PALMDALE PARKS, FACILITIES, PROGRAMS &

SPORTS LEAGUES
 Respondents are most satisfied
with the Palmdale Amphitheater
with an average rating of 4.1 for
both samples.
 Respondents are also generally
satisfied with both recreation
centers and special events.
 Trails and walking paths, and park
and facility safety rated lower in
terms of satisfaction by both the
Invite and Open link samples.
22 Percent Responding:
1 & 2 3 4 & 5
Palmdale Amphitheater
Invite Avg. 4.1 n=110
Open Avg. 4.1 n=617
Marie Kerr Recreation Center
Invite Avg. 3.8 n=101
Open Avg. 3.8 n=528
Special Events (e.g., Springfest & Egg Hunt, Summer
Concerts, Family Movie Nights)
Invite Avg. 3.8 n=125
Open Avg. 3.9 n=652
Palmdale Oasis Recreation Center
Invite Avg. 3.9 n=86
Open Avg. 3.8 n=400
Aquatic Facilities (Courson, McAdam, Palmdale Oasis
and Marie Kerr Pools) & DryT own Water Park
Invite Avg. 3.8 n=132
Open Avg. 3.7 n=677
Desert Sands & Marie Kerr Community Buildings
Invite Avg. 3.7 n=90
Open Avg. 3.5 n=449
Parks
Invite Avg. 3.7 n=178
Open Avg. 3.6 n=814
Palmdale Playhouse
Invite Avg. 3.9 n=77
Open Avg. 3.7 n=384
Park Maintenance & Landscape
Invite Avg. 3.6 n=167
Open Avg. 3.6 n=741
Legacy Commons, for Active Seniors
Invite Avg. 3.5 n=64
Open Avg. 3.6 n=307
Chris O'Leary & Marie Kerr Skateparks
Invite Avg. 3.7 n=83
Open Avg. 3.5 n=386
Athletic Fields (diamond/rectangular)
Invite Avg. 3.5 n=99
Open Avg. 3.4 n=491
Programs & Sports Leagues at City Facilities
Invite Avg. 3.5 n=101
Open Avg. 3.5 n=544
Trails & Walking Paths
Invite Avg. 3.6 n=161
Open Avg. 3.4 n=673
Park & Facility Safety
Invite Avg. 3.3 n=139
Open Avg. 3.3 n=654
7%
24%
17%
23%
26%
24%
20%
33%
25%
28%
25%
32%
32%
33%
24%
33%
23%
27%
26%
35%
28%
18%
30%
33%
32%
26%
30%
22%
25%
30%
27%
41%31%
45%30%
29%35%
33%29%
34%28%
37%31%
32%29%
33%29%
30%33%
31%29%
24%37%
24%28%
23%35%
26%33%
33%30%
33%27%
24%31%
28%29%
30%
32%22%
32%34%
25%26%
20%31%
21%26%
24%28%
26%23%
26%34%
25%26%
28%
27%
4%
8%
13%
11%
14%
12%
7%
13%
9%
15%
7%
16%
9%
18%
4%
18%
17%
16%
20%
17%
16%
20%
16%
21%
22%
21%
17%
23%
23%
26%
24%
17%
23%
26%
24%
20%
33%
25%
28%
25%
32%
32%
33%
24%
33%
23%
27%
26%
35%
28%
18%
30%
33%
32%
26%
30%
22%
25%
30%
27%
72%
75%
64%
63%
62%
68%
61%
62%
63%
59%
61%
52%
58%
58%
63%
60%
56%
58%
45%
54%
66%
51%
51%
48%
52%
49%
61%
51%
47%
47%
How satisfied has your household been with the overall quality of Palmdale parks, facilities, programs, and sports leagues you’ve used in the past 12 months?
Source: RRC
How satisfied has your household then with the overall quality of Palmdale parks, facilities, programs, and sports leagues you’ve used in the past 12 months?
Figure 17: User Satisfaction with Palmdale Facilities, Programs and Sports Leagues Very important Neutral Slightly Important Not at all importantLow Importance CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 50 Section 4: Palmdale Recreation Programs Analysis

Priorities for Recreation Programs and Services
The needs assessment survey illustrated that four areas were of heightened importance – special events, outdoor recreation, non-sport youth programs, aquatic programs, and youth sport leagues. See Figure 18.

FUTURE PROGRAMS AND SPECIAL EVENTS
• Special events and outdoor
recreation programs are the top
future programs and events
priorities according to both
samples.
• Overall, priorities were rated
similarly for both the Invite and
Open link.
• E-games and E-sports were rated
the lowest in terms of future
priorities.
39 Percent Responding:
1 & 2 3 4 & 5
Special events (e.g., festivals, parades, concerts)
Invite Avg. 4.0 n=196
Open Avg. 4.3 n=639
Outdoor recreation programs (e.g., hiking groups,
archery)
Invite Avg. 4.0 n=191
Open Avg. 4.2 n=643
Youth programs (non-sports)
Invite Avg. 3.9 n=184
Open Avg. 4.0 n=635
Swim lessons/aquatic programs
Invite Avg. 3.8 n=193
Open Avg. 4.1 n=649
Youth sports leagues
Invite Avg. 3.8 n=187
Open Avg. 4.0 n=631
Cultural and arts programs (e .g., drawing, painting)
Invite Avg. 3.9 n=190
Open Avg. 4.0 n=638
Youth after-school/summer camps
Invite Avg. 3.8 n=189
Open Avg. 3.9 n=642
Senior programs
Invite Avg. 4.1 n=189
Open Avg. 3.9 n=636
Fitness and wellness programs
Invite Avg. 4.0 n=196
Open Avg. 4.0 n=647
T een activities
Invite Avg. 3.8 n=189
Open Avg. 3.9 n=636
Environmental education/nature programs
Invite Avg. 3.8 n=189
Open Avg. 3.9 n=640
Dance and performing arts (e.g., ballet, theater)
Invite Avg. 3.6 n=188
Open Avg. 3.9 n=639
Alternative sports (e.g., BMX, skateboard)
Invite Avg. 3.2 n=184
Open Avg. 3.4 n=632
Adult sports leagues
Invite Avg. 3.2 n=188
Open Avg. 3.2 n=616
E-games and E-sports
Invite Avg. 2.7 n=183
Open Avg. 2.8 n=623
Other Program (specify):

Invite Avg. 4.1 n=21
Open Avg. 3.3 n=115
19%
17%
20%
16%
11%
6%
10%
9%
17%
14%
16%
12%
17%
16%
13%
11%
21%
16%
9%
17%
11%
10%
20%
16%
12%
13%
19%
15%
30%
28%
28%
31%
46%
44%
6%
37%
17%
13%
16%
15%
14%
14%
17%
17%
18%
12%
20%
18%
14%
14%
19%
14%
17%
21%
15%
14%
24%
19%
23%
20%
25%
24%
30%
24%
24%
23%
26%
10%
72%
81%
74%
77%
69%
72%
67%
71%
65%
72%
67%
71%
66%
70%
72%
69%
72%
69%
65%
71%
63%
68%
58%
64%
44%
48%
43%
44%
30%
33%
68%
53%
Please identify your household's priorities for recreation programs and special events to be added, expanded or improved upon in Palmdale in the next 5-10 years.

Source: RRC
Please identify your households priorities for recreation programs and special events to be added expanded or improved upon in Palmdale in the next 5 to 10 years Figure 18: Recreation Program & Special Events Priorities Very important Neutral Slightly Important Not at all importantLow Importance CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 51 Section 4: Palmdale Recreation Programs Analysis

Program Life Cycle
Parks and recreation agencies must recognize that
certain programs and activities have a lifespan
and must be evaluated on a continual basis. In
2022, only a small number of programs offered
were canceled due to a lack of registration. When
programs must be canceled, it is possible the
lack of interest is due to a program simply moving
beyond the program’s life cycle. To determine
whether a program has reached the end of its life
cycle, a few simple questions should be asked of
participants and staff about the program below.

See Figure 20.
• Is participation increasing or decreasing? If
participation is increasing, then it could mean
that the program should be continued. If
participation is decreasing, are there steps to
take to increase interest through marketing
efforts, changes to the time/day of the program,
format, or instructor? If not, it may be time to
discontinue the program.
• Is there information contained in the
participation/staff feedback that can be used to
improve the program?
• Are cost recovery goals being met? If not,
can program costs be reduced or can fees be
realistically increased?
• Is there another provider of the program that is
more suitable to offer it? If yes, the Department
could provide referrals for its customers.
• The Department can also use cancelation rates
to help make decisions regarding resource
allocation and to focus marketing efforts.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 52 Section 4: Palmdale Recreation Programs Analysis

POOR

FIT DIVEST
GOOD
FIT
GOOD
FIT
Market
Position
STRONG
Market
Position
WEAK
Afﬁrm
Market
Position
Divest
Invite,
Collaborate
or Divest
Collaborate
or Divest
Collaborate
or Divest
Advance
Market
Position
Complementary
Development
“Core
Service”
Alternate
Providers
HIGH
Alternate
Providers
LOW
Alternate
Providers
HIGH
Alternate
Providers
LOW
LOWER
TAX

SUPPORT
HIGHER
TAX
SUPPORTWhere criteria
intercept (in the
blue boxes) is the
most logical Service
Provision Strategy
Figure 19: Program Life Cycle
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 53 Section 4: Palmdale Recreation Programs Analysis

Recreation Program Evaluation and Performance Measures
Successful recreation programs typically track and report on performance measures that help to describe the success of recreation program delivery. A maximum of four or five performance measures should be adopted to help ensure appropriate tracking and reporting. A few examples are included for consideration and must consider the Department’s mission and vision statements adopted by the appropriate elected body.

Performance Measure Purpose Outcome
# Of new classes per quarter Maintain a fresh and novel recreation program
Attract new and returning
participants
# Of program cancelations Keep programming from
stagnating
Make efficient use of
coordination time and marketing
budget
Participant satisfaction rates
Maintain and attract advocates,
strong, sustainable revenues,
and word of mouth marketing
Encourage high quality program
delivery
Ongoing patron satisfaction
surveys
Receive continuing data to
improve programs
Survey at least 75% of program
participants
Table 17: Sample Recreation Performance Measures
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 54 Section 4: Palmdale Recreation Programs Analysis

KEY FINDINGS
Many challenges and key findings were identified in
this assessment and are shown in this section and
in the recommendations for the master plan.
• The City’s investment in recreation programs
is appropriate.
• Special events, outdoor recreation programs,
youth programs – non sport, swim lessons/
aquatics programs, and youth sports leagues are
the most important recreation areas.
• Many program desires are identified on page 30,
from the engagement process. Programming
staff are encouraged to refer comments about
programs, sports, aquatics, cultural and special
events as a guide for future program offerings.
• With over 10% of Palmdale’s population
reporting a disability, inclusive programming
and careful attention of parks and facilities
accessibility is important.
• Palmdale’s population is anticipated to decrease
by 2.2%, the greatest decrease coming from
young adults. Impact on the Department due to
decreases in youth population are anticipated to
be marginal.
• Senior and older adult populations are
anticipated to increase by several thousand
individuals by 2027.
• There is a significant gap in programming
for adults; given the population of adults in
Palmdale. While approximately half of Palmdale’s
population is made up of adults 20 – 54 years
old, only 9% of programming is dedicated to this
age group.
• Attracting and retaining staff continues to be a
challenge.
• The City of Palmdale is growing more diverse,
resulting in a need for cultural programs,
marketing opportunities in diverse languages, etc.
• The City may benefit from additional
coordination to create a better, more equitable
reciprocal use agreement for use of school
properties.
• Additional development of performance
measures for recreation programs can assist the
Department in assessing success of programs
and activities.
• Offering discounted or free program options,
exploring partnerships with local nonprofits, and
providing transportation assistance can help
address socioeconomic disparities and help
ensure inclusivity in the community.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 55 Section 4: Palmdale Recreation Programs Analysis

56 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan SECTION 5

ORGANIZATIONAL ANALYSIS
BerryDunn broadly assessed the organizational
and management structure, staffing, and
the financial investment the City makes
in parks and recreation with respect to
effectiveness and efficiency.
57 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan Supporting the Director is a leadership team
that includes a Deputy Director and Recreation
Manager, and a Management Analyst.

Organizationally, the Department has four
divisions: Recreation Services, Parks & Facilities
(including DryTown Waterpark), Events & Culture,
and the Library. The Library is part of the Director’s
portfolio, although operation of the Library is
contracted out.

Parks and recreation services are delivered by
four divisions that employ 31 full-time positions,
supported by 76.53 part-time/casual positions.

In total, Parks & Recreation and Parks Maintenance
are staffed with 107.53 full-time equivalent
positions.

Not unlike other parks and recreation agencies across
the United States, the Department was impacted by
the Covid-19 pandemic, resulting in a 30% decrease
in staffing levels in 2020. Since then, the Department
has added FTE as needed. In 2023, staffing to
support both parks maintenance and recreation
grew by 13% compared to 2018. Staffing by division
between FY 2018 and 2023 is shown in Figure 22.

Director of Parks & Recreation
Deputy Director of Parks & Recreation
Part-time/Seasonal
Head Lifeguard
Senior Lifeguard
Lifeguard II
Lifeguard I
Sr. Program Leader
Program Leader
Program Leader 1
Recreation Supervisor (2)
Recreation Coordinator (5)
Recreation Manager (1)
Water Park Supervisor (1)
Recreation Supervisor (1)
Management Analyst (1)
Recreation Coordinator (1)
Executive Assistant (1)
Administrative Assistant (3)
Part-time/Seasonal
Head Lifeguard
Senior Lifeguard
Lifeguard
Sr. Program Leader
Program Leader II
Program Leader I
Office Assistant
Recreation Supervisor (3)
Recreation Coordinator (1)
Theater Operations
Coordinator (2)
Audio Technician (1)
Part-time/Seasonal
Theater Operations
Coordinator
Senior Programs Leader
Senior Stage Assistant
Stage Assistant III
Recreation Services Parks & Facilities Events & Culture Figure 20: Parks and Recreation Organizational Structure CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 58 Section 5: Organizational and Financial Analysis
In 20224, the City invested in 110.17 FTE to deliver
parks and recreation. When compared to other
typical agencies serving similar populations, the
City falls short on staffing. The National Recreation
and Park Association (NRPA) collects metrics
data from over 1,000 agencies each year. The
data suggests that comparable agencies serving a
similarly sized community would invest in 72.8 FTE
(lower quartile) up through 198.3 (upper quartile) or
a median of 121.5 FTE.

Another way to look at staffing is by direct comparison to population served or FTE per 10,000 residents.

Again, the Department provides only 6.5 FTE per
10,000 residents in comparison to other typical
agencies that might employ from 4.8 (low) to 12.3
(high) or a median of 8.0 FTE per 10,000 residents.

Population density can also help explain staffing
levels. Agencies that serve communities with greater
population density typically have more FTEs per
resident. Agencies serving communities with more
than 2,500 people per square mile may need staffing
closer to the higher quartile. Population density in the City of Palmdale is 1,599 residents per square mile.
4 2022 data was used to make accurate comparisons with data drawn from the demographics analysis. 5 It should be noted that the city invests greater than two million dollars additionally, in park maintenance contracts.

Another consideration is the distribution of positions.

Typically, agencies may dedicate 46% of FTE to
park operations and maintenance, compared
to 30% in recreation, 17% in administration, 3%
in capital development, and an additional 4% in
other categories. The City supports administrative
functions with only 2.7% of FTE and Park Maintenance
and Operations with only 8.5% of FTEs.

Staffing Considerations
This assessment suggests that operations and
maintenance appear to be under-staffed for the
number of parks, acres, trails, and the amount of
natural area acreage the Department manage and
also Department administrative functions are also
somewhat under-staffed.

The consultant team has determined that the
Department will need between 7 and 10 additional
positions to operate and expand its system over
the next 10 years, notwithstanding an anticipated
decrease in population. These positions may best
serve the Department if a majority are dedicated to
park operations and maintenance. 5
Figure 21: Staffing by Division between FY 2018 and 2023 0 20
40 60
80 100
120
T otal FTE
2018 2019 2020 2021 2022 2023
Recreation
Parks & Facilities
Events & Culture
Park Maintenance
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 59 Section 5: Organizational and Financial Analysis
60 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan SECTION 6

FINANCIAL ANALYSIS

CURRENT CIRCUMSTANCES
The Department adopts an annual budget
that sets priorities, guides staff, and provides
the primary resources to meet the parks and
recreation needs of City residents. The General
Fund is the primary operating fund (70%) and is
comprised of sales and property tax revenues,
grants, fees, and charges generated by the
Department and from transfer fees.
61 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan 2018
(Actual)
2019
(Actual)
2020
(Actual)
2021
(Actual)
2022
(Budget)
2023
(Budget)
Change
from
2018 to
2023
Recreation
Services $1,924,761 $2,107,400 $1,860,221 $2,251,400 $2,712,640 $3,097,030 60.17% Parks &
Facilities $2,528,574 $2,545,393 $2,417, 578 $3,802,700 $5,033,490 $5,423,720 114.62% Park
Maintenance $2,976,991 $3,421,984 $4,163,265 $4,177,181 $5,351,970 $5,672,180 90.53% Events &
Culture $1,253,010 $1,309,771 $1,281,587 $1,418,600 $2,119,440 $3,248,540 159.32% Total $5,706,345 $5,962,564 $5,559,386 $7,472,700 $9,865,570 $11,769,290 106.28% Table 17: Palmdale Operating Budget Trends FY 2018-FY 2023 Measuring the Financial
Health of the Department
There are several ways to gauge the Department’s
financial health. Benchmarking against other
similar communities can assist with planning
and leadership decisions. However, because
each community is different, benchmarking is
not intended to be the sole tool for making such
decisions. NRPA’s 2022 Agency Performance
Review offers opportunities to compare the
Department’s financial performance to other
agencies serving similar-sized communities.

Agencies serving similar-sized communities across
the U.S. provided data that is used to benchmark
against in this section of the master plan.

Revenue-to-Operating
Expenditures: Cost Recovery
Overall operating cost recovery is projected in the
2023 budget to be 30.8%. The resource allocation
policy shown in Figure 24 helps to ensure
resources are allocated and revenue opportunities
are appropriate to support community needs.

The City’s cost recovery is impacted by revenues
from the DryTown Waterpark. The fees collected
at the waterpark are intended to offset daily
operating costs at that facility, and are not able to
recover administrative overhead, maintenance and
safety personnel, park infrastructure preservation,
or park expansion.

The resource allocation and cost recovery
philosophy originally created by GreenPlay (now
BerryDunn) is the standard across the United
States. The philosophy is based on the concept
that while all parks and recreation facilities,
programs, and services are intended to improve
the lives of community members, not all should
necessarily receive the same level of subsidy. In
general, the more a facility, program, or service
provides a community benefit, the greater the
taxpayer subsidy. Programs that provide unique,
individual benefits are funded more by user
fees and may subsidize programs lower on the
pyramid. See Figure 22.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 62 Section 6: Financial Analysis

Palmdale Parks & Recreation Pyramid Resource Allocation Palmdale’s Parks & Recreation Department
offers premier services to residents in the City
of Palmdale. Our parks, recreation facilities,
programs and events strengthen community
image and enhance the quality of life enjoyed
by Palmdale’s residents. To become a leader
in the development of Palmdale’s future, the
Parks & Recreation Department contributes to
our economic growth through development of
unique facilities that provide diverse programs and
events, not offered elsewhere in the region. We
provide events that bring people together, thereby
encouraging community pride and making our
City an attractive place to live. We strive to create a healthy community for families and individuals by
preventing crime, while improving youth resilience.

Our programs are offered in a non-competitive
environment to help build character, encourage
self-esteem, and emphasize on the importance
of good sportsmanship. Our special use facilities
support economic development by attracting
residents and businesses, as well as tourists. Our
Department strives to demonstrate the benefits
of Parks and Recreation and continues to be
recognized as an essential service to our City
Council and the Palmdale community,
Figure 22: Palmdale Pyramid Resource Allocation Methodology

COST RECOVERY
0 - 25%
25 - 50%
50 - 75%
75 - 100%
FREE Community Beneﬁt/ Access
Community Beneﬁt
Balanced Beneﬁciaries
Substantial
Individual
Beneﬁt
Exclusive
Individual
Beneﬁt
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 63 Section 6: Financial Analysis

Exclusive Individual Benefit
Participants in programs and services at this level
primary focus on individual gain, either for profit
or promotion, and limit the public’s ability to use
public facilities for the community benefit. Profits
are obtainable at this level and assist in funding
other programs and users have high expectations
of expertise. The overall community benefit is low
to zero. Examples of services offered at this level
include private lessons, water park operations,
concessions and vending, merchandise sales, and
equipment rentals.

Substantial Individual Benefit
Considerable individual benefit is gained from
programs and services offered at this level. Services
target a very specific and limited group or team;
emphasize individual improvement. Examples
of services offered at this level include adult
recreation and leagues, city-hosted tournaments,
advanced aquatics, lifeguard academy, and
competitive events.

Balanced Beneficiaries
Providing a balance between community and
individual benefit is the focus of programs and
services offered at this level. Residents who
participate in these programs will come away with
positives experiences, enriched lives, a sense of
pride, and increased confidence. These individual
benefits help the overall community. Examples of
services offered at this level include youth sports,
camps, advanced instructional classes, theatrical
performances and headline concerts.

Community Benefit
Programs and service at this level provide a benefit
to the entire community. These programs promote
a sense of community and pride, use of outdoor
spaces, multi-generational family participation, are
supportive, provide a sense of safety, service, and
primarily benefit the community rather than the
individual. Examples of services offered at the level
include aquatic safety programs, education and
prevention programs, city sponsored community
events, youth and teen programming, senior social
services, adaptive and therapeutic programs, and
staff taught introductory classes.

Community Benefit/ Access
Programs and services at this level assist the City
of Palmdale Parks & Recreation Department in
achieving the goal of promoting healthy lifestyles,
celebrating cultural diversity, encouraging personal
development, and building a sense of belonging
by allowing for accessible and inclusive facilities.

The Department strengthens safety and security by
protecting every individual’s right to recreate in a
safe environment. Examples of services offered at
this level include access to city parks and trails, park programming, and volunteer led programs.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 64 Section 6: Financial Analysis

Operating Expenditures
per Capita
Another metric NRPA aggregates and reports
on annually in its Agency Performance Review is
operating expenditures per capita. In 2022, a typical
parks and recreation agency in a similarly sized
community, spends between $47 .88 and $155.62
per capita or a median of $75.88 per capita. In
2022, Palmdale spent $81.55 per person. This was
slightly higher than the median and well within
the typical range.

Community Members’
Tolerance for Current Fees
The needs assessment survey demonstrated that
residents feel both program and facility reservation
fees are appropriate and provide value. See Figure 23.

Department Operating
Expenditures
per Capita
Figure 23: Value for Fees

CURRENT FEES
Respondents generally feel that fees are acceptable for the value received for both programs and facility reservation. 43 Invite Open Overall
Programs
Fees are underpriced for the value received
Fees are acceptable for the value received
Fees are too high for the value received
Don't know/unsure
n=
Facility
Reservation
Fees are underpriced for the value received
Fees are acceptable for the value received
Fees are too high for the value received
Don't know/unsure
n=
1%
32%
17%
50%
208
20%
12%
67%
172
3%
45%
21%
31%
639
2%
25%
19%
54%
559
2%
42%
20%
35%
847
2%
24%
18%
57%
731
Recreation? (MARK ONLY ONE CIRCLE FOR PROGRAMS AND ONE CIRCLE FOR FACILITY Source: RRC
$81.55 /
Year
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 65 Section 6: Financial Analysis

Traditional Parks, Recreation Operations, and Capital Development Funding Sources The City was provided a document as a staff
report that illustrates additional funding sources
commonly used by parks and recreation agencies.

This document may help the Department to shape
future funding opportunities.

A few specific opportunities the Department is
encouraged to consider:

COMMUNITY FACILITIES DISTRICTS
Mello-Roos is enabling legislation that allows a
California special tax district that sells bonds and
levies taxes to fund new or additional community
facilities and services within specific boundaries.

Each special tax district is called a Community
Facility District (CFD). Voters within each CFD must
pass by a super-majority (2/3 approval), which
gives it the ability to sell bonds to raise money to
fund public improvements, such as roads, schools,
parks, police services, and other amenities desired
by the community. It also provides the CFD with
taxing authority on district residents when the tax
is used to pay off the bond principal, interest, and
administrative fees. The fees can be established
through a vote of developers prior to building,
in which case new homeowners assume the
responsibility without a vote. In 2024, voters in the
state of California will consider a measure to amend
the state constitution and change this to 55%, making
approval of new CSDs much more achievable.

ESTABLISHMENT OF A FOUNDATION AND

MATCHING GRANTS
Many grant-makers will provide funding only on the
condition that an amount equal to the size of the
grant can be raised from other sources. This type of
grant is another means by which foundations can
determine the viability of an organization or program.

Establishment of a grassroots foundation dedicated
to supporting Palmdale parks and recreation as a
preferred way to use matching grants.

EFFICIENCIES
Efficiencies such as energy audits, and use of
electric vehicles, including installation of electronic vehicle charging stations (quick-charge) across the
City in parks can drive participation and provide
invaluable service to the community while reducing
operating costs over time.

IMPACT FEES
The Department’s impact fees as authorized by
Palmdale’s municipal code were evaluated and a
report was provided as a staff document. While
impact fees will continue to be a funding source
when new development occurs, it is not anticipated
to grow in importance due to declining population.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 66 Section 6: Financial Analysis

Assessment of Palmdale Impact Fees/Dedication of Park Land and Fees in Lieu of Park Land Dedication
BerryDunn broadly assessed the status of
Palmdale’s Park Impact Fees. This assessment is not
intended to recommend new fees, take the place
of a methodology study, or review by appropriate
legal counsel.

The Palmdale Municipal Code, Section 3.34.040
directs that developers pay a fee or dedicate land
in lieu of such fee. The City’s planning commission
has authority to determine suitability of land to be
dedicated, and funds are to be held in reserve in a
dedicated parks impact fee fund. Among the many
requirements to implement an impact fee program,
the City must demonstrate a need for additional
park spaces.

Determining the Need
There are two ways to justify the need for
developed parks eligible for impact fees or
dedication of land in lieu of fees.

1. Current capacity or deficiency in meeting
current level of service

2. Future population growth that drives the
need to develop additional park land as the
population grows
In both cases, to collect impact fees, a reasonable
relationship must exist between the development
and the impact on the parks and recreation system.

This is much easier to determine in number 2
above, as related to new residential developments
where a new park is often located in the general
area of development. For more information,
consult California Government Code Section 66477 .

Current Capacity/Deficiency in
Meeting Current Level of Service
The City’s General Plan calls for a minimum level of
service for the community (LOS) of five acres per
1,000 population for all park space.

As shown in the level of service analysis, the City
is currently not meeting the requirements in the
general plan for level of service. While there are
deficiencies and thus capacity to collect impact
fees, typically, a fee cannot be imposed to address
existing deficiencies except where they are
exacerbated by new development. As approval of
permits for each development is considered, the
City is encouraged to consult with legal counsel
to determine the nexus or reasonable relationship
with each residential development. Application
of the government code can vary based on
negotiation with developers and this is important
to ensure proper compliance.

Park Development Based on
Population Growth
Since the population in Palmdale is anticipated
to decrease by 2027, it may be challenging for
the City to establish the nexus or reasonable
relationship between development and impact.

However, bringing the level of service in line with
the general plan level of service and collecting
impact fees for that purpose can be appropriate
if the funds are used to increase park capacity to
address the impact of the new development. Given
the decrease in population, there may not be a
significant amount of new residential development
or impact fees that can be collected in the future.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 67 Section 6: Financial Analysis

Current Fees
Current fees in the June 2023 City of Palmdale
Master Fee Schedule follow direction from the
City’s Municipal Code for residential impact fees.

Current fees are $7,070.75 per single family dwelling
unit. Attached dwelling units are $2,981.25 per
bedroom, up to $8,616 (three bedroom maximum).

Mobile homes are $4,944.

Each year, a determination is made by the Palmdale
finance director to increase the fee based on
increased costs of development as documented
in the Engineering News Record. The fee is
recommended annually, for a July 1 adoption by the
City Council.

There is no mention in the municipal code for
industrial or commercial impact fees which is
somewhat common.

Computing the fees is generally done with the
following formula, as documented in a published
methodology study. An updated methodology
study should be completed every five years.

1. Population growth divided by number of
residents per household = number of new
dwelling units.

2. Cost of current park construction (land and
development)/new dwelling units = Impact fee
or fee in lieu of land dedication.

General Practices That May Assist with
Future Impact Fee Decisions
A review of Section 3.34 of the City’s Municipal Code
suggests that each of the general practices discussed
below have been incorporated into the City code
or are implied. There are no recommendations to
change the City code at this time.
• The imposition of a fee must be rationally linked
(the “rational nexus”) to an impact created by a
particular development and the demonstrated
need for related capital improvements pursuant
to a capital improvement plan and program.
• Some benefit must occur to the development as
a result of the payment of a fee.
• The amount of the fee must be a proportionate
fair share of the costs of the improvements made
necessary by the development and must not
exceed the cost of the improvements.
• A fee cannot be imposed to address existing
deficiencies except where they are exacerbated
by new development.
• Funds received under such a program must
be segregated from the general fund and used
solely for the purposes for which the fee is
established.
• The fees collected must be encumbered or
expended within a reasonable time frame
to help ensure that needed improvements
are implemented.
• The fee assessed cannot exceed the cost of
the improvements, as credits must be given for
outside funding sources (such as federal and
state grants, developer-initiated improvements
for impacts related to new development, etc.)
and local tax payments which fund capital
improvements.
• The fee cannot be used to cover normal
operation and maintenance or personnel costs,
but must be used for capital improvements,
or under some linkage programs, affordable
housing, job training, child care, etc.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 68 Section 6: Financial Analysis

• The fee established for specific capital
improvements should be reviewed at least every
two years to determine whether an adjustment is
required, and similarly the capital improvement
plan and budget should be reviewed at least
every five to eight years.
• Provisions must be included in the ordinance
to permit refunds for projects that are not
constructed, if no impact will have manifested.
• Impact fee payments are typically required
to be made as a condition of approval of the
development, either at the time the building or
occupancy permit is issued.

KEY FINDINGS
The analysis included the observations and
assessments from community input, staff focus
groups, and community satisfaction ratings. This
analysis resulted in the following key findings:

1. The City’s investment in parks and recreation
services is higher than the national median and
within range to what would is appropriate

2. The City’s investment in parks and recreation is
deficient in FTE, approximately 7 – 10 less FTE
than the national median compared to similar-
sized communities. Park maintenance and
operations, and administrative staffing are both
lower than other typical agencies

3. The City’s investment in parks and recreation
has increased substantially since 2018

4. The cost recovery to deliver parks and
recreation services is excellent, as a result of
DryTown Waterpark revenues

5. The Department operates within a well-defined
resource allocation/cost recovery model

6. The Department identified alternative funding
methods that potentially may be used to
support the Department. The consultant
team recommends the Department consider
community facilities districts for all new
park development, and establishment
of a foundation to act as a funding arm
for the Department.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 69 Section 6: Financial Analysis

70 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan SECTION 7
BerryDunn assessed parks maintenance and
operations resources and practices to help
the City of Palmdale deliver parks, trails, and
open spaces that are efficiently managed.

This assessment identifies best practices and
recommendations that are carefully aligned
with the current priorities identified in the needs
assessment survey and community engagement
portion of this master planning process.

MAINTENANCE AND

OPERATIONS ANALYSIS
71 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan Operation and Maintenance of
Parks, Trails, and Open Spaces
In 2022, the City served an approximate population
of 169,517 residents, which is anticipated to decrease
2% to 165,626 by 2027. During this time, the adult
population is increasing while youth are decreasing
as a percentage of overall population. Palmdale is
also growing more diverse as Hispanic populations
continue in increase. These demographic changes
impact the type and density of park use and how
the parks are operated and maintained.

Currently, the City mainta ins 368 acre s of parkland
at 22 locatio ns, 7.43 acres of other p ark spaces,
and 494.96 acres of undeveloped land. Population
density is moderate at 1,599 residents per square
mile. The City operates and maintains 15.59 miles of
paved and unpaved trails.

In addition to maintaining o utdoor parks and trails,
the City’s Public Works Department maintains
recreation facilities, to include four aquatic
facilities. Specifically, facility m aintenance is
responsible for 730,127 square feet of recreation
facility space. Public works responsibilities include:
• Parks, trails, and open spaces
• Building maintenance of recreation centers,
gymnasiums, swimming pools, etc.
• All pathways and parking lot lighting
• Domestic waterlines/ restrooms, lighting, etc.
• Best of the West – large diamond fields complex
• Sports lighting and lighting controls
• Palmdale Amphitheater – lighting, infrastructure,
restrooms, etc.
• DryTown Water Park
• Joe Davies Heritage Airpark
Community Satisfaction
with Parks Operations and
Maintenance
The master plan needs assessment survey
demonstrated that Palmdale residents are generally
satisfied with park maintenance. Both the random
and open link surveys showed that on a scale of 1 (not
satisfied) to 5 (very satisfied), that survey respondents rated park maintenance 3.6. The survey suggested
that only 17% of residents are dissatisfied with the
level of park maintenance. See Table 19.

Park Maintenance & Landscape
Invite Open
Very Satisfied 24% 28%
Satisfied 31% 29%
Neutral 27% 26%
Slightly
Satisfied 17% 16%
Not at all
Satisfied <17% <16%
Avg. 3.6 3.6
n= 167 741
Table 19: Satisfaction with Park and Landscape Maintenance The City of Palmdale recognizes five political districts for which differences in park maintenance occur.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 72 Section 7: Maintenance And Operations Analysis

The Importance of Quality
Park Maintenance
Proper maintenance of parkland can create
positive user experiences, while the inverse, poor
maintenance, can lead to accelerated depreciation
of park components and amenities, increased
inappropriate use of the spaces/crime, gang activity
and vandalism, and decreased property values.

The parks maintenance team is continuously
visiting parks and is in a best to help preempt
nuisance behavior, with community member
satisfaction being the highest priority.

Results of the needs assessment survey illustrate
those items and tasks that would lead to greater
participation in parks and activities. Among sixteen
choices, survey respondents (48%), rated enhanced
maintenance of parks and facilities as the fourth
highest priority. See Figure 24.

Figure 24: Greater Participation and Use of Parks and Activities 0 10 20 30 40 50 60 70 80
Stronger enforcement of regulations
Improved communication about offerings
More facilities, ﬁelds, and amenities
More programs/ special events
Enhanced/maintenance of parks and facilities
More shade at parks
More lighting (parks, trails, and facilities)
Better safety and security
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 73 Section 7: Maintenance And Operations Analysis

Financial Investment in Parks
and Facilities Maintenance
The City allocates operating funds from its general
fund and a maintenance fund. The City has
increased available funding for parks maintenance,
consistently since 2020.

Park Maintenance and
Operations Funding General Fund
FY 2020 $4,163,265
FY 2021 $4,177,181
FY 2022 $5,351,970
FY 2023 $5,672,180
Table 20: Parks Maintenance and Operations Budgets
FY 2019-2023
To evaluate funding levels, it is helpful to
benchmark against other typical agencies serving
similar populations. The National Recreation
and Park Association annually publishes an
Agency Performance Review that consolidates
financial information for over 1,000 parks and
recreation agencies around the country. This
data is self-reported.

Typical parks and recreation agencies
(municipalities, counties, special districts, etc.) of
similar size to the City of Palmdale may expend
from $3,082 (Low) to $14,045 (High) with a median
of $7,323 to maintain the 488.43 of park and non-
park space. The City (the Parks, Recreation and
Cultural Services, and Public Works Departments
are budgeted to spend $11,613 which is above the
median but below the high level of investment.

Park maintenance budgets include work completed
by both internal staff and contracted services.

Contracted staff are used to create high service
levels, fill gaps in safety and sustainability to
promote the greatest return on investment made in
parks maintenance.

This suggests that the City’s investment in parks
maintenance is at an acceptable and appropriate
level, especially given the high community priority
placed on high quality park maintenance. Even so,
the cost of contracted park maintenance services
continues to grow with limited scopes of work.

Appropriate staffing to maintain large parks and to
keep smaller neighborhood parks on regular routes
can improve return on the City’s investment in
park maintenance.

Staffing Resources Dedicated
to Parks and Facilities
Maintenance
The Park Maintenance Superintendent oversees
daily operation and maintenance of the park
system. Assisting the Superintendent are 9.39 Full-
Time Equivalent (FTE) that include one parks senior
maintenance specialist, maintenance lead worker,
three maintenance specialists, three maintenance
Worker II positions, and an additional 1.39 FTE in
part-time and casual positions. Park maintenance
staffing amounts to only 8.5% of staffing dedicated
to delivering typical parks and recreation services
which is significantly low. Staffing overall for the
Department and Public Works dedicated to parks
and recreation is insufficient by 1.5 FTE for each
10,000 residents. This is, however, impacted by the
high level of contracted services.

An additional 6 FTE are dedicated to maintaining
Palmdale’s recreation facilities. A majority of effort
(two-thirds) of this time is spent maintaining the
City’s four aquatic facilities.

The Department accomplished a great deal of the
work by contracting for many basic maintenance
services. The City budgeted in 2023 to spend
$2,647,500 or 41% of the parks’ maintenance budget
on these contracted services. This is the largest
single line item in the parks’ maintenance budget.

The City may be served well by continuing to
analyze the return on contracted services. These
funds may receive a better return on investment is
reallocated to internal staffing that could provide a
greater level of flexibility.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 74 Section 7: Maintenance And Operations Analysis

The contracted services include park landscape
maintenance and groundskeeping, opening
and closing entry gates, vandalism abatement,
preparing fall protection surfaces, maintaining,
and emptying trash receptables, weekly turf
maintenance, weekly irrigation, and planter
maintenance. While the staff work diligently to
monitor and report deficiencies of contracted
staff, a higher level of service may be possible from
these resources. Notably, a significant amount of
the increase in the parks’ maintenance budget is
due directly to the increasing costs associated with
the contracted services. The growth of the Park
Maintenance budgets, since 2018 can be attributed
to the new professional landscape maintenance
services contract that went into effect in 2018.

Athletic Fields Maintenance
The Department could benefit from a needs or
demand analysis for both diamond and rectangle
athletic fields. Currently, permit holders prepare
the rectangle fields for use and diamond fields are
prepared by City staff. The fields may be overused
and do not typically have rest periods to regenerate
turf. Basically, staff attempt to accommodate too
many users with too few fields. They currently do
not have an overseeding program or an effective
integrated pest management program. When staff
attempt to close fields to rest them, sports user
groups complain. These use issues are further
exacerbated during rain when the general public
causes damage, even when the fields are closed.

Park Security
Among the highest of priorities for improvement in
the needs assessment survey was improved safety
and security in the parks. See Figure 25.

Park issues include vandalism, homelessness,
illegal dumping, and other inappropriate
uses of the parks. Activation of the parks with
events can be helpful as can implementing and
strict adherence to Crime Prevention Through
Environmental Design Principles (CPTED) both in
existing and new parks. While primarily applied
during planning for parks, community concerns
are so prevalent around safety and security, that
steps to renovate or apply the principles to existing
parks are certainly warranted and recommended.

Addressing issues resulting from considerable
homelessness and graffiti continue to create
challenges with maintaining parks in a preventative
vs. reactive manner.
0 10 20 30 40 50 60 70 80
Better customer service/staﬀ knowledge
Stronger enforcement of regulations
Improved communication about oﬀerings
More facilities, /f_ields, and amenities
More programs/ special events
Enhanced/maintenance of parks and facilities
More shade at parks
More lighting (parks, trails, and facilities)
Better safety and security
Figure 25: Priorities for Improvement
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 75 Section 7: Maintenance And Operations Analysis

Natural Surveillance
The fundamental premise is that criminals do not
wish to be observed. Surveillance or the placing
of legitimate ‘eyes in the parks’ increases the
perceived risk to offenders. This may also increase
the actual risk to offenders if those observing
are willing to act when potentially threatening
situations develop. Therefore, the primary aim of
surveillance is not to keep intruders out (although it
may have that effect) but rather, to keep intruders
under observation.

Natural Access Control
Natural access control relies on doors, fences,
shrubs, and other physical elements to keep
unauthorized persons out of a particular place
if they do not have a legitimate reason for being
there. Nonphysical or ‘psychological’ barriers can
be used to achieve the objective of access control.

These barriers may appear in the form of signs,
paving textures, nature strips, or anything that
announces the integrity and uniqueness of an area.

The idea behind a psychological barrier is that if
a target seems strange, or difficult, it may also be
unattractive to potential criminals.

Territorial Reinforcement
People naturally protect a territory that they
feel is their own and have a certain respect for
the territory of others. Clear boundaries are
achieved by using physical elements such as
fences, pavement treatment, art, signs, good
maintenance, and landscaping which are ways to
express ownership. Territorial reinforcement can
be seen to work when a space, by its clear legibility,
transparency, and directness, discourages potential
offenders because of users’ familiarity with each
other and the surroundings. The use of bollards
and locked gates when parks close can be effective.

Maintenance and Management
This is related to the neighborhood’s sense of
‘pride of place’ and territorial reinforcement. The
more dilapidated an area, the more likely it is to
attract unwanted activities. The maintenance and
the ‘image’ of an area can have a major impact on
whether it will become targeted. Basically, well-
maintained parks are easier to keep clean and are
more efficiently managed.

Maintenance and Operational
Effectiveness
It is general policy to provide equity of maintenance
across a park system where all parks get
maintained in the same, consistent manner.

With that said, the differing satisfaction between
political zones suggests that not necessarily to
be the case in Palmdale. This can be due to older
fields, capital needs, and other factors outside of
daily parks maintenance.

The four key principles of CPTED documented in the Crime Prevention Through Environmental Design Principles Guidebook, published by the National Crime Prevention Council, October 2003. They could be significantly advanced by increased presence of both maintenance and parks and recreation staff. The principles are:

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 76 Section 7: Maintenance And Operations Analysis

Goals and Standards
• All litter should generally be removed from
the parks daily within 24 hours. Litter control
minimum service may be two to three times per
week in very low use areas.
• Graffiti should be removed within 48 hours/24
hours if offensive language/graphics. The City
should maintain an inventory of replacement signs.
• Repairs to assets and elements should be made
within 48 hours and signs posted closing an
amenity needing repair. Repairs to all elements
should be done immediately when problems
are discovered provided replacement parts and
technicians are available to accomplish the job.

When disruptions to the public might be minor
and the repair is not critical, repairs may be
postponed to a time that is least disruptive to the
usage patterns.
• Restroom maintenance and service should be
completed daily, each day a restroom is open to
the public, and as needed based on permits.
• Park inspections should be comprehensive
and completed weekly; staff should inspect
restrooms and playgrounds daily.
• Irrigation should be sufficient for turf to have a
healthy appearance. Priority areas for irrigation
should be reviewed annually.

Developing the Maintenance
Program Plan
While no universal standards exist that illustrate
tiers of park maintenance across all park systems,
the National Recreation and Park Association
(NRPA) publishes guidance in the Management of
Park and Recreation Agencies, 4th Edition. 6 This
book provides some helpful guidelines:
• The system must be well organized based on the
needs of the organization
• Maintenance goals, objectives, and standards
should be established
6 Management of Park and Recreation Agencies, 4th Edition, Edited by Merry Moiseichik, 2016 • Use time, personnel, equipment, and materials
efficiently and effectively
• Develop work schedules based on established
policies and priorities
• Emphasize preventative maintenance
• Make sure adequate resources to get the job
done are available
• Incorporate environmental stewardship in the
maintenance program
• Assume responsibility for visitor and employee
safety
• Ensure compliance with federal, state, and local
laws and regulations
• Make maintenance a primary consideration
during design and construction
The level of maintenance established for different
parks is based on the type of usage, safety
concerns, individual components, the design
of the park and a variety of other factors. Park
maintenance efforts should always follow a sense
of equity to ensure all parks best meet the entire
community’s needs.

It may be most helpful to adopt Department park
maintenance standards in tiers based on recognized
criteria. Parks should be assigned to each tier,
recognizing that there may be cross over between
tiers, based on the design, use, and amenities in the
parks. Maintenance standards may be challenging
to implement given the current contracts. As
contracts are renewed or started, maintenance
standards should be carefully annotated as part of
the contractor’s scope of work.

Table 21 highlights some of the NRPA’s previously
established park maintenance tiers that may be
helpful to the Department. These are meant to be
general guidelines to assist with setting defensible
and appropriate maintenance standards. Parks
in the City receive equitable daily operating and
weekly landscape maintenance frequencies. As the
Department works toward development of new
park maintenance contract specifications, current
park maintenance service tiers will be reviewed.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 77 Section 7: Maintenance And Operations Analysis

Park Maintenance Tier
Criteria
TIER 1 These parks have high
participation, often sports related,
may have greater community visibility,
and may provide events and other
connections to trails and community
facilities. Any element that has a very high
safety risk exposure (i.e., play equipment,
splashpads) are considered Tier 1.

Additionally, certain environmentally
sensitive Conservation/Natural Resource
Management Areas may be considered
Tier 1. A great deal of permitted picnic
space may warrant higher maintenance
tiers.

TIER 2 Parks with reasonably moderate
visitation that accommodates structured
recreational programs, services, and
events. Moderate permitted space as
well.

TIER 3 Moderate to low maintenance
applications usually associated with low
levels of visitation. Often natural areas,
trail systems that do not require a higher
level of maintenance. These are parks
that generally provide more passive than
active recreation.

TIER 4 Natural spaces without amenities
and undeveloped property.

Table 21: Park Maintenance Tiers

KEY FINDINGS RELATED

TO PARK MAINTENANCE

AND MANAGEMENT
The key findings were identified from both
this assessment and from input received from
parks maintenance and operations staff. The
highest priorities seek to address efficiency,
improved athletic fields, infrastructure, and asset
life cycle management.
• Overall, Palmdale residents are happy with park
maintenance and operations.
• While overall resources appear appropriate, internal
FTE falls below what might be expected. The City is
encouraged to reassess services that are contracted
to determine a best mix between City employees
and contracted functions.
• The City does not have or utilize an operations
and maintenance estimating system to accurately
identify park maintenance costs. As a result,
staffing has been reduced over time white
introducing new requirements without necessarily
providing accompanied resources. An O&M
estimating system, a commitment to always add
O&M resources at the time any capital project is
approved, and an asset management program are
required for high-functioning park maintenance
and management.
• An updated Integrated Pest Management Program
(IPM) can greatly assist the Department. Use of safe
pre-emergent products would likely reduce the
level of effort required to maintain landscape areas.
• Vandalism and homelessness are challenging,
especially in the central part of the City. Parks across the City are impacted by inappropriate behavior
brought about, in part by homelessness. Melvin J.

Courson Park, William J. McAdam Park, Poncitlán
Square Civic Center, and trails are particularly
impacted. Activation of the parks with events and
a formal approach to the use of CPTED principles
may be helpful.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 78 Section 7: Maintenance And Operations Analysis

• The City suffers from decades of deferred
maintenance. It is important to quantify and
seek funding to remedy the deferred issues
as deferred maintenance typically grows
exponentially over time.
• A preventative maintenance schedule may assist
the Department to be more efficient and effective.

There is a need to move toward a more proactive
approach.
• While the City is completing an ADA transition plan,
it may be very helpful to create a parks-specific
access plan, documenting access barriers.
• Maintenance contracts should be reevaluated for
both scope, price, and non-performance penalties
with a focus on return on investment compared
to the provision of park maintenance by internal
staffing, as a primarily way to evaluate the contracts. • Over time, there will be a need to increase the
number of Full-Time Equivalent (FTE) positions for
park maintenance workers I/II and maintenance
helpers. Focus these resources on larger parks;
smaller neighborhood parks may be more
appropriate to remain contracted out.
• Expanding use of contractors in specialty areas
of turf care, and athletic fields may be helpful.

Where possible, pair staff with contractors to create
training opportunities.
• Development of a plan for improving the condition,
of sustainable practices, standards, appropriate
equipment, better use of fertilizers and fertilizer
injectors, broadleaf management, rest periods, and
best practices may be helpful.
• A focus on ensuring funding, infrastructure, and
appropriate equipment is in place that allows
staff a proactive approach to maintenance can be
helpful. A focus on windshield time, and best use of
maintenance shops is needed.

KEY FINDINGS

RELATED TO FACILITY

MAINTENANCE
The City does not have or utilize an operations
and maintenance estimating system to accurately
identify facility maintenance costs. As a result,
staffing has been reduced over time while
introducing new requirements without necessarily
providing accompanied resources. An O&M
estimating system, a commitment to always add
O&M resources at the time any capital project is
approved, and an asset management program are
required for high-functioning facilities management.
• There is a need to focus on recruiting
trades positions and put in place incentive
opportunities to be competitive in the market.
• A preventative maintenance schedule may
assist the Department to be more efficient and
effective. There is a need to move toward a more
proactive approach.
• The Department should consider investment in
cameras and/or other safety measures that may
help to deter vandalism and other inappropriate
behavior in parks.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 79 Section 7: Maintenance And Operations Analysis

80 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan SECTION 8
WHAT WE HAVE – PARKS

AND FACILITIES INVENTORY
The City of Palmdale currently covers 106 square
miles and is located within the Mojave Desert,
60 miles north of downtown Los Angeles in the
Antelope Valley. To the north, it is bound by
the City of Lancaster and the unincorporated
community of Quartz Hill, to the east it is bound
by the unincorporated communities of Lake Los
Angeles and Littlerock, to the south it is bound
by the unincorporated community of Acton and
to the west is bounded by the unincorporated
community of Leona Valley. State Route (SR) 138
runs from the north-west corner to the south-
east corner of the City. The City is accessed by
the Antelope Valley Freeway (SR-14) and lies
within the transition zone between the foothills
of the San Gabriel and Sierra Pelona Mountains.
81 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan The City of Palmdale currently operates 22 parks,
totaling nearly 400 acres, which provide a variety
of amenities and facilities for residents and visitors
alike. The City’s parks include a mix of active
and passive leisure amenities, such as, open turf
areas, playgrounds, basketball courts, tennis
courts, skateparks, walking paths, softball fields,
sand volleyball courts, picnic tables and public
restrooms.

To increase its non-vehicular connectivity, the
City has taken on the arduous task to increase its
formalized trail network in an effort to improve
access between residential neighborhoods and
public facilities. The City’s current trail and bike
network includes the Avenue S Bike Trail, a Class 1
bike path, which runs approximately 1.5 miles east
to west along Avenue S, from Aerospace Highway
to Hamilton Place, the 1.5-mile Barrel Springs
Trail which connects Tejon Equestrian Park to
Pearblossom Highway and the 1.1-mile Amargosa
Creek Trail. Additional City trails include the
Ritter Ridge Trail and the Joshua Ranch Loop that
offer hikers and mountain bikers over 11-miles of
uninterrupted trails.

In addition to its built facilities, several parcels
of land are currently planned for future City
park development. This land encompasses over
340 acres, which would nearly double the size
of the City’s existing assets. Most of these parks
will be constructed in the future as Specific Plan
development phases, completed by private
developers. Parcels which are publicly owned
will be constructed as funding and/or public
need arises.

The residents of Palmdale value their parks and
open space. Improving parks and open space
access is critically important to the community.

The unanimously adopted Parks, Recreation
and Open Space element of the ‘Envision
Palmdale 2045’ General Plan aims to increase
park access and service across the City by
strategically identifying future park priority areas in underserved neighborhoods.

The inventory and assessment of the existing park
system, performed on February 18 and 19, 2023, is
a vital step in this planning process to understand
the physical condition of the City’s assets. This
inventory is intended to build off the City’s previous
parks and recreation master plans and studies
by evaluating past recommendations, inventory
and assessment, current geographic information
databases, and physical on-site assessments by
looking at each asset in terms of location, number,
size, and quality.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 82 Section 8: What We Have - Parks And Facilities Inventory

PARKS INVENTORY FINDINGS
Condition
Except for the recently opened Rancho Vista Park,
in general the parks and amenities visited were
observed to be in an average state of condition.

This is primarily due to the age of amenities within
the park system and maintenance practices which
have prolonged their life cycle. There were no
amenities or facilities noted as posing a safety
hazard. There are a number of amenities, that
due to their age, will soon need accelerated
maintenance plans and/or complete replacement.

Maintenance
While the City has done a good job with routine
maintenance and general upkeep of its older parks,
an upgrade and/or full replacement of amenities
will need to be addressed in the very near future.

As these amenities continue to age, additional
challenges in maintaining them will arise for the
City if not upgraded or replaced soon. The City
should be aggressive in implementing a plan to
identify existing park and amenity upgrades for
future CIP projects.

Tur f
During the on-site assessments, it was noted
that most open turf areas are in need of general
grading and drainage improvements to minimize
low spots, address slope erosion, and improved
or replaced irrigation systems to maximize healthy
turf growth. The City should focus on strategic
turf improvements and/ or reductions, as they
will ultimately increase the usability and future
programming opportunities for these spaces, as
well as, reduce maintenance and water costs.

Mature Trees
Trees within the parks on the east side of the City
are large, mature and provide great shade from the
desert sun. While these trees are a great asset due
to their size and aesthetic appeal, some appear
to be declining in health due to age and other
environmental factors. Removing all mature trees
at one time would be devastating to the character
of several facilities and should be avoided when
possible. It is recommended that the City undergo
a tree life cycle analysis to understand the impacts
the trees age may have on future maintenance.

ADA Compliance
If it has not done so recently, it is recommended
that the City undertake a full Americans with
Disabilities Act (ADA) compliance review effort
to inspect existing facilities, conduct self-
evaluations, and update its transition plan as
needed to continue meeting the standards and
regulations for ADA-compliant accessibility at its
parks and facilities.

Parking Lots
The asphalt-concrete pavement is showing signs
of cracking due to age in many of the park parking
lots. It is recommended that the City seal coat all
surface cracks, at the most, every three years for
ease of maintenance and to increase the surface’s
life expectancy. In most cases the existing parking
pavement and subbase have significant life
remaining before replacement will be required.

Irrigation Systems
As a part of these on-site assessments, irrigation
systems were only visually inspected. Several instances of overspray onto amenities and incomplete coverage
were observed. It is recommended that the City
undertake a system-wide irrigation audit to fully
inventory and assess the existing irrigation systems
and maintenance practices at all parks and facilities.

The audit should evaluate the existing equipment,
available supply and demand, hydraulic analysis and
prioritized recommendations and costs for necessary
improvements. Identifying deficiencies in the irrigation systems and fixing them will help lead to consistent,
quality turf and open space areas that will in turn
strengthen the number of programming opportunities.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 83 Section 8: What We Have - Parks And Facilities Inventory

Lighting and Electrical Systems
It appears that many existing lighting and electrical
systems have been repaired and replaced on a
case-by-case, as-needed basis. In June 2021, the
City undertook a lighting survey by Musco to
review and assess its existing sports field lighting
systems. It is recommended that the City undertake
a similar, systemwide lighting and energy study for
its other lighting systems to develop alternatives
and solutions for improving lighting by retrofitting
existing fixtures for greater efficiency and energy
savings. The incorporation of smart emerging
technologies can be planned and incorporated into
new infrastructure implementation.

Facilities
A Facility Condition Assessment for structures,
such as community centers and restroom
buildings, was not undertaken as a part of this
project. Facilities were only visually inspected. It is recommended that the City undertake a condition
assessment for each of its facilities. The assessment
should determine condition, average remaining
useful life expectancy, code violations, reason
for deficiencies, effect on structure or occupancy
with required maintenance and repair works.

Additionally, calculation of the costs for each
deficient condition utilizing nationally recognized
estimating standards should be included.

In general, the overall impression of the City of
Palmdale’s existing park system is as follows:
• Parks and facilities are generally well distributed
in currently developed areas and have a
consistent variety of amenities at each location.
• Park signage and amenities lack consistency and
standardization.
• Park amenities lack meaningful structural or
natural shade.
• Maintenance is good and has prolonged
the life of many aging amenities. Minimal
instances of vandalism or public safety hazards
were observed.
• Amenities appear to have been replaced
individually, on an as-needed basis.
• Site lighting (parking, pedestrian, etc.) is aging
and lacks sufficient photometric coverage.
• Newer parks have a uniqueness and individuality
which older parks lack.
• Open turf areas and fields are in need
of miscellaneous grading, drainage and
irrigation upgrades.
• Open turf areas in newer parks are limited to
usable spaces and more sensitive to water-usage
in the desert environment.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 84 Section 8: What We Have - Parks And Facilities Inventory

PARKS INVENTORY SUMMARY
The table below highlights the City’s 22 developed parks and facilities, which were inventoried and assessed as a part of this study.

Park Name Park Type Year Acres
Amargosa Creek Trail Trailhead 2019 -
Anaverde Park Trailhead 2019 -
Arnie Quinones Park Neighborhood 2007 6.43
Barrel Springs Trail Trailhead 1996 2.98
Desert Sands Park Community 1996 -
Domenic Massari Park Community 1991 19.48
Dr. Robert C. St Clair Parkway Greenway 1995 38.33
Foothill Park Neighborhood 2003 9.48
Joe Davies Heritage Airpark Specialty 2011 12.33
Joshua Hills Park Neighborhood 1997 12.27
Joshua Ranch Trail Trailhead 1989 3.59
Legacy Park Neighborhood 2021 -
Manzanita Heights Park Neighborhood 2011 0.94
Marie Kerr Park Community 1988 4.18
Melville J. Courson Park Neighborhood 1994/2005 76.95
Palmdale Oasis Park Community 2005 31.06
Pelona Vista Park Community 2000 76.16
Poncitlán Square Specialty 1998 2.20
Rancho Vista Park Neighborhood 2022 3.50
Sam Yellen Park Community 2017/ 2024 24.43
Tejon Park Equestrian Arena Specialty 2007 19.84
William J. McAdam Park Community 1972 19.07
Average Age (Years) 23 368.26
Table 21: Parks and Facilities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 85 Section 8: What We Have - Parks And Facilities Inventory

In addition, there are joint-use open spaces which
are undeveloped and/or minimally amenitized
which are not formally recognized/ branded
as Palmdale assets, which the City owns and
maintains. These properties are typically small and
included within larger residential developments.

Some include turf, benches, and other minor
amenities, while others are retention basins or
undeveloped altogether.

Other Parks Acres
15th St East & Ave R-7 0.91
19th St East & Ave R-8 0.84
20th St East & Cedarbrook 0.21
12th St East & Avenue R-8 0.91
Avenue R-8 & Gilworth 0.49
Spanish Broom & Waltham 0.24
Summerwind & Amargosa 0.56
Windsor Place & Wales Street 0.39
Zinnia St & Spanish Broom 0.84
Manchester St & 45th Street East 2.04
Total 7.43
Table 22: Other Parks
Along with its developed parks and facilities,
the City has had the foresight, through careful
planning, to identify additional park land for
future development. This land is not all currently
owned by the City or protected as open space. The
following table identifies these parks/ parcels and
their respective sizes.

Undeveloped Parkland Acres
A.C. Warnack Nature Park 131.26
Arnie Quinones Park Phase II 7. 50
Anaverde Nuevo Neighborhood
Park 24.60
Anaverde Nuevo Open Space 1,013
Desert Sands Expansion 7.0 0
Future Park Site 75th St & R-8 10.37
Future Park Site 70th St North Of
Ave. R 9.52
Future Park Site 28th St E & R 8
& R-10 2.61
Joe Davies Heritage Park Phase II 26.0
Palmdale Oasis Park Phase II 4.0
Palmenthal History Park (Ave S /
20th E.) 16.30
Quail Valley Open Space 395.0
Ritter Ranch Parks 103.7
Ritter Ranch Open Space 4,089.38
Total Parks 342.86
Total Open Space 5,497. 38
Table 23: Undeveloped Parkland
The following tables show the quantity and variety
of amenities and facilities that the City provides
within each of its 22 assets.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 86 Section 8: What We Have - Parks And Facilities Inventory

Amenity/ Facility Qty
Aquatic Center (Waterpark) 1
Aquatic Center (Pool) 4
Baseball Field (Lighted) 1
Basketball Court (Lighted) 9
Basketball Court (Non-Lighted) 2.5
BBQ Pit/ Grill 58
Bench 180
Bike Rack/ Loop 35
Bike/ Skate Park (Sf) 20,500
Bleachers 20
Bocce Ball Court 2
Community/ Recreation Center (SF) 20,122
Concession Building 2
Croquet Court 1
Disc Golf Course 1
Dog Bag Station 15
Dog Park 1
Drinking Fountain 28
Equestrian Arena 1
Equestrian Hitching Post 2
Fencing (Perimeter) LF 17,151
Fitness Court 1
Fitness Station 22
Flag Pole 6
Gate (Vehicular Access) 56
Historic Display/ Interpretive 22
Historic Structure 1
Horseshoe Pit 1
Irrigation System (AC) 179.42
Amenity/ Facility Qty
Kiosk (Interpretive) 2
Lighting (Site, Parking, Ped, Etc) 546
Maintenance Yard/ Building 6
Multiuse Field (Lighted) 4
Multiuse Field (Non-Lighted) 7
Open Turf Area (AC) 17. 22
Outdoor Amphitheater 1
Parking Lot - Paved (Spaces) 2,576
Parking Lot - Gravel (Spaces) 2,650
Picnic Table 185
Playground 21
Playground (Obstacle Course) 1
Public Art 11
Restroom Building 14
Shade Structure/ Ramada 24
Signage (Park Entry) 22
Signage (Regulatory, Interpretive) 49
Soccer Field (Lighted) 11
Soccer Field (Non-Lighted) 3
Softball/ Little League Field (Lighted) 15
Spray Pad 1
Tennis Court (Lighted) 10*
Tetherball Court 2
Trellis 4
Trail - Non Paved (Mi) 12.96
Trail - Paved (Mi) 9.93
Trash Receptacle 129
Water Fountain 1
Volleyball Court (Sand) 7
Table 24: Amenities and Facilities Part 1
Table 25: Amenities and Facilities Part 2
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 87 Section 8: What We Have - Parks And Facilities Inventory

EVALUATION METHODOLOGY
The quality of each asset within the overall City
system is an important factor when evaluating the
current level of service provided. Parks that are not
properly maintained, outdated their lifecycle, and/or
do not provide a certain quality of experience to the
user will not attract park visitors. By examining how
each park compares to one another, Department
management and staff can evaluate and prioritize
park improvement projects and identify gaps in
coverage across the entire city system.

The quality of each asset was assessed as a part
of the on-site review and inventory. The following
factors were the primary categories reviewed
during the inventory phase:
• Asset Age
• Asset Size
• Asset Condition
For each asset, a grading standard has been
assigned to the observed amenities within it.

These scores are qualitative in nature and are
determined based on the observations of the
personnel conducting the field inventory. These
categories were evaluated based on the individual
asset’s condition as opposed to the overall system
during the inventory. If the amenity and/or facility
was noted to exist in a condition well below that
of similar equipment within other parks, then it
was noted within the matrix as such. The number
values then were used to provide a numerical score
for the park based on the number of opportunities
and quality of opportunities offered.

The following scoring system was used:

GRADING STANDARD F/ PRIORITY 1 –

CURRENTLY CRITICAL
• Conditions in this category require immediate
action by the end of the current fiscal year to:
• Correct a safety hazard
• Stop accelerated deterioration
• Return a facility/system to operational status
GRADING STANDARD D / PRIORITY 2 –

POTENTIALLY CRITICAL
• Conditions in this category, if not corrected
expeditiously, will become critical soon.

Situations within this category include:
• Correct a safety hazard
• Stop accelerated deterioration
• Return a facility/system to operational status
GRADING STANDARD C / PRIORITY 3 –

NECESSARY, BUT NOT YET CRITICAL
Conditions in this category require appropriate
attention to preclude predictable deterioration
and associated damage or higher costs if
deferred further.

GRADING STANDARD B / PRIORITY 4 –

RECOMMENDED
Conditions in this category include items that
represent a sensible improvement to existing
conditions, include finishes that have deteriorated
and are required to maintain the required aesthetic
standards. These are not required for the most
basic functioning of the facility.

GRADING STANDARD A / PRIORITY 5 –

EARLY IN LIFECYCLE
Conditions in this category function properly
and are early enough in their lifecycle that
improvements are not currently needed.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 88 Section 8: What We Have - Parks And Facilities Inventory

ASSET EVALUATION
Amargosa Creek Trail
• Size: N/A
• Classification: Trailhead
• Location: Elizabeth Lake Rd & 25th St W
Amenity Qty Grade Comments
Bench 4 4
Great
Condition; Like
New
Picnic Table 2 4
Good
Condition; Like
New, Minor
Signs Of Wear
Shade
Structure/
Ramada
3 4
Great
Condition; Like
New Condition
Trail - Non
Paved (Mi) 1.1 4
Good
Condition;
Minor Erosion
And Settling
Trash
Receptacle 3 4
Good
Condition; Like
New, Minor
Signs Of Wear
Table 26: Amargosa Creek Trail Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 89 Section 8: What We Have - Parks And Facilities Inventory

Anaverde Park
• Size: 6.43 acres
Amenity Qty Grade Comments
Basketball Court (Lighted) 1 2 Poor Condition; Surface Shows Wear And Age BBQ Pit/ Grill 3 3 Average Condition; Consider Deep Clean Bench 7 3 Average To Good Condition; Age And Wear, Minor Bike Rack/ Loop 4 3 Average Condition; Coating Chipping, Rust Dog Bag Station 1 4 Great Condition; Like New
Gate (Vehicular Access) 2 3 Average Condition; Age And Wear, Minor Irrigation System (Ac) 6 3 Average Condition; Visual Assessment Only Lighting (Site, Parking, Ped,
Etc)
3 3 Average Condition; Visual Assessment Only
Multiuse Field (Non-Lighted) 1 3 Average Condition; Low Spots, Minor Grading Issues Open Turf Area (Ac) 0.52 3 Average Condition; Low Spots, Minor Parking Lot - Paved (Spaces) 10 3 Average Condition; Resurfacing Needed Picnic Table 4 3 Average Condition; Faded Due To Exposure And Age Playground 2 4 Good Condition; Surface Leveling Needed
Restroom Building 1 3 Average Condition; Age and Wear, Minor Trail - Paved (Mi) 0.42 4 Good Condition; Minor Signs Of Cracking Trash Receptacle 4 4 Average Condition; Age and Wear, Minor Table 27: Anaverde Park Amenities
• Classification: Neighborhood • Location: 2820 Greenbrier Street CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 90 Section 8: What We Have - Parks And Facilities Inventory

Arnie Quinones Park
• Size: 2.98 acres
• Classification: Neighborhood Park
• Location: 41003 50th Street West
Amenity Qty Grade Comments
Fencing
(Perimeter)
Lf
487 4
Good Condition;
Age And Wear,
Minor
Gate
(Vehicular
Access)
2 3
Good Condition;
Age And Wear,
Minor
Irrigation
System
(Ac)

2.82 4
Good Condition;
Visual Assessment
Only
Multiuse
Field (Non-
Lighted)
1 4
Good Condition;
Low Spots, Minor
Parking Lot
- Gravel
(Spaces)
30 4
Good Condition;
Low Spots, Minor
Grading Issues
Signage
(Park
Entry) 1 3
Average
Condition; Aging,
Faded, And Paint
Refresh Needed
Trail - Non
Paved (Mi) 0.15 3
Average
Condition; Wear
From Use
Trash
Receptacle 2 2
Poor Condition;
Rust, Chipping
From Use
Table 28: Arnie Quinones Park Amenities
Barrel Springs Trail
• Size: N/A
• Classification: Trailhead
• Location: 25th Street East & Pearblossom
Highway
Amenity Qty Grade Comments
Dog Bag
Station 1 4
Good
condition;
Minor wear
Fencing
(Perimeter) Lf

15,000 4
Average
to good
condition;
Typical signs
of use
Parking
Lot - Gravel
(Spaces)
40 3
Average
condition;
Normal signs
of wear and
usage
Signage (Park
Entry) 1 4
Good
condition;
Age and
wear, minor
Trail - Non
Paved (Mi) 1.50 3
Average
to good
condition;
Signs of wear
Trash
Receptacle 1 4
Good
condition;
Age and
wear, minor
Table 29: Barrel Springs Trail Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 91 Section 8: What We Have - Parks And Facilities Inventory

Desert Sands Park
• Size: 19.48 acres
Amenity Qty Grade Comments
Basketball Court (Lighted) 2 3 Average condition; Resurfacing needed BBQ Pit/ Grill 19 3 Average condition; General signs of wear due to use; consider deep clean
Bench 26 2 Poor condition; Age, dated
Bike Rack/ Loop 8 3 Average condition; Normal wear
Bleachers 8 3 Average condition; Age and wear, major
Community/ Recreation Center (SF) 5120 3 Average condition; Boys and Girls Club Concession Buidling 1 3 Average condition; Age, dated
Disc Golf Course 1 3 Good condition; Normal signs of wear and usage
Drinking Fountain 3 2 Poor condition; Age, rust
Flag Pole 1 4 Good condition; Normal wear
Gate (Vehicular Access) 10 3 Average condition; Age and wear, minor Irrigation System (Ac) 10.08 3 Average condition; Visual assessment only Lighting (Site, Parking, Ped, Etc) 15 3 Average condition; Visual assessment only Open Turf Area (Ac) 0.95 3 Average condition; Low spots, brown patches Parking Lot - Paved (Spaces) 110 3 Average condition; Resurfacing needed • Classification: Community • Location: 39117 3rd Street East CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 92 Section 8: What We Have - Parks And Facilities Inventory

Desert Sands Park
• Size: 19.48 acres
Amenity Qty Grade Comments
Picnic Table 41 2 Poor condition; Age and disrepair
Playground 1 5 New condition; To be replaced starting 11/23 Playground (Obstacle Course) 1 5 New condition; To be replaced starting 11/23 Public Art 2 N/A Not assessed
Restroom Building 1 2 Poor condition; Age and wear, major Signage (Park Entry) 2 2 Poor condition; Age, dated
Soccer Field (Lighted) 1 3 Average condition; Low spots, brown patches
Softball/ Little League Field
(Lighted) 2 3 Good condition; Low spots, minor, old
backstops
Tennis Court (Lighted) 2 4 Good condition; Dated light fixtures, striped for pickleball
Trellis 1 3 Average condition; Faded due to exposure
and age
Trail - Paved (Mi) 0.95 3 Average condition; Signs of wear and use, cracking, settling
Trash Receptacle 5 2 Poor condition; Age and disrepair
Volleyball Court (Sand) 2 3 Average condition; Age and wear, major Table 30: Desert Sands Park Amenities
• Classification: Community • Location: 39117 3rd Street East CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 93 Section 8: What We Have - Parks And Facilities Inventory

Domenic Massari Park
• Size: 38.33 acres
Amenity Qty Grade Comments
Baseball Field (Lighted) 1 3 Average Condition; Low Spots, Minor Grading Issues
Basketball Court (Lighted) 2 3 Average Condition;Age And Wear, Minor Basketball Court (Non-Lighted) 2.5 3 Average Condition; Shade Structures Missing Bench 16 3 Average Condition; Normal Signs Of Wear And
Usage
Bike/ Skate Park (Sf) 12,000 3 Good Condition; Normal Wear Bleachers 8 4 Good Condition; Relatively Good Condition Concession Buidling 1 2 Poor Condition; Little League Clubhouse Dog Bag Station 2 4 Good Condition; Like New
Drinking Fountain 2 2 Poor Condition; Age, Rust
Gate (Vehicular Access) 8 3 Average Condition; Normal Wear Irrigation System (Ac) 23.11 3 Average Condition; Some Flood Irrigation Lighting (Site, Parking, Ped, Etc) 32 3 Average Condition; Visual Assessment Only Open Turf Area (Ac) 2.91 3 Average Condition; Low Spots, Brown/ Dead Areas Parking Lot - Paved (Spaces) 468 3 Average Condition; Resurfacing Needed • Classification: Community • Location: 37716 55th Street East CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 94 Section 8: What We Have - Parks And Facilities Inventory

Domenic Massari Park
• Size: 38.33 acres
Amenity Qty Grade Comments
Picnic Table 20 3 Average Condition; Age And Wear, Major Playground 2 3 Average Condition; New Surfacing, Aging
Equipment
Public Art 1 N/A Not Assessed
Restroom Building 1 2 Poor Condition; Appears Dated
Shade Structure/ Ramada 3 2 Poor Condition; Age And Wear, Major Soccer Field (Non-Lighted) 3 5 Great Condition; Recently Renovated Softball/ Little League Field
(Lighted) 3 3 Average Condition; Low Spots, Minor Grading Issues
Tennis Court (Lighted) 2 3 Average Condition; Obvious Signs Of Wear Trail - Non Paved (Mi) 0.42 3 Average Condition; Wear From Use Trail - Paved (Mi) 1.30 3 Average Condition; Signs Of Wear And Use, Cracking, Settling
Trash Receptacle 22 3 Average Condition; Age And Wear, Minor Volleyball Court (Sand) 2 3 Average Condition; Surfacing Settling Table 31: Domenic Massari Park Amenities
• Classification: Community • Location: 37716 55th Street East CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 95 Section 8: What We Have - Parks And Facilities Inventory

Dr. Robert C. St Clair Parkway
• Size: 9.48 acres
• Classification: Greenway
• Location: E. Palmdale Blvd, Sierra Hwy
Amenity Qty Grade Comments
Bench
10 3
Average
Condition; Age
And Wear, Minor
Irrigation
System (Ac) 7. 50 3
Average
Condition; Visual
Assessment Only
Lighting
(Site,
Parking, Ped,
Etc)
39 3
Average
Condition;
Normal Wear
Open Tur f
Area (Ac) 1.6 3
Average
Condition; Low
Spots, Brown
Patches
Picnic Table
1 3
Average
Condition; Age
And Wear, Minor
Signage (Park
Entry) 1 4 Good Condition;
Like New
Trail - Non
Paved (Mi) 0.25 3
Average
Condition; Wear
From Use
Trail - Paved
(Mi)

0.85 3
Average To
Good Condition;
Visible Signs Of
Wear, Cracking
And Settling
Trash
Receptacle 12 3
Average
Condition; Age,
Rust
Table 32: Dr. Robert C. St Clair Parkway Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 96 Section 8: What We Have - Parks And Facilities Inventory

Foothill Park
• Size: 12.33 acres
• Classification: Neighborhood
• Location: 2525 The Groves
Amenity Qty Grade Comments
Bench 9 3 Average condition; Normal signs of wear and
usage
Bike Rack/ Loop 4 3 Average condition; Age, rust
Dog Bag Station 2 4 Good condition; Like new
Drinking Fountain 1 3 Average condition; Age, rust
Fencing (Perimeter) Lf 1086 4 Good condition; Age and wear, minor Gate (Vehicular Access) 2 3 Good condition; Age and wear, minor Irrigation System (Ac) 11.20 3 Average to good condition; Visual assessment only
Lighting (Site, Parking, Ped, Etc) 48 3 Average condition; Visual assessment only Multiuse Field (Non-Lighted) 1 3 Good condition; Low spots, brown/ dead areas
Open Turf Area (Ac) 0.2 3 Average to good condition; Low spots, brown/ dead areas
Parking Lot - Paved (Spaces) 20 3 Average condition; Resurfacing needed Picnic Table 4 3 Good condition; Age and wear, minor
Playground 2 4 Good condition; Newer surfacing and shade fabric; minor low spots and raking needed
Restroom Building 1 3 Average condition; Age and wear, minor Signage (Park Entry) 1 4 Good condition; Age and wear, minor Trail - Non Paved (Mi) 0.06 3 Good condition; Showing signs of use Trail - Paved (Mi) 0.65 4 Good condition; Minor wear and cracking Trash Receptacle 9 3 Average condition; Coating chipping, rust Table 33: Foothill Park Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 97 Section 8: What We Have - Parks And Facilities Inventory

Joe Davies Heritage Airpark
• Size: 12.27 acres
• Classification: Specialty
• Location: 2001 E Avenue P
Amenity Qty Grade Comments
Bench 3 3 Average condition; Fading due to exposure
Flag Pole 1 3 Average condition; Age and wear, minor
Gate (Vehicular Access) 1 3 Average condition; Age and wear, significant Historic Display/ Interpretive 22 N/A Aircraft displays Visual assessment only Maintenance Yard/ Building 2 3 Average condition; Restoration hangar building Parking Lot - Paved (Spaces) 30 3 Average condition; Resurfacing needed Picnic Table 12 3 Average condition; Age, dated
Shade Structure/ Ramada 2 3 Average condition; Age and wear, major Signage (Regulatory,
Interpretive) 42 3 Average condition; Varies, aircraft interpretive panels/ signage
Trail - Non Paved (Mi) 0.35 3 Average condition; Normal wear Trash Receptacle 1 3 Average condition; Age, dated
Table 34: Joe Davies Heritage Airpark Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 98 Section 8: What We Have - Parks And Facilities Inventory

Joshua Hills Park
• Size: 3.59 acres
• Classification: Neighborhood
• Location: 3110 Fairfield Avenue
Amenity Qty Grade Comments
BBQ Pit/
Grill 5 3
Average condition;
Consider deep
clean
Bench 3 3
Average condition;
Age and wear,
minor
Bike Rack/
Loop 1 3
Average condition;
Coating chipping,
rust
Irrigation
System (Ac) 2.50 3
Average condition;
Visual assessment
only
Multiuse
Field (Non-
Lighted)
1 3
Average condition;
Low spots, minor
grading issues
Picnic Table 5 3
Average condition;
Age and wear,
major
Playground 1 3
Average condition;
Normal condition,
given age
Restroom
Building 1 2 Poor condition; Age
and disrepair
Signage
(Park Entry) 2 3
Average condition;
Age and wear,
minor
Trail - Non
Paved (Mi) 0.12 3
Average condition;
Signs of wear and
use, cracking,
settling
Trash
Receptacle 1 4 Good condition;
Like new
Table 35: Joshua Hills Park Amenities
Joshua Ranch Trail
• Size: N/A
• Classification: Trailhead
• Location: Joshua Ranch Road
Amenity Qty Grade Comments
Equestrian
Hitching
Post
1 5
New condition;
Recently
constructed
Parking
Lot - Paved
(Spaces)
14 5
New condition;
Recently
constructed
Trail - Non
Paved (Mi) 7. 30 5
New condition;
Recently
constructed
Trail - Paved
(Mi) 0.04 5
New condition;
Recently
constructed
Table 36: Joshua Ranch Trail Amenities
Joshua Hills Park
Joshua Ranch Trails
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 99 Section 8: What We Have - Parks And Facilities Inventory

Legacy Park
• Size: 0.94 acres
• Classification: Neighborhood
• Location: 38309 9th Street East
Amenity Qty Grade Comments
Bench 13 4 Good condition; Normal signs of wear and
usage
Bike Rack/ Loop 1 3 Average condition; Age and wear, minor Bocce Ball Court 2 2 Poor condition; Age and wear, significant Community/ Recreation Center
(Sf) 1 3 Average condition; Senior Center, exterior
assessment only
Croquet Court 1 3 Average condition; Low spots, brown patches Dog Bag Station 1 3 Average condition; Age and wear, minor Horseshoe Pit 1 2 Poor condition; Age and wear, major
Irrigation System (AC) 0.64 3 Average condition; Visual assessment only Lighting (Site, Parking, Ped, Etc) 29 3 Average condition; Fixtures, dated Open Turf Area (AC) 0.54 3 Average condition; Low spots, brown patches Parking Lot - Paved (Spaces) 70 3 Average condition; Resurfacing needed Picnic Table 4 3 Average condition; Age and wear, minor Trellis 1 3 Average condition; At Bocce Courts
Trail - Non Paved (Miles) 0.25 3 Average condition; Normal signs of wear and usage
Trail - Paved (Miles) 0.45 3 Average condition; Minor signs of cracking Trash Receptacle 6 3 Average condition; Normal wear
Table 37: Legacy Park Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 100
Section 8: What We Have - Parks And Facilities Inventory

Manzanita Heights Park
• Size: 4.18 acres
• Classification: Neighborhood
• Location: 431 Mesa Verde Avenue
Amenity Qty Grade Comments
BBQ Pit/ Grill 6 3 Average condition; Consider deep clean Bench 2 3 Average condition; Age and wear, minor
Bike Rack/ Loop 2 3 Average condition; Age, rust
Drinking Fountain 1 3 Average condition; Not functional Fencing (Perimeter) Lf 156 3 Average condition; Age and wear, minor Gate (Vehicular Access) 4 3 Average condition; Age and wear, minor Irrigation System (Ac) 3.35 3 Average condition; Visual assessment only Lighting (Site, Parking, Ped, Etc) 7 3 Average condition; Fixtures, dated Multiuse Field (Non-Lighted) 1 3 Average condition; Low spots, brown/ dead areas
Open Turf Area (Ac) 0.61 3 Average condition; Low spots, brown/ dead areas
Parking Lot - Paved (Spaces) 26 3 Average condition; Resurfacing needed Picnic Table 7 3 Average condition; Age and wear, major Playground 2 3 Average condition; Age and wear, major, one not accessible
Public Art 1 N/A Not assessed
Restroom Building 1 3 Average condition; Visual assessment only Shade Structure/ Ramada 1 3 Average condition; Attached to the restroom building
Tetherball Court 1 3 Average condition; Age and wear, major Trail - Paved (Mi) 0.19 3 Average condition; Minor wear and cracking Trash Receptacle 6 3 Good condition; Age and wear, minor Table 38: Manzanita Heights Park Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 101
Section 8: What We Have - Parks And Facilities Inventory

Marie Kerr Park
• Size: 76.95 acres
• Classification: Community
• Location: 39700 30th Street West
Amenity Qty Grade Comments
Aquatic Center (Pool) 1 3 Average condition; Visual assessment only Basketball Court (Lighted) 2 3 Average condition; Age, wear and cracking BBQ Pit/ Grill 6 2 Poor condition; Age and wear, significant Bench 14 3 Average condition; Mixed, newer at Best of the West Bike Rack/ Loop 2 3 Poor condition; Age and wear, significant Bike/ Skate Park (Sf) 8500 3 Average condition; Normal condition, given age Community/ Recreation
Center (Sf) 15000 3 Average condition; Visual assessment only Dog Bag Station 1 4 Good condition; Like new
Drinking Fountain 6 2 Poor condition; Age, rust
Fencing (Perimeter) Lf 422 3 Average condition; Coating chipping, rust Fitness Station 10 4 Good condition; Age and wear, minor Flag Pole 1 3 Average condition; Age and wear, minor
Gate (Vehicular Access) 11 3 Average condition; Age and wear, minor Irrigation System (Ac) 55.50 3 Average condition; Visual assessment only Lighting (Site, Parking, Ped,
Etc) 98 3 Average to good condition; Visual assessment only Maintenance Yard/ Building 1 3 Average condition; Visual assessment only Multiuse Field (Lighted) 3 3 Average condition; Brown/dead spots, regrading needed
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 102
Section 8: What We Have - Parks And Facilities Inventory

Amenity Qty Grade Comments
Open Turf Area (Ac) 2.29 3 Average condition; Low spots, brown patches Outdoor Amphitheater 1 4 Good condition; Visual assessment only Parking Lot - Paved (Spaces) 351 3 Average condition; Resurfacing needed Parking Lot - Gravel (Spaces) 2500 3 Average condition; Age and wear, minor Picnic Table 18 3 Average condition; Normal signs of wear and usage Playground 3 4 Great condition; Like new, minor signs of wear Public Art 3 N/A Not assessed
Restroom Building 2 3 Average condition; Exterior shows age and wear Shade Structure/ Ramada 3 3 Average condition; Age and wear, minor Signage (Park Entry) 4 3 Average condition; Faded due to exposure and age Softball/ Little League Field
(Lighted) 8 3 Good condition; Low spots, minor grading issues Tennis Court (Lighted) 2 3 Average condition; Cracking visible Trail - Non Paved (Mi) 0.67 3 Average condition; Age and wear, minor Trail - Paved (Mi) 1.65 3 Average condition; Cracking, settling Trash Receptacle 13 2 Poor condition; Age and wear, significant Volleyball Court (Sand) 1 3 Average condition; Fixtures, new Table 39: Marie Kerr Park Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 103
Section 8: What We Have - Parks And Facilities Inventory

Melville J. Courson Park
• Size: 5.04 acres
• Classification: Neighborhood
• Location: 38226 10th Street East
Amenity Qty Grade Comments
Aquatic Center (Pool) 1 4 Great condition; Visual assessment only Basketball Court (Lighted) 2 2 Poor condition; Age and wear, significant BBQ Pit/ Grill 6 3 Average condition; Consider deep clean Bench 26 2 Poor condition; Paint faded due to exposure
and age
Bike Rack/ Loop 2 3 Average condition; Age and wear, minor Drinking Fountain 1 2 Poor condition; Age, rust
Flag Pole 1 3 Average condition; Age and wear, minor
Irrigation System (Ac) 2.74 2 Poor condition; Visual assessment only Lighting (Site, Parking, Ped, Etc) 12 3 Average condition; Fixtures, new Maintenance Yard/ Building 1 3 Average condition; Visual assessment only Open Turf Area (Ac) 2.46 2 Poor condition; Low spots, grading issues Parking Lot - Paved (Spaces) 208 3 Average condition; Resurfacing needed Picnic Table 14 2 Poor condition; Paint chipping, rust
Playground 2 3 Average condition; One old, one newer
Public Art 1 N/A Not assessed
Restroom Building 1 2 Poor condition; Age and disrepair Signage (Park Entry) 4 3 Average condition; Paint faded due to exposure and age
Spray Pad 1 4 Good condition; Part of aquatic center
Tetherball Court 1 2 Poor condition; Age, rust
Trellis 1 2 Poor condition; Age and disrepair
Trail - Paved (Mi) 0.12 3 Average condition; Age and wear, minor Table 40: Melville J. Courson Park Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 104
Section 8: What We Have - Parks And Facilities Inventory

Palmdale Oasis Park
• Size: 35.06 acres
• Classification: Community
• Location: 3850 East Avenue S
Amenity Qty Grade Comments
Aquatic Center (Waterpark) 1 4 Good condition; Dry Town Water Park, Visual assessment only
Aquatic Center (Pool) 1 4 Good condition; Pool, Visual assessment only Bench 4 4 Great condition; Like new, minor signs of wear Bike Rack/ Loop 2 4 Good condition; Normal signs of wear and usage
Community/ Recreation Center
(Sf) 1 3 Average condition; Visual assessment only
Drinking Fountain 1 3 Average condition; Age and wear, minor Flag Pole 1 3 Average condition; Normal condition, given age
Gate (Vehicular Access) 7 4 Good condition; Age and wear, minor Irrigation System (Ac) 7. 58 3 Good condition; Visual assessment only Lighting (Site, Parking, Ped, Etc) 31 3 Good condition; Visual assessment only Multiuse Field (Non-Lighted) 1 3 Average condition; Low spots, minor grading issues
Open Turf Area (Ac) 0.56 3 Average condition; Low spots, minor grading issues
Parking Lot - Paved (Spaces) 418 3 Average condition; Resurfacing needed Playground 1 5 New condition; To be added on 11/23
Public Art 1 N/A Not assessed
Trail - Paved (Mi) 0.45 3 Average condition; Minor signs of settling Trash Receptacle 3 2 Poor condition; Age, rust
Table 41: Palmdale Oasis Park Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 105
Section 8: What We Have - Parks And Facilities Inventory

Pelona Vista Park
• Size: 76.16 acres
• Classification: Community
• Location: 37720 Tierra Subida
Amenity Qty Grade Comments
Bike Rack/ Loop 2 3 Average condition; Age and wear, minor Drinking Fountain 6 3 Average condition; Age, rust
Fitness Court 1 3 Good condition; Fitness court
Gate (Vehicular Access) 2 3 Average condition; Age and wear, minor Irrigation System (Ac) 25.5 3 Average condition; Visual assessment only Kiosk (Interpretive) 2 3 Average condition; Fading due to exposure and age
Lighting (Site, Parking, Ped, Etc) 126 3 Average condition; Visual assessment only Maintenance Yard/ Building 1 3 Good condition; Visual assessment only Open Turf Area (Ac) 0.79 3 Average condition; Low spots, brown patches
Parking Lot - Paved (Spaces) 599 3 Average condition; Resurfacing needed Picnic Table 10 2 Poor condition; Age, rust
Restroom Building 2 3 Average condition; Visual assessment only Signage (Park Entry) 2 3 Average condition; Normal condition, given age
Signage (Regulatory, Interpretive) 7 3 Average condition; Faded due to exposure and age
Soccer Field (Lighted) 10 3 Average condition; Brown/dead spots, regrading needed
Trail - Non Paved (Mi) 0.44 3 Average condition; Normal signs of wear and usage
Trail - Paved (Mi) 1.30 3 Average condition; Signs of age, wear and cracking
Trash Receptacle 12 4 Great condition; Like new condition Table 42: Pelona Vista Park Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 106
Section 8: What We Have - Parks And Facilities Inventory

Poncitlán Square
• Size: 2.20 acres
• Classification: Specialty
• Location: 38315 9th Street East
Amenity Qty Grade Comments
Bench 4 3 Average condition; Age and wear, minor
Flag Pole 1 3 Average condition; Extra large size
Irrigation System (Ac) 1.25 3 Average condition; Visual assessment only Lighting (Site, Parking, Ped, Etc) 28 3 Average condition; Fixtures, dated Open Turf Area (Ac) 1.25 4 Good condition; Part artificial turf Public Art 1 N/A Not assessed
Shade Structure/ Ramada 1 3 Average condition; Includes informal stage area Trail - Paved (Mi) 0.25 3 Average condition; Minor wear and cracking Trash Receptacle 10 3 Average condition; Age and wear, minor Water Fountain 1 3 Good condition; Visual assessment only Table 43: Poncitlán Square Amenities

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 107
Section 8: What We Have - Parks And Facilities Inventory

Rancho Vista Park
• Size: 3.50 acres
• Classification: Neighborhood
• Location: 40437 35th Street West
Amenity Qty Grade Comments
BBQ Pit/ Grill 2 4 Good condition; Like new
Bench 4 5 Great condition; Minor signs of use
Bike Rack/ Loop 3 5 Great condition; Like new, minor signs of wear Dog Bag Station 3 5 Great condition; Like new condition Drinking Fountain 1 5 Great condition; Like new, minor signs of wear Gate (Vehicular Access) 2 5 Great condition; Like new, minor signs of wear Irrigation System (Ac) 2.13 5 Good condition; Visual assessment only Lighting (Site, Parking, Ped, Etc) 25 5 Great condition; Fixtures, new Open Turf Area (Ac) 0.95 5 Great condition; Like new condition Parking Lot - Paved (Spaces) 5 5 Great condition; Normal signs of wear and usage Picnic Table 13 5 Great condition; Like new
Playground 1 5 Great condition; Normal signs of wear and usage Public Art 1 N/A Not assessed
Restroom Building 1 5 Great condition; Visual assessment only Shade Structure/ Ramada 1 5 Great condition; Like new
Signage (Park Entry) 1 5 Great condition; Like new condition Trellis 1 5 Great condition; Like new, minor signs of wear Trail - Non Paved (Mi) 0.10 4 Good condition; Like new, minor signs of wear Trail - Paved (Mi) 0.31 5 Great condition; Like new
Trash Receptacle 8 5 Great condition; Normal signs of wear and usage Table 44: Rancho Vista Park Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 108
Section 8: What We Have - Parks And Facilities Inventory

Sam Yellen Park
• Size: 24.43 acres
• Classification : Community
• Location: 5100 East Avenue S
Amenity Qty Grade Comments
Bench 15 4 Good condition; Normal signs of wear and usage Bike Rack/ Loop 4 4 Good condition; Age and wear, minor Dog Bag Station 2 4 Good condition; Like new
Dog Park 1 4 Good condition; Normal signs of wear and usage Drinking Fountain 3 3 Good condition; Signs of exposure Fitness Station 11 4 Good condition; Normal signs of wear and usage, includes phase 2
Irrigation System (Ac) 5.21 4 Good condition; Visual assessment only Lighting (Site, Parking, Ped,
Etc) 25 4 Good condition; Visual assessment only
Multiuse Field (Lighted) 1 5 Great condition; Recently renovated Parking Lot - Paved (Spaces) 102 4 Good condition; Normal signs of wear and usage Picnic Table 6 4 Good condition; Minor wear
Playground 1 4 Great condition; Minor surface settling
Restroom Building 1 4 Great condition; Visual assessment only Shade Structure/ Ramada 6 5 Great condition; Like new
Signage (Park Entry) 1 4 Good condition; Little to no signs of fading Trail - Non Paved (Mi) 0.15 4 Good condition; Minor signs of use Trail - Paved (Mi) 0.45 5 Great condition; Like new, minor signs of wear Trash Receptacle 5 4 Good condition; Minor signs of use Table 45: Sam Yellen Park Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 109
Section 8: What We Have - Parks And Facilities Inventory

Tejon Park Equestrian Arena
• Size: 19.84 acres
• Classification: Specialty
• Location: 1300 East Barrel Springs Rd.

Amenity Qty Grade Comments
Bench 1 3 Average condition; Cracking, settling
Dog Bag Station 1 4 Good condition; Age and wear, minor Equestrian Arena 1 3 Average condition; Age and wear, major Equestrian Hitching Post 1 3 Average condition; Age and wear, minor Parking Lot - Gravel
(Spaces) 80 3 Average condition; Minor deterioration
Signage (Park Entry) 1 2 Poor condition; Damaged
Trail - Non Paved (Mi) 0.1 3 Good condition; Age and wear, minor Trash Receptacle 1 4 Good condition; Like new, minor signs of wear Table 46: Tejon Park Equestrian Arena Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 110
Section 8: What We Have - Parks And Facilities Inventory

William J. McAdam Park
• Size: 19.07 acres
• Classification: Community
• Location: 38115 30th Street East
Amenity Qty Grade Comments
Aquatic Center (Pool) 1 3 Average condition; Visual assessment only Bbq Pit/ Grill 11 3 Average condition; Consider deep clean Bench 19 2 Poor condition; Age and disrepair
Bleachers 4 4 Good condition; Age and wear, minor
Dog Bag Station 1 4 Good condition; Like new
Drinking Fountain 3 3 Average condition; Age and wear, minor Gate (Vehicular Access) 5 3 Average condition; Age and wear, minor Historic Structure 1 N/A N/A Palmdale School House
Irrigation System (Ac) 12.31 3 Average condition; Visual assessment only Lighting (Site, Parking, Ped, Etc) 28 3 Average condition; Visual assessment only Maintenance Yard/ Building 1 2 Poor condition; Visual assessment only Multiuse Field (Non-Lighted) 1 3 Average condition; Low spots, grading issues Open Turf Area (Ac) 1.59 3 Average condition; Low spots, brown/ dead areas Parking Lot - Paved (Spaces) 145 3 Moderate condition; Resurfacing needed Picnic Table 24 3 Average condition; Mix of old and new Playground 2 5 New condition; To be renovated 2024
Restroom Building 1 2 Poor condition; Visual assessment only Shade Structure/ Ramada 4 2 Poor condition; Age and disrepair Signage (Park Entry) 1 2 Poor condition; Damaged, broken Softball/ Little League Field
(Lighted) 2 3 Average condition; Low spots, brown/ dead areas Tennis Court (Lighted) 4 5 New condition; Recently resurfaced, striped for pickleball
Trail - Paved (Mi) 0.55 3 Average condition; Minor wear and cracking Trash Receptacle 5 3 Average condition; Mix of old and new Volleyball Court (Sand) 1 2 Poor condition; No posts or net Table 47: William J. McAdam Park Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 111
Section 8: What We Have - Parks And Facilities Inventory

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 112
Section 8: What We Have - Parks And Facilities Inventory

PARK NAME PARK TYPE

YEAR CONSTRUCTED

SIZE (AC)

AQUATIC CENTER (WATERPARK)

AQUATIC CENTER (POOL)

BASEBALL FIELD (LIGHTED)

BASKETBALL COURT (LIGHTED)

BASKETBALL COURT (NON-LIGHTED)

BBQ PIT/ GRILL
BENCH

BIKE RACK/ LOOP

BIKE/ SKATE PARK (SF)

BLEACHERS

BOCCE BALL COURT

COMMUNITY/ RECREATION CENTER (SF)

CONCESSION BUIDLING

CROQUET COURT

DISC GOLF COURSE

DOG BAG STATION

DOG PARK

DRINKING FOUNTAIN

EQUESTRIAN ARENA

EQUESTRIAN HITCHING POST

FENCING (PERIMETER) LF

FITNESS COURT

FITNESS STATION

FLAG POLE

GATE (VEHICULAR ACCESS)
Amargosa Creek Trail Trailhead 2019 - - - - - - - 4 - - - - - - - - - - - - - - - - - - Anaverde Park Neighborhood 2007 6.43 - - - 1 - 3 7 4 - - - - - - - 1 - - - - 300 - - - 2 Arnie Quinones Park Neighborhood 1996 2.98 - - - - - - - - - - - - - - - - - - - - 487 - - - 2 Barrel Springs Trail Trailhead 1996 - - - - - - - - - - - - - - - - 1 - - - - 15,000 - - - - Desert Sands Park Community 1991 19.48 - - - 2 - 19 26 8 - 8 - 5,120 1 - 1 - - 3 - - - - - 1 10 Domenic Massari Park Community 1995 38.33 - - 1 2 2.5 - 16 - 12,000 8 - - 1 - - 3 - 2 - - - - - - 8 Dr. Robert C. St Clair Parkway Greenway 2003 9.48 - - - - - - 10 - - - - - - - - - - - - - - - - - - Foothill Park Neighborhood 2011 12.33 - - - - - - 9 4 - - - - - - - 2 - 1 - - 1,086 - - - 2 Joe Davies Heritage Airpark Specialty 1997 12.27 - - - - - - 3 - - - - - - - - - - - - - - - - 1 1 Joshua Hills Park Neighborhood 1989 3.59 - - - - - 5 3 1 - - - - - - - - - - - - - - - - - Joshua Ranch Trail Trailhead 2021 - - - - - - - - - - - - - - - - - - - - 1 - - - - - Legacy Park Neighborhood 2011 0.94 - - - - - - 13 1 - - 2 15,000 - 1 - 1 - - - - - - - - - Manzanita Heights Park Neighborhood 1988 4.18 - - - - - 6 2 2 - - - - - - - - - 1 - - 156 - - - 4 Marie Kerr Park Community 1994 76.95 - 1 - 2 - 6 14 2 8,500 - - 15,000 - - - 3 - 6 - - 422 - 10 1 11 Melville J. Courson Park Neighborhood 1967 5.04 - 1 - 2 - 6 26 2 - - - - - - - - - 1 - - - - - 1 - Palmdale Oasis Park Community 2005 31.06 1 1 - - - - 4 2 - - - 20,000 - - - - - 1 - - - - - 1 7 Pelona Vista Park Community 2000 76.16 - - - - - - - 2 - - - - - - - - - 6 - - - 1 1 - 2 Poncitlán Square Specialty 1998 2.20 - - - - - - 4 - - - - - - - - - - - - - - - - 1 - Rancho Vista Park Neighborhood 2022 3.50 - - - - - 2 4 3 - - - - - - - 3 - 1 - - - - - - 2 Sam Yellen Park Community 2017 24.43 - - - - - - 15 4 - - - - - - - 2 1 3 - - - - 11 - - Tejon Park Equestrian Arena Specialty 2007 19.84 - - - - - - 1 - - - - - - - - 1 - - 1 1 - - - - - William J. McAdam Park Community 1972 19.07 - 1 - - - 11 19 - - 4 - - - - - 1 - 3 - - - - - - 5 Average Age (Years) 24 368.26 1 4 1 9 2.5 58 180 35 20,500 20 2 55,120 2 1 1 18 1 28 1 2 17,451 1 22 6 56 Park Inventory Analysis
Table 48: Park Inventory Analysis Part I
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 113

PARK NAME PARK TYPE

YEAR CONSTRUCTED

SIZE (AC)

HISTORIC DISPLAY/ INTERPRETIVE

HISTORIC STRUCTURE

HORSESHOE PIT

IRRIGATION SYSTEM (AC)

KIOSK (INTERPRETIVE)

LIGHTING (SITE, PARKING, PED, ETC)

MAINTENANCE YARD/ BUILDING

MULTIUSE FIELD (LIGHTED)

MULTIUSE FIELD (NON-LIGHTED)

OPEN TURF AREA (AC)

OUTDOOR AMPHITHEATER

PARKING LOT - PAVED (SPACES)

PARKING LOT - GRAVEL (SPACES)

PICNIC TABLE

PLAYGROUND (NON-SHADED)

PLAYGROUND (SHADED)

PLAYGROUND (OBSTACLE COURSE)

PUBLIC ART

RESTROOM BUILDING

SHADE STRUCTURE/ RAMADA

SIGNAGE (PARK ENTRY)

SIGNAGE (REGULATORY, INTERPRETIVE)

SOCCER FIELD (LIGHTED)

SOCCER FIELD (NON-LIGHTED)

SOFTBALL/ LITTLE LEAGUE FIELD (LIGHTED)

TENNIS COURT (LIGHTED)

TETHERBALL COURT

TRELLIS

TRAIL - NON PAVED (MI)

TRAIL - PAVED (MI)

TRASH RECEPTACLE

WATER FOUNTAIN

VOLLEYBALL COURT (SAND)
Amargosa Creek Trail Trailhead 2019 - - - - - - - - - - - - - - 2 - - - - - 3 - - - - - - - - 1.10 - 3 - - Anaverde Park Neighborhood 2007 6.43 - - - 6 - 3 - - 1 0.52 - 10 - 4 - 2 - - 1 - - - - - - - - - - 0.42 4 - - Arnie Quinones Park Neighborhood 1996 2.98 - - - 3 - - - - 1 - - - 30 - - - - - - - 1 - - - - - - - 0.15 - 2 - - Barrel Springs Trail Trailhead 1996 - - - - - - - - - - - - - 40 - - - - - - - 1 - - - - - - - 1.50 - 1 - - Desert Sands Park Community 1991 19.48 - - - 10 - 15 - - - 0.95 - 110 - 26 1 1 1 2 1 1 2 - 1 - 2 2 - - - 0.95 5 - 2 Domenic Massari Park Community 1995 38.33 - - - 23 - 32 - - - 2.91 - 468 - 20 - 2 - 1 1 3 - - - 3 3 2 - - 0.42 1.30 22 - 2 Dr. Robert C. St Clair Parkway Greenway 2003 9.48 - - - 8 - 39 - - - 1.60 - - - 1 - - - - - - 1 - - - - - - - 0.25 0.85 12 - 4 Foothill Park Neighborhood 2011 12.33 - - - 11 - 48 - - 1 0.20 - 20 - 4 - 2 - - 1 - 1 - - - - - - - 0.06 0.65 9 - - Joe Davies Heritage Airpark Specialty 1997 12.27 22 - - - - - 2 - - - - 30 - 12 - - - - - 2 - 42 - - - - - - 0.35 - 1 - - Joshua Hills Park Neighborhood 1989 3.59 - - - 3 - - - - 1 - - - - 5 - 1 - - 1 - 2 - - - - - - - 0.12 - 1 - - Joshua Ranch Trail Trailhead 2021 - - - - - - - - - - - - 14 - - - - - - - - - - - - - - - - 7. 30 0.04 - - - Legacy Park Neighborhood 2011 0.94 - - 1 1 - 29 - - - 0.54 - 70 - 4 - - - - - - - - - - - - - 1 0.25 0.45 6 - - Manzanita Heights Park Neighborhood 1988 4.18 - - - 3 - 7 - - 1 0.61 - 26 - 7 - 2 - 1 1 1 1 - - - - - 1 - - 0.19 6 - 0 Marie Kerr Park Community 1994 76.95 - - - 56 - 98 1 3 - 2.29 1 351 2,500 18 3 - - 3 2 3 4 - - - 8 2 - - 0.67 1.65 13 - 1 Melville J. Courson Park Neighborhood 1967 5.04 - - - 3 - 12 1 - - 2.46 - 208 - 14 2 - - 1 1 - 4 - - - - - 1 1 - 0.12 - - 1 Palmdale Oasis Park Community 2005 31.06 - - - 8 - 31 - - 1 0.56 - 418 - - 1 - - 1 - - - - - - - - - - - 0.45 3 - - Pelona Vista Park Community 2000 76.16 - - - 26 2 126 1 - - 0.79 - 599 - 10 - - - - 2 - 2 7 10 - - - - - 0.44 1.30 12 - - Poncitlán Square Specialty 1998 2.20 - - - 1 - 28 - - - 1.25 - - - - - - - 1 - 1 - - - - - - - - - 0.25 10 1 - Rancho Vista Park Neighborhood 2022 3.50 - - - 2 - 25 - - - 0.95 - 5 - 13 1 - - 1 1 1 1 - - - - - - 1 0.10 0.31 8 - - Sam Yellen Park Community 2017 24.43 - - - 5 - 25 - 1 - - - 102 - 6 1 - - - 1 6 1 - - - - - - - 0.15 0.45 5 - - Tejon Park Equestrian Arena Specialty 2007 19.84 - - - - - - - - - - - - 80 - - - - - - - 1 - - - - - - - 0.10 - 1 - - William J. McAdam Park Community 1972 19.07 - 1 - 12 - 28 1 - 1 1.59 - 145 - 24 2 - - - 1 4 1 - - - 2 4 - - - 0.55 5 - 1 Average Age (Years) 24 368.26 22 1 1 179.42 2 546 6 4 7 17. 22 1 2,576 2,650 170 11 10 1 11 14 25 23 49 11 3 15 10 2 3 12.96 9.93 129 1 11 Park Inventory Analysis
Table 49: Park Inventory Analysis Part II

PARKS CAPITAL IMPROVEMENT PLAN
Overview
This Capital Improvement Plan (CIP) provides a
thorough look into the quantity of existing assets,
the timeline for which they will need replacement,
and the appropriate (future inflation adjusted)
value for each. The intent of this document is
to provide a starting point in quantifying the
considerable financial value of the existing physical
assets contained within the entire Department
using detailed data collection and analysis.

To plan and prioritize CIP projects,
recommendations include balancing the
maintenance of current assets with the
development of new facilities. The framework of
this document is utilized to determine CIP projects
in concert with an implementable financial plan.

Utilizing the results of the on-site inventory and
assessment, detailed matrices were developed
which utilized the previously established grading
standards along with current construction
pricing to create an improvement priority plan
and associated value for each facility. Assets
scored with grading standards F (1) and D (2) were
considered critical and therefore are noted in
capital improvement projects for the next one to
five years to correct safety hazards and accelerated
deterioration. Assets scored with grading standard
C (3) were categorized as capital improvement
projects for years 6 to 10 and those scored grading
standards B (4) and A (5) were categorized as 11+
years as assets were early enough in their lifecycles
to not be in need of immediately replacement.

A two-tier plan is recommended to help guide
the decision-making process for CIP investments.

The two-tiered plan acknowledges a fiscal reality,
leading to the continuous rebalancing of priorities
and their associated expenditures. Each tier reflects
different assumptions about available resources.

A complete list of the projects in each is identified
within this document. The two tiers include:
• Sustainable (Lifecycle) Projects
• Visionary Projects
SUSTAINABLE (LIFECYCLE) PROJECTS:

Critical maintenance projects including; lifecycle
replacement, repair of existing equipment, safety
and ADA improvements, and existing debt service
obligations. Many of these types of improvements
typically require one-time funding and are not likely
to increase annual operations and maintenance
costs. In many cases, these types of projects may
reduce annual operations and maintenance costs.

VISIONARY PROJECTS:

Projects that include strategic changes to the
existing parks system to better meet the unmet
needs of the community, including adding
features to extend recreation opportunities,
such as playfields, shade structures, adult fitness
equipment, covered picnic shelters, and trail loops.

These types of improvements typically require
one-time funding and may trigger slight increases
in annual operations and maintenance costs,
depending on the nature of the improvements.

Complete park renovation by land acquisition and
new park/trail development, such as a new sports
complex and major trail developments would be
considered visionary projects. These improvements
will likely increase annual operations and
maintenance costs. The consultant team worked
directly with Department Staff to determine a list of
visionary projects for each park and facility.

The following are the general assumptions utilized
in the development of the recommended CIP:
• All projects must be financially viable.
• Only projects likely to be implemented are
included in the plan.
• Projects must be consistent with other planning
efforts, where applicable.
• Costs shown are intended to be rough order of
magnitude and based on park and recreation-
related amenities only.
• Cost escalators have been included for projects
(Years 6 – 10 =35%, Years 11+ =55%).

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 114
Section 8: What We Have - Parks And Facilities Inventory

Department Staff should continue to evaluate
costing information with current market conditions
throughout the life of the plan.

With careful planning and a keen vision, the
information contained within this plan will assist
the City in its efforts to ensure that infrastructure
operation, maintenance, rehabilitation, and
park development is as efficient and effective as
possible. Additionally, the following information
will allow staff to strategically anticipate future
expenditure and plan for adequate funding of
future improvements, while negotiating confidently
with forward well-evidenced information in the
always difficult climate of budget constraints.

CIP Summary
Project
Type
CIP (1-5
Years)
CIP (6-10
Years)
CIP (11+
Years)
Sustainable $14,266,597 $58,015,718 $ 48,501,278
Visionary
(Existing) $33,786,600 $55,561,950 $66,878,160
Visionary
(Future) $7,200,000 $22,680,000 $174,468,000
Total $55,253,197 $136,257,668 $289,847,438
Table 50: CIP Summary
Sustainable (Lifecycle) Project
Total Investment
$48,919,267
Parks
Facilities
Planning and Design
Trails
$53,151,691
$15,754,382
T otal Park Re-Investment by Type
$2,958,253
$31,307 ,487
(26%)
Neighborhood Parks
Community Parks
Specialty Parks
Greenways
$83,716,106 (69%)
Trailheads
Specialty Parks
$2,223,717 (2%)
Greenways
$2,109,625 (2%) Trailheads
$1,426,657 (1%)
T otal Park Re-Investment by Classiﬁcation
Figure 26: Project Total Investment
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Sustainable (Lifecycle) Projects
Park Name CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) Amargosa Creek Trail $- $- $269,137
Anaverde $- $1,167,482 $1,101,655
Arnie Quinones $- $31,176 $420,162
Barrel Springs Trail $- $492,891 $13,606
Desert Sands $1,348,375 $6,021,956 $1,417,581
Domenic Massari $1,669,135 $9,579,581 $719,584
Dr. Robert C. St Clair Parkway $1,348,715 $754,969 $5,941 Foothill $- $1,395,101 $1,091,044
Joe Davies Heritage Airpark $- $1,648,260 $-
Joshua Hills $1,117,403 $1,473,157 $4,456
Joshua Ranch Trail $- $- $651,023
Legacy $57, 303 $4,021,409 $104,276
Manzanita Heights $45,793 $3,720,614 $-
Marie Kerr Park $877,950 $13,478,924 $2,252,394
Melville J. Courson $2,994,427 $- $10,961,279
Palmdale Oasis $8,625 $4,541,565 $23,692,311
Pelona Vista $2,516,853 $4,330,400 $379,353
Poncitlán Square $- $ 349,284 $62,381
Rancho Vista $- $- $1,400,750
Sam Yellen $- $46,575 $2,573,428
Tejon Equestrian Arena $11,500 $144,627 $ 7,665
William J. McAdam $2,070,518 $ 4,817,746 $1,373,252
Total $14,266,597 $58,015,718 $48,501,278
Table 51: Sustainable Lifecycle Projects
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Visionary Project Total Investment
Facilities
$23,862,125
$61,277 ,035
$264,534,800
Parks
Planning and Design
Facilities
Trails
Greenways
Trails
$100,750
T otal Park Re-Investment by Type
Specialty Parks
$277 ,500 (0%)
$30,772,260
(20%)
$124,639,800
(80%)
Trailheads
$537 ,150 (0%)
T otal Park Re-Investment by Classiﬁcation
Community Parks
Neighborhood Parks
Trailheads
Specialty Parks
Greenways
Greenways ($-)
Figure 27: Project Total Investment
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Visionary Project Total Investment
Visionary Projects
Park Name CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) Amargosa Creek Trail $- $425,250 $-
Anaverde $- $- $-
Arnie Quinones $60,000 $21,262,500 $-
Barrel Springs Trail $39,000 $32,400 $-
Desert Sands $60,000 $11,340,000 $-
Domenic Massari $57,600 $6,787,800 $-
Dr. Robert C. St Clair Parkway $- $- $-
Foothill $- $- $-
Joe Davies Heritage Airpark $- $- $139,500
Joshua Hills $- $- $-
Joshua Ranch Trail $- $40,500 $-
Legacy $60,000 $- $-
Manzanita Heights $60,000 $- $9,329,760
Marie Kerr Park $312,000 $5,670,000 $33,480,000
Melville J. Courson $- $- $-
Palmdale Oasis $12,000,000 $- $23,808,000
Pelona Vista $600,000 $- $120,900
Poncitlán Square $- $- $-
Rancho Vista $- $- $-
Sam Yellen $20,400,000 $- $-
Tejon Equestrian Arena $138,000 $- $-
William J. McAdam $- $10,003,500 $-
*Future Parks $7,200,000 $22,680,000 $174,468,000
Total $40,986,600 $78,241,950 $241,346,160
Table 52: Visionary Projects
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CIP YEARS 1-5
Sustainable Projects $14,266,597
• Existing Park Improvements
and Lifecycle Replacement
Visionary Projects
(Existing Parks) $33,786,600
• Marie Kerr Park
• Palmdale Oasis Park
• Pelona Vista Park
• Sam Yellen Park
Visionary Projects
(Future Parks) $7,200,000
• New Neighborhood Park
Total $55,253,197
Table 53: Capital Improvement Plan Years 1-5
Capital Improvement Plan (1-5 Years)
Figure 28: Capital Improvement Plan Years 1-5
Greenways
$1,348,715
$8,491,456$4,414,926
Sustainable Projects by Type
Community Parks
Neighborhood Parks
Greenways
Specialty Parks
Trailheads
Specialty Parks
$11,500
Trailheads ($-)
Trailheads
$39,000
$7 ,380,000
$33,429,600
Specialty Parks
$138,000
Visionary Projects by Type
Community Parks
Neighborhood Parks
Specialty Parks
Trailheads
Greenways
Greenways ($-)
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CIP YEARS 6-10
Sustainable Projects $58,015,718
• Existing Park Improvements
and Lifecycle Replacement
Visionary Projects
(Existing Parks) $55,561,950
• Arnie Quinones Park
• Desert Sands Park
• Domenic Massari Park
• Marie Kerr Park
Visionary Projects
(Future Parks) $22,680,000
• New Neighborhood Park
• New Community Trail
Connections
Total $136,257,668
Table 51: Capital Improvement Plan Years 6-10 (cont.)
Capital Improvement Plan (6-10 Years)
Figure 29: Capital Improvement Plan Years 6-10
Trailheads
$492,891Specialty Parks
$2,142,171
$42,816,747
Greenways
$754,969
Sustainable Projects by Type
Community Parks
Neighborhood Parks
Specialty Parks
Greenways
Trailheads
$11,808,939
$31,262,500
$12,690,000
Visionary Projects by Type
Community Parks
Neighborhood Parks
Trailheads
Specialty Parks
Greenways
$31,252,500
Specialty Parks
$498,150 Greenways ($-)
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CIP YEARS 11+
Sustainable Projects $48,501,278
• Existing Park Improvements
and Lifecycle Replacement
Visionary Projects
(Existing Parks) $66,878,160
• Manzanita Heights Park
• Marie Kerr Park
• Palmdale Oasis Park
Visionary Projects (Future Parks) $174,468,000
• New Community/
Regional Park
Total $289,847,438
Table 52: Capital Improvement Plan Years 11+
Capital Improvement Plan (11+ Years)
Figure 30: Capital Improvement Plan Years 11+
$15,083,622
Trailheads
$933,766
Sustainable Projects by Type
Community Parks
Neighborhood Parks
Trailheads
Specialty Parks
Greenways
$32,407,903
Specialty Parks
$70,046 Greenways
$5,941
$222,266,900
Neighborhood Parks
$18,784,760
Visionary Projects by Type
Community Parks
Neighborhood Parks
Trailheads
Specialty Parks
Greenways
Specialty Parks
$294,500
Greenways ($-)
Trailheads ($-)
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 121
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Individual Park Sustainable and
Visionary Projects
The previous pages provide a detailed look at each
park’s existing and future assets. The following
matrices shown for both ‘Sustainable Projects’ and
‘Visionary Projects’ convey the quantity of existing
and future assets at each park and the timeline for
replacement, construction, or implementation.

Recommendations outlined were based on
the scoring assigned in the Park and Facilities
Assessment section of this plan, as well as meetings
with Department Staff.

Note that costs shown are intended to be rough
order of magnitude and based on park and
recreation-related amenities. The values shown
within this document are based on 2023 dollars
with cost escalators added in years 6 – 10 (35%)
and years 11+ (55%). City staff should continue to
evaluate costing information with current market
conditions throughout the life of the plan as project
funding opportunities arise.

PARK DEVELOPMENT

STANDARDS
In the process of establishing design standards
for parks, it is crucial to ensure that each park
is meticulously programmed, planned, and
designed to align with the specific needs of
its service area and its role within the broader
parks and recreation system. When we refer to
“programming” in the context of park planning and
development, we are talking about creating a list
of potential uses and facilities. A park’s program
can encompass various elements such as sports
fields, splash pads, shelters, restrooms, sports
courts, trails, environmental conservation efforts,
open meadows, nature reserves, or interpretive
areas. These amenities can be categorized as
either primary or secondary, depending on their
importance. The park’s design should consider the
demographics and requirements of the community
it aims to serve.

Every park, irrespective of its category, should have
a clear set of intended outcomes. Park planners
and designers should work toward achieving these
outcomes, which also include considerations
for the ongoing operational and maintenance
expenses associated with the design.

Different park classifications serve distinct
purposes; the park’s features and facilities must be
tailored to the age groups it is meant to cater to,
the expected length of visits, and the designated
uses. The design standards for recreational needs
and services vary based on the age groups present
in the community utilizing the park, which can
differ depending on the park’s classification.

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In the context of these standards, several key terms
are essential:
• “Land Usage” refers to the proportion of
park space designated for either passive or
active activities, and it should align with the
recommendations outlined in a Parks and
Recreation Master Plan.
• “Programming” can be either active or passive,
with active programming being organized
and planned with user pre-registration (e.g.,
sports leagues, day camps, aquatics) and
passive programming being self-directed (e.g.,
playground usage, picnicking, reading).
• “Park/Facility Classifications” encompass various
categories like Pocket Park, Neighborhood Park,
Community Park, Regional Park, Sports Complex
Facility, Recreation/Special Use Park, and
Greenbelts and Conservation.
• “Revenue Facilities” include those that charge
access fees, player fees, team fees, or permit
fees, such as pools, golf courses, tennis courts,
sport field complexes, concession facilities,
nature centers, reservable shelters, and special
event spaces.
• “Signature Facility/ Amenity” denotes an
enhanced facility or amenity recognized by the
community for its exceptional design, location,
function, or natural attributes.

General Design
The goal of general park design for the City of
Palmdale is to create neighborhood cornerstones
that are regularly used, well-maintained,
aesthetically pleasing, universally accessible, safe,
and suitable for various individual and group
activities. These parks should meet the needs
of the surrounding neighborhoods and align
with their typology within the overall parks and
recreation system.

All newly designed and/or renovated parks in
Palmdale should:
• Emphasize aesthetics, innovation, universal
accessibility, and a sense of ownership among
park users.
• Ensure inviting and well-maintained park
entries and edges. Clearly mark entrances with
park signage. Integrate streets into the design,
including planting street trees and resurfacing
sidewalks where feasible.
• Incorporate pathways that provide access to
amenities and walking loops.
• Locate restroom buildings near recreation fields,
children’s play areas, and group picnic areas, if
possible, making them aesthetically pleasing and
well-maintained.
• Prioritize safety and the perception of safety
through visibility and Crime Prevention Through
Environmental Design (CPTED) strategies.
• Provide sufficient lighting for safety during the
day and night whenever possible.
• Preserve valuable existing trees.
• Place new parks as central features of
neighborhoods for easy access by residents and
visitors of all ages and abilities.
• Ensure that parks are planned and designed
to align with the needs of the surrounding
neighborhood and their classification within the
overall parks and recreation system.
• Establish a set of outcomes or design goals
with consideration of the operational and
maintenance costs associated with these
design outcomes.
• Select materials which are appropriate for the
Mojave Desert climate.

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Standards
The following design standards pertain to
functional and aesthetic considerations for park
design. These standards must be consulted and
adhered to during the development of parks and
recreation facilities with the City of Palmdale. All
parks and open spaces are required to meet the
following guidelines and regulations, with the
stricter rule-taking precedence:
• American Society for Testing and Materials (ASTM)
• Americans with Disabilities Act (ADA)
• Americans with Disabilities Act Accessibility
Guidelines (ADAAG)
• California Building Code (CBC)
• California Energy Code (CEC)
• City of Palmdale Engineering Design Standards
• City of Palmdale General Plan, Recreation Element
• City of Palmdale Municipal Code
• City of Palmdale Standard Drawings
• City of Palmdale Standard Specifications for
Public Works Construction
• Consumer Products Safety Commission (CPSC)
• Title 24 of the California Building Code (CBC)
• Uniform Building Code (UBC)
Before beginning the design process, planners and
designers must confirm the project program, the
specific facility size, functional requirements, and
project budget.

Please refer to the City of Palmdale Approved
Manufactures and Product List available upon
request from the Park & Recreation Director.

Classifications

POCKET PARKS
• Size: Usually less than 0.1 acres up to 1.5 acres.
• Location: Often in urban or residential areas
surrounded by commercial buildings or houses.
• Function: Serve various purposes, such as small
event spaces, play areas for children, places for
relaxation and socialization, and lunch breaks.
• Key Qualities: Accessible, accommodating for
activities, comfortable, and sociable.
• Amenities: Typically, minimal and not designed
for programmed activities.
• Service Area: Generally, within a quarter-mile,
intended for users within close walking distance.

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NEIGHBORHOOD PARKS
• Size: Ranging from 1.5 to 10 acres, with considerations for use and facilities, not just size alone.
• Service Radius: Typically, a .5 – 1 mile.
• Access: Safe pedestrian access for residents; limited parking for smaller parks (less than five acres).
• Purpose: Serve the recreational and social
needs of nearby neighborhoods, contributing to
neighborhood identity.
• Opportunities: Joint-use sites that can also serve as recreational spaces for schools.
• Amenities: Playground, restrooms, non-
programmed sports field, reservable shelter (for
parks three acres or larger), loop trails, sport courts, benches, small shaded areas near play areas.
• Landscape Design: Designed to enhance the park’s
theme and user experience.
• Revenue Facilities: Typically, none.
• Land Usage: 85% active and 15% passive.
• Programming: Typically minimal, but there may be a
programmed signature amenity.
• Signage: Directional signage and facility/amenity
regulations to enhance the user experience.
• Parking: Emphasize on-street parking adjacent to
the park to maximize usable space; provide 5 – 10
on-site parking spaces, including accessible spaces
as needed.
• Lighting: Security lighting only.

COMMUNITY PARKS
• Size: Typically span from 10 to 50 acres.
• Service Area: Encompasses a radius of two to
three miles.
• Purpose: Designed to address the recreational
needs of the local community, providing various
recreational facilities.
• Features: Offer amenities such as sports fields,
tennis courts, extreme sports areas, loop trails,
picnic spaces, bookable picnic shelters, sports
courts, restrooms with drinking fountains,
expansive turfed and landscaped areas, and a
playground or spray area.
• Potential Revenue Facilities: May include one
or more, such as a pool, sports complex, or
pavilion.
• Land Use: Emphasizes 65% for active recreation
and 35% for passive areas.
• Parking: Should provide sufficient parking for the
amenities but not exceed 10% of the park area;
on-street parking is encouraged.
• Illumination: Includes lighting for amenities like
sports field lighting and security lighting.

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REGIONAL PARKS
• Size: Typically range from 50 to 1,000 acres, with
some larger parks spanning 2,000 to 5,000 acres.
• Service Area: Extends over a three-mile or larger
radius, serving a broad area encompassing
multiple communities or counties.
• Purpose: Act as destination sites offering a
wide array of recreational opportunities and
natural features.
• Features: Encompass various specialized
amenities, including art centers, amphitheaters,
boating facilities, golf courses, natural areas with
interpretive trails, and more.
• Potential Revenue Facilities: Often designed to
generate revenue to cover operational costs.
• Land Use: Allows for a balance of up to 50% for
active use and 50% for passive areas.
• Parking: Adequate parking to support all amenities.

SPORTS COMPLEXES
• Purpose: Designed to offer 4 to 16+ fields or
courts for sports, including the possibility of
extreme sports like BMX and skateboarding.
• Features: May include both indoor and outdoor
facilities for youth and adults, with outdoor fields
equipped with lighting for extended use.
• Economic Attraction: Aimed at meeting
community needs while also drawing sports
tournaments for economic benefits.
• Signature Complexes: Can have enhanced
amenities like artificial turf, multipurpose field
benches, scoreboards, and more, subject to
available funding.

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SPECIALTY PARKS
• Distinction: These parks serve a single purpose,
unlike other park classifications that offer
multiple recreational opportunities.
• Categories: Special use parks can include
cemeteries, historic/cultural/social sites,
nature parks, golf courses, indoor and outdoor
recreation facilities.
• Size and Service Radius: Vary widely based on
the specific facility or activity.
• Site Selection: Dependent on the nature of the
facility, no specific standards are defined.
• Amenities: Differ based on the type of facility.
• Revenue Facilities: Some may require revenue for
construction and maintenance.
• Land Usage: Varied based on the facility type.
• Programming: Varies by facility.
• Parking: Provided as needed and should
maximize usable park space.
• Lighting: May include security or amenity lighting.
• Signage: Utilized for directional and regulation
purposes to enhance the user experience.
• Landscape Design: Tailored to the specific theme
and use of the park or facility.

OPEN SPACE/ NATURAL AREAS
• Purpose: These lands are undeveloped and
may feature natural or paved trails. They serve
conservation goals, protecting wildlife habitat,
water quality, and endangered species. They also
offer low-impact recreational opportunities like
walking and nature viewing.
• Amenities: Trails, wildlife viewing areas,
mountain biking, disc golf, interpretation, and
education facilities.
• Lighting: None.
• Signage: Interpretive kiosks where appropriate.
• Landscape Design: Minimal or none; sustainable
design for landscaping when needed.

GREENWAYS, TRAILS, AND TRAILHEADS
• Purpose: Greenways link neighborhoods, parks,
attractions, and natural areas through multi-use
trails. They promote protection of natural areas,
accessibility, and safe transportation.
• Site Selection: Consistent with a Bicycle,
Pedestrian and Trails Master Plan.
• Amenities: Parking and restrooms at major
trailheads, and possibly small parks along
the trail.
• Lighting: Preferred security lighting at trailheads
and along the trail.
• Signage: Mileage markers every .25 mile,
interpretive kiosks as needed.
• Landscape Design: Coordinated planting
in urban areas, limited planting in open
space areas.
• Other: Connectivity to parks and other city
attractions is desirable.
• Size: Typically 30 ft. width for greenbelts, urban
trails usually 8 – 10 ft. wide.

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MULTI-USE DETENTION BASINS
• Purpose: Combining stormwater management
with recreational use. The suitability depends on
the type of stormwater detention facility.
• Park-related uses in storm-drainage basins
typically do not meet the City’s parkland
requirements and should only be considered
under special circumstances with prior approval
from the planning and parks and recreation
Departments.
• Specify different elevations for various types of
recreational use, ranging from informal turf areas
to hard court game surfaces and structures.
• Design: Encourages natural aesthetics and
variable contouring for interesting design.
• Side slopes: Should be 6:1 or flatter for ease of
maintenance and accessibility.
• Basin bottoms: Minimum cross slope of 2% for
positive drainage.
• Contouring: Recommended to create elevation
variations and flood risk differentiation.
• Coordination: Joint-use detention/park facilities
require specific designs that align with water
quality/detention and park needs while
minimizing maintenance. Coordination with the
City’s planning and engineering Departments is
crucial during conceptual and final design.

Amenity Standards

BASEBALL FIELDS
• Youth Field Size: Preferred with a 225-foot
outfield fence (minimum four-foot-high outfield
fence) or alternate with a 215-foot outfield fence
(six-foot-high outfield fence).
• Teen/Adult Field Size: Preferred with a 300-
foot outfield fence (increasing to 400 feet
in centerfield) with a minimum 8-foot-high
outfield fence.
• Permanent backstop with a two-foot high
concrete block and safety padding, and a 18-foot
vertical fence (black vinyl coated chain link).
• Fencing: An eight-foot-high fence (Preferred:
black vinyl coated chain link) from backstop
to the end of the skinned infield foul poles
at the outfield fence and a 12-foot-wide dual-
gate opening on one sideline fence for field
maintenance equipment access.
• Concrete block bin: 6-foot by 6-foot for ball field
mix, located next to the 12-foot fence opening.
• Dugout: 21-foot by 7-foot with a 15-foot long
player’s bench with a backrest, 8-foot high
fencing around the dugout, safety wing fencing
inside to prevent foul ball entry, and a roof for
shade.
• Pitching Mound: Raised pitching mound with
two pitching rubbers (46-foot and 50-foot to
home plate) for youth fields and one rubber
for teen/adult fields (60-foot, 6-inches to
home plate).
• Interior warm-up/practice pitching mound along
sideline fences backing up to the outfield fence
(46-foot distance from pitching rubber to plate),
with slats or padding in the fence.
• Three-row covered bleachers (21-foot long) on a
concrete pad on both baselines.
• 12-foot by 8-foot concrete pad for storage box,
installed and funded by user groups.
• Conduit and pull boxes for future scoreboard.
• Remotely controlled athletic field lighting.

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SOFTBALL FIELDS (YOUTH)
• Field size: Preferred with a 225-foot outfield fence
with a 10-foot warning track and a 4-foot high
outfield fence, or alternate with a 215-foot outfield
fence with an 8-foot high outfield fence.
• Baselines and infield: 50-foot and 60-foot baseline
with base sleeves on a completely skinned infield,
home plate included.
• Permanent backstop: 2-foot high concrete block
with safety padding and an 18-foot vertical fence
(black vinyl coated chain link).
• Fencing: 8-foot high fence from backstop to the
end of the skinned infield. Sideline and outfield
fence on the 225-foot field (black vinyl coated
chain link), and an outfield fence increasing to
8-foot high on the 215-foot field. Yellow safety
top on outfield fence, foul poles at the outfield
fence, and a12-foot wide dual-gate opening
on one sideline fence for field maintenance
equipment access.
• Concrete block bin: 6-foot by 6-foot for ball field
mix, located next to the 12-foot fence opening.
• Dugout: 21-foot by 7-foot with a 15-foot long
player’s bench with a backrest, 8-foot high fencing
around the dugout, safety wing fencing inside to
prevent foul ball entry, and a roof for shade.
• No pitching mound. Three pitching rubbers
(30-foot/35-foot/40-foot to home plate).
• Interior warm-up/practice pitching area along
sideline fences, backing up to the outfield fence
(30-foot/35-foot/40-foot to home plate distance
from pitching rubber to plate), with slats or
padding in the fence.
• Three-row covered bleachers (21-foot long) on a
concrete pad on both baselines.
• 12-foot by 8-foot concrete pad for storage box,
installed and funded by user groups.
• Conduit and pull boxes for a future scoreboard.
• Remotely Controlled athletic field lighting at
community and regional parks.
• Concrete behind dugouts and in dugouts
connected to park walkways.

SOFTBALL FIELDS (ADULT)
• Field size: 300-foot outfield fence with a 10-foot
warning track and 8-foot high outfield fence.
• Baselines and infield: 60-foot/65-foot/70-foot/80-
foot baseline with base sleeves on a skinned
infield, home plate included. Bases specified by
the City and provided by user groups.
• Permanent backstop: 2-foot high concrete block
with safety padding and an 18-foot vertical fence
(black vinyl coated chain link).
• Fencing: 8-foot high fence (black vinyl coated
chain link) from backstop to the end of the
skinned infield. 8-foot high sideline and outfield
fence (black vinyl coated chain link) with a
bottom rail and mow strip as a standard, foul
poles at the outfield fence, and a12-foot wide
dual-gate opening on one sideline fence for field
maintenance equipment access.
• Concrete block bin: 6-foot by 6-foot for ball field
mix located adjacent to the 12-foot fence opening.
• Dugout: 27-foot by 9-foot, including a 21-foot
long player’s bench with a backrest, 8-foot high
fencing around the dugout, a safety wing fencing
inside the dugout to prevent foul ball entry, and a
roof for shade over the dugout.
• No pitching mound. Two pitching rubbers
(50-foot/54-foot to home plate).
• Three-row covered bleachers (21-foot long) on a
concrete pad on both baselines. Bleachers should
be shaded with natural or structural components.
• 12-foot by 8-foot concrete pad for storage box,
installed and funded by user group, approved
and installed by City maintenance staff on the
same side as the field mix bin.
• Conduit and pull boxes for a future scoreboard.
• Remotely controlled athletic field lighting at
community and regional parks.
• Concrete behind dugouts and in dugouts
connected to park walkways.
• Quick disconnect for water behind the pitcher’s
mound.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 129
Section 8: What We Have - Parks And Facilities Inventory

MULTIPURPOSE RECTANGULAR FIELDS (SOCCER,

FOOTBALL, LACROSSE, FIELD HOCKEY)
• Field size: Regulation field (360-foot by 240-foot)
or Limited space field (210-foot by 150-foot) with
a 25-foot buffer on the same plane as the field
without obstructions or drainage fixtures. The
buffer applies to both field sizes.
• Goals: Portable, with the size specified by the
user group and provided by the City.
• Bleachers or player’s benches: Portable and
shaded.
• Remotely Controlled athletic field lighting at
community and regional parks.
• Surfacing to be natural grass or synthetic turf.

PL AYGROUNDS
• Playgrounds should enhance children’s
development, be safe, and provide various play
opportunities.
• All play areas should be ADA accessible and use
inclusive design.
• Playgrounds should be cost-effective in terms of
maintenance and use durable equipment.
• Adult seating and water fountains should be
provided near play areas.
• Playgrounds should be shaded and incorporate
natural and creative play elements.
• Custom designs and equipment may be
considered for special parks.
• Playground design should consider diversity and
demographic characteristics.
• Playgrounds shall conform to ADA and safety
regulations and provide a minimum of 80%
shade during peak hours.
• A subsurface drainage system shall be provided.

SIGNAGE
• Signage types include identity, informational,
interpretive, and regulatory signs.
• Signage should be uniform within types,
complement each other, and align with park
design.
• Use signage sparingly, ensuring legibility.
• Park identification/entry signs should be
prominently placed, consistent in material and
design, simple, and made of durable materials.
• Interpretive signage should include informative
content when appropriate.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 130
Section 8: What We Have - Parks And Facilities Inventory

FURNISHINGS AND AMENITIES
• Furnishings should be consistent unless park
design or theme necessitates otherwise.
• Furniture design should be complementary and
use recycled content when feasible.
• Furnishings should be uniform, durable, and
well-maintained.
• Trash cans should provide space for both trash
and recycling, made of metal or concrete.
• Water fountains should be metal, with bottle
fillers and dog bowls as appropriate.
• Lighting elements should enhance aesthetics,
provide safety, and be energy efficient.
• Barbeques should be attractive and functional.
• Furniture designs should be made appropriate
to the specific park requirements and
constituents’ needs.
• All furnishings should be easy to maintain,
utilizing long-lasting materials and designs.

COURTS
• Hardcourt construction and reinforcement should
adhere to the geotechnical report’s guidelines to
prevent stress cracking during monolithic pours;
the score lines should be saw cut. Additionally,
rebar dowels and sleeves must be used at all cold
joints, with greased sleeves. The court’s surface
should provide a non-skid texture.
• It is preferable to orient the court along a north-
south axis.
• When placing two or more courts side by side or
end to end, maintain a minimum distance of ten
feet between them.
• Basketball backboards should be made of all-
steel material with an emulsion-type undercoat.

Extensions should be constructed from galvanized
steel and be six feet in length. Rims should be
double-rimmed, accompanied by nylon nets. The
poles should also be made of galvanized steel.
• All volleyball posts must be galvanized. The net
posts should extend eight feet above the playing
surface’s finish. The net itself should feature a
stainless-steel cable at the top and a rope along
the bottom.
• A concrete curb, with a minimum width of eight
inches and a consistent elevation, must enclose
the sand around volleyball courts. Markings should
be provided on the curb for laying out the court’s
rope.
• Sand for volleyball courts can either be clean,
washed silica sand or clean, washed plaster sand,
or “playground sand”.
• Provide ample shade near court perimeter for
participants and spectators.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 131
Section 8: What We Have - Parks And Facilities Inventory

OUTDOOR EXERCISE AREAS
• Outdoor exercise equipment can be
consolidated into one area or dispersed
throughout a park to create an exercise course.
• When grouping exercise equipment in one area,
it’s recommended to cluster equipment that
requires safety surfacing to minimize the extent
of safety surfacing needed.
• Outdoor exercise equipment should be located
separately from playground equipment.
• If the exercise equipment doesn’t necessitate
the feet leaving the ground, the surfacing should
be stable decomposed granite or concrete. In
cases where the exercise equipment requires the
feet to leave the ground, the surfacing should be
poured-in-place rubber surfacing.
• Outdoor exercise equipment should be shaded
with natural or structural components.

Site Standards

SOIL PREPARATION
• Native topsoil and vegetation should be retained
and protected when practical.
• Soil preparation and amendments should be
based on soil testing results from a certified
agronomic testing laboratory.
• Disturbed soils should be restored to healthy soil
function, such as stockpiling and reusing good
quality site soil, tilling compost into site soils, or
amending topsoil to a minimum depth of the
planting root zone.
• Special soil treatments like sand layers should be
considered for turf areas subject to higher use.
• Organic fertilizers and mycorrhizae are
encouraged.
• Compacted subsoil should be loosened by
ripping to 12” depth.
• Shrub and groundcover beds should be
mulched after planting.
• Erosion control best management practices
should be used during construction.

GRADING AND DRAINAGE
• All park projects are required to have effective
drainage systems, directing water away from
buildings, electrical enclosures, backstops, and
irrigation controllers. Grading and drainage plans
should adhere to the following:
» Walkways and Pedestrian Paving: Pedestrian
walkways and monolithic surfaces made of
concrete, asphalt, or unit pavers should have
a maximum slope of 4.5%, with a maximum
cross slope of 1.5%.
» Paving outside of street rights-of-way must
comply with current Title 24 and ADA
accessibility standards.
» Basketball and Volleyball Courts: Multipurpose
paved courts should drain from end to end at
a 1% slope.
» Tennis Courts: Drainage should occur from
side-to-side or end to end at a 1% slope, with
no high points at the net.
» Multi-Use Fields: These should have a
minimum slope of 1.5% and a maximum slope
of 2%.
» Softball and Baseball Fields: Skinned and turf
infields should have a 1.5% slope, turf outfields
should also have a 1.5% slope, with positive
drainage away from home plate in all cases.
» Parking Areas: For asphalt surfaces, the
minimum slope should be 1%, and the
maximum slope is 4%, with a maximum
cross slope of 4.5%. In areas where accessible
parking is required, a maximum slope of 1.5%
is allowed in any direction.
» Turf Areas: Passive recreation turf areas should
have a minimum slope of 2% and a maximum
slope of 20% (5:1).
» Shrub and Groundcover Areas: These areas
should have a minimum slope of 2% and a
maximum slope of 50% (2:1).
» Mulch Areas: Mulch areas should have a
minimum slope of 2% and a maximum slope
of 20% (5:1).

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 132
Section 8: What We Have - Parks And Facilities Inventory

» Unpaved Trails (Developed parks): The
minimum slope for trails should be 1.5%, with
a maximum slope of 4.5% and a maximum
cross slope of 1.5%, without exceptions.
• Storm Water Systems: The design of storm
water and drainage systems must adhere to
the guidelines outlined in the City of Palmdale
Engineering Standards.
• Finished Grade: The finish grade for turf areas
should be one inch below walks, mow curbs, or
other paving. For shrub, groundcover, or mulch
areas, the finish grade should be two inches
below walks, mow curbs, or other paving.

PLANTING (TREES, SHRUBS, GROUNDCOVER)
• Use appropriate and adaptable planting for
Palmdale’s environment and climate. Native
plants are encouraged.
• Provide variety in color, texture, size, and
seasonal interest.
• Protect and enhance native plant and wildlife
habitat where feasible.
• Use low-water-use and drought-tolerant plants,
reducing turf areas.
• Balance programmatic needs with the use
of turf areas.
• Keep sightlines clear, cover ground for weed
prevention, and screen utilities.
• Plant street trees along bounding streets
if feasible.
• Comply with the City/ Regional approved
species list.

WATER SAVINGS AND CONTROLS
• Group plantings based on water need.
• Replace turf with low-water-use plants.
• Conserve natural drainage.
• Integrate green infrastructure wherever possible.
• Use a central control irrigation system to
maximize water savings.
• Ensure the irrigation system minimizes overspray
onto impervious surfaces.
• Adhere to City of Palmdale Municipal Code
regulations for outdoor watering times and
water waste.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 133 Section 8: What We Have - Parks And Facilities Inventory

134 CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan

WHERE WE GO FROM HERE
– RECOMMENDATIONS AND

ACTION PLAN
SECTION 9
After analyzing the recurring themes and
issues that emerged, BerryDunn developed
recommended goals and objectives (i.e., system
planning, maintenance, and capital planning) for
City parks and recreational facilities, programs,
and services. These recommendations focus on:
• Maintaining existing parks and facilities
• Developing new programs, services,
and amenities
• Expanding programs, services, and amenities
• Increasing organizational efficiency
• Improving programming and service delivery
• Expanding financial opportunities
• Open space preservation
Each recommendation includes detailed goals,
objectives, and action steps.
135CITY OF PALMDALE, CA ■ Parks and Facilities Master Plan OBJECTIVE 1.1:

Continue to enhance and improve internal and
external communication regarding Department
activities and services.

Follow Marketing Best Practices Developed by
Tripepi Smith, City’s Marketing Consultant. The
Department should work with communications
staff to implement the following strategies:
• Measure What Matters
• Create Communication Plans for Major Initiatives
• Enhance the Department’s Photo and
Video Library
OBJECTIVE 1.2:

Explore opportunities to hire additional
positions to supplement the existing staff in
order to support current day-to-day operations,
capital projects, and provide new recreational
programming and service delivery.

To operate more effectively in the future and to
implement the parks and recreation master plan
recommendations, the Department will need to hire
additional positions to supplement the existing staff
to provide new programs and services.

The operations and maintenance area appears
to be under-staffed for the number of parks,
acres, trails, and the amount of natural area
acreage the Department manage and Department
administrative functions are also somewhat
under-staffed.

Focus these resources on larger parks; smaller
neighborhood parks may be more appropriate
to remain contracted out. There is a need to
focus on recruiting trades positions and put in
place incentive opportunities to be competitive
in the market.

This additional staffing will help ensure that
staffing resource levels can maintain existing and
new facilities, programs, and services at or above
acceptable standards.

GOAL 1
Continue to Improve Organizational Efficiencies
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 136
Section 9: Where We Go From Here – Recommendations And Action Plan

OBJECTIVE 1.3:

Explore opportunities using contract providers
to increase recreational programming and
service delivery.

Evaluate the potential for expanding relationships
with contract providers looking for increased
access to additional facilities, specifically
gymnasiums. Expand program opportunities for
fitness/wellness, environmental education, and
adult non-sport programs. Add programs for teens,
adults, and seniors. Continue to balance passive
and active recreation as new programs and services
are developed and implemented.

OBJECTIVE 1.4:

Enhance safety and security in parks and facilities.

Continue to address safety and security issues at
parks and facilities. Add lighting where possible,
specifically along walking/jogging pedestrian
pathways and near restrooms, as these are
the most commonly used amenities at parks
and recreation facilities, design facilities and
landscaping to enhance security. The Department
should consider investment in cameras and/
or other safety measures that may help to deter
vandalism and other inappropriate behavior in
parks. Promote the actual safeness of existing parks
and facilities.

OBJECTIVE 1.5:

Enhance the relationship with local businesses
Continue to work with local businesses and service
organizations to create partnerships for programs
and develop written agreements that define roles
and responsibilities.

OBJECTIVE 1.6:

Work with other service providers to develop
programs and services to meet demand
and trends.

As program offerings and activities gain popularity,
the Department should look for opportunities
to expand programs while working with the
other service providers within the City. Formalize
agreements in writing with each service provider.

OBJECTIVE 1.7:

Investigate the feasibility of instituting a Parks
District.

A Parks District could potentially help fund
park development, improvements, and
ongoing maintenance.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 137
Section 9: Where We Go From Here – Recommendations And Action Plan

OBJECTIVE 2.1:

Explore opportunities to offer more diverse
programs based on demand and trends.

Program offerings for seniors, special events,
outdoor recreation, and fitness and wellness
programs were identified as a priority. The
Department should continue to look for
opportunities to offer these additional programs.

The Department should engage businesses,
nonprofits, and the community in development
and support/operations of additional programs.

Follow the recommendations identified in Section

4.0 Recreation Programs Analysis. Programming
staff are encouraged to use this list of programs,
sports, aquatics, cultural, and special events
found in table 10 as a guide for future program
offerings. Outdoor recreation and environmental
education are the most important recreation areas
to explore, followed by dance and general senior
programming. Program areas to focus on in the
next 5 to 10 years include senior programs, fitness
and wellness, youth recreation, enrichment, and
sports, special events including cultural events,
arts, and aquatics/swimming lessons.

OBJECTIVE 2.2:

Efficiently manage existing programs and develop
additional recreational opportunities.

The Department should first expand staffing
levels to address the need of balancing program
lifecycles by adding new and trending programs
without deleting current successful programs. The
community requested many new programs and
services. Explore programs for all age groups.

The Department should continue to monitor
recreational trends and community needs to
stay current with programming and demand. As
new programs and services are developed and
implemented, it should continue to balance passive
and active recreation.

OBJECTIVE 2.3:

Continue to develop affordable and equitable
recreational opportunities.

The Department should continue to monitor the
affordability of programming and services as well
as evaluate program and facility fee increases.

GOAL 2
Continue to Improve Programs and Service Delivery
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 138
Section 9: Where We Go From Here – Recommendations And Action Plan

OBJECTIVE 3.1:

Continue to maintain and improve existing parks,
facilities, and amenities.

A major factor identified by focus group and
survey participants that would increase their use
of facilities was the condition and maintenance of
parks, facilities, and amenities. The City has done
a good job with routine maintenance; however,
asset replacement and upgrades to parks, facilities,
and amenities need to be addressed. The age
and annual usage of many facilities present
additional challenges to maintain and upgrade.

As the demand for usage of parks, trails, and
facilities continues to grow, the City should look
for opportunities to improve existing park sites
and recreation amenities. The Department should
continue to partner with other City Departments
to express and monitor desired improvements
when appropriate.

OBJECTIVE 3.2:

Add New Parks Or Components.

Based on the level of service analysis, the
Department should look for opportunities to add
new components at existing parks where service
levels may be below the desired threshold. Refer to
the Existing Conditions Report Recommendations
section of this plan for those areas identified as
most in need of improvement on a park-by-park
basis. The Department should add trails, connect
existing neighborhoods, and add future parks
using the “Future Parks Priority Areas” identified in
Section 10 of Envision Palmdale 2045 a complete
community – City of Palmdale General Plan.

OBJECTIVE 3.3:

Upgrade comfort and convenience amenities at
existing facilities.

As the Department upgrades and improves existing
facilities, it should explore opportunities to add
shade, storage, restrooms, drinking fountains/water
bottle filling stations, security lighting, wayfinding
and signage, and other amenities appropriately.

GOAL 3
Improve and Expand Facilities, Parks, and Amenities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 139
Section 9: Where We Go From Here – Recommendations And Action Plan

OBJECTIVE 4.1:

Develop an updated Capital Improvement Plan.

Follow the recommendations outlined
in Section 8.0. To plan and prioritize CIP
projects, recommendations include balancing
the maintenance of current assets with the
development of new facilities.

OBJECTIVE 4.2:

Review existing fees and restructure to meet
current and future funding realities.

The Department should evaluate current program
and rental fees on a biennial basis for equity and
assess whether the collection of fees is resulting in
the appropriate cost recovery.

OBJECTIVE 4.3:

Explore additional funding options.

Several potential funding sources for the
Department were identified during the potential
funding exercise. The Department should use the
results of the exercise as a guide for exploring new
funding opportunities.

OBJECTIVE 4.4:

Explore opportunities to increase sponsorships.

The City’s Sponsorship Development Team should
explore new sponsorship arrangements for special
events, programs, and activities. It should continue
to explore additional sponsorship opportunities
and build on existing sponsorships. All existing
and future sponsorships should be evaluated to
help ensure that they are accurately portrayed in a
signed sponsorship agreement.

OBJECTIVE 4.5:

Explore community facilities districts for all
new park development, and establishment
of a foundation to act as a funding arm
for the Department.

Mello-Roos is enabling legislation that allows a
California special tax district that sells bonds and
levies taxes to fund new or additional community
facilities and services within specific boundaries.

GOAL 4
Increase Financial Opportunities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 140
Section 9: Where We Go From Here – Recommendations And Action Plan

OBJECTIVE 5.1:

Explore opportunities to hire additional positions
to supplement the existing staff in order to improve
maintenance and operations of parks, facilities,
programs, and services.

To operate more effectively in the future
and to implement the comprehensive parks,
recreation, and open space recommendations,
the Department will need to hire additional
positions to supplement the existing staff to
provide new programs and services. The City’s
investment in parks and recreation is deficient
in FTE, approximately 7 – 10 less FTE than the
national median compared to similar-sized
communities. Park maintenance and operations,
and administrative staffing are both lower than
other typical agencies.

OBJECTIVE 5.2:

Implement improved maintenance and operations
procedures, such as a tiered system of park
maintenance.

OBJECTIVE 5.3:

Implement operations and maintenance (O&M)
estimating system, a commitment to always add
O&M resources at the time any capital project is
approved, and an asset management program.

The City does not have or utilize an operations
and maintenance estimating system to accurately
identify park maintenance costs. As a result,
staffing has been reduced over time white
introducing new requirements without necessarily
providing accompanied resources. An O&M
estimating system, a commitment to always add
O&M resources at the time any capital project is
approved, and an asset management program are
required for high-functioning park maintenance
and management.

OBJECTIVE 5.4:

Implement updated Integrated Pest Management
program (IPM).

Use of safe pre-emergent products would likely
reduce the level of effort required to maintain
landscape areas.

OBJECTIVE 5.5:

Implement preventative maintenance schedule,
such to assist the Department to be more efficient
and effective.

The City suffers from decades of deferred
maintenance. It is important to quantify and seek
funding to remedy the deferred issues as deferred
maintenance typically grows exponentially over
time. Follow preventative maintenance schedule,
to assist the Department to be more efficient and
effective.

OBJECTIVE 5.6:

Maintenance contracts should be reevaluated.

Maintenance contracts should be reevaluated
for both scope, price, and non-performance
penalties with a focus on return on investment
compared to the provision of park maintenance by
internal staffing, as a primarily way to evaluate the
contracts. Expanding use of contractors in specialty
areas of turf care, and athletic fields may be helpful.

Where possible, pair staff with contractors to create
training opportunities.

GOAL 5
Improve Maintenance and Operations
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 141
Section 9: Where We Go From Here – Recommendations And Action Plan

OBJECTIVE 6.1:

Address ADA accessibility at all parks and facilities.

According to the ADA.gov website, “Access to civic
life by people with disabilities is a fundamental goal
of the ADA. To ensure that this goal is met, Title II
of the ADA requires state and local governments
to make their programs and services accessible to
persons with disabilities… One important way to
ensure that Title II’s requirements are being met in
cities of all sizes is through self-evaluation, which
is required by the ADA regulations. Self-evaluation
enables local governments to pinpoint the facilities,
programs, and services that must be modified or
relocated to ensure that local governments are
complying with the ADA.”
With over 10% of Palmdale’s population reporting
a disability, inclusive programming and careful
attention of parks and facilities accessibility is
important. The City should continue to implement
recommendations from existing ADA transition
plans specific to parks and recreation, regularly
inspect existing parks and facilities, conduct self-
evaluations, and update its transition plan to
continue to improve accessibility for all citizens. As
facilities are upgraded, the installation of inclusive
amenities, playgrounds, and park equipment
should be considered.

GOAL 6
Address ADA, Accessibility at Parks and Facilities
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 142
Section 9: Where We Go From Here – Recommendations And Action Plan

OBJECTIVE 7.1:

Address underserved areas of the community.

The City of Palmdale is growing more diverse, resulting in a need for cultural programs, marketing opportunities in diverse languages, etc. The community desires more program/community and cultural events and festivals. The community wants to be more involved, and not everyone has access to facilities.

GOAL 7
Diversity/Equity/Inclusion
OBJECTIVE 8.1:

Focus on Sustainability, Climate Action, and Resilience The City of Palmdale General Plan - Envision Palmdale 2045 a complete community, has a focus on Conservation, Sustainability, Climate Action, and Resilience. The 2024 Parks and Recreation Master Plan has a similar focus.

GOAL 8
Conservation, Sustainability, Climate Action, and
Resilience
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 143
Section 9: Where We Go From Here – Recommendations And Action Plan

GOALS, OBJECTIVES, AND ACTION STEPS
Goal 1: Continue to Improve Organizational Efficiencies Objective 1.1:

Continue to enhance and improve internal and external communication regarding Department activities and services.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.1.a
Follow Marketing Best Practices Developed by
Tripepi Smith, City’s Marketing Consultant. The
Department should work with communications
staff to implement the following strategies:
• Measure What Matters
• Create Communication Plans for Major
Initiatives
• Enhance the Department’s Photo and Video
Library
$0
Staff time
and cost of
consultant
Short-term

1.1.b
Review and update the marketing plan every
five years.
$0 Staff time and
direct expense Ongoing

1.1c
Continue to engage the community in
current and future parks and recreation
planning efforts.
$0 Staff time Ongoing

1.1.d
Using a mixed-method approach, continue to
promote and create awareness of the programs
and activities through the City website and
social media.
$0 Staff time Ongoing
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 144
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 1: Continue to Improve Organizational Efficiencies Objective 1.2:

Explore opportunities to hire additional positions to supplement the existing staff in order to support current day-to-day operations, capital projects, and provide new recreational programming and service delivery.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.2.a
To operate more effectively in the future and
to implement the parks and recreation master
plan recommendations, the Department will
need to hire additional positions to supplement
the existing staff to provide new programs and
services. The operations and maintenance area
appears to be under-staffed for the number of
parks, acres, trails, and the amount of natural
area acreage the Department manage and
Department administrative functions are also
somewhat under-staffed:
• 7 – 10 additional positions to operate and
expand its system over the next 10 years,
$0
TBD pending
number of
positions added
Short-term

1.2.b
In coordination with the budget process,
request additional staff to meet the current
need and future demand to maintain the
established level of maintenance service. Hire
and train staff for current and future parks,
facilities, and amenities maintenance demands.
$0
TBD pending
number of
positions added
Short-term

1.2.c
Hire, conduct orientation with, and train staff
for current and future recreation programming,
parks operations, and facility usage demands.
$0 Staff time Mid-term
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 145
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 1: Continue to Improve Organizational Efficiencies Objective 1.3:

Explore opportunities using contract providers to increase recreational programming and service delivery.

Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

1.3.a
Evaluate the potential for developing
relationships with contract providers looking
for increased access to additional facilities,
specifically gymnasiums.
$0 Staff time Short-term;
ongoing

1.3.b
Expand program opportunities for fitness/
wellness, environmental education, and adult
non-sport programs. Add programs for teens,
adults, and seniors.
$0 Staff time Short-term;
ongoing

1.3.c
Continue to balance passive and active
recreation as new programs and services are
developed and implemented
$0 Staff time Mid-term
Objective 1.4:

Enhance the perceptions related to safety and security in parks and facilities.

1.4.a
Continue to address safety and security issues
at parks and facilities. Add lighting where
possible, specifically along walking/jogging
pedestrian pathways and near restrooms, as
these are the most commonly used amenities
at parks and recreation facilities. Design
facilities and landscaping to enhance security.

Depends on the
level of lighting
improvements
Additional
maintenance/
utilities cost
Short-term;
ongoing

1.4.b
The Department should consider investment
in cameras and/or other safety measures
that may help to deter vandalism and other
inappropriate behavior in parks.

Depends on
the number of
cameras added
Additional
maintenance/
utilities cost
Short-term;
ongoing
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 146
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 1: Continue to Improve Organizational Efficiencies Objective 1.4:

Enhance the perceptions related to safety and security in parks and facilities.

Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

1.4.c
Promote the actual safeness of existing parks
and facilities. Include in marketing efforts.
$0
Staff time and
marketing
materials
Short-term;
ongoing
Objective 1.5:

Enhance the relationship with local businesses.

1.5.a
Look for local businesses and service
organizations to create partnerships for
programs and develop written agreements that
define roles and responsibilities.
$0 Staff time Short-term;
ongoing
Objective 1.6:

Work with other service providers to develop programs and services to meet demand and trends.

1.6.a
As program offerings and activities gain
popularity, the Department should look for
opportunities to expand programs while
working with the other service providers within
the City. Formalize agreements in writing with
each service provider.
$0 Staff time Short-term;
ongoing
Objective 1.7:

Investigate the feasibility of instituting a Parks District.

1.7.a
Investigate a Parks District to help fund park
development, improvements, and ongoing
maintenance.
$0 Staff time Short-term;
ongoing
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 147
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 2: Continue to Improve Programs and Service Delivery Objective 2.1:

Explore opportunities to offer more diverse programs based on demand and trends.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

2.1.a
Program offerings for special events, outdoor
recreation, non-sport youth programs, aquatic
programs, and youth sport leagues were
identified as a priority. The Department should
continue to look for opportunities to offer
these additional programs. The Department
should engage businesses, nonprofits,
and the community in development and
operations of additional programs. Follow
the recommendations identified in Section

4.0 Recreation Programs Analysis. Program
areas to focus on in the next 5 to 10 years
include senior programs, fitness and wellness,
youth recreation, enrichment, and sports,
special events including cultural events, arts,
and aquatics/swimming lessons. There is a
significant gap in programming for adults; given
the population of adults in Palmdale. While
approximately half of Palmdale’s population is
made up of adults 20 – 54 years old, only 9% of
programming is dedicated to this age group.
$0
Staff time
to plan and
coordinate
with alternative
providers
Short-term

2.1.b
Work with local schools, non-profits,
local organizations, and artists to increase
arts and cultural programming for all
throughout Palmdale.
$0
Staff time
to plan and
coordinate
with alternative
providers
Short-term
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 148
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 2: Continue to Improve Programs and Service Delivery Objective 2.2:

Efficiently manage existing programs and develop additional recreational opportunities.

Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

2.2.a
The Department should first expand staffing
levels to address the need to balance
program lifecycles by adding new and
trending programs without deleting current
successful programs.
$0
Staff time, cost
of additional
positions
Short-term

2.2.b
The community requested many new
programs and services. Follow the
recommendations identified in Section 4.0
Recreation Programs Analysis. The Department
should continue to monitor recreational trends
and community needs to stay current with
programming and demand. As new programs
and services are developed and implemented,
it should continue to balance passive
and active recreation.
$0
Staff time
to plan and
conduct events;
required
supplies
Short-term

2.2.c
Grow programs that are focused on specific
cultural experiences and/or celebrations. $0
Staff time
to plan with
instructors
conducting
programs
Ongoing

2.2.d
Work with other service providers to develop
programs and services to meet demand and
trends. As popularity in program offerings and
activities increases, the Department should
look for opportunities to expand programs
while working with the other service providers
within the City. Formalize agreements in writing
with each service provider.
$0 Staff time Ongoing
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 149
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 2: Continue to Improve Programs and Service Delivery Objective 2.3:

Continue to develop affordable and equitable recreational opportunities.

Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

2.3.a
As part of any fee structure, maintain a
scholarship fund to help ensure equity and
inclusion to programs and access to parks and
amenities for the community. The Department
should continue to monitor the affordability of
programming and services as well as evaluate
program and facility fee increases.
$0
Staff time; cost
of scholarship
programs
Short-term
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 150
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 3: Improve and Expand Facilities, Parks, and Amenities Objective 3.1:

Focus on asset replacement and upgrades to parks, facilities, and amenities.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

3.1.a
A major factor identified by focus group
and survey participants that would increase
their use of facilities was the condition and
maintenance of parks, facilities, and amenities.

The City has done a good job with routine
maintenance; however, asset replacement and
upgrades to parks, facilities, and amenities
need to be addressed. The age and annual
usage of many facilities present additional
challenges to maintain and upgrade. As the
demand for usage of parks, trails, and facilities
continues to grow, the City should look for
opportunities to improve existing park sites
and recreation amenities. The Department
should continue to partner with other City
Departments to express and monitor desired
improvements when appropriate.

Specific to any
projects
Additional staff
for maintenance
Mid-term
Priority
Objective 3.2
Add new parks or components

3.2.a
Based on the level of service analysis, the
Department should look for opportunities
to add new components at existing parks
where service levels may be below the desired
threshold. Refer to the Existing Conditions
Report Recommendations section of this plan
for those areas identified as most in need of
improvement on a park-by-park basis.

See Section 8
Asset Evaluation
beginning on
page 89 of the
master plan and
Appendix 3
Staff time and
potentially
additional staff
for maintenance
Short-term;
ongoing
Priority

3.2.b
Address low-scoring components and
amenities detailed in Section 8.0 of this report
by upgrading, replacing, or repurposing
components or amenities where appropriate.

See Section 8
Asset Evaluation
beginning on
page 89 of the
master plan and
Appendix 3
Staff time and
potentially
additional staff
for maintenance
Short-term;
ongoing
Priority
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 151
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 3: Improve and Expand Facilities, Parks, and Amenities Objective 3.2
Add new parks or components
Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

3.2.c
The Department should add trails and connect
existing neighborhoods, using the “Future
Parks Priority Areas” identified in Section 10 of
Envision Palmdale 2045 a complete community
– City of Palmdale General Plan.

Increase miles of trails.

Provide trailheads with basic amenities at all
new trails.

See figures in
Appendix 3.

Staff time and
potentially
additional staff
for maintenance
Mid-term;
ongoing

3.2.d
The Department should add future parks using
the “Future Parks Priority Areas” identified
in Section 10 of Envision Palmdale 2045 a
complete community – City of Palmdale
General Plan.

Provide 5.0 acres of parkland or open space per
1,000 residents.

Ensure 90% of residents are within a 20-minute
walk of a park, trailhead, open space, or
recreation facility.

See figures in
Appendix 3.

Staff time and
potentially
additional staff
for maintenance
Mid-term;
ongoing

3.2.e
Co-locate schools and parks and partner with
non-profit organizations to provide recreational
opportunities.

N/A
Staff time and
potentially
additional staff
for maintenance
Mid-term;
ongoing

3.2.f
Prioritize underserved areas for development
of new parks and recreation facilities.

Encourage low-cost or free access for all
Palmdale residents.

N/A
Staff time and
potentially
additional staff
for maintenance
Short-term;
ongoing
Priority
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 152
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 3: Improve and Expand Facilities, Parks, and Amenities Objective 3.2
Add new parks or components
Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

3.2.g
Work with local school districts to make
campus recreation amenities available
to surrounding neighborhoods and local
sportsgroups during off-school hours.

N/A
Staff time and
potentially
additional staff
for maintenance
Short-term;
ongoing
Priority

3.2.h
Work with the private development
community to incentivize creation of publicly
accessible parkland.

N/A
Staff time and
potentially
additional staff
for maintenance
Short-term;
ongoing
Priority

3.2.i
Consider adding non-traditional type parks to
extend the range of recreational opportunities
available within the city, including linear parks,
neighborhood parks, and remodeling vacant
buildings for indoor recreation use.

See figures in
Appendix 3.

Staff time and
potentially
additional staff
for maintenance
Mid-term;
ongoing

3.2.j
Explore options to provide public recreation
access using utility and drainage basins as
safety permits.

See figures in
Appendix 3.

Staff time and
potentially
additional staff
for maintenance
Mid-term;
ongoing

3.2.k
Develop open space networks through
preservation corridors to connect large
open spaces.

Explore acquiring trail easements or right-of-
ways and pursue all available funding sources
to provide trail acquisition and construction.

To the extend feasible, ensure that trails are
accessible to all.

See figures in
Appendix 3.

Staff time and
potentially
additional staff
for maintenance
Mid-term;
ongoing
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 153
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 3: Improve and Expand Facilities, Parks, and Amenities Objective 3.2
Add new parks or components
Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

3.2.l
Work with private property owners,
conservation agencies, and the County to
expand and acquire natural open spaces and
hillsides around the city.

N/A
Staff time and
potentially
additional staff
for maintenance
Mid-term;
ongoing

3.2.m
Incorporate the citywide multi-purpose trail
network adopted under the General Plan into
the regional trail system.

See figures in
Appendix 3.

Staff time and
potentially
additional staff
for maintenance
Mid-term;
ongoing

3.2.n
Use the Level of Service findings found in Section

8.0 What We Have – Parks and Facilities Inventory
and Assessment and Parks Capital Improvement
Plan, to add additional recreation amenities.
• Pocket/HOA Parks (204 acres)
• Neighborhood Parks (418 acres)
• Regional Parks (246 acres)
• Baseball fields (3)
• Basketball courts (8)
• Tennis courts (12)
• Volleyball courts (4)
• Dog park (1)
See figures in
Appendix 3.

Staff time and
potentially
additional staff
for maintenance
Mid-term;
ongoing
Objective 3.3
Upgrade comfort and convenience amenities at existing facilities

3.3.a
As the Department upgrades and improves
existing facilities, it should explore
opportunities to add shade, storage,
restrooms, drinking fountains/water bottle
filling stations, security lighting, wayfinding and
signage, and other amenities appropriately.

See figures in
Appendix 3.

Additional staff
or contract
management for
maintenance
Mid-term
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 154
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 4: Increase Financial Opportunities
Objective 4.1:

Develop an updated Capital Improvement Plan.

Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

4.1.a
Follow the recommendations outlined
in Section 8.0. To plan and prioritize CIP
projects, recommendations include balancing
the maintenance of current assets with the
development of new facilities.

See figures in
Appendix 3.

Additional staff
or contract
management for
maintenance
Mid-term
Objective 4.2:

Review existing fees and restructure to meet current and future funding realities.

4.2.a
The Department should evaluate current
program and rental fees on a biennial basis
for equity and assess whether the collection
of fees is resulting in the appropriate
cost recovery.

N/A Staff time Short-term
Priority
Objective 4.3:

Explore additional funding options

4.3.a
Several potential funding sources for the
Department were identified during the
potential funding exercise. The Department
should use the results of the exercise as a guide
for exploring new funding opportunities.

N/A Staff time Short-term;
ongoing

4.3.b
Pursue grant opportunities and
philanthropic donations.

N/A Staff time Mid-term
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 155
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 4: Increase Financial Opportunities
Objective 4.4:

Explore opportunities to increase sponsorships.

Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

4.4.a
The City’s Sponsorship Development Team
should explore additional sponsorship
opportunities and build on existing
successful sponsorships.

N/A Staff time Ongoing

4.4.b
The City’s Sponsorship Development Team
should work to ensure that all existing and
future sponsorships are accurately portrayed in
signed sponsorship agreements.

N/A Staff time Short-term
Objective 4.5:

Explore community facilities districts for all new park development, and establishment of a foundation to act as a funding arm for the Department.

4.5.a
Explore special community facilities tax district
that sells bonds and levies taxes to fund new
or additional community facilities and services
within specific boundaries.

N/A Staff time Ongoing
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 156
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 5: Improve Maintenance and Operations
Objective 5.1:

Explore opportunities to hire additional positions to supplement the existing staff in order to improve maintenance and operations of parks, facilities, programs, and services.

Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

5.1.a
To operate more effectively in the future
and to implement the comprehensive parks,
recreation, and open space recommendations,
the Department will need to hire additional
positions to supplement the existing staff
to provide new programs and services. The
City’s investment in parks and recreation is
deficient in FTE, approximately 7 – 10 less FTE
than the national median compared to similar-
sized communities. Park maintenance and
operations, and administrative staffing are both
lower than other typical agencies.

N/A
TBD pending
number of
positions added
Short-term;
ongoing

5.1.b
In coordination with the budget process,
request additional staff to meet the current
need and future maintenance and operations
demand to maintain the established level
of maintenance service. Hire and train staff
for current and future parks, facilities, and
campgrounds maintenance demands.

N/A
TBD pending
number of
positions added
Short-term;
ongoing
Objective 5.2:

Implement improved maintenance and operations procedures.

5.2.a
Implement a tiered system of park
maintenance.

N/A Staff time Short-term;
ongoing
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 157
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 5: Improve Maintenance and Operations
Objective 5.3:

Implement O&M estimating system, a commitment to always add O&M resources at the time any capital project is approved, and an asset management program.

Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

5.3.a
Implement an Operations & Maintenance
(O&M) estimating system and an asset
management program.

N/A
Staff time and
cost of software
systems
Short-term;
ongoing

5.3.b
Commit to always add Operations &
Maintenance (O&M) resources at the time any
capital project is approved.

N/A
TBD pending
number of
positions needed
and resources
needed
Short-term;
ongoing
Objective 5.4:

Implement updated Integrated Pest Management program (IPM).

5.4.a
Implement an IPM, using safe pre-emergent
products would likely reduce the level of effort
required to maintain landscape areas.

N/A Staff time and cost
supplies
Short-term;
ongoing
Objective 5.5:

Implement preventative maintenance schedule to assist the Department to be more efficient and effective.

5.5.a
Follow preventative maintenance schedule
to assist the Department to be more efficient
and effective.

N/A
Staff time and
cost materials and
supplies
Short-term;
ongoing
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 158
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 5: Improve Maintenance and Operations
Objective 5.6:

Maintenance contracts should be reevaluated.

Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

5.6.a
Maintenance contracts should be reevaluated
for scope, price, and non-performance
penalties with a focus on return on
investment compared to the provision of park
maintenance by internal staffing, as a primary
way to evaluate the contracts. Expanding use
of contractors in specialty areas of turf care,
and athletic fields may be helpful. Where
possible, pair staff with contractors to create
training opportunities.

N/A Staff time and cost
of contracts
Short-term;
ongoing
Goal 6: Address ADA Accessibility at All Parks and Facilities Objective 6.1:

Address ADA accessibility at all parks and facilities.

Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

6.1.a
With over 10% of Palmdale’s population
reporting a disability, inclusive programming
and careful attention of parks and facilities
accessibility is important. The City should
continue to implement recommendations from
existing ADA transition plans specific to parks
and facilities. There are number of individuals
with disabilities in the community that may
greatly benefit from increased services. As part
of any renovation, redesign, or redevelopment
of parks and amenities, consider input from
members of the community with special needs.

Determined
by City ADA
transition plan
Depending on
projects Short-term
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 159
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 7: Diversity/Equity/Inclusion
Objective 7.1:

Address underserved areas of the community.

Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

7.1.a
The City of Palmdale is growing more diverse,
resulting in a need for cultural programs,
marketing opportunities in diverse languages,
etc. The community desires more program/
community and cultural events and festivals.

Community wants to be more involved.

N/A Staff time Annually

7.1.b
Create marketing plan specific to various
underserved communities.

N/A
Staff time,
project costs
TBD
Annually

7.1.c
Address Diversity, Equity, and Inclusion:
• Promote and advertise scholarship
opportunities
• Set up registration software to allow
demographic self-reporting
• Establish program planning and
evaluation cycles (i.e., add DEI question in
customer survey)
• Develop DEI-focused staff training plan
• Conduct program and language audits by
experts for cultural relevancy and accuracy
• Establish role as a career pathway provider
N/A Staff time Short-term
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 160
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 8: Conservation, Sustainability, Climate Action, and Resilience Objective 8.1:

Focus on Sustainability, Climate Action, and Resilience Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

8.1.a
Enhance ecosystems and other existing or
future natural open spaces through restoration,
redesign, and ongoing maintenance practices.

Target – 80% of residents have nearby access to
natural or open space within 20 minutes.

N/A
Staff time,
project costs
TBD
Short-term

8.1.b
Reduce/mitigate impacts of urban heat islands.

Target – 30% of heat trapping surfaces
converted to green space or reflective
materials, 40% tree canopy cover.

N/A
Staff time,
project costs
TBD
Short-term

8.1.c
Implement the City’s landscape plant list and
use of low-water plants in new or renovated
landscape areas.

N/A
Staff time,
project costs
TBD
Short-term

8.1.d
Implement rainwater capture and use of cisterns
for outdoor watering purposes were possible.

N/A
Staff time,
project costs
TBD
Short-term

8.1.e
• Design open spaces to provide multiple
climate and sustainability functions.
• Plant additional trees in parks and open
spaces to sequester carbon, provide shade,
contribute to stormwater management,
provide habitat, and enhance community
character.
• Prioritize native plants and pollinator-friendly
plants.
• Integrate green infrastructure stormwater
management practices into the design of
open spaces and parks.
• Incorporate cool pavement practices to
reduce the urban heat island effect.

N/A
Staff time,
project costs
TBD
Short-term
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 161
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 8: Conservation, Sustainability, Climate Action, and Resilience Objective 8.1:

Focus on Sustainability, Climate Action, and Resilience Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

8.1.f
Convert Tejon Park to open space to provide
a significant ecological area to protect
irreplaceable biological resources for the
community.

N/A
Staff time,
project costs
TBD
Short-term

8.1.g
Protect significant ecological areas in and
around the City, including, but not limited to
sensitive flora and fauna habitat areas.

Continue enforcing the City’s Native Vegetation
Ordinance to protect western Joshua trees and
Juniper trees.

Identify and preserve to the greatest extent
feasible significant ecological areas for
consideration for open space conversation
including Tejon Park and Barrel Springs.

N/A
Staff time,
project costs
TBD
Short-term

8.1.h
Preserve significant natural and constructed
open spaces that give the city its distinct form
and identity.

N/A
Staff time,
project costs
TBD
Mid-term

8.1.i
Implement the standards adopted under the
City’s Hillside Management Ordinance for new
development to maintain areas of scenic and
open spaces within hillside areas.

N/A
Staff time,
project costs
TBD
CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 162
Section 9: Where We Go From Here – Recommendations And Action Plan

Goal 8: Conservation, Sustainability, Climate Action, and Resilience Objective 8.1:

Focus on Sustainability, Climate Action, and Resilience Actions Capital Cost
Estimate
Operational
Budget Impact
Time Frame
to Complete

8.1.j
Utilize the City’s discretionary land use
approval process to locate and retain areas for
open space. Develop guidelines.

N/A
Staff time,
project costs
TBD
Mid-term

8.1.k
Mitigate natural hazards to open spaces into
the open space network to ensure public
health, safety and welfare while preserving
open space.

N/A
Staff time,
project costs
TBD
Mid-term

8.1.l
Identify and utilize all available funding sources
for acquisition and maintenance of open space
areas for public benefit.

N/A
Staff time,
project costs
TBD
Mid-term

8.1.m
Preserve open space by cooperating with
private and public entities whose goals are to
preserve natural and constructed open space.

N/A
Staff time,
project costs
TBD
Mid-term

8.1.n
Develop criteria and guidelines to identify how
to establish land trust open space locations.

N/A Staff time Short-term

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 163
Section 9: Where We Go From Here – Recommendations And Action Plan

IMPLEMENTATION GUIDELINES AND STRATEGIES
The following is a list of suggestions for successful
implementation of the Parks and Recreation
Master Plan.

These elements represent the commitment and
discipline required to integrate the process into
daily operations, now and in the future.

The Parks and Recreation Master Plan becomes the
guidepost for the Department. When decisions or
responses to the community are needed, the plan
becomes the reference point for decision-making
and whether new issues or responses to the
community are of higher importance than what has
been established as existing direction.

The Parks and Recreation Master Plan information
should be included as part of the new employee
orientation program.

Post the plan on the website and track results
of addressing the recommendations on the site.

This will assist in providing the community with
information about the Department’s strategic
direction and its commitment to results. It might
also be helpful to develop a color brochure of key
highlights of the plan to distribute to interested
partners and community members to provide a
quick snapshot of the plan.

A staff member or team should have the
responsibility of being the project manager or
“champion” of the plan’s implementation to help
ensure success. This champion is responsible for
monitoring the plan’s progress and works with
other Department staff, City leadership, and other
City Departments to effectively integrate the plan
within operations.

A staff member or team should be assigned
accountability for each recommendation. The
project lead will have responsibility for tracking
progress of the plan.

Regular reporting of the Parks and Recreation
Master Plan’s progress should occur. Divide the
plan into separate fiscal years and report one
year at a time, as an ongoing annual work plan.

Each action item for the year should include a
list of strategies that support its completion. The
strategies are developed prior to each year for the
upcoming list of action items and are developed
by the staff members involved in completing the
action item. It is the project leader’s responsibility
to report on their action items in a quarterly
report. A suggestion is to enter each year’s data
on a spreadsheet or strategic planning software
that lists the goals, objectives, action items, start
dates, completion dates, and the name of the
staff member responsible for completion of
the action item.

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 164
Section 9: Where We Go From Here – Recommendations And Action Plan

At the end of the year, perform an annual review
of the Parks and Recreation Master Plan and
document any changes to objectives and action
items to reflect changes in priorities. This process
can be included at an annual review meeting in
which successive years’ objectives and action items
are discussed as part of the annual budget process.

Action items will tie into both the operating and
capital budget processes.

Update major stakeholders on the plan’s
implementation and results on an annual basis.

Conduct staff meetings on a quarterly or
semiannual basis to review the progress on
implementation of the plan.

Post a chart of each year’s recommendations on
office walls in administrative areas with a check-off
column designating completion as part of a visual
management program.

If there are ideas for new strategies that arise
throughout the year, include them on a written
“parking lot” and review them as part of the annual
just-in-time review to determine if they change or
replace any existing strategies or action items.

At the five-year mark of the plan, complete
a shortened update, including repeating the
statistically valid survey and demographic
projections. Adjust the existing recommendations
as necessary.
1 2 3 4 5 6 7 8
Conquer & Divide Reporting & Formatting Tell the Story
Plan becomes the
guidepost for department.

Implement knowledge of
plan for new employee
orientation program.

Post the Executive
Summary of the plan on
the City’s Website.

Print a color brochure of
the Executive Summary.

Divide the plan into
separate ﬁscal years and
report one year at a time as
an ongoing work plan.

Develop strategies for
each action item.

Develop a spreadsheet
or uses strategic planning
software listing goals,
objectives, action items,
start dates, completion
dates, and staff members.

Update major
stakeholders on
plans implementations
on an annual basis.

Establish a staff member
or team to serve as
project champions.

Assign member or team
recommendations and
hold accountable.

Each member reports on
his/ her action item in a
quarterly report.

At the end of each year,
perform annual review of Master
Plan and document changes
to objectives and action items
and note priority changes.

Post a chart of each years
recommendations on ofﬁce
wals in administrative areas
with a check-off column.

Knowledge Base Monitor & Revise Review & Renew
9 10 11 12
Conduct staff meetings on a
quarterly or semi-annual basis
to review progress.

If new ideas arise throughout the
year includes them on a written
“parking lot” and review to see if
they add or replace existing initiatives.

At the /five.ltab-year mark of the plan,
complete a shortened
update including a repeat of the
statistically valid survey and
demographic projections.

Adjust recommendations as necessary.

Figure 31: Implementation Guidelines – Strategies for Success CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 165
Section 9: Where We Go From Here – Recommendations And Action Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Master Plan 2024
Appendix

PARKS AND RECREATION
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
2 TABLE OF CONTENTS
Appendix 1: Parks and Recreation Master
Plan Survey ................................................................. 5 Appendix 2: Parks and Recreation Master Plan
Youth Intercept Survey ............................................ 29 Appendix 3: Parks Capital Improvement Plan ....... 35
Appendix 4: Sample Maintenance Standards ........ 71
Appendix 5: Sports Field Technical Data Report ...83
Appendix 6: Sports Field Assessment ................... 95 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
3 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix 4 Parks and Recreation
Master Plan Survey
APPENDIX 1
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
5 6/14/2024
1 CITY OF PALMDALE

PARKS AND RECREATION MASTER PLAN SURVEY REPORT

TABLE OF CONTENTS
• Introduction
• Methodology
• Key Findings
• Values and Vision
• Demographics
• Living in Palmdale
• Satisfaction
• Communication
• Current Conditions
• Future Facilities and Programs
• Financial Choices
6/14/2024
2 • The purpose of this study was
to gather community feedback
on the City of Palmdale parks,
recreation facilities, amenities,
future planning,
communication, and more.
• This survey research effort and
subsequent analysis were
designed to assist the City of
Palmdale in developing a plan
to reflect the community’s
needs and desires.

INTRODUCTION

RESEARCH METHODS
Statistically Valid (Invitation Survey)
Paper surveys were mailed to a systematic random sample of residential addresses in the City Palmdale, with the option to complete online through password protected website (1 response per household). The survey was also available online in Spanish. After initial invites were delivered, additional reminder postcards were sent, and phone calls were made to survey recipients to help encourage responses. In total, 227 invitation surveys were completed, yielding a +/-6.5% Margin of Error (MOE) at a 95% confidence level, indicating a successful statistically valid survey effort. Acceptable margin of error used by most survey researchers usually falls between 4% and 8% at the 95% confidence level.

Open Link Survey
In addition to the Invitation Survey, the online survey was later made available to all Palmdale stakeholders in English and Spanish to further strengthen the scope and outreach of the survey effort. This Open Link Survey was promoted through multiple social media posts, email distribution lists, and QR codes were posted at all parks and recreation facilities.

T argeted outreach was also done to reach youth in the area. 227
1,074
Invitation surveys completed
+/- 6.5% Margin of Error
Open Link surveys completed
TOTAL

SURVEYS COMPLETED
1,301
4,500 SURVEYS
& 4,500 POSTCARDS MAILED
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
6 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
1 CITY OF PALMDALE

PARKS AND RECREATION MASTER PLAN SURVEY REPORT

INTRODUCTION

Open Link Survey
In addition to the Invitation Survey, the online survey was later made available to all Palmdale stakeholders in English and Spanish to further strengthen the scope and outreach of the survey effort. This Open Link Survey was promoted through multiple social media posts, email distribution lists, and QR codes were posted at all parks and recreation facilities.

T argeted outreach was also done to reach youth in the area. 227
1,074
Invitation surveys completed
+/- 6.5% Margin of Error
Open Link surveys completed
TOTAL

SURVEYS COMPLETED
1,301
4,500 SURVEYS
& 4,500 POSTCARDS MAILED
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
7 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
3 WEIGHTING THE INVITE DATA
To ensure the survey data represents
Palmdale demographics from U.S.

Census Data, results were weighted by
age, gender, and ethnicity.

The weighting procedure, which is
typical in survey research, applies a
calculated multiplier to each response
from under- and over-represented
demographic groups across all
questions on the survey.

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12 5

KEY FINDINGS
Two samples were collected in the survey effort, the statistically-valid Invite sample and the Open link sample, which had a very strong response of over 1,000 responses. Together they provide an excellent source of input on topics addressed through the survey. Survey results are presented in formats that compare responses from each sample, along with an overall response. In general, responses from the Open link survey are similar to the Invite, a positive finding that it indicates a more general consensus across the two samples.

Respondents generally agree that the City of Palmdale’s communication on parks and recreation facilities, sports leagues and programs is moderately effective with an average of 3.4 out of 5 for the Invite sample and 3.5 for the Open links sample. A total of 39% of the Invite sample said improved communications about offerings would help increase their use of parks and recreation facilities. Respondents prefer a variety of communication methods with the top four being newsletters, emails, the City website and social media.

Respondents show higher levels of satisfaction with the Palmdale Amphitheater, the recreation centers and special events. About a quarter of each sample rated park and facility safety a 1 or a 2 on a scale of 1-5 with 1 being “not at all satisfied.” 6/14/2024
4 KEY FINDINGS
The top future priorities to be added, expanded or improved upon for facilities and parks are safety and security at parks, park amenities and neighborhood parks. Special events, outdoor recreation and senior programs are the top future priorities for programs and special events.

City parks/open space, and pathways/trails are rated as the most important facilities, however, both rated lower in terms of meeting the needs of the community.

KEY FINDINGS
Respondents generally feel that fees are acceptable for the value received for both programs and facility reservation.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
8 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
3 WEIGHTING THE INVITE DATA
To ensure the survey data represents
Palmdale demographics from U.S.

Census Data, results were weighted by
age, gender, and ethnicity.

The weighting procedure, which is
typical in survey research, applies a
calculated multiplier to each response
from under- and over-represented
demographic groups across all
questions on the survey.

City parks/open space, and pathways/trails are rated as the most important facilities, however, both rated lower in terms of meeting the needs of the community.

KEY FINDINGS
Respondents generally feel that fees are acceptable for the value received for both programs and facility reservation.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
9 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
5 VALUES & VISION

VALUES & VISION
 Both samples agree that providing a
high level of safety and security at
facilities is the most important purpose
for the City of Palmdale.
 Ensuring parks and recreation
opportunities are accessible and
affordable to all residents were also
rated as highly important.
6/14/2024
6 DEMOGRAPHICS

GENDER & AGE
The Invite sample was weighted by age and gender using US Census data to more accurately represent the City of Palmdale.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
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6/14/2024
5 VALUES & VISION

GENDER & AGE
The Invite sample was weighted by age and gender using US Census data to more accurately represent the City of Palmdale.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
11 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
7 HOUSEHOLD MAKEUP
Couples with children at home primarily makeup both samples.

DOG OWNERSHIP & ADA NEEDS
A total of 11% of the Invite sample does have a need for ADA-accessible facilities and services, and slightly more than half own a dog (53%). A slightly larger percentage of the Open link sample have a need for ADA-accessibility and are more likely to have a dog at home.
6/14/2024
8 ETHNICITY & RACE
The Invite sample was weighted by ethnicity to better represent the community.

INCOME
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
12 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
7 HOUSEHOLD MAKEUP
Couples with children at home primarily makeup both samples.

INCOME
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13 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
9 LIVING IN PALMDALE

LENGTH OF TIME IN PALMDALE
Respondents are longer-term residents in the City of Palmdale. A total of 63% of the Invite sample have lived in the City for more than 11 years, with an average of 17 years. Open link respondents have lived in the area for a slightly longer period of time.
6/14/2024
10 LOCATION IN PALMDALE
Responses were received from all Council Districts within the City.

FAMILIARITY WITH PARKS AND RECREATION

FACILITIES
Respondents are moderately familiar with the parks, facilities, recreation programs and sports leagues offered by the City of Palmdale. Nearly half of the Invite sample (48%) rated their familiarity a 4 or 5 on the 5-point scale, with an average rating of 3.4. The Open link sample is somewhat more familiar.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
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6/14/2024
9 LIVING IN PALMDALE

FAMILIARITY WITH PARKS AND RECREATION

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
15 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
11 SATISFACTION

SATISFACTION WITH PALMDALE PARKS, FACILITIES, PROGRAMS &

OPEN-ENDED COMMENTS
If respondents answered a 1 or a 2 for satisfaction with Palmdale parks, facilities, programs, and sports leagues, they were asked why they were not satisfied or what actions the City could take to address their concerns. A total of 332 comments were collected, and the top words (verbatim) are shown below.

Common themes include:
• Increased safety and security
• Better maintenance of parks, facilities and
fields
• More shade
• Differences between east side of Palmdale
and west side
• Concerns about the unhoused population
• Lack of awareness of parks, facilities,
programs and sports leagues
• Interest in more walking paths and trails

COMMUNICATION
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
16 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
11 SATISFACTION

SATISFACTION WITH PALMDALE PARKS, FACILITIES, PROGRAMS &

COMMUNICATION
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
17 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
13 COMMUNICATION
Respondents generally agree that the City of Palmdale’s communication on parks and recreation facilities, sports leagues and programs is moderately effective with an average of 3.4 out of 5 for the Invite sample and 3.5 for the Open links sample. Nearly a quarter of the Invite sample rated the communication a 1 (not at all effective) or a 2.

FACILITIES AND SPORTS LEAGUES - IMPORTANCE
• The top two most
important recreation
facilities and services
are similar for both the
Invite and Open link:

City parks and open
spaces, and pathways
and trails.
• The Invite sample also
feels that special events
are highly important.
• The Open link sample
feels stronger regarding
the importance of youth
recreation and sports
leagues and recreation
centers.
• Common mentions in
the “other” category
include aquatics
facilities and lessons.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
18 Appendix 1: Parks And Recreation Master Plan Survey

FACILITIES AND SPORTS LEAGUES - IMPORTANCE
• The top two most
important recreation
facilities and services
are similar for both the
Invite and Open link:

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19 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
15 FACILITIES AND SPORTS LEAGUES - NEEDS MET
• Overall, there are
higher ratings of
satisfaction from both
samples.
• City parks and open
spaces also rated
highly in terms of
meeting the needs of
the community,
however, pathways
and trails dropped
slightly from the
ratings of importance.
• Adult recreation and
sports leagues was
rated lowest for
currently meeting the
needs of the
community.

FACILITIES AND SPORTS LEAGUES - IMPORTANCE/NEEDS MET MATRIX

BY INVITE SAMPLE
The graph below highlights the differences between the average importance rating and the average rating for meeting the needs of the community or “satisfaction”. The two areas where importance is slightly greater than satisfaction, City parks and open spaces, and pathways and trails.
6/14/2024
16 FACILITIES AND SPORTS LEAGUES - IMPORTANCE/NEEDS MET MATRIX

BY OPEN LINK SAMPLE
There are greater differences between importance and satisfaction for the Open link sample, with pathways and trails and City parks and open spaces showing the greatest difference. There were also slight differences between special events, youth recreation and sports leagues, recreation centers, and athletic courts.

Average
Importance-
Performance
Matrix
High importance/
Low needs met
High importance/
High needs met
Low importance/
Low needs met
Low importance/
High needs met
These amenities are important to most
respondents and should be maintained
in the future, but are less of a priority
for improvements as needs are
currently being adequately met.

These are key areas for potential
improvements. Improving these
facilities/programs would likely
positively affect the degree to which
community needs are met overall.

Current levels of support appear to be
adequate. Future discussions
evaluating whether the resources
supporting these facilities/programs
outweigh the benefits may be
constructive.

These “niche” facilities/programs
have a small but passionate
following, so measuring participation
when planning for future
improvements may prove to be
valuable.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
20 Appendix 1: Parks And Recreation Master Plan Survey

FACILITIES AND SPORTS LEAGUES - IMPORTANCE/NEEDS MET MATRIX

These are key areas for potential
improvements. Improving these
facilities/programs would likely
positively affect the degree to which
community needs are met overall.

Current levels of support appear to be
adequate. Future discussions
evaluating whether the resources
supporting these facilities/programs
outweigh the benefits may be
constructive.

These “niche” facilities/programs
have a small but passionate
following, so measuring participation
when planning for future
improvements may prove to be
valuable.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
21 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
17 FACILITIES AND SPORTS LEAGUES - IMPORTANCE/NEEDS MET MATRIX

High importance/
High needs met

FACILITIES AND SPORTS LEAGUES - IMPORTANCE/NEEDS MET MATRIX

BY OPEN LINK SAMPLE
Five categories fell into the high importance/high needs met quadrant for the Open link:
• City parks and open spaces, pathways and trails, special events, recreation centers, and youth recreation and sports leagues
High importance/
High needs met
6/14/2024
18 INCREASING USE
• Better safety and
security would help
increase the use of
parks and recreation
facilities the most for
both samples.
• More lighting and
shade at parks, trails
and facilities is also
important for both
Invite and Open link
respondents.
• Less importance is
placed on adding more
parking.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
22 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
17 FACILITIES AND SPORTS LEAGUES - IMPORTANCE/NEEDS MET MATRIX

High importance/
High needs met

FACILITIES AND SPORTS LEAGUES - IMPORTANCE/NEEDS MET MATRIX

BY OPEN LINK SAMPLE
Five categories fell into the high importance/high needs met quadrant for the Open link:
• City parks and open spaces, pathways and trails, special events, recreation centers, and youth recreation and sports leagues
High importance/
High needs met
6/14/2024
18 INCREASING USE
• Better safety and
security would help
increase the use of
parks and recreation
facilities the most for
both samples.
• More lighting and
shade at parks, trails
and facilities is also
important for both
Invite and Open link
respondents.
• Less importance is
placed on adding more
parking.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
23 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
19 FUTURE FACILITIES AND PROGRAMS

FUTURE FACILITIES AND PARKS
• Improving safety and security at parks is the
top priority for both samples.
• The categories highlighted on the graph all
show higher levels of importance.
• Pickleball courts fell towards the bottom and
were rated lowest in terms of priority.
6/14/2024
20 FUTURE PROGRAMS AND SPECIAL EVENTS
• Special events and outdoor
recreation programs are the top
future programs and events
priorities according to both
samples.
• Overall, priorities were rated
similarly for both the Invite and
Open link.
• E-games and E-sports were rated
the lowest in terms of future
priorities.

TOP THREE FUTURE PRIORITIES

BY INVITE SAMPLE
• When asked to select the
top three priorities, the
Invite sample said that
senior programs, outdoor
recreation programs, and
dance and performing
arts programs are of the
highest importance.
• A total of 11% of the
sample rated
safety/security at parks
and their top priority.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
24 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
19 FUTURE FACILITIES AND PROGRAMS

TOP THREE FUTURE PRIORITIES

Appendix 1: Parks And Recreation Master Plan Survey
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
25 6/14/2024
22 CURRENT FEES
Respondents generally feel that fees are acceptable for the value received for both programs and facility reservation.

ADDITIONAL COMMENTS & SUGGESTIONS
Respondents were offered an opportunity at the end of the survey to provide any additional comments and suggestions for the City of Palmdale. A total of 370 additional comments were received. Common themes are outlined below, and a list of full responses is included in the Appendix. “Main concern is
safety, I want to feel
safe taking my children
to events, parks and
programs.”
“Safety is of utmost
importance! As a
community we need to
do better.”

SAFETY &

SECURITY
“Lots of improvement
needed. Plant more trees!
Create more shade.

Update the baseball fields
“More shade please!
Also, cleanliness is an
issue I've faced as well.

No one wants to use dirty
benches/tables”
SHADE
“I think there needs to be
more lights around the
walking trail in the parks”
“I'd like more pocket
parks. I'd also like
activities such as corn
hole, so that I can go to
the park alone and have a
way to socialize with
other people.”

TRAILS &
PARKS
“Maintenance and
security.”
“More shade. Make
bathrooms cleaner .

Provide soap and mirrors in
bathrooms. Provide clean
bathrooms .”

MAINTENANCE/
UPKEEP
“Good job City of Palmdale
and Parks and Recreation
for conducting the survey.

Hopefully future endeavors
will truly reflex the needs
and reasonable desire of
the diverse culture.”
“Parks and Recreation
Department is awesome!!!”

THANK YOU
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
26 Appendix 1: Parks And Recreation Master Plan Survey

6/14/2024
22 CURRENT FEES
Respondents generally feel that fees are acceptable for the value received for both programs and facility reservation.

SAFETY &

SECURITY
“Lots of improvement
needed. Plant more trees!
Create more shade.

Update the baseball fields
“More shade please!
Also, cleanliness is an
issue I've faced as well.

TRAILS &
PARKS
“Maintenance and
security.”
“More shade. Make
bathrooms cleaner .

Provide soap and mirrors in
bathrooms. Provide clean
bathrooms .”

MAINTENANCE/
UPKEEP
“Good job City of Palmdale
and Parks and Recreation
for conducting the survey.

Hopefully future endeavors
will truly reflex the needs
and reasonable desire of
the diverse culture.”
“Parks and Recreation
Department is awesome!!!”

THANK YOU
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
27 Appendix 1: Parks And Recreation Master Plan Survey
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
28 Parks and Recreation
Master Plan Youth
Intercept Survey
APPENDIX 2
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
29 Overall
5 And Under
6 - 10
11 - 14
15 - 18
Avg.
n=
7%
38%
32%
24%

11.8 155
How old are you?
Overall
Amargosa Creek Trail
Anaverde Park
Arnie Quinones Park
Barrel Springs Trail & Tejon Equestrian Park
Desert Sands Park
Domenic Massari Park
Foothill Park
Joe Davies Heritage Airpark
Joshua Hills Park
Legacy Park
Manzanita Heights Park
Marie Kerr Park
Palmdale Oasis Park
Pelona Vista Park
Poncitlán Square
Rancho Vista Park
Sam Yellen Park & Dog Park
William J. McAdam Park
n=
1%
2%
1%
1%
2%
45%
2%
1%
1%
1%
1%
24%
9%
3%
1%
3%
1%
2%
169
What is your favorite park?
Palmdale Parks and
Recreation Master Plan
Youth Intercept Survey
Overall
DryTown Water Park
Marie Kerr Recreation
Center
Best of the West Softball
Complex
Palmdale Oasis Pool
Palmdale Playhouse
Courson Pool
Palmdale Oasis Park
Recreation Center
McAdam Pool
n=
69%
12%
4%
4%
4%
3%
2%
2%
167
What is your favorite facility?
Palmdale Parks and
Recreation Master Plan
Youth Intercept Survey
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
30 Appendix 2: Parks And Recreation Master Plan Youth Intercept Survey

Overall
5 And Under
6 - 10
11 - 14
15 - 18
Avg.
n=
7%
38%
32%
24%

11.8 155
How old are you?
Overall
Amargosa Creek Trail
Anaverde Park
Arnie Quinones Park
Barrel Springs Trail & Tejon Equestrian Park
Desert Sands Park
Domenic Massari Park
Foothill Park
Joe Davies Heritage Airpark
Joshua Hills Park
Legacy Park
Manzanita Heights Park
Marie Kerr Park
Palmdale Oasis Park
Pelona Vista Park
Poncitlán Square
Rancho Vista Park
Sam Yellen Park & Dog Park
William J. McAdam Park
n=
1%
2%
1%
1%
2%
45%
2%
1%
1%
1%
1%
24%
9%
3%
1%
3%
1%
2%
169
What is your favorite park?
Palmdale Parks and
Recreation Master Plan
Youth Intercept Survey
Overall
DryTown Water Park
Marie Kerr Recreation
Center
Best of the West Softball
Complex
Palmdale Oasis Pool
Palmdale Playhouse
Courson Pool
Palmdale Oasis Park
Recreation Center
McAdam Pool
n=
69%
12%
4%
4%
4%
3%
2%
2%
167
What is your favorite facility?
Palmdale Parks and
Recreation Master Plan
Youth Intercept Survey
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
31 Appendix 2: Parks And Recreation Master Plan Youth Intercept Survey

Overall
Swimming pools
Soccer
Basketball
Music & Art Programs
Skate park
Baseball/Softball/T-Ball
Playgrounds
Volleyball
Dog park
Football
Indoor gymnasium
Splash pad
Park Pop-Up Activities
Picnic shelters
Walking/jogging pedestrian pathways
Fitness equipment
Open space or turf
Pickleball
Tennis
Bocce ball
None of the above
Other
n=
35%
27%
25%
25%
20%
18%
18%
17%
10%
10%
9%
9%
7%
7%
7%
6%
5%
4%
3%
1%
1%
11%
168
What are your favorite activities (Select up to 5)?
Palmdale Parks and
Recreation Master Plan
Youth Intercept Survey
Respondents were offered an opportunity at the end of the survey to provide any additional comments about what they would like to see added to Palmdale parks. A total of 154 comments were made regarding the future of Palmdale parks. The most popular items are listed below, while all comments can be found in the appendix.

Most popular items:

Swimming pools are mentioned in multiple comments for adding additional pools, improving features, and offering swimming classes.

Skate parks are expressed as a popular desire for additional amenities and larger parks for existing areas.

Additional activities for kids and teens were also mentioned by many respondents, with the expressed desire for more activities and programs, including sports, art, music, and community events.

Amenities and additional shade in parks were a popular ask among respondents, including clean bathrooms and better water fountains.

Additional parks and playgrounds, play areas, and splash pads were also popular among respondents, along with more trees and flowers to enhance the environment.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
33 Appendix 2: Parks And Recreation Master Plan Youth Intercept Survey CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
34 Parks Capital
Improvement Plan
APPENDIX 3
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
35 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix 36 NAME Amargosa Creek Trail
LOCATION Elizabeth Lake Rd & 25th St W
TYPE Trailhead

SIZE (AC)
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BENCH 4 4 Great condition; Like new EA 4,500$ X -$ -$ 27,900$ PICNIC TABLE 2 4 Good condition; Like new, minor signs of wear EA 5,500$ X -$ -$ 17,050$ SHADE STRUCTURE/ RAMADA 3 4 Great condition; Like-new condition EA 65,000$ X -$ -$ 100,740$ TRAIL - NON PAVED (MI) 1.1 4 Good condition; Minor erosion and settling MI 135,000$ X -$ -$ 76,717$ TRASH RECEPTACLE 3 4 Good condition; Like new, minor signs of wear EA 2,500$ X -$ -$ 11,625$ -$ -$ 234,032$
-$ -$ 35,105$
Sustainable Projects Grand Total -$ -$ 269,137$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) CONSTRUCT PARKING LOT (SPACES) 2 15 SPACE -$ 192,375$ -$ INSTALL LIGHTING (SITE, SPORTS, PED, ETC) 2 8 EA -$ 162,000$ -$ -$ 354,375$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) -$ 70,875$ -$ -$ 425,250$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
-$ 425,250$ 269,137$
694,387$
Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Visionary Projects
COMMENTS Current Unit Cost
New trail parking lot 9,500.00$
New parking lot lighting 15,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
NAME Anaverde Park
LOCATION 2820 Greenbrier Street
TYPE Neighborhood
SIZE (AC) 6.43
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BASKETBALL COURT (NON-LIGHTED) 1 5 New condition; Recently renovated LS 95,000$ X -$ -$ 49,078$ BBQ PIT/ GRILL 3 3 Average condition; Consider deep clean LS 3,500$ X -$ 14,175$ -$ BENCH 7 3 Average to good
condition; Age and wear, minor EA 4,500$ X -$ 42,525$ -$ BIKE RACK/ LOOP 4 3 Average condition; Coating chipping, rust EA 2,500$ X -$ 13,500$ -$ DOG BAG STATION 1 4 Great condition; Like new EA 1,800$ X -$ -$ 2,790$ FENCING (PERIMETER) LF 300 3 Average condition; Fence at weather station LF 80$ X -$ 32,400$ -$ GATE (VEHICULAR ACCESS) 2 3 Average condition; Age and wear, minor EA 15,000$ X -$ 13,499$ -$ IRRIGATION SYSTEM (AC) 6.00 3 Average condition; Visual assessment only AC 75,000$ X -$ 202,480$ -$ LIGHTING (SITE, PARKING, PED, ETC) 3 3 Average condition; Visual assessment only EA 9,500$ X -$ 12,824$ -$ MULTIUSE FIELD (NON-LIGHTED) 1 3 Average condition; Low spots, minor grading issues LS 365,000$ X -$ 164,234$ -$ OPEN TURF AREA (AC) 0.52 3 Average condition; Low spots, minor AC 84,000$ X -$ 19,654$ -$ PARKING LOT - PAVED (SPACES) 10 3 Average condition; Resurfacing needed SPACE 6,500$ X -$ 87,750$ -$ PICNIC TABLE 4 3 Average condition; Faded due to exposure and age EA 5,500$ X -$ 29,700$ -$ PLAYGROUND (SHADED) 2 4 Good condition; Surface leveling needed LS 800,000$ X -$ -$ 826,584$ RESTROOM BUILDING 1 3 Average condition; Age and wear, minor LS 850,000$ X -$ 382,462$ -$ TRAIL - PAVED (MI) 0.42 4 Good condition; Minor signs of cracking MI 295,000$ X -$ -$ 64,009$ TRASH RECEPTACLE 4 4 Average condition; Age and wear, minor EA 2,500$ X -$ -$ 15,500$ -$ 1,015,201$ 957,961$
-$ 152,280$ 143,694$
Sustainable Projects Grand Total -$ 1,167,482$ 1,101,655$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) N/A - -$ -$ -$
-$ -$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) -$ -$ -$ -$ -$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
-$ 1,167,482$ 1,101,655$
2,269,137$
Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Visionary Projects
COMMENTS Current Unit Cost
Lifecycle Replacement Only -
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Appendix 3: Parks Capital Improvement Plan

37 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Amargosa Creek Trail
LOCATION Elizabeth Lake Rd & 25th St W
TYPE Trailhead

SIZE (AC)
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
38 NAME Arnie Quinones Park
LOCATION 41003 50th Street West
TYPE Neighborhood
SIZE (AC) 2.98
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
FENCING (PERIMETER) LF 487 4 Good condition; Age and wear, minor LF 22$ X -$ -$ 5,535$ GATE (VEHICULAR ACCESS) 2 3 Good condition; Age and wear, minor EA 15,000$ X -$ 13,499$ -$ IRRIGATION SYSTEM (AC) 2.82 4 Good condition; Visual assessment only AC 75,000$ X -$ -$ 109,264$ MULTIUSE FIELD (NON-LIGHTED) 1 4 Good condition; Low spots, minor LS 365,000$ X -$ -$ 188,564$ PARKING LOT - GRAVEL (SPACES) 30 4 Good condition; Low spots, minor grading issues SPACE 3,500$ X -$ -$ 54,245$ SIGNAGE (PARK ENTRY) 1 3 Average condition; Aging, faded, and paint refresh needed EA 10,000$ X -$ 4,500$ -$ TRAIL - NON PAVED (MI) 0.15 3 Average condition; Wear from use MI 135,000$ X -$ 9,112$ -$ TRASH RECEPTACLE 2 5 New condition; Recently replaced EA 2,500$ X -$ -$ 7,750$ -$ 27,110$ 365,358$
-$ 4,066$ 54,804$
Sustainable Projects Grand Total -$ 31,176$ 420,162$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) DEVELOP NEW PARK MASTER PLAN 1 1 LS 50,000$ -$ -$

RENOVATE PARK PER NEW MASTER PLAN
RESULTS 2 7.50 AC -$ 17,718,750$ -$ 50,000$ 17,718,750$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 10,000$ 3,543,750$ -$ 60,000$ 21,262,500$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
60,000$ 21,293,676$ 420,162$
21,773,838$
Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Visionary Projects
COMMENTS Current Unit Cost
New park master plan and community outreach 50,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Develop additional acreage based on master plan 1,750,000$ NAME Barrel Springs Trail
LOCATION 25th Street East & Pearblossom Highway
TYPE Trailhead

SIZE (AC)
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
DOG BAG STATION 1 4 Good condition; Minor wear EA 1,800$ X -$ -$ 2,790$ FENCING (PERIMETER) LF 15,000 3 Average to good
condition; Typical signs of use LF 22$ X -$ 148,485$ -$ PARKING LOT - GRAVEL (SPACES) 40 3 Average condition; Normal signs of wear and usage SPACE 3,500$ X -$ 189,000$ -$ SIGNAGE (PARK ENTRY) 1 4 Good condition; Age and wear, minor EA 10,000$ X -$ -$ 5,166$ TRAIL - NON PAVED (MI) 1.50 3 Average to good
condition; Signs of wear MI 135,000$ X -$ 91,116$ -$ TRASH RECEPTACLE 1 4 Good condition; Age and wear, minor EA 2,500$ X -$ -$ 3,875$ -$ 428,601$ 11,831$
-$ 64,290$ 1,775$
Sustainable Projects Grand Total -$ 492,891$ 13,606$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) DEVELOP NEW PARK MASTER PLAN 2 1 LS -$ 27,000$ -$

INSTALL SIGNAGE (INTERPRETIVE/
REGULATORY) 1 5 EA 32,500$ -$ -$ 32,500$ 27,000$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 6,500$ 5,400$ -$ 39,000$ 32,400$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
39,000$ 525,291$ 13,606$
577,897$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Install additional park signage 6,500$
Update park master plan to pursue grant funding 20,000$ Project Soft Costs
Visionary Projects
COMMENTS Current Unit Cost
Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Appendix 3: Parks Capital Improvement Plan

39 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Arnie Quinones Park
LOCATION 41003 50th Street West
TYPE Neighborhood
SIZE (AC) 2.98
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

SIZE (AC)
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

COMMENTS
Sustainable Projects Sub Totals
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
40 NAME Desert Sands Park
LOCATION 39117 3rd Street East
TYPE Community
SIZE (AC) 19.48
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BASKETBALL COURT (LIGHTED) 2 3 Average condition; Resurfacing needed LS 225,000$ X -$ 202,480$ -$

BBQ PIT/ GRILL
19 3 Average condition; General signs of wear due to
use; consider deep clean LS
3,500$ X -$ 89,775$ -$ BENCH 26 2 Poor condition; Age, dated EA 4,500$ X 117,000$ -$ -$ BIKE RACK/ LOOP 8 3 Average condition; Normal wear EA 2,500$ X -$ 27,000$ -$ BLEACHERS 8 3 Average condition; Age and wear, major EA 12,500$ X -$ 135,000$ -$ COMMUNITY/ RECREATION CENTER (SF) 5120 3 Average condition; Boys and Girls Club SF 650$ X -$ 831,917$ -$ CONCESSION BUIDLING 1 3 Average condition; Age, dated LS 1,500,000$ X -$ 674,933$ -$ DISC GOLF COURSE 1 3 Good condition; Normal signs of wear and usage LS 125,000$ X -$ 56,244$ -$ DRINKING FOUNTAIN 3 2 Poor condition; Age, rust EA 10,000$ X 30,000$ -$ -$ FLAG POLE 1 4 Good condition; Normal wear EA 8,500$ X -$ -$ 4,391$ GATE (VEHICULAR ACCESS) 10 3 Average condition; Age and wear, minor EA 15,000$ X -$ 67,493$ -$ IRRIGATION SYSTEM (AC) 10.08 3 Average condition; Visual assessment only AC 75,000$ X -$ 340,166$ -$ LIGHTING (SITE, PARKING, PED, ETC) 15 3 Average condition; Visual assessment only EA 9,500$ X -$ 64,119$ -$ OPEN TURF AREA (AC) 0.95 3 Average condition; Low spots, brown patches AC 84,000$ X -$ 35,906$ -$ PARKING LOT - PAVED (SPACES) 110 3 Average condition; Resurfacing needed SPACE 6,500$ X -$ 965,250$ -$ PICNIC TABLE 26 2 Poor condition; Age and disrepair EA 5,500$ X 143,000$ -$ -$ PICNIC TABLE 15 5 Like new condition; Normal signs of wear and usage EA 5,500$ X -$ -$ 127,875$ PLAYGROUND (NON-SHADED) 1 5 New condition; Recently replaced LS 350,000$ X -$ -$ 180,815$ PLAYGROUND (OBSTACLE COURSE) 1 5 New condition; Recently replaced LS 800,000$ X -$ -$ 413,292$ PUBLIC ART 2 N/A Not assessed EA -$ -$ -$ -$ RESTROOM BUILDING 1 2 Poor condition; Age and wear, major LS 850,000$ X 850,000$ -$ -$ SHADE STRUCTURE/ RAMADA 1 4 Average condition; Recently painted EA 150,000$ X -$ -$ 232,500$ SIGNAGE (PARK ENTRY) 2 2 Poor condition; Age, dated EA 10,000$ X 20,000$ -$ -$ SOCCER FIELD (LIGHTED) 1 3 Average condition; Low spots, brown patches LS 650,000$ X -$ 292,471$ -$ SOFTBALL/ LITTLE LEAGUE FIELD (LIGHTED) 2 3 Good condition; Low spots, minor, old backstops LS 1,100,000$ X -$ 989,901$ -$ TENNIS COURT (LIGHTED) 2 4 Good condition; Dated light fixtures, striped for pickleball LS 265,000$ X -$ -$ 273,806$ Sustainable Projects

COMMENTS
Appendix 3: Parks Capital Improvement Plan

41 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix TRAIL - PAVED (MI) 0.95 3 Average condition; Signs of wear and use, cracking, settling MI 295,000$ X -$ 378,338$ -$ TRASH RECEPTACLE 5 2 Poor condition; Age and disrepair EA 2,500$ X 12,500$ -$ -$ VOLLEYBALL COURT (SAND) 2 3 Average condition; Age and wear, major LS 95,000$ X -$ 85,491$ -$ 1,172,500$ 5,236,483$ 1,232,679$
175,875$ 785,473$ 184,902$
Sustainable Projects Grand Total 1,348,375$ 6,021,956$ 1,417,581$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) DEVELOP NEW PARK MASTER PLAN 1 1 LS 50,000$ -$ -$

RENOVATE PARK PER NEW MASTER PLAN
RESULTS 2 3.50 AC -$ 9,450,000$ -$ 50,000$ 9,450,000$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 10,000$ 1,890,000$ -$ 60,000$ 11,340,000$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
1,408,375$ 17,361,956$ 1,417,581$
20,187,912$
Sustainable Projects Sub Totals
Project Soft Costs
Visionary Projects
COMMENTS Current Unit Cost
Develop new park master plan with community 50,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Utilize results of master plan to develop adjacent
parcels and rearrange fields 2,000,000$
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
42 NAME Domenic Massari Park
LOCATION 37716 55th Street East
TYPE Community
SIZE (AC) 38.33
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BASEBALL FIELD (LIGHTED) 1 3 Average condition; Low spots, minor grading issues LS 1,250,000.00$ X -$ 562,444$ -$ BASKETBALL COURT (LIGHTED) 2 3 Average condition; Age and wear, minor LS 225,000$ X -$ 202,480$ -$ BASKETBALL COURT (NON-LIGHTED) 2.5 3 Average condition; Age and wear, minor LS 95,000$ X -$ 106,864$ -$ BENCH 16 3 Average condition; Normal signs of wear and
usage EA 4,500$ X -$ 97,200$ -$ BIKE/ SKATE PARK (SF) 12000 3 Good condition; Normal wear SF 115$ X -$ 344,966$ -$ BLEACHERS 8 4 Good condition; Relatively good condition EA 12,500$ X -$ -$ 51,662$ CONCESSION BUIDLING 1 2 Poor condition; Little League Clubhouse LS 1,500,000$ X 499,950$ -$ -$ DOG BAG STATION 3 4 Good condition; Like new EA 1,800$ X -$ -$ 8,370$ DRINKING FOUNTAIN 2 2 Poor condition; Age, rust EA 10,000$ X 20,000$ -$ -$ GATE (VEHICULAR ACCESS) 8 3 Average condition; Normal wear EA 15,000$ X -$ 53,995$ -$ IRRIGATION SYSTEM (AC) 23.11 3 Average condition; Some flood irrigation AC 75,000$ X -$ 779,885$ -$ LIGHTING (SITE, PARKING, PED, ETC) 32 3 Average condition; Visual assessment only EA 9,500$ X -$ 136,786$ -$ OPEN TURF AREA (AC) 2.91 2 Poor condition; Low spots, brown/ dead areas AC 84,000$ X 81,472$ -$ -$ PARKING LOT - PAVED (SPACES) 468 3 Average condition; Resurfacing needed SPACE 6,500$ X -$ 1,267,373$ -$ PICNIC TABLE 20 3 Average condition; Age and wear, major EA 5,500$ X -$ 148,500$ -$ PLAYGROUND (SHADED) 2 3 Average condition; New surfacing, aging equipment LS 800,000$ X -$ 2,160,000$ -$ PUBLIC ART 1 N/A Not assessed EA -$ -$ -$ -$ RESTROOM BUILDING 1 2 Poor condition; Appears dated LS 850,000$ X 850,000$ -$ -$ SHADE STRUCTURE/ RAMADA 3 3 Average condition; Recently repainted EA 65,000$ X -$ 263,250$ -$ SOCCER FIELD (NON-LIGHTED) 3 5 Great condition; Recently rennovated LS 365,000$ X -$ -$ 565,693$ SOFTBALL/ LITTLE LEAGUE FIELD (LIGHTED) 3 3 Average condition; Low spots, minor grading issues LS 1,100,000$ X -$ 1,264,874$ -$ TENNIS COURT (LIGHTED) 2 3 Average condition; Obvious signs of wear LS 265,000$ X -$ 238,476$ -$ TRAIL - NON PAVED (MI) 0.42 3 Average condition; Wear from use MI 135,000$ X -$ 25,512$ -$ TRAIL - PAVED (MI) 1.30 3 Average condition; Signs of wear and use, cracking, settling MI 295,000$ X -$ 517,725$ -$ TRASH RECEPTACLE 22 3 Average condition; Age and wear, minor EA 2,500$ X -$ 74,250$ -$ VOLLEYBALL COURT (SAND) 2 3 Average condition; Surfacing settling LS 95,000$ X -$ 85,491$ -$ 1,451,422$ 8,330,071$ 625,725$
217,713$ 1,249,511$ 93,859$
Sustainable Projects Grand Total 1,669,135$ 9,579,581$ 719,584$ Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Appendix 3: Parks Capital Improvement Plan

43 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)

CONSTRUCT COMMUNITY BUILDING AND
ADDITIONAL RESTROOM 2 1600 SF -$ 1,944,000$ -$ INSTALL NEW FIELD LIGHTING 2 5 LS -$ 3,712,500$ -$ PERFORM SITE ASSESSMENT 1 1 LS 48,000$ -$ -$ 48,000$ 5,656,500$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 9,600$ 1,131,300$ -$ 57,600$ 6,787,800$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
1,726,735$ 16,367,381$ 719,584$
18,813,700$
Visionary Projects
COMMENTS Current Unit Cost
New community building for programming 900.00$
Install lighting at soccer fields 550,000$
Skate park evaulation and assessment 48,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
44 NAME Dr. Robert C. St Clair Parkway
LOCATION E. Palmdale Blvd, Sierra Hwy
TYPE Greenway
SIZE (AC) 9.48
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BENCH 10 3 Average condition; Age and wear, minor EA 4,500$ X -$ 60,750$ -$ IRRIGATION SYSTEM (AC) 7.50 3 Average condition; Visual assessment only AC 75,000$ X -$ 253,100$ -$ LIGHTING (SITE, PARKING, PED, ETC) 39 3 Average condition; Normal wear EA 9,500$ X -$ 166,708$ -$ OPEN TURF AREA (AC) 1.6 2 Poor condition; Low spots, brown patches AC 84,000$ X 44,796$ -$ -$ PICNIC TABLE 1 3 Average condition; Age and wear, minor EA 5,500$ X -$ 7,425$ -$ SIGNAGE (PARK ENTRY) 1 4 Good condition; Like new EA 10,000$ X -$ -$ 5,166$ TRAIL - NON PAVED (MI) 0.25 3 Average condition; Wear from use MI 135,000$ X -$ 15,186$ -$ TRAIL - PAVED (MI) 0.85 3 Average to good
condition;
Visible signs of wear, cracking
and settling MI 295,000$ X -$ 112,826$ -$ TRASH RECEPTACLE 12 3 Average condition; Age, rust EA 2,500$ X -$ 40,500$ -$ MISC: LANDSCAPE AREAS 3.76 2 Poor condition; Nearing end of lifecycle AC 300,000$ X 1,128,000$ -$ -$ 1,172,796$ 656,495$ 5,166$
175,919$ 98,474$ 775$
Sustainable Projects Grand Total 1,348,715$ 754,969$ 5,941$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) N/A - -$ -$ -$
-$ -$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) -$ -$ -$ -$ -$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
1,348,715$ 754,969$ 5,941$
2,109,625$
Sustainable Projects

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BENCH 9 3 Average condition; Normal signs of wear and
usage EA 4,500$ X -$ 54,675$ -$ BIKE RACK/ LOOP 4 3 Average condition; Age, rust EA 2,500$ X -$ 13,500$ -$ DOG BAG STATION 2 4 Good condition; Like new EA 1,800$ X -$ -$ 5,580$ DRINKING FOUNTAIN 1 3 Average condition; Age, rust EA 10,000$ X -$ 13,500$ -$ FENCING (PERIMETER) LF 1086 4 Good condition; Age and wear, minor LF 22$ X -$ -$ 12,343$ GATE (VEHICULAR ACCESS) 2 3 Good condition; Age and wear, minor EA 15,000$ X -$ 13,499$ -$ IRRIGATION SYSTEM (AC) 11.20 3 Average to good
condition; Visual assessment only AC 75,000$ X -$ 377,962$ -$ LIGHTING (SITE, PARKING, PED, ETC) 48 3 Average condition; Visual assessment only EA 9,500$ X -$ 205,179$ -$ MULTIUSE FIELD (NON-LIGHTED) 1 3 Good condition; Low spots, brown/ dead areas LS 365,000$ X -$ 164,234$ -$ OPEN TURF AREA (AC) 0.2 3 Average to good
condition; Low spots, brown/ dead areas AC 84,000$ X -$ 7,559$ -$ PARKING LOT - PAVED (SPACES) 20 3 Average condition; Resurfacing needed SPACE 6,500$ X -$ 58,494$ -$ PICNIC TABLE 4 3 Good condition; Age and wear, minor EA 5,500$ X -$ 29,700$ -$

PLAYGROUND (SHADED)
2 4 Good condition;
Newer surfacing and shade
fabric; minor low spots and
raking needed
LS
800,000$ X -$ -$ 826,584$ RESTROOM BUILDING 1 3 Average condition; Age and wear, minor LS 850,000$ X -$ 240,809$ -$ SIGNAGE (PARK ENTRY) 1 4 Good condition; Age and wear, minor EA 10,000$ X -$ -$ 5,166$ TRAIL - NON PAVED (MI) 0.06 3 Good condition; Showing signs of use MI 135,000$ X -$ 3,645$ -$ TRAIL - PAVED (MI) 0.65 4 Good condition; Minor wear and cracking MI 295,000$ X -$ -$ 99,061$ TRASH RECEPTACLE 9 3 Average condition; Coating chipping, rust EA 2,500$ X -$ 30,375$ -$ -$ 1,213,131$ 948,734$
-$ 181,970$ 142,310$
Sustainable Projects Grand Total -$ 1,395,101$ 1,091,044$ Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Appendix 3: Parks Capital Improvement Plan

45 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Foothill Park
LOCATION 2525 The Groves
TYPE Neighborhood
SIZE (AC) 12.33
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
46 FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) N/A - -$ -$ -$
-$ -$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) -$ -$ -$ -$ -$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
-$ 1,395,101$ 1,091,044$
2,486,145$
Visionary Projects
COMMENTS Current Unit Cost
Lifecycle Replacement Only -
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
NAME Joe Davies Heritage Airpark
LOCATION 2001 E Avenue P
TYPE Specialty
SIZE (AC) 12.27
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BENCH 3 3 Average condition; Fading due to exposure EA 4,500$ X -$ 18,225$ -$ FLAG POLE 1 3 Average condition; Age and wear, minor EA 8,500$ X -$ 3,825$ -$ GATE (VEHICULAR ACCESS) 1 3 Average condition; Age and wear, significant EA 15,000$ X -$ 6,749$ -$ HISTORIC DISPLAY/ INTERPRETIVE 22 N/A Aircraft displays Visual assessment only EA -$ -$ -$ -$ MAINTENANCE YARD/ BUILDING 2 3 Average condition; Restoration hangar building LS 1,500,000$ X -$ 749,925$ -$ PARKING LOT - PAVED (SPACES) 30 3 Average condition; Resurfacing needed SPACE 6,500$ X -$ 263,250$ -$ PICNIC TABLE 12 3 Average condition; Age, dated EA 5,500$ X -$ 89,100$ -$ SHADE STRUCTURE/ RAMADA 2 3 Average condition; Age and wear, major EA 65,000$ X -$ 175,500$ -$

SIGNAGE (REGULATORY, INTERPRETIVE)
42 3 Average condition; Varies, aircraft interpretive
panels/ signage EA
1,800$ X -$ 102,060$ -$ TRAIL - NON PAVED (MI) 0.35 3 Average condition; Normal wear MI 135,000$ X -$ 21,260$ -$ TRASH RECEPTACLE 1 3 Average condition; Age, dated EA 2,500$ X -$ 3,375$ -$ -$ 1,433,269$ -$
-$ 214,990$ -$
Sustainable Projects Grand Total -$ 1,648,260$ -$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) DEVELOP NEW PARK MASTER PLAN 3 1 LS -$ -$ 116,250$ -$ -$ 116,250$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) -$ -$ 23,250$ -$ -$ 139,500$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
-$ 1,648,260$ 139,500$
1,787,760$
Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Visionary Projects
COMMENTS Current Unit Cost
Develop master plan to re-envsion park 75,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Appendix 3: Parks Capital Improvement Plan

47 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Joe Davies Heritage Airpark
LOCATION 2001 E Avenue P
TYPE Specialty
SIZE (AC) 12.27
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
48 NAME Joshua Hills Park
LOCATION 3110 Fairfield Avenue
TYPE Neighborhood
SIZE (AC) 3.59
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BBQ PIT/ GRILL 5 3 Average condition; Consider deep clean LS 3,500$ X -$ 23,625$ -$ BENCH 3 3 Average condition; Age and wear, minor EA 4,500$ X -$ 18,225$ -$ BIKE RACK/ LOOP 1 3 Average condition; Coating chipping, rust EA 2,500$ X -$ 3,375$ -$ IRRIGATION SYSTEM (AC) 2.50 3 Average condition; Visual assessment only AC 75,000$ X -$ 84,367$ -$ MULTIUSE FIELD (NON-LIGHTED) 1 2 Poor condition; Low spots, minor grading issues LS 365,000$ X 121,655$ -$ -$ PICNIC TABLE 5 3 Average condition; Age and wear, major EA 5,500$ X -$ 37,125$ -$ PLAYGROUND (SHADED) 1 3 Average condition; Normal condition, given age LS 800,000$ X -$ 1,080,000$ -$ RESTROOM BUILDING 1 2 Poor condition; Age and disrepair LS 850,000$ X 850,000$ -$ -$ SIGNAGE (PARK ENTRY) 2 3 Average condition; Age and wear, minor EA 10,000$ X -$ 27,000$ -$ TRAIL - NON PAVED (MI) 0.12 3 Average condition; Signs of wear and use, cracking, settling MI 135,000$ X -$ 7,289$ -$ TRASH RECEPTACLE 1 4 Good condition; Like new EA 2,500$ X -$ -$ 3,875$ 971,655$ 1,281,006$ 3,875$
145,748$ 192,151$ 581$
Sustainable Projects Grand Total 1,117,403$ 1,473,157$ 4,456$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) N/A - -$ -$ -$
-$ -$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) -$ -$ -$ -$ -$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
1,117,403$ 1,473,157$ 4,456$
2,595,016$
Sustainable Projects

SIZE (AC)
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
EQUESTRIAN HITCHING POST 1 5 New condition; Recently constructed EA 7,500$ X -$ -$ 3,875$ PARKING LOT - PAVED (SPACES) 14 5 New condition; Recently constructed SPACE 6,500$ X -$ -$ 47,012$ TRAIL - NON PAVED (MI) 7.30 5 New condition; Recently constructed MI 135,000$ X -$ -$ 509,124$ TRAIL - PAVED (MI) 0.04 5 New condition; Recently constructed MI 295,000$ X -$ -$ 6,096$ -$ -$ 566,107$
-$ -$ 84,916$
Sustainable Projects Grand Total -$ -$ 651,023$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) INSTALL SIGNAGE (PARK ENTRY) 2 1 EA -$ 33,750$ -$ -$ 33,750$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) -$ 6,750$ -$ -$ 40,500$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
-$ 40,500$ 651,023$
691,523$
Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Visionary Projects
COMMENTS Current Unit Cost
25,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Appendix 3: Parks Capital Improvement Plan

49 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Joshua Ranch Trail
LOCATION Joshua Ranch Road
TYPE Trailhead

SIZE (AC)
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
50 NAME Legacy Park
LOCATION 38309 9th Street East
TYPE Neighborhood
SIZE (AC) 0.94
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BENCH 13 4 Good condition; Normal signs of wear and
usage EA 4,500$ X -$ -$ 90,675$ BIKE RACK/ LOOP 1 3 Average condition; Age and wear, minor EA 2,500$ X -$ 3,375$ -$ BOCCE BALL COURT 2 2 Poor condition; Age and wear, significant EA 65,000$ X 43,329$ -$ -$ COMMUNITY/ RECREATION CENTER (SF) 15000 3 Average condition; Senior Center, exterior assessment only SF 650$ X -$ 2,437,256$ -$ CROQUET COURT 1 3 Average condition; Low spots, brown patches EA 25,000$ X -$ 11,249$ -$ DOG BAG STATION 1 3 Average condition; Age and wear, minor EA 1,800$ X -$ 2,430$ -$ HORSESHOE PIT 1 2 Poor condition; Age and wear, major EA 6,500$ X 6,500$ -$ -$ IRRIGATION SYSTEM (AC) 0.64 3 Average condition; Visual assessment only AC 75,000$ X -$ 21,598$ -$ LIGHTING (SITE, PARKING, PED, ETC) 29 3 Average condition; Fixtures, dated EA 9,500$ X -$ 123,963$ -$ OPEN TURF AREA (AC) 0.54 3 Average condition; Low spots, brown patches AC 84,000$ X -$ 20,410$ -$ PARKING LOT - PAVED (SPACES) 70 3 Average condition; Resurfacing needed SPACE 6,500$ X -$ 614,250$ -$ PICNIC TABLE 4 3 Average condition; Age and wear, minor EA 5,500$ X -$ 29,700$ -$ TRELLIS 1 3 Average condition; At Bocce Courts LS 40,000$ X -$ 17,998$ -$ TRAIL - NON PAVED (MI) 0.25 3 Average condition; Normal signs of wear and usage MI 135,000$ X -$ 15,186$ -$ TRAIL - PAVED (MI) 0.45 3 Average condition; Minor signs of cracking MI 295,000$ X -$ 179,213$ -$ TRASH RECEPTACLE 6 3 Average condition; Normal wear EA 2,500$ X -$ 20,250$ -$ 49,829$ 3,496,877$ 90,675$
7,474$ 524,532$ 13,601$
Sustainable Projects Grand Total 57,303$ 4,021,409$ 104,276$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) INSTALL FITNESS STATION 1 1 LS 50,000$ -$ -$ 50,000$ -$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 10,000$ -$ -$ 60,000$ -$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
117,303$ 4,021,409$ 104,276$
4,242,988$
Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Visionary Projects
COMMENTS Current Unit Cost
Install senior excerise equipment stations 50,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
NAME Manzanita Heights Park
LOCATION 431 Mesa Verde Avenue
TYPE Neighborhood
SIZE (AC) 4.18
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BBQ PIT/ GRILL 6 3 Average condition; Consider deep clean LS 3,500$ X -$ 28,350$ -$ BENCH 2 3 Average condition; Age and wear, minor EA 4,500$ X -$ 12,150$ -$ BIKE RACK/ LOOP 2 3 Average condition; Age, rust EA 2,500$ X -$ 6,750$ -$ DRINKING FOUNTAIN 1 3 Average condition; Not functional EA 10,000$ X -$ 13,500$ -$ FENCING (PERIMETER) LF 156 3 Average condition; Age and wear, minor LF 22$ X -$ 1,544$ -$ GATE (VEHICULAR ACCESS) 4 3 Average condition; Age and wear, minor EA 15,000$ X -$ 26,997$ -$ IRRIGATION SYSTEM (AC) 3.35 3 Average condition; Visual assessment only AC 75,000$ X -$ 113,051$ -$ LIGHTING (SITE, PARKING, PED, ETC) 7 3 Average condition; Fixtures, dated EA 9,500$ X -$ 29,922$ -$ MULTIUSE FIELD (NON-LIGHTED) 1 1 Poor condition; Low spots, brown/ dead areas LS 365,000$ X 121,655$ -$ -$ OPEN TURF AREA (AC) 0.61 1 Poor condition; Low spots, brown/ dead areas AC 84,000$ X 17,078$ -$ -$ PARKING LOT - PAVED (SPACES) 26 3 Average condition; Resurfacing needed SPACE 6,500$ X -$ 228,150$ -$ PICNIC TABLE 7 3 Average condition; Age and wear, major EA 5,500$ X -$ 51,975$ -$ PLAYGROUND (SHADED) 2 3 Average condition; Age and wear, major, one not accessible LS 800,000$ X -$ 2,160,000$ -$ PUBLIC ART 1 N/A Not assessed EA -$ -$ -$ -$ RESTROOM BUILDING 1 3 Average condition; Visual assessment only LS 850,000$ X -$ 382,462$ -$ SHADE STRUCTURE/ RAMADA 1 3 Average condition; Attached to the restroom building EA 65,000$ X -$ 87,750$ -$ STAIRCASE 1 3 Average condition; Age and wear, minor EA 60,000$ X -$ 26,997$ -$ TETHERBALL COURT 1 3 Average condition; Age and wear, major LS 45,000$ X -$ 20,248$ -$ TRAIL - PAVED (MI) 0.19 3 Average condition; Minor wear and cracking MI 295,000$ X -$ 25,220$ -$ TRASH RECEPTACLE 6 3 Good condition; Age and wear, minor EA 2,500$ X -$ 20,250$ -$ MISC: LANDSCAPE AREAS 0.25 2 Poor condition; Nearing end of lifecycle AC 300,000$ X 75,000$ -$ -$ 213,733$ 3,235,317$ -$
32,060$ 485,298$ -$
Sustainable Projects Grand Total 245,793$ 3,720,614$ -$ Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Appendix 3: Parks Capital Improvement Plan

51 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Manzanita Heights Park
LOCATION 431 Mesa Verde Avenue
TYPE Neighborhood
SIZE (AC) 4.18
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
52 FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) DEVELOP NEW PARK MASTER PLAN 1 1 LS 50,000$ -$ -$

RENOVATE PARK PER NEW MASTER PLAN
RESULTS 3 4.18 AC -$ -$ 7,774,800$ 50,000$ -$ 7,774,800$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 10,000$ -$ 1,554,960$ 60,000$ -$ 9,329,760$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
305,793$ 3,720,614$ 9,329,760$
13,356,167$
Visionary Projects
COMMENTS Current Unit Cost
New park master plan and community outreach 50,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Park rennovations per master plan results 1,200,000$
NAME Marie Kerr Park
LOCATION 39700 30th Street West
TYPE Community
SIZE (AC) 76.95
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
AQUATIC CENTER (POOL) 1 3 Average condition; Visual assessment only LS 18,000,000.00$ X -$ 1,997,800$ -$ BASKETBALL COURT (LIGHTED) 2 3 Average condition; Age, wear and cracking LS 225,000$ X -$ 202,480$ -$ BBQ PIT/ GRILL 6 2 Poor condition; Age and wear, significant LS 3,500$ X 21,000$ -$ -$ BENCH 14 3 Average condition; Mixed, newer at Best of the West EA 4,500$ X -$ 85,050$ -$ BIKE RACK/ LOOP 2 3 Poor condition; Age and wear, significant EA 2,500$ X -$ 6,750$ -$ BIKE/ SKATE PARK (SF) 8500 3 Average condition; Normal condition, given age SF 115$ X -$ 439,831$ -$ COMMUNITY/ RECREATION CENTER (SF) 15000 3 Average condition; Visual assessment only SF 650$ X -$ 1,624,838$ -$ DOG BAG STATION 3 4 Good condition; Like new EA 1,800$ X -$ -$ 8,370$ DRINKING FOUNTAIN 6 2 Poor condition; Age, rust EA 10,000$ X 60,000$ -$ -$ FENCING (PERIMETER) LF 422 3 Average condition; Coating chipping, rust LF 22$ X -$ 4,177$ -$ FITNESS STATION 10 4 Good condition; Age and wear, minor EA 7,500$ X -$ -$ 116,250$ FLAG POLE 1 3 Average condition; Age and wear, minor EA 8,500$ X -$ 3,825$ -$ GATE (VEHICULAR ACCESS) 11 3 Average condition; Age and wear, minor EA 15,000$ X -$ 74,243$ -$ IRRIGATION SYSTEM (AC) 55.50 3 Average condition; Visual assessment only AC 75,000$ X -$ 1,872,938$ -$ LIGHTING (SITE, PARKING, PED, ETC) 98 3 Average to good condition; Visual assessment only EA 9,500$ X -$ 418,908$ -$ MAINTENANCE YARD/ BUILDING 1 3 Average condition; Visual assessment only LS 1,500,000$ X -$ 674,933$ -$ MULTIUSE FIELD (LIGHTED) 3 2 Poor condition; Brown/dead spots, regrading needed LS 650,000$ X 649,935$ -$ -$ OPEN TURF AREA (AC) 2.29 3 Average condition; Low spots, brown patches AC 84,000$ X -$ 86,553$ -$ OUTDOOR AMPHITHEATER 1 4 Good condition; Visual assessment only LS 2,500,000$ X -$ -$ 1,291,538$ PARKING LOT - PAVED (SPACES) 351 3 Average condition; Resurfacing needed SPACE 6,500$ X -$ 836,466$ -$ PARKING LOT - GRAVEL (SPACES) 2500 3 Average condition; Age and wear, minor SPACE 150$ X -$ 168,733$ -$ PICNIC TABLE 18 3 Average condition; Normal signs of wear and usage EA 5,500$ X -$ 133,650$ -$ PLAYGROUND (NON-SHADED) 3 4 Great condition; Like new, minor signs of wear LS 350,000$ X -$ -$ 542,446$ PUBLIC ART 3 N/A Not assessed EA 35,000$ -$ -$ -$ RESTROOM BUILDING 2 3 Average condition; Exterior shows age and wear LS 850,000$ X -$ 764,924$ -$ SHADE STRUCTURE/ RAMADA 3 3 Average condition; Age and wear, minor EA 65,000$ X -$ 263,250$ -$ SIGNAGE (PARK ENTRY) 4 3 Average condition; Faded due to exposure and age EA 10,000$ X -$ 54,000$ -$ SOFTBALL/ LITTLE LEAGUE FIELD (LIGHTED) 8 3 Good condition; Low spots, minor grading issues LS 1,100,000$ X -$ 1,466,520$ -$ Sustainable Projects

COMMENTS
Appendix 3: Parks Capital Improvement Plan

53 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Marie Kerr Park
LOCATION 39700 30th Street West
TYPE Community
SIZE (AC) 76.95
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

COMMENTS
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
54 TENNIS COURT (LIGHTED) 2 3 Average condition; Cracking visible LS 265,000$ X -$ 238,476$ -$ TRAIL - NON PAVED (MI) 0.67 3 Average condition; Age and wear, minor MI 135,000$ X -$ 40,698$ -$ TRAIL - PAVED (MI) 1.65 3 Average condition; Cracking, settling MI 295,000$ X -$ 219,016$ -$ TRASH RECEPTACLE 13 2 Poor condition; Age and wear, significant EA 2,500$ X 32,500$ -$ -$ VOLLEYBALL COURT (SAND) 1 3 Average condition; Fixtures, new LS 95,000$ X -$ 42,746$ -$ 763,435$ 11,720,804$ 1,958,603$
114,515$ 1,758,121$ 293,790$
Sustainable Projects Grand Total 877,950$ 13,478,924$ 2,252,394$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) CONDUCT ADA ASSESSMENT 1 1 LS 75,000$ -$ -$ DEVELOP NEW PARK MASTER PLAN 1 1 LS 60,000$ -$ -$ CONDUCT TRAFFIC STUDY 1 1 LS 75,000$ -$ -$

CONDUCT ENVIRONMENTAL ASSESSMENT
1 1 LS
50,000$ -$ -$
RENOVATE EXISTING AMPHITHEATHER 2 1 LS -$ 4,725,000$ -$

RENOVATE PARK PER NEW MASTER PLAN
RESULTS 3 12.00 AC -$ -$ 27,900,000$ 260,000$ 4,725,000$ 27,900,000$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 52,000$ 945,000$ 5,580,000$ 312,000$ 5,670,000$ 33,480,000$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
1,189,950$ 19,148,924$ 35,732,394$
56,071,268$
Sustainable Projects Sub Totals
Project Soft Costs
Visionary Projects
COMMENTS Current Unit Cost
Conduct traffic study and parking study 75,000$
Conduct ADA assessment of existing park facilities 75,000$ Develop new park master plan 60,000$
Conduct environmental study based on master plan
results 50,000$
Update aging infrastructure, WiFi, Ticketing, etc 3,500,000$ Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
New park master plan 1,500,000$
NAME Melville J. Courson Park
LOCATION 38226 10th Street East
TYPE Neighborhood
SIZE (AC) 5.04
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
AQUATIC CENTER (POOL) 1 4 Great condition; Visual assessment only LS 18,000,000.00$ X -$ -$ 9,299,070$ BASKETBALL COURT (LIGHTED) 2 2 Poor condition; Age and wear, significant LS 225,000$ X 149,985$ -$ -$ BBQ PIT/ GRILL 6 2 Average condition; Consider deep clean LS 3,500$ X 21,000$ -$ -$ BENCH 26 2 Poor condition; Paint faded due to exposure
and age EA 4,500$ X 117,000$ -$ -$ BIKE RACK/ LOOP 2 2 Average condition; Age and wear, minor EA 2,500$ X 5,000$ -$ -$ DRINKING FOUNTAIN 1 2 Poor condition; Age, rust EA 10,000$ X 10,000$ -$ -$ FLAG POLE 1 2 Average condition; Age and wear, minor EA 8,500$ X 2,833$ -$ -$ IRRIGATION SYSTEM (AC) 2.74 2 Poor condition; Visual assessment only AC 75,000$ X 68,493$ -$ -$ LIGHTING (SITE, PARKING, PED, ETC) 12 2 Average condition; Fixtures, new EA 9,500$ X 37,996$ -$ -$ MAINTENANCE YARD/ BUILDING 1 2 Average condition; Visual assessment only LS 1,500,000$ X 499,950$ -$ -$ OPEN TURF AREA (AC) 2.46 2 Poor condition; Low spots, grading issues AC 84,000$ X 68,873$ -$ -$ PARKING LOT - PAVED (SPACES) 208 2 Average condition; Resurfacing needed SPACE 6,500$ X 450,622$ -$ -$ PICNIC TABLE 14 2 Poor condition; Paint chipping, rust EA 5,500$ X 77,000$ -$ -$ PLAYGROUND (NON-SHADED) 2 2 Average condition; One old, one newer LS 350,000$ X 700,000$ -$ -$ PUBLIC ART 1 N/A Not assessed EA 35,000$ -$ -$ -$ RESTROOM BUILDING 1 2 Poor condition; Age and disrepair LS 850,000$ X 283,305$ -$ -$ SIGNAGE (PARK ENTRY) 4 2 Average condition; Paint faded due to exposure and age EA 10,000$ X 13,332$ -$ -$ SPRAY PAD 1 4 Good condition; Part of aquatic center LS 450,000$ X -$ -$ 232,477$ TETHERBALL COURT 1 2 Poor condition; Age, rust LS 45,000$ X 14,999$ -$ -$ TRELLIS 1 2 Poor condition; Age and disrepair LS 40,000$ X 40,000$ -$ -$ TRAIL - PAVED (MI) 0.12 2 Average condition; Age and wear, minor MI 295,000$ X 11,799$ -$ -$ VOLLEYBALL COURT (SAND) 1 2 Poor condition; Age and disrepair LS 95,000$ X 31,664$ -$ -$ 2,603,850$ -$ 9,531,547$
390,577$ -$ 1,429,732$
Sustainable Projects Grand Total 2,994,427$ -$ 10,961,279$ Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Appendix 3: Parks Capital Improvement Plan

55 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Melville J. Courson Park
LOCATION 38226 10th Street East
TYPE Neighborhood
SIZE (AC) 5.04
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
56 FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) N/A - -$ -$ -$
-$ -$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) -$ -$ -$ -$ -$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
2,994,427$ -$ 10,961,279$
13,955,706$
Visionary Projects
COMMENTS Current Unit Cost
Lifecycle Replacement Only -
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Appendix 3: Parks Capital Improvement Plan

57 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Palmdale Oasis Park
LOCATION 3850 East Avenue S
TYPE Community
SIZE (AC) 31.06
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
AQUATIC CENTER (WATERPARK) 1 4 Good condition; Dry Town Water Park, Visual assessment only LS 35,000,000.00$ X -$ -$ 12,832,050$ AQUATIC CENTER (POOL) 1 4 Good condition; Pool, Visual assessment only LS 18,000,000.00$ X -$ -$ 7,499,250$ BENCH 4 4 Great condition; Like new, minor signs of wear EA 4,500$ X -$ -$ 27,900$ BIKE RACK/ LOOP 2 4 Good condition; Normal signs of wear and usage EA 2,500$ X -$ -$ 7,750$ COMMUNITY/ RECREATION CENTER (SF) 20000 3 Average condition; Visual assessment only SF 650$ X -$ 2,166,450$ -$ DRINKING FOUNTAIN 1 3 Average condition; Age and wear, minor EA 10,000$ X -$ 13,500$ -$ FLAG POLE 1 3 Average condition; Normal condition, given age EA 8,500$ X -$ 3,825$ -$ GATE (VEHICULAR ACCESS) 7 4 Good condition; Age and wear, minor EA 15,000$ X -$ -$ 54,245$ IRRIGATION SYSTEM (AC) 7.58 3 Good condition; Visual assessment only AC 75,000$ X -$ 255,799$ -$ LIGHTING (SITE, PARKING, PED, ETC) 31 3 Good condition; Visual assessment only EA 9,500$ X -$ 132,512$ -$ MULTIUSE FIELD (NON-LIGHTED) 1 3 Average condition; Low spots, minor grading issues LS 365,000$ X -$ 164,234$ -$ OPEN TURF AREA (AC) 0.56 3 Average condition; Low spots, minor grading issues AC 84,000$ X -$ 21,166$ -$ PARKING LOT - PAVED (SPACES) 418 3 Average condition; Resurfacing needed SPACE 6,500$ X -$ 1,131,970$ -$ PLAYGROUND (NON-SHADED) 1 5 New condition; Newly installed 11/23 LS 350,000$ X -$ -$ 180,815$ PUBLIC ART 1 N/A Not assessed EA 35,000$ -$ -$ -$ TRAIL - PAVED (MI) 0.45 3 Average condition; Minor signs of settling MI 295,000$ X -$ 59,732$ -$ TRASH RECEPTACLE 3 2 Poor condition; Age, rust EA 2,500$ X 7,500$ -$ -$ 7,500$ 3,949,187$ 20,602,010$
1,125$ 592,378$ 3,090,301$
Sustainable Projects Grand Total 8,625$ 4,541,565$ 23,692,311$ Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
58 FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) RENOVATE/ EXPAND EXISTING WATERPARK 1 1 LS 10,000,000$ -$ -$ CONSTRUCT RESTROOM BUILDING 3 1 LS -$ -$ 1,472,500$ INSTALL NEW FIELD LIGHTING 3 1 LS -$ -$ 930,000$ CONSTRUCT NEW PARK IMPROVEMENTS 3 9 AC -$ -$ 17,437,500$ 10,000,000$ -$ 19,840,000$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 2,000,000$ -$ 3,968,000$ 12,000,000$ -$ 23,808,000$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
12,008,625$ 4,541,565$ 47,500,311$
64,050,501$
Visionary Projects
COMMENTS Current Unit Cost
Expansion and renovation of DryTown infrastructure
(wave pool/ drop slide, etc) 10,000,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
New restroom building for future park improvements 950,000$ New field lighting for multi-use field 600,000$
Additional turf, ADA access, fencing playground, etc 1,250,000$ Appendix 3: Parks Capital Improvement Plan

59 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Pelona Vista Park
LOCATION 37720 Tierra Subida
TYPE Community
SIZE (AC) 76.16
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BIKE RACK/ LOOP 2 3 Average condition; Age and wear, minor EA 2,500$ X -$ 6,750$ -$ DRINKING FOUNTAIN 6 3 Average condition; Age, rust EA 10,000$ X -$ 81,000$ -$ FITNESS COURT 1 3 Good condition; Fitness court EA 225,000$ X -$ 101,240$ -$ GATE (VEHICULAR ACCESS) 2 3 Average condition; Age and wear, minor EA 15,000$ X -$ 13,499$ -$ IRRIGATION SYSTEM (AC) 25.5 3 Average condition; Visual assessment only AC 75,000$ X -$ 860,539$ -$ KIOSK (INTERPRETIVE) 2 3 Average condition; Fading due to exposure and age EA 25,000$ X -$ 22,498$ -$ LIGHTING (SITE, PARKING, PED, ETC) 126 3 Average condition; Visual assessment only EA 9,500$ X -$ 538,596$ -$ MAINTENANCE YARD/ BUILDING 1 3 Good condition; Visual assessment only LS 1,500,000$ X -$ 674,933$ -$ OPEN TURF AREA (AC) 0.79 2 Poor condition; Low spots, brown patches AC 84,000$ X 22,118$ -$ -$ PARKING LOT - PAVED (SPACES) 599 3 Average condition; Resurfacing needed SPACE 6,500$ X -$ 648,852$ -$ PICNIC TABLE 10 4 Great condition; Recently replaced EA 5,500$ X -$ -$ 85,250$ RESTROOM BUILDING 2 3 Average condition; Visual assessment only LS 850,000$ X -$ 764,924$ -$ SIGNAGE (PARK ENTRY) 2 3 Average condition; Normal condition, given age EA 10,000$ X -$ 8,999$ -$ SIGNAGE (REGULATORY, INTERPRETIVE) 7 3 Average condition; Faded due to exposure and age EA 1,800$ X -$ 17,010$ -$ SOCCER FIELD (LIGHTED) 10 2 Poor condition; Brown/dead spots, regrading needed LS 650,000$ X 2,166,450$ -$ -$ TRAIL - NON PAVED (MI) 0.44 3 Average condition; Normal signs of wear and usage MI 135,000$ X -$ 26,727$ -$ TRAIL - PAVED (MI) 1.30 4 Average condition; Repaired Nov 2023 MI 295,000$ X -$ -$ 198,122$ TRASH RECEPTACLE 12 4 Great condition; Like-new condition EA 2,500$ X -$ -$ 46,500$ 2,188,568$ 3,765,566$ 329,872$
328,285$ 564,835$ 49,481$
Sustainable Projects Grand Total 2,516,853$ 4,330,400$ 379,353$ Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
60 FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) CONSTRUCT PLAYGROUND 1 1 LS 500,000$ -$ -$ DEVELOP NEW PARK MASTER PLAN 3 1 LS -$ -$ 100,750$ 500,000$ -$ 100,750$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 100,000$ -$ 20,150$ 600,000$ -$ 120,900$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
3,116,853$ 4,330,400$ 500,253$
7,947,506$
Visionary Projects
COMMENTS Current Unit Cost
Add playground to existing park 500,000.00$
Develop master plan for trails area 65,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Appendix 3: Parks Capital Improvement Plan

61 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Poncitlán Square
LOCATION 38315 9th Street East
TYPE Specialty
SIZE (AC) 2.20
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BENCH 4 3 Average condition; Age and wear, minor EA 4,500$ X -$ 24,300$ -$ FLAG POLE 1 3 Average condition; Extra large size EA 12,500$ X -$ 5,624$ -$ IRRIGATION SYSTEM (AC) 1.25 3 Average condition; Visual assessment only AC 75,000$ X -$ 42,183$ -$ LIGHTING (SITE, PARKING, PED, ETC) 28 3 Average condition; Fixtures, dated EA 9,500$ X -$ 119,688$ -$ OPEN TURF AREA (AC) 1.25 4 Good condition; Part artificial turf AC 84,000$ X -$ -$ 54,245$ PUBLIC ART 1 N/A Not assessed EA 35,000$ -$ -$ -$ SHADE STRUCTURE/ RAMADA 1 3 Average condition; Includes informal stage area EA 65,000$ X -$ 29,247$ -$ TRAIL - PAVED (MI) 0.25 3 Average condition; Minor wear and cracking MI 295,000$ X -$ 33,184$ -$ TRASH RECEPTACLE 10 3 Average condition; Age and wear, minor EA 2,500$ X -$ 33,750$ -$ WATER FOUNTAIN 1 3 Good condition; Visual assessment only EA 35,000$ X -$ 15,748$ -$ -$ 303,725$ 54,245$
-$ 45,559$ 8,137$
Sustainable Projects Grand Total -$ 349,284$ 62,381$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) N/A - -$ -$ -$
-$ -$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) -$ -$ -$ -$ -$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
-$ 349,284$ 62,381$
411,666$
Sustainable Projects

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
62 NAME Rancho Vista Park
LOCATION 40437 35th Street West
TYPE Neighborhood
SIZE (AC) 3.50
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BBQ PIT/ GRILL 2 4 Good condition; Like new LS 3,500$ X -$ -$ 10,850$ BENCH 4 5 Great condition; Minor signs of use EA 4,500$ X -$ -$ 27,900$ BIKE RACK/ LOOP 3 5 Great condition; Like new, minor signs of wear EA 2,500$ X -$ -$ 11,625$ DOG BAG STATION 3 5 Great condition; Like-new condition EA 1,800$ X -$ -$ 8,370$ DRINKING FOUNTAIN 1 5 Great condition; Like new, minor signs of wear EA 10,000$ X -$ -$ 5,166$ GATE (VEHICULAR ACCESS) 2 5 Great condition; Like new, minor signs of wear EA 15,000$ X -$ -$ 15,498$ IRRIGATION SYSTEM (AC) 2.13 5 Good condition; Visual assessment only AC 75,000$ X -$ -$ 82,529$ LIGHTING (SITE, PARKING, PED, ETC) 25 5 Great condition; Fixtures, new EA 9,500$ X -$ -$ 122,696$ OPEN TURF AREA (AC) 0.95 5 Great condition; Like-new condition AC 84,000$ X -$ -$ 41,226$ PARKING LOT - PAVED (SPACES) 5 5 Great condition; Normal signs of wear and usage SPACE 6,500$ X -$ -$ 16,790$ PICNIC TABLE 13 5 Great condition; Like new EA 5,500$ X -$ -$ 110,825$ PLAYGROUND (NON-SHADED) 1 5 Great condition; Normal signs of wear and usage LS 350,000$ X -$ -$ 180,815$ PUBLIC ART 1 N/A Not assessed EA 35,000$ -$ -$ -$ RESTROOM BUILDING 1 5 Great condition; Visual assessment only LS 850,000$ X -$ -$ 439,123$ SHADE STRUCTURE/ RAMADA 1 5 Great condition; Like new EA 65,000$ X -$ -$ 33,580$ SIGNAGE (PARK ENTRY) 1 5 Great condition; Like-new condition EA 10,000$ X -$ -$ 5,166$ TRELLIS 1 5 Great condition; Like new, minor signs of wear LS 40,000$ X -$ -$ 20,665$ TRAIL - NON PAVED (MI) 0.10 4 Good condition; Like new, minor signs of wear MI 135,000$ X -$ -$ 6,974$ TRAIL - PAVED (MI) 0.31 5 Great condition; Like new MI 295,000$ X -$ -$ 47,244$ TRASH RECEPTACLE 8 5 Great condition; Normal signs of wear and usage EA 2,500$ X -$ -$ 31,000$ -$ -$ 1,218,043$ -$ -$ 182,706$
Sustainable Projects Grand Total -$ -$ 1,400,750$ Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Appendix 3: Parks Capital Improvement Plan

63 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME Rancho Vista Park
LOCATION 40437 35th Street West
TYPE Neighborhood
SIZE (AC) 3.50
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) N/A - -$ -$ -$
-$ -$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) -$ -$ -$ -$ -$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
-$ -$ 1,400,750$
1,400,750$
Visionary Projects
COMMENTS Current Unit Cost
Lifecycle Replacement Only -
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
64 NAME Sam Yellen Park
LOCATION 5100 East Avenue S
TYPE Community
SIZE (AC) 24.43
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BENCH 15 4 Good condition; Normal signs of wear and
usage EA 4,500$ X -$ -$ 104,625$ BIKE RACK/ LOOP 4 4 Good condition; Age and wear, minor EA 2,500$ X -$ -$ 15,500$ DOG BAG STATION 2 4 Good condition; Like new EA 1,800$ X -$ -$ 5,580$ DOG PARK 1 4 Good condition; Normal signs of wear and
usage EA 175,000$ X -$ -$ 90,408$ DRINKING FOUNTAIN 3 3 Good condition; Signs of exposure EA 10,000$ X -$ 40,500$ -$ FITNESS STATION 11 4 Good condition; Normal signs of wear and usage, includes phase 2 EA 7,500$ X -$ -$ 42,621$ IRRIGATION SYSTEM (AC) 5.21 4 Good condition; Visual assessment only AC 75,000$ X -$ -$ 201,867$ LIGHTING (SITE, PARKING, PED, ETC) 25 4 Good condition; Visual assessment only EA 9,500$ X -$ -$ 122,696$ MULTIUSE FIELD (LIGHTED) 1 5 Great condition; Recently renovated LS 650,000$ X -$ -$ 335,800$ PARKING LOT - PAVED (SPACES) 102 4 Good condition; Normal signs of wear and usage SPACE 6,500$ X -$ -$ 342,516$ PICNIC TABLE 6 4 Good condition; Minor wear EA 5,500$ X -$ -$ 51,150$ PLAYGROUND (NON-SHADED) 1 4 Great condition; Minor surface settling LS 350,000$ X -$ -$ 180,815$ RESTROOM BUILDING 1 4 Great condition; Visual assessment only LS 850,000$ X -$ -$ 439,123$ SHADE STRUCTURE/ RAMADA 6 5 Great condition; Like new EA 65,000$ X -$ -$ 201,480$ SIGNAGE (PARK ENTRY) 1 4 Good condition; Little to no signs of fading EA 10,000$ X -$ -$ 5,166$ TRAIL - NON PAVED (MI) 0.15 4 Good condition; Minor signs of use MI 135,000$ X -$ -$ 10,461$ TRAIL - PAVED (MI) 0.45 5 Great condition; Like new, minor signs of wear MI 295,000$ X -$ -$ 68,581$ TRASH RECEPTACLE 5 4 Good condition; Minor signs of use EA 2,500$ X -$ -$ 19,375$ -$ 40,500$ 2,237,763$
-$ 6,075$ 335,664$
Sustainable Projects Grand Total -$ 46,575$ 2,573,428$ Project Soft Costs

COMMENTS
Sustainable Projects Sub Totals
Sustainable Projects
FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) PHASE 2 IMPROVEMENTS 1 1 LS 17,000,000$ -$ -$ 17,000,000$ -$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 3,400,000$ -$ -$ 20,400,000$ -$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
20,400,000$ 46,575$ 2,573,428$
23,020,003$
Current Unit Cost
17,000,000.00$
Project Soft Costs
Total (Sustainable + Visionary)
Visionary Projects Sub Totals
Visionary Projects Grand Total

COMMENTS
Estimated completion date Fall '24
Total Projected Park Improvements
Visionary Projects
NAME Tejon Park Equestrian Arena
LOCATION 1300 East Barrel Springs Rd.

TYPE Specialty
SIZE (AC) 19.84
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
BENCH 1 3 Average condition; Cracking, settling EA 4,500$ X -$ 6,075$ -$ DOG BAG STATION 1 4 Good condition; Age and wear, minor EA 1,800$ X -$ -$ 2,790$ EQUESTRIAN ARENA 1 3 Average condition; Age and wear, major LS 125,000$ X -$ 56,244$ -$ EQUESTRIAN HITCHING POST 1 3 Average condition; Age and wear, minor EA 7,500$ X -$ 3,375$ -$ PARKING LOT - GRAVEL (SPACES) 80 3 Average condition; Minor deterioration SPACE 1,500$ X -$ 53,995$ -$ SIGNAGE (PARK ENTRY) 1 2 Poor condition; Damaged EA 10,000$ X 10,000$ -$ -$ TRAIL - NON PAVED (MI) 0.1 3 Good condition; Age and wear, minor MI 135,000$ X -$ 6,074$ -$ TRASH RECEPTACLE 1 4 Good condition; Like new, minor signs of wear EA 2,500$ X -$ -$ 3,875$ 10,000$ 125,763$ 6,665$
1,500$ 18,864$ 1,000$
Sustainable Projects Grand Total 11,500$ 144,627$ 7,665$ FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) DEVELOP NEW PARK MASTER PLAN 1 1 LS 40,000$ -$ -$ CONDUCT ENVIRONMENTAL ASSESSMENT 1 1 LS 75,000$ -$ -$ 115,000$ -$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 23,000$ -$ -$ 138,000$ -$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
149,500$ 144,627$ 7,665$
301,792$
Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Visionary Projects
COMMENTS Current Unit Cost
75,000$
40,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Appendix 3: Parks Capital Improvement Plan

65 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) PHASE 2 IMPROVEMENTS 1 1 LS 17,000,000$ -$ -$ 17,000,000$ -$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 3,400,000$ -$ -$ 20,400,000$ -$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
20,400,000$ 46,575$ 2,573,428$
23,020,003$
Current Unit Cost
17,000,000.00$
Project Soft Costs
Total (Sustainable + Visionary)
Visionary Projects Sub Totals
Visionary Projects Grand Total

COMMENTS
Estimated completion date Fall '24
Total Projected Park Improvements
Visionary Projects
NAME Tejon Park Equestrian Arena
LOCATION 1300 East Barrel Springs Rd.

TYPE Specialty
SIZE (AC) 19.84
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
66 NAME William J. McAdam Park
LOCATION 38115 30th Street East
TYPE Community
SIZE (AC) 19.07
AMENITY/ FACILITY QTY GRADE Unit Current Unit Cost
REMOVE

RENOVATE

REPLACE
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
AQUATIC CENTER (POOL) 1 3 Average condition; Visual assessment only LS 12,000,000.00$ X -$ 1,799,820$ -$ BBQ PIT/ GRILL 11 3 Average condition; Consider deep clean LS 3,500$ X -$ 51,975$ -$ BENCH 19 2 Poor condition; Age and disrepair EA 4,500$ X 85,500$ -$ -$ BLEACHERS 4 4 Good condition; Age and wear, minor EA 12,500$ X -$ -$ 77,500$ DOG BAG STATION 1 4 Good condition; Like new EA 1,800$ X -$ -$ 2,790$ DRINKING FOUNTAIN 3 3 Average condition; Age and wear, minor EA 10,000$ X -$ 40,500$ -$ GATE (VEHICULAR ACCESS) 5 3 Average condition; Age and wear, minor EA 15,000$ X -$ 33,747$ -$ HISTORIC STRUCTURE 1 N/A N/A Palmdale School House SF -$ -$ -$ -$ IRRIGATION SYSTEM (AC) 12.31 3 Average condition; Visual assessment only AC 75,000$ X -$ 415,421$ -$ LIGHTING (SITE, PARKING, PED, ETC) 28 3 Average condition; Visual assessment only EA 9,500$ X -$ 119,688$ -$ MAINTENANCE YARD/ BUILDING 1 2 Poor condition; Visual assessment only LS 1,500,000$ X 499,950$ -$ -$ MULTIUSE FIELD (NON-LIGHTED) 1 3 Average condition; Low spots, grading issues LS 365,000$ X -$ 164,234$ -$ OPEN TURF AREA (AC) 1.59 3 Average condition; Low spots, brown/ dead areas AC 84,000$ X -$ 60,096$ -$ PARKING LOT - PAVED (SPACES) 145 3 Moderate condition; Resurfacing needed SPACE 6,500$ X -$ 424,083$ -$ PICNIC TABLE 24 4 Good condition; Like new EA 5,500$ X -$ -$ 204,600$ PLAYGROUND (NON-SHADED) 2 5 New condition; To be renovated 2024 LS 350,000$ X -$ -$ 361,631$ RESTROOM BUILDING 1 2 Poor condition; Visual assessment only LS 850,000$ X 850,000$ -$ -$ SHADE STRUCTURE/ RAMADA 4 2 Poor condition; Age and disrepair EA 65,000$ X 260,000$ -$ -$ SIGNAGE (PARK ENTRY) 1 2 Poor condition; Damaged, broken EA 10,000$ X 10,000$ -$ -$ SOFTBALL/ LITTLE LEAGUE FIELD (LIGHTED) 2 3 Average condition; Low spots, brown/ dead areas LS 1,100,000$ X -$ 989,901$ -$ TENNIS COURT (LIGHTED) 4 5 New condition; Recently resurfaced, striped for pickleball LS 265,000$ X -$ -$ 547,612$ TRAIL - PAVED (MI) 0.55 3 Average condition; Minor wear and cracking MI 295,000$ X -$ 73,005$ -$ TRASH RECEPTACLE 5 3 Average condition; Mix of old and new EA 2,500$ X -$ 16,875$ -$ VOLLEYBALL COURT (SAND) 1 2 Poor condition; No posts or net LS 95,000$ X 95,000$ -$ -$ 1,800,450$ 4,189,344$ 1,194,132$
270,068$ 628,402$ 179,120$
Sustainable Projects Grand Total 2,070,518$ 4,817,746$ 1,373,252$ Sustainable Projects

COMMENTS
Sustainable Projects Sub Totals
Project Soft Costs
Appendix 3: Parks Capital Improvement Plan

67 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)

CONSTRUCT MAINTENANCE YARD/ BUILDING
(SF) 2 5,000 SF -$ 3,240,000$ -$ CONSTRUCT PARKING LOT (SPACES) 2 100 SPACE -$ 1,282,500$ -$

CONSTRUCT RESTROOM/ CONCESSIONS
BUILDING 2 3,500 SF -$ 2,126,250$ -$ CONSTRUCT SOFTBALL FIELD (LIGHTED) 2 1 LS -$ 1,215,000$ -$ INSTALL LIGHTING AT BALL FIELD 2 14 EA -$ 472,500$ -$ -$ 8,336,250$ -$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) -$ 1,667,250$ -$ -$ 10,003,500$ -$
CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years)
2,070,518$ 14,821,246$ 1,373,252$
18,265,015$
Visionary Projects
COMMENTS Current Unit Cost
New maintence facility at park 480.00$
New parking lot for additional facilities and upgrades 9,500.00$ New Restroom and Concession Building 450.00$
New Softball Field w/ Lighting 900,000.00$
New lighting at existing fields 25,000$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total (Sustainable + Visionary)
Total Projected Park Improvements
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
68 NAME *Future Parks
FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY COMMENTS Unit Current Unit Cost CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) New Community/ Regional Park (East) 3 50 AC -$ -$ 135,625,000$ New Neighborhood Park #1 (East) 1 5 AC 6,000,000$ -$ -$ New Neighborhood Park #1 (East) 2 5 AC -$ 8,100,000$ -$ New Neighborhood Park #2 (West) 3 5 AC -$ -$ 9,300,000$ New Community Trail Connections (City-wide) 2 4 MI -$ 10,800,000$ -$ Parks and Recreation Master Plan Update 3 1 EA -$ -$ 465,000$ 6,000,000$ 18,900,000$ 145,390,000$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 1,200,000$ 3,780,000$ 29,078,000$ 7,200,000$ 22,680,000$ 174,468,000$
204,348,000$
Note that the locations for Future Parks are based on the Open Space Element of the General Plan, The Los Angeles Countywide Comprehensive Park and Recreation Needs Assessment - Study Area ID #125 and the Level of Service Analysis performed as a part of this Plan.

Visionary Projects
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Utilize existing City R/Ws and land acquisition to
prioritize the Design and Development of 4 miles of
multi-use pathways (Concrete) with Pedestrian
Lighting and proper Drainage to increase connectivity
between parks, neighborhoods and community
facilities
2,000,000.00$
Develop an update to the current parks and
recreation system master plan 300,000.00$
Design and Develop a New Community / Regional
Park, in the Eastern side of Palmdale, which contains;
Baseball 4-Plex, Tennis/ Pickleball complex (12
courts), 4 Basketball Courts, 4 Sand Volleyball Courts, Dog Park; Parking Lots and a Destination Playground
Design and Develop a New Neighborhood Park, in the
Eastern side of Palmdale, which contains a Basketball
Court and a Playground
1,750,000.00$
1,200,000.00$
*
*Unit Costs are for Amenities and Construction Only, they Do Not include Land Costs Design and Develop a New Neighborhood Park, in the
Eastern side of Palmdale, which contains a Basketball
Court and a Playground
1,200,000.00$
Design and Develop a New Neighborhood Park, in the
Western side of Palmdale, which contains a
Basketball Court and a Playground
1,200,000.00$
Total Projected Park Improvements
NAME Future Amenities
FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY Unit CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) CONSTRUCT BASEBALL FIELD (LIGHTED) 3 3 LS -$ -$ 5,812,500$ CONSTRUCT BASKETBALL COURT (LIGHTED) 2 8 LS -$ 2,430,000$ -$ CONSTRUCT DOG PARK 1 1 AC 500,000$ -$ -$ CONSTRUCT TENNIS COURT (LIGHTED) 3 12 LS -$ -$ 4,929,000$ CONSTRUCT TRAIL - PAVED (MI) 2 4 MI -$ 10,800,000$ -$ CONSTRUCT VOLLEYBALL COURT (SAND) 2 4 LS -$ 513,000$ -$ DEVELOP NEW PARK MASTER PLAN 3 1 LS -$ -$ 465,000$ 500,000$ 13,743,000$ 11,206,500$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 100,000$ 2,748,600$ 2,241,300$ 600,000$ 16,491,600$ 13,447,800$
30,539,400$
Visionary Projects Sub Totals
Project Soft Costs
Visionary Projects Grand Total
Total
Current Unit Cost
Develop an update to the current parks and
recreation system master plan 300,000$
Construct New Volleyball Courts to meet the national
level of service standards 95,000$
Utilize existing City R/Ws and land acquisition to
prioritize the Design and Development of 4 miles of
multi-use pathways (Concrete) with Pedestrian
Lighting and proper Drainage to increase connectivity
between parks, neighborhoods and community
facilities
2,000,000$
Construct New Tennis/ Pickleball Courts to meet the
national level of service standards 265,000.00$
Construct a New Dog Park to meet the national level
of service standards 500,000.00$
Construct New Baseball Fields to meet the national
level of service standards 1,250,000.00$
Construct New Basketball Courts to meet the
national level of service standards 225,000.00$
Visionary Projects

COMMENTS
Appendix 3: Parks Capital Improvement Plan

69 CITY OF PALMDALE, CA ■ Parks and Recreation Appendix NAME *Future Parks
FUTURE AMENITY, SERVICE OR STUDY PRIORITY QTY COMMENTS Unit Current Unit Cost CIP (1-5 Years) CIP (6-10 Years) CIP (11+ Years) New Community/ Regional Park (East) 3 50 AC -$ -$ 135,625,000$ New Neighborhood Park #1 (East) 1 5 AC 6,000,000$ -$ -$ New Neighborhood Park #1 (East) 2 5 AC -$ 8,100,000$ -$ New Neighborhood Park #2 (West) 3 5 AC -$ -$ 9,300,000$ New Community Trail Connections (City-wide) 2 4 MI -$ 10,800,000$ -$ Parks and Recreation Master Plan Update 3 1 EA -$ -$ 465,000$ 6,000,000$ 18,900,000$ 145,390,000$
PRIORITY LEGEND (1 = HIGH, 2 = MEDIUM, 3 = LOW) 1,200,000$ 3,780,000$ 29,078,000$ 7,200,000$ 22,680,000$ 174,468,000$
204,348,000$
Note that the locations for Future Parks are based on the Open Space Element of the General Plan, The Los Angeles Countywide Comprehensive Park and Recreation Needs Assessment - Study Area ID #125 and the Level of Service Analysis performed as a part of this Plan.

COMMENTS
Appendix 3: Parks Capital Improvement Plan

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
70 APPENDIX 4
Sample Maintenance
Standards
These general maintenance standards are
samples meant to be a starting point for the
City to review and consider as a basic desired
maintenance standard for parks. These sample
standards do not include swimming pools,
splashpads and other recreation facilities.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
71 Parks
Grounds
• Grounds mowed and trimmed on a regular
schedule
• Park is free of litter, debris, and hazards
• Parking lots, if applicable are clean; striped;
and free of debris, holes, and tripping hazards.

Asphalt is in good repair.

Drinking Fountains (where applicable)
• Fountains are accessible and operational
• Fountains are in appropriate locations and in
compliance with ADA
• Fountains are installed on a solid surface and
free of standing water and debris
• Drain system is operational
• Fountains include freeze-proof valves where
appropriate
Signage
• Park identification signs are secure and properly
installed in a noticeable location
• Handicapped parking signs are secure, visible,
and installed to code
• Park rules signs are secure and properly installed
in a noticeable location
• Restroom signs are secure and visible
• Signs are clean, painted, and free of protrusions
and graffiti
• Directional signs provided as needed in
appropriate locations
• Signs include City logo and contact phone
number
Ornamental Plants and Trees
• Plants and trees are healthy and free of disease
and insects
• Plant beds are free of litter, debris, and weeds
• Plant selection is appropriate for season and area
usage
• Trees trimmed and shaped on a regular basis,
inspect for and remove hazardous trees as needed
• Tree species selection should provide a wide
variety of native and selected non-native trees
where appropriate
• Tree wells and planting beds mulched for
protection and water conservation
Walkways and Trails
• May be hard surface or soft surface depending
on location and intended use
• Soft surface trails are free of water collecting
depressions and erosion
• Walkways and trails have a uniform surface,
positive drainage, are level with ground and free
of trip hazards and excessive material deflection
• Walkways and trails are free of litter, debris,
sediment, and seasonal snow
• Walkways and trails meet ADA requirements
• Walkways and trails provide unobstructed access
and are free from low and protruding tree limbs,
guide wires, signposts, and ornamental plants
• Walkways in irrigated park areas are neatly edged
• Walkways and trails are clear of weeds and grass
growth in cracks and expansion joints; adequate
trash receptacles provided
• Guard rails and safety fencing provided in
appropriate locations
• Routine safety and function inspections are
performed including surface, culverts, water
crossings, signage, and vegetation
Parks
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
72 Appendix 4: Sample Maintenance Standards
Trash Receptacles (Random Locations)
• Receptacles are clean and free of odor with liners
in place
• Receptacles are painted, free of damage and
missing parts, and properly anchored
• Roll-off containers and dumpsters are clean,
screened, and placed in non-intrusive locations
• Area around trash receptacles is clean and free
of trash and debris
• Area around roll-off containers and dumpsters is
clean and free of trash and debris
Fencing
• Fences are intact, structurally sound, and free of
damage or deterioration with fencing substrates
kept well painted to prevent deterioration
• Nails, bolts, and screws are flush with surface
with no exposed sharp points
• Fences have no excessive voids, cracks, or splintering Security and Exterior Lights
• Ninety percent (90%) of security and exterior
lights are operational
• No electrical conducting wires are exposed
• Lights comply with appropriate building code
• Poles and components are secured in ground,
operational and straight
Bridges
• Bridges have a uniform surface, are free of trip
hazards, and are free of graffiti
• Lumber and other materials are structurally sound,
free of cracking deterioration and splintering
• Bridges comply with ADA requirements
• Bridges have handrails intact and properly
installed and anchored
• Bridges are free of litter and debris
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
73 Appendix 4: Sample Maintenance Standards
General Use Turf Areas
• Turf areas are free of litter and debris
• Turf areas are mowed and trimmed on a regular
schedule
• Turf areas have a uniform surface and are well
drained
• Areas have clean trash receptacles present that
are in good condition
• Turf is free of disease, insects, and weeds
• Supplemental irrigation is provided as needed
• Turf areas are fertilized and aerated on a regular
basis
• Soil health are assessed through agronomic
testing and conditioning done according to
agronomic recommendations
• Fertilization programs are specific according
to soil conditioning needs of each park and or
sports field
Athletic Use Turf Areas
• Maintenance levels should be at wear levels
following regular comprehensive sports turf
assessments
• Turf areas are free of litter, debris and rodents
• Turf areas are mowed and trimmed according to
usage schedule
• Turf areas have a uniform surface and are well
drained
• Playing surface maintained according to sport
specific guidelines
• Areas have clean trash receptacles present that
are in good condition
• Turf is free of disease, insects, and weeds
• Supplemental irrigation is provided as needed
• Turf areas are fertilized and aerated on a regular
basis and should be specific according to the soil
conditioning needs of each park and or sports field.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
74 Appendix 4: Sample Maintenance Standards

Parks
Irrigation
• Irrigation system is fully operational with
complete and uniform coverage
• Parks are irrigated with smart irrigation
controls to irrigate according to site specific
evapotranspiration data. Irrigations systems
must seek & eliminate insufficient and or
excessive flow. When possible, adequate points
of connections should be established to prevent
the need for irrigation booster pumps.
• Engineered irrigation systems like smart controls,
boosters and storm water pumps should
receive annual preventative maintenance and
have a plan for replacement according to
APWA Facilities & Grounds Management Asset
management guidelines and manufacturer
recommendations.
• System is free of leaks; backflow prevention
devices are in place and functioning properly
• Heads are installed properly for intended use
• Heads are properly adjusted with rotations and
arcs to set to reduce water runoff
• Systems are set to run at specific times to
minimize evaporation and waste
• Systems function checks are conducted on a
regular basis
• Repair excavations are properly compacted, and
turf restored
Open Space Areas
• Native grasses mowed, if necessary, according
to specific management plans, with focus on
promoting natural growth heights and cycles and
wildlife habitat
• Trail corridors and picnic areas mowed as
needed
• Trail surfaces are free of debris and weeds
• Native tree and shrub growth are encouraged
• Wildlife habitat and water quality preservation
emphasized
• Rules and regulations and identification signs are
posted in noticeable locations
• Annual and noxious weeds are controlled as
needed
• Property access points and boundaries are clearly
marked
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
75 Appendix 4: Sample Maintenance Standards

Athletic Facilities and Competitive Play Fields
Tur f
• Turf has a healthy dense stand of grass and
coverage is no less than 95 percent of playable
area
• Play area has a uniform surface and is well
drained
• Turf to be mowed at the appropriate height for
the type of grass used, time of season, and type
of field use
• Turf is free of any litter or debris
• Apply top dressing and over seeding as needed
to maintain healthy grass
• Fields may be closed for use periodically to allow
for turf recovery
• Turf is free of disease, insects, and weeds
• Soil health will be assessed through agronomic
testing and conditioning done according to
agronomic recommendations
• Fertilization program should be specific
according to the soil conditioning needs of each
park and or sports field
• Turf areas are kept free of disease, rodents,
insects, and invasive weeds through effective
and parks centric integrated pest management
program
• Where appropriate, utilize perimeter security
features in design development and on-going
site improvements such as security fencing
around sports fields co-located in drainage
basins to facilitate field closure for repair &
renovation
Softball Infields
• Infields have a uniform surface and are free of
lips, holes and trip hazards
• Infields are well drained with no standing water
areas
• Infields have proper soil composition for
intended use with ball field mix added as needed
• Infields are free of weeds and grass
• Infields are free of rocks, dirt clods, and debris
• Bases and plates are properly installed, level, and
are at proper distances and anchored according
to manufacturer’s specifications and league
requirements
• Fields dragged and lined as needed according to
use schedules
Bleachers
• Hardware is intact, and bracing and safety rails
tightly connected
• Seating surface is clean, smooth, free of
protrusions and have no exposed sharp edges or
pointed corners
• Clean trash receptacles provided and in good
condition, area under bleachers free of trash
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
76 Appendix 4: Sample Maintenance Standards

Athletic Facilities and Competitive Play Fields
Lights
• Electrical system and components are
operational and in compliance with applicable
building codes
• Ninety percent (90%) of lamps for each field are
operational
• No electrical conducting wires exposed
• Ballast boxes and components are properly
installed and secured
• Lights provide uniform coverage on facilities and
fixtures and are adjusted to eliminate dark or
blind areas
• Fixtures securely fastened to poles and poles
secured in ground according to manufacturer’s
specifications
• Poles and fixtures inspected immediately after
any major wind, ice, or hail storm
Fencing
• Fencing material is galvanized chin link and
appropriate gauge wire for specified use
• Fencing material is properly secured to support
rails
• Support rails are properly connected and
straight
• Fencing is free of holes and protrusions
• Fabric is straight and free of bending and sagging
• Gates and latches are operational
Restrooms/Portable Toilets
• Toilets are clean, sanitary, and properly stocked
with paper products
• Lights and ventilation systems are operational
• Toilets, stall doors, and hand air dryers are
operational
• Buildings and enclosures are free of graffiti
• Doors are properly marked according to gender
• Restrooms have clean trash receptacles
• All doors and locks are operational
• Restrooms/portable toilets are in compliance
with ADA requirements
• All restrooms stocked with hand sanitizer
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
77 Appendix 4: Sample Maintenance Standards

Playgrounds
Play Equipment
• Equipment and surrounding play areas meet
ASTM and National Playground Safety Institute
(NPSI) standards
• Play equipment and hardware is intact
• Play equipment is free of graffiti
• Age appropriateness for equipment is noted with
proper signage
• Regular inspection and repair program is in place
and enforced
Surfacing
• Fall surface is clean, level and free of debris
• Fall surface meets ASTM and NPSI standards
• Fall surface is well drained
• Rubber cushion surfaces are free of holes and
tears
• Rubber cushion surfaces are secure to base
material and curbing
Borders
• Playground borders are well defined and intact
• Playground borders meet ASTM and NPSI
standards
Decks
• Planks are intact, smooth, structurally sound, free
of splinters and no cracks greater than ¼ inch
• Nails, bolts and screws are flush with surface
• Planks are level with no excessive warping
General
• Slides and climbing devices are properly
anchored
• All moving parts are properly lubricated and
functioning as intended
• S-hooks and swing seats are in good operating
condition
• Damaged or under repair equipment is removed
or properly marked and isolated from public use
until repaired
• Playgrounds should adhere to the Americans
with Disabilities Act standards
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
78 Appendix 4: Sample Maintenance Standards

Picnic Areas and Shelters
General
• Access to facilities complies with ADA
• Shelters are clean, sanitary, and free of graffiti
• Lights and electrical plugs are operational and
comply with appropriate building codes
• Vegetation around structure is trimmed back to
reduce hazards and does not impede entry and
egress
• Grounds around structure are mowed, trimmed
and free of litter, debris, and hazards
• Shelters are structurally sound, clean, painted
with no rotted lumber or rusted metal and no
loose siding or loose shingles
• Water fountains and hose bibs (if provided) are
operational
• Signage and rules and regulations information
are posted in a noticeable location
Tables
• Tables are clean, free of dust, mildew, and graffiti
• Table hardware is intact
• Table frames are intact, and slats are properly
secured
• Table seats and tops are smooth with no
protrusions and have no exposed sharp edges or
pointed corners
Grills
• Grills are operational and free of rust and metal
deterioration
• Grills are clean and free of grease build-up
• Grill racks are operational and secure, and grills
are properly anchored to reduce hazard and theft
Trash Receptacles
• Receptacles are clean, free of odors and liners in
place
• Receptacles are painted, free of damaged or
missing parts and properly anchored
• Area around receptacles is clean and free of trash
and debris
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
79 Appendix 4: Sample Maintenance Standards

Tennis Courts
Surfacing
• Surface is smooth, level, and well drained with
no standing water
• Surface is free of large cracks, holes, and trip
hazards
• Surface is painted and striped in accordance
with U.S. Tennis Association court specifications
and for Pickle ball where appropriate
• Worn painted surfaces do not exceed 30 percent
of total court surface
• Surface is free of litter, debris, gravel, and graffiti Nets
• Nets and wind screens are free of tears and frays
• Nets are properly installed and secured to
support poles
• Nets have center stripes installed at the regulated
height and are anchored to the court
• Support poles have hardware intact and are
properly anchored and installed
• Wind screens are properly installed and secured
to fencing
Fencing
• Fencing is galvanized chain link and is the
appropriate gauge wire for specified use
• Fencing material is properly secured to support
rails
• Support rails are properly secured and straight
• Fencing is free of holes, protrusions, and catch
points
• Fabric is straight and free of bending or sagging
• Gates and latches are operational
• Windscreens are tightly secured and free of tears
and holes
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
80 Appendix 4: Sample Maintenance Standards

Outdoor Basketball Courts
Surfacing
• Surface is smooth, level, well drained, and free of
standing water
• Surface is free of large cracks, holes, and tripping
hazards
• Surface is painted and striped per court
specifications
• Surface is free of litter, debris, gravel, and graffiti • Goals and Backboards
• Goals and backboards are level with hardware
intact
• Goals and backboard are painted
• Nets are properly hung and free of tears and
fraying
• Support poles are secure in ground and straight
Aquatic Facility and Pools
Daily Operating Maintenance
• Inspect daily, ensure local Health Department
and State amusement park authority standards
are met
• Maintain water chemistry levels, test twice a day
and adjust as required
• Vacuum and remove debris daily or as needed
• Set mechanical inspection schedule, repair, and
replace with like equipment as preferred
• Clean strainer baskets regularly
• Regularly backwash sand-filters
• Monitor TDS levels, drain and refill as needed
• Comply with Virginia Graham Backer Act for pool
drain covers
Sand Volleyball Courts
Nets
• Nets are free from holes and are not torn or
tattered
• Nets are hung tightly at specified height
• Nets are securely attached to support poles
• Support poles have hardware intact, are properly
anchored, and installed
Sand Surface
• Court surface is loose sand
• Surface is smooth with good drainage and no
standing water
• Surface is free of weeds, grass, debris, and litter
Borders
• Borders are well defined and intact
• Borders meet International Volleyball Federation
(FIVB), ASTM and NPSI standards
• Surrounding area is free of debris and
encroaching landscaping to reduce hazard
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
81 Appendix 4: Sample Maintenance Standards

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
82 APPENDIX 5
Sports Field Technical
Data Report
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
83 1

Technical Data Report
4/18/2024
You are currently core / plug aerating 3 times a year. I am still recommending that this be done once a year to take place during Annual Renovation Rest and Maintenance Periods to create holes for the top dressing to be drug into.

1. I am recommending that you purchase a knife aerator and specify knife aerating in your upcoming contract specifications, enabling you to knife aerate 3‐8 times per year based on the wear on each field. This not only slices the soil 4.5” deep but also slices the Bermuda grass rhizomes reducing the need to dethatch to prevent thatch build up. This slicing of the rhizomes causes Bermuda grass to start new plants close to the parent plant, with the result being denser turf over time.

Normally when you plug aerate, you go in two directions, but you only go in one direction when knife aerating because you can create an X where the two passes cross and the corner of these Xs can be caught by cleats and tear the turf. During annual renovation rest & maintenance periods when fields are closed for over‐seeding, you can go in two directions because the Xs will be healed before play resumes.
2 2. You will need to deep tine or fracture tine once a year during the annual renovation rest & maintenance period to break up compaction. I recommend the Aerway aerator below which has a fracturing tine that fractures 7.5” deep. The 90” model that does 4.5 acres per hour is the model you would prefer the contractor would own.

3. An alternative might be to specify that your contractor provide a deep tine machine like the one below which uses 1” by 8” solid tines in 1 direction and 1” by 8” plug pulling tines in at 90 degrees to the first pass, but this is very slow and would be costly to have them do this many acres.

4. I am recommending top dressing your high wear fields each year to relevel the fields by filling in low spots and compacted areas. Your focus should be to balance efforts between recently improved fields to optimize sustainability with fields that have not been recently improved but need attention to address safety issues. The maintenance calendars for each site I am providing with this assessment all show the annual renovation maintenance & rest period starting the first week of April, which is the earliest that you should start. This is the 30‐year average date where the soil temperatures should be high enough for Bermuda grass seed to germinate. Hydroseeding would improve the soil temperature more quickly.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
84 Appendix 5: Sports Field Technical Data Report

1 Technical Data Report
4/18/2024
You are currently core / plug aerating 3 times a year. I am still recommending that this be done once a year to take place during Annual Renovation Rest and Maintenance Periods to create holes for the top dressing to be drug into.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
85 Appendix 5: Sports Field Technical Data Report
3 Obviously, you can’t shut down all the fields at the same time, but you should shut down 1 field at a time at each site and keep moving to the next field after 8 weeks for a total of up to two fields of warm season turf or 3 fields of cold season turf rested and over‐seeded at each site annually.

Below is a 4‐yard top dresser that you will need to include in contract specifications. You should also purchase one for the city, to effectively manage top dressing. Anything smaller would be inefficient.

5. After top dressing, all the materials need to be drug into the aeration holes in as many passes as necessary to relevel the field and break up all the plugs and any chunks. You may have an infield drag that can be used to drag the materials into the holes but normally these are very narrow and only carry 1‐ 1.5” of material. This means it will take many hours of dragging on a standard field. The drag below is 15’ wide and drags 3” of material at a time.

It is available through GreenOne industries for approximately $4,000.‐303‐795‐9443‐ Leroy. 4 6. For high wear fields such as yours, it is important that fields receive an “Annual Renovation Rest & Maintenance Period” in late spring, as soon as soil temperatures are in range for seed germination.

Obviously, you can’t shut down all the fields at the same time, but you should shut down 1 field at a time at each site and keep moving to another field at the same site after 8 weeks for a total of up to two fields of warm season turf or 3 fields of cold season turf rested and over‐ seeded at each site annually.

Warm Season Turf – Soccer Fields

WEEK OF:

FERTIGATION
PER SOIL

AGRONOMIC

TESTING

MICORHIZZAE
, HUMIC ACID
AND SEA KELP

HYDRETAIN

ROOTZONE

MOISTURE

MANAGER
GLS
MOWS PER
WEEK
KNIFE

AERATION
PRE‐POST

EMERGENT

BROADLEAF

CONTROL

APPLICATION
SHATTER TINE

AERATION
PLUG / CORE

AEATION
VERTI‐CUT TOP DRESS ‐
DRAG SAND &

CONDITIONERS
INTO PLUG

AERATION
HOLES
OVER‐SEED AND
TOP WITH

PREMIUM

COMPOST
SPRAY

COLORANT
01/01/25 0
01/06/25 0
01/13/25 0
01/20/25 0
01/27/25 0
02/03/25 0
02/10/25 0
02/17/25 0
02/24/25 0
03/03/25 0
03/10/25 0
03/17/25 0
03/24/25 1 X
03/31/25 1
04/07/25 X X X 2 X
04/14/25 2 XXXXX
04/21/25 2 X
04/28/25 2
05/05/25 X X 2
05/12/25 2
05/19/25 2
05/26/25 2 X
06/02/25 X X X 2
06/09/25 2 X
06/16/25 2 XXXXX
06/23/25 2 X
06/30/25 X X 2
07/07/25 2
07/14/25 2
07/21/25 2
07/28/25 2 X
08/04/25 X X X 2
08/11/25 2
08/18/25 2
08/25/25 2 X
09/01/25 X X 2
09/08/25 2 X
09/15/25 2
09/22/25 2
09/29/25 2
10/06/25 2
10/13/25 2
10/20/25 2
10/27/25 1
11/03/25 1
11/10/25 0
11/17/25 0
11/24/25 0
12/01/25 0
12/08/25 0
12/15/25 0
12/22/25 0
12/29/25 0
FERTILITY PROGRAM ANNUAL MAINTENANCE ANNUAL RESTORATION REST PERIOD ‐ HIGH WEAR WARM SEASON TURF CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
86 Appendix 5: Sports Field Technical Data Report

3 Obviously, you can’t shut down all the fields at the same time, but you should shut down 1 field at a time at each site and keep moving to the next field after 8 weeks for a total of up to two fields of warm season turf or 3 fields of cold season turf rested and over‐seeded at each site annually.

Warm Season Turf – Soccer Fields

WEEK OF:

FERTIGATION
PER SOIL

AGRONOMIC

TESTING

MICORHIZZAE
, HUMIC ACID
AND SEA KELP

HYDRETAIN

ROOTZONE

MOISTURE

MANAGER
GLS
MOWS PER
WEEK
KNIFE

AERATION
PRE‐POST

EMERGENT

BROADLEAF

CONTROL

APPLICATION
SHATTER TINE

AERATION
PLUG / CORE

AEATION
VERTI‐CUT TOP DRESS ‐
DRAG SAND &

CONDITIONERS
INTO PLUG

AERATION
HOLES
OVER‐SEED AND
TOP WITH

PREMIUM

COMPOST
SPRAY

5 Cold Season Turf – Passive, Multi‐Use and Softball Fields

Fields need to be set aside for a period of 8 weeks each spring for rest and maintenance where you will need to:

A. Install temporary chain link fencing.

B. Conduct broadleaf control selective herbicide application.

C. Mow turf as low as possible.

D. Verti‐cut turfgrass and remove thatch from the field.

E. Top dress with a 1/8” 80/20 sand/compost mix.

F. Fracture or deep tine aerate in two directions to break up all compaction 7.5”‐8” deep.

WEEK OF:

FERTIGATION
PER SOIL

AGRONOMIC

TESTING

MICORHIZZAE
, HUMIC ACID
AND SEA KELP

HYDRETAIN

ROOTZONE

MOISTURE

MANAGER
GLS
MOWS PER
WEEK
KNIFE

AERATION
PRE‐POST

EMERGENT

BROADLEAF

CONTROL

APPLICATION
SHATTER TINE

AERATION
PLUG / CORE

AEATION
VERTI‐CUT TOP DRESS ‐
DRAG SAND &

CONDITIONERS
INTO PLUG

AERATION
HOLES
OVER‐SEED AND
TOP WITH

PREMIUM

COMPOST
SPRAY

COLORANT
01/01/25 0
01/06/25 0
01/13/25 0
01/20/25 0
01/27/25 0
02/03/25 0
02/10/25 0
02/17/25 0
02/24/25 0
03/03/25 0
03/10/25 0
03/17/25 0
03/24/25 1
03/31/25 1 X
04/07/25 X X X 1 X
04/14/25 1 XXXXX
04/21/25 1
04/28/25 1
05/05/25 X X 1
05/12/25 1
05/19/25 1
05/26/25 1 X
06/02/25 X X X 1
06/09/25 1 X
06/16/25 1 XXXXX
06/23/25 1
06/30/25 X X 1
07/07/25 1
07/14/25 1
07/21/25 1
07/28/25 1 X
08/04/25 X X X 1
08/11/25 1 X
08/18/25 1 XXXXX
08/25/25 1
09/01/25 X X 1
09/08/25 1
09/15/25 1
09/22/25 1
09/29/25 1
10/06/25 1
10/13/25 1
10/20/25 1
10/27/25 1
11/03/25 1
11/10/25 0
11/17/25 0
11/24/25 0
12/01/25 0
12/08/25 0
12/15/25 0
12/22/25 0
12/29/25 0
FERTILITY PROGRAM ANNUAL MAINTENANCE ANNUAL RESTORATION REST PERIOD ‐ COLD SEASON TURF 6 G. Plug aerate in 2 directions to create many holes for top dressing to be drug into, leaving the plugs on the surface.

H. Drag the top‐dressing materials into the aeration holes.

I. Over‐seed, top with compost and irrigate for seed germination.

J. After the second mow, fertilize with any additional dry nutrients that may be needed.

7. I am recommending that you apply a green colorant to all your warm season turf fields for the reasons described in the executive summary. I am recommending applying this the first or second week of September approximately 2 weeks before the bermuda goes dormant because this may keep you from having to conduct a second application. The fact that you won’t be mowing the dormant turf should make this last until the bermuda grass comes out of dormancy. The product is Endurant. It is completely safe for children and is used even in dog parks and horse racing tracks. They have a product that is added to the mixing tank that keeps it from coming off on clothes and are the only company with a product that does this.

Mix 11 gallons of colorant plus 4 gallons of the clothes protector (Spray and Stay) in 90 gallons of water and spray over 1 acre in 2 directions (45 gallons in each direction). I got a quote of $56 per gallon for 250‐gallon totes of Endurant and $136 for 4 gallons of Spray and Stay if you buy directly from the company and place the order in June for shipment in the fall. This makes the cost to be $52,091 or $430/ acre. Jenifer‐843‐450‐0210. In comparison, fall over‐seeding of warm season turfgrass with rye grass spread at 15 lbs./1,000 sq. ft. would cost $64,948 or $536/acre for just the materials. You would need to factor in your contracted labor rates for total cost of colorant application or fall over‐seeding.

8. I am recommending that you overseed soccer fields with Rio, an improved Bermuda grass with high wear characteristics. While you are currently mowing your common bermuda grass at 3”, Rio is a fine bladed dark green grass that should be cut at 1” or 1.5” max. The user groups will love the improved action provided by a shorter cut. As the bermuda grass approaches dormancy, you should raise the cutting height to 2” to give you more depth to tolerate wear on the dormant turf. The contractor is responsible for keeping their mower blades sharpened and the reel mower blades must be able to cut paper before each use.

9. I am recommending that you overseed passive turf areas, multi‐use, and softball fields with cold season turf. Use drought tolerant Tripple Crown Extreme from Stover’s seed company for passive turf areas and consider Perennial Rye and Bluegrass blends for softball fields.

10. I am recommending that you sod the fields that you completely renovate each year instead of overseeding because sod will grow‐in much quicker than seed allowing you to bring fields back online quicker. Seed requires 120 days grow in and sod normally 60 days. If you install fertigation at each of these sites you can bring them back online in 45 days with sod. I am recommending the Tif Tuf hybrid bermuda grass from AG Sod company in Palmdale. It too should be cut at 1” or 1.5”.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
88 Appendix 5: Sports Field Technical Data Report

5 Cold Season Turf – Passive, Multi‐Use and Softball Fields

Fields need to be set aside for a period of 8 weeks each spring for rest and maintenance where you will need to:

A. Install temporary chain link fencing.

B. Conduct broadleaf control selective herbicide application.

C. Mow turf as low as possible.

D. Verti‐cut turfgrass and remove thatch from the field.

E. Top dress with a 1/8” 80/20 sand/compost mix.

F. Fracture or deep tine aerate in two directions to break up all compaction 7.5”‐8” deep.

WEEK OF:

FERTIGATION
PER SOIL

AGRONOMIC

TESTING

MICORHIZZAE
, HUMIC ACID
AND SEA KELP

HYDRETAIN

ROOTZONE

MOISTURE

MANAGER
GLS
MOWS PER
WEEK
KNIFE

AERATION
PRE‐POST

EMERGENT

BROADLEAF

CONTROL

APPLICATION
SHATTER TINE

AERATION
PLUG / CORE

AEATION
VERTI‐CUT TOP DRESS ‐
DRAG SAND &

CONDITIONERS
INTO PLUG

AERATION
HOLES
OVER‐SEED AND
TOP WITH

PREMIUM

COMPOST
SPRAY

H. Drag the top‐dressing materials into the aeration holes.

I. Over‐seed, top with compost and irrigate for seed germination.

J. After the second mow, fertilize with any additional dry nutrients that may be needed.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
89 Appendix 5: Sports Field Technical Data Report

7 11. For your gophers and ground squirrels I am recommending the machines below. The one on the left is the Burrow Blocker. It pumps a slurry of water and sand into the ground squirrel holes filling them to the top including side holes. Burrow Blocker ‐Lisa‐925‐634‐9204.

Gophers dig sideways, so the H & M Perc Machine pumps carbon dioxide into the burrows.

Both are environmentally safe in that there are no poisons that can affect predators. H& M Perc Machine‐ 855‐667‐5181

12. Below are products that need to be applied in the next year. I do not recommend dry products that contain all three of the main nutrients of N‐P‐K. This is because it would require such a large quantity of these to meet the needs of your fields and at greater expense. The products below are agricultural products that are very concentrated, and some are commodity items which means they are less expensive.

A. Some fields need granule 0‐0‐50 potassium. It increases turf rigidity and boosts stress, drought, and wear tolerance.

B. A few sites are calling for lime to raise the pH of soil into the more ideal range for turf grasses.

C. Several sites are calling for gypsum because of a high sodium level in the soil.

D. The green colorant.

These 4 above can be bid out or provided by your regular vendors.

E. Terra Pro‐

1. A soil activator that only needs to be applied once in a lifetime.

2. Helps to break down and prevent soil compaction in the first season.

3. Increases soil porosity thus causing root, moisture, and oxygen penetration deeper into the soil.

4. Produces deeper roots‐increasing turf wear tolerance.

5. Contains Nano Technology developed in conjunction with Sandia National Labs 8 6. A dry product with 46 trace minerals and 25 families of beneficial microbial bacteria added.

7. An all‐organic product that contains a natural humectant which attracts and holds moisture to the root hairs from the atmosphere and soil.

This product will be applied during your top‐dressing process with the top dresser because of the amount of material. Applied at 1,000 lbs./acre. Ecofert is the California supplier.

F. I am providing you with a spreadsheet that shows the quantities that you will need to order.

Addendum A ‐ Site Survey

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
90 Appendix 5: Sports Field Technical Data Report

Gophers dig sideways, so the H & M Perc Machine pumps carbon dioxide into the burrows.

Both are environmentally safe in that there are no poisons that can affect predators. H& M Perc Machine‐ 855‐667‐5181

A. Some fields need granule 0‐0‐50 potassium. It increases turf rigidity and boosts stress, drought, and wear tolerance.

B. A few sites are calling for lime to raise the pH of soil into the more ideal range for turf grasses.

C. Several sites are calling for gypsum because of a high sodium level in the soil.

D. The green colorant.

These 4 above can be bid out or provided by your regular vendors.

E. Terra Pro‐

1. A soil activator that only needs to be applied once in a lifetime.

2. Helps to break down and prevent soil compaction in the first season.

3. Increases soil porosity thus causing root, moisture, and oxygen penetration deeper into the soil.

4. Produces deeper roots‐increasing turf wear tolerance.

5. Contains Nano Technology developed in conjunction with Sandia National Labs 8 6. A dry product with 46 trace minerals and 25 families of beneficial microbial bacteria added.

7. An all‐organic product that contains a natural humectant which attracts and holds moisture to the root hairs from the atmosphere and soil.

This product will be applied during your top‐dressing process with the top dresser because of the amount of material. Applied at 1,000 lbs./acre. Ecofert is the California supplier.

F. I am providing you with a spreadsheet that shows the quantities that you will need to order.

Addendum A ‐ Site Survey

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91 Appendix 5: Sports Field Technical Data Report

9 Addendum B ‐ Wear in Hours Per Week

10 Addendum C ‐ Maintenance Frequency Chart

This concludes the Technical Data Report.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
92 Appendix 5: Sports Field Technical Data Report

9 Addendum B ‐ Wear in Hours Per Week

10 Addendum C ‐ Maintenance Frequency Chart

This concludes the Technical Data Report.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
93 Appendix 5: Sports Field Technical Data Report

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
94 APPENDIX 6
Sports Field Assessment
CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
95 1

4/8/2024
Steven J. Montenegro, Parks Superintendent
City of Palmdale‐Public Works‐Maintenance
39110 3rd Street East, Suite C
Palmdale, Ca. 93550

RE: PRZ Sports Field Assessment Executive Summary:

Athletic Fields on 12 sites

Steve, here is what I found at your sites:

1. Your high wear sports fields are currently not tolerating the wear they are receiving.

Your current maintenance level on these fields is an average of 1.20 but your average wear level is 3.42 with some fields as high as 4.67, 5 being the highest. There is a direct correlation between maintenance and wear. This much difference between your maintenance and wear is creating turf sustainability problems and damaged fields.

2. You are receiving requests to do away with bermuda grass because it goes dormant brown for many months out of the year and sports groups are playing on these dormant fields.

3. Your soil analysis revealed that all your sites have a sand content above 65% and thus lower clay content which means they normally will percolate better and be less likely to compact as easily if aerated properly. I also discovered that many of your sites are high in sodium.

4. You are currently fertilizing your fields 3 times a year, mowing them once a week at 3”, and aerating them 3 times a year. You started top dressing some fields last year.

You are currently not overseeding these fields to promote turf sustainability because there are currently no annual renovation rest & maintenance periods. You started dethatching some fields last year.

5. You are currently setting aside 3 fields each year for major renovation but have no annual renovation rest & maintenance periods for the rest of the fields.

6. You are using fertigation at one site.

8. While pulling samples, we found your roots are very shallow, between 2‐3” deep.

9. Your soil analyses indicate that some of these fields are lacking in some nutrients.

10. I found it unusual that nearly all your fields have weed, ground squirrel or gopher problems.

11. You have been hydroseeding with a Bermuda / Rye grass mixture in the spring with mixed results.

12. You have 3 sources of irrigation water for these sites, one is recycled water.

Needed improvements and changes:

1. You must increase your maintenance level on these fields. You will need to add tasks annually to achieve maximum sustainability.

A. You are currently adding 3 lbs./1,000 sq. ft. annually of nitrogen to all your fields.

This can be sufficient for baseball and softball fields, but your high wear fields need 5 lbs./ 1,000 square feet to meet their wear conditions.

B. I am recommending additional mowings per week based on the wear on the fields.

C. Your 3 aerations per year are plug pulling aerations and this is sufficient for the baseball and softball fields, but the high wear fields may need as many as monthly aeration during the growing season. I also recommend that you only use the plug puller during the recommended annual rest & renovation maintenance period just before top dressing and switch to knife aerations during the growing season for many reasons explained further on in this assessment.

D. I am recommending that you switch to knife aeration because a knife aerator penetrates 4.5 inches deep versus the plug pulling aerator at only 3 inches deep.

Monthly knife aeration will reduce the need for dethatching. I would have you pull plugs once a year in 2 directions to create holes for dragging top dressing into. I recommend top dressing the high wear fields immediately after plug pulling to relevel the grade of the field each year.

E. Your current plan of completely renovating 3 badly damaged fields each year is a good one. Because you are hydroseeding these renovated fields, you are having to keep them offline for the entire growing season. If you were to sod these fields, you could bring them back into play in 60 days, 45 days if you add fertigation to them.

I am recommending that you rotate rest periods by setting aside some of your highest wear fields 1 at a time or 1 site at a time all during the growing season for CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
96 Appendix 6: Sports Field Assessment

4/8/2024
Steven J. Montenegro, Parks Superintendent
City of Palmdale‐Public Works‐Maintenance
39110 3rd Street East, Suite C
Palmdale, Ca. 93550

RE: PRZ Sports Field Assessment Executive Summary:

Athletic Fields on 12 sites

Steve, here is what I found at your sites:

1. Your high wear sports fields are currently not tolerating the wear they are receiving.

2. You are receiving requests to do away with bermuda grass because it goes dormant brown for many months out of the year and sports groups are playing on these dormant fields.

4. You are currently fertilizing your fields 3 times a year, mowing them once a week at 3”, and aerating them 3 times a year. You started top dressing some fields last year.

5. You are currently setting aside 3 fields each year for major renovation but have no annual renovation rest & maintenance periods for the rest of the fields.

6. You are using fertigation at one site.

8. While pulling samples, we found your roots are very shallow, between 2‐3” deep.

9. Your soil analyses indicate that some of these fields are lacking in some nutrients.

10. I found it unusual that nearly all your fields have weed, ground squirrel or gopher problems.

11. You have been hydroseeding with a Bermuda / Rye grass mixture in the spring with mixed results.

12. You have 3 sources of irrigation water for these sites, one is recycled water.

Needed improvements and changes:

1. You must increase your maintenance level on these fields. You will need to add tasks annually to achieve maximum sustainability.

A. You are currently adding 3 lbs./1,000 sq. ft. annually of nitrogen to all your fields.

This can be sufficient for baseball and softball fields, but your high wear fields need 5 lbs./ 1,000 square feet to meet their wear conditions.

B. I am recommending additional mowings per week based on the wear on the fields.

D. I am recommending that you switch to knife aeration because a knife aerator penetrates 4.5 inches deep versus the plug pulling aerator at only 3 inches deep.

“Annual Renovation Rest & Maintenance” which is deep tine aeration to break up compaction 8” deep, plug pulling and top dressing to relevel the field and over‐ seeding as required. By increasing the maintenance tasks above, you should eventually be able to cut back on the number of fields requiring this. Your focus should be to balance efforts between recently improved fields to optimize sustainability, with fields that have not been recently improved but need attention to address safety issues. The maintenance calendars for each site I am providing with this assessment all show the annual renovation maintenance & rest period starting the first week of April, which is the earliest that you should start. This is the 30‐year average date where the soil temperatures should be high enough for Bermuda grass seed to germinate. Hydroseeding would improve the soil temperature more quickly.

F. You began top dressing some fields two years ago. The golf courses in your area use a very expensive U.S.G.A. sand which was used to build and top dress their greens. This product only comes from the California desert at $75/ton delivered to Palmdale in full truck loads. I have used #2 sand as a close second to U.S.G.A. sand, but it will cost $50 per ton delivered to Palmdale. I looked at the sieve analysis of your local Site One’s sand and it will work well for your sites at $25 delivered. Also, your local compost is a very good product at a very good price.

2. I am recommending Rio, cold tolerant Bermuda grass for high wear soccer fields and cool season turf blends for passive turf areas and multi‐use turf areas. Use drought tolerant Tripple Crown Extreme from Stover’s seed company for passive turf areas and consider Perennial Rye and Bluegrass blends for softball fields.

3. Also, I am recommending spraying green dye on all your warm season turf in the fall to have green grass all winter. All the golf courses in your area are using this dye rather than overseeding with rye grass because it is much cheaper, and they don’t have the problems that Rye grass presents as far as retarding the Bermuda grass coming out of dormancy in the spring in your microclimate.

4. High Sodium levels in the root zones can have a dramatic effect on the wearability and sustainability of turf grasses. This calls for a sodium reducing product and gypsum at some of your sites. Several sites had a low pH and will require the addition of lime to bring them into the ideal turf grass pH.

5. I am recommending that you install fertigation on all these fields because:

A. It is the fastest way to establish new turf and the fastest way to mend damaged turf.

B. Every drop of water that hits the leaves contains a drop of fertilizer and 20% of it enters directly into the leaf. The other 80% that hits the ground is available for the microbes immediately.
4  PRZ International Sports Turf Consulting. All rights reserved.

C. When you spread granular fertilizer, it must first be broken down by the irrigation water and then by the microbes in the soil to be available to the plant.

D. The one fertigation system you have is a syphon system and this does not accurately inject the nutrients and can foul easily if more than one product is mixed in the same tank.

E. The multi tank and pump system I am recommending can be installed with a modem that controls which zones will get the nutrients and keep track of gallons of irrigation water used per site.

F. Also, I am recommending that you specify in your fertigation bidding process, that bidders provide monthly service to each site, load the nutrients in the system tanks, walk the fields at each site, provide a monthly written report of their findings and warranty all systems while under contract. This saves you labor hours and provides extra eyes to help monitor your turf maintenance program.

6. I am recommending that you apply the Hydretain product in liquid form which you are now applying in a granular form to continue saving on irrigation water usage. It is less expensive in liquid form and can be added through the fertigation systems discussed above.

7. For your high wear sports fields to tolerate the wear they're getting, they need 6 to 8 inches of roots. Your roots are much shallower, however by increasing the amount of aeration as recommended above and using a knife aerator at 4.5 inches you will increase the depth of your root system.

Also, regular knife aeration will reduce the need for de‐thatching or verti‐cutting Bermuda grass since knife aeration slices the stolens which cause thatch. Knife aeration slices the Bermuda grass rhizomes which spread sideways under the surface and causes them to create more new plants and tighter turf over time.

8. You will need to add additional nutrients to some of these fields based on soil analysis that we took. The fertigation system above would be adding liquid nitrogen, the Hydretain water saving product and the sodium reducing product in those areas where needed. There will still be some granular products that will need to be added to meet the needs of these fields and will need to be spread by your contractor.

9. You need to hire a professional, licensed IPM person and provide the proper equipment for eradicating weeds, ground squirrels and gopher problems. This is a specialized job, and this person must be responsible for the timing of applications for effective results. I do not have the expertise to know this information for each microclimate I deal with on a national level.

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98 Appendix 6: Sports Field Assessment

5. I am recommending that you install fertigation on all these fields because:

A. It is the fastest way to establish new turf and the fastest way to mend damaged turf.

C. When you spread granular fertilizer, it must first be broken down by the irrigation water and then by the microbes in the soil to be available to the plant.

D. The one fertigation system you have is a syphon system and this does not accurately inject the nutrients and can foul easily if more than one product is mixed in the same tank.

E. The multi tank and pump system I am recommending can be installed with a modem that controls which zones will get the nutrients and keep track of gallons of irrigation water used per site.

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
99 Appendix 6: Sports Field Assessment

10. I am recommending that you overseed soccer fields with Rio, cold tolerant Bermuda grass with high wear characteristics. Where you are currently mowing your common Bermuda grass at 3”, Rio is a fine bladed dark green grass that should be cut at 1” or

1.5” max. The user groups will love the shorter cut and improved action. I am also recommending that you over‐seed passive & multi‐use turf areas with Tripple Crown Extreme from Stover’s Seed Company and a Perennial Rye, Bluegrass turf blend for softball fields.

11. The Palmdale Water District and L.A. County Waterworks irrigation water sources were rated by the lab as excellent, and the recycled water was rated as acceptable.

The recommended suppliers, the specific purchases that will need to be made, pricing, the contact person and their contact information that will be needed to implement my recommendations are listed later in the Technical Data Report.

This report is only the beginning. I am here to help implement any plans that we develop together.

After your review and comments, I will make any needed changes to this assessment. My fee covers any calls or discussions for implementing my recommendations through the 2024 growing season unless you need me to make additional visits to present this assessment to user groups, staff, or City Council at my $1,500 site visit fee.

I am recommending that you pull soil samples for agronomic testing once you have implemented the fertigation programs for one growing season and have me compare with the samples taken during the initial assessment to measure progress and make maintenance recommendations for subsequent years.

The following report identifies in detail the issues I found and how to address them.

Respectfully,

Larry Musser‐ President

Sports Turf Assessment Overview
for City of Palmdale Sports Fields

The following is an evaluation of these fields as of January 2024. It discusses the current condition of these fields and explains why they are in these conditions. It will then go over a plan of action that can help to remedy any problems and cover the maintenance steps, needed equipment, and costs of maintaining these fields to prevent them from returning to their original condition. This document will then show the level of wear on the sports fields and how many hours of play per week each site can sustain and still have viable turf.

Current Conditions

The chart above lists the conditions we found on the fields. Overall, you can see that these fields have good irrigation systems but are shallow rooted, and all have some problem areas. This chart shows only some of the fields. The full chart can be seen in the Technical Data Report.

The Causes of Current Conditions:

1. Wear causes compaction which is the number one problem in turf management. In your case your wear on some of the fields is excessive. This combined with some of the other problems to be discussed in the following paragraphs, are causing the current conditions on these fields.

Your average current maintenance level on these fields is approximately 1.20 on a scale of 1 to 5, 5 being the highest. Your average wear level is 3.42‐4.67! This much difference between your maintenance level and your wear level is making it difficult to have sustainable fields during your highest wear times.

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100
Appendix 6: Sports Field Assessment

11. The Palmdale Water District and L.A. County Waterworks irrigation water sources were rated by the lab as excellent, and the recycled water was rated as acceptable.

This report is only the beginning. I am here to help implement any plans that we develop together.

The following report identifies in detail the issues I found and how to address them.

Respectfully,

Larry Musser‐ President

Sports Turf Assessment Overview
for City of Palmdale Sports Fields

Current Conditions

The Causes of Current Conditions:

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
101
Appendix 6: Sports Field Assessment

The chart above shows your current maintenance levels and current wear levels for some of the fields. The full chart can be seen in the Technical Data Report.

The following Activity Weighting Scale chart below shows the wear effect of each of the different sports and common activities that take place on sports fields. As you can see walking across a field is 1 and youth soccer practices are 2, meaning 1 hour of soccer practice is equivalent to 2 hours of walking or standing on the field. Also note that any sports clinic carries a 2.5 rating which helps to explain the damage that can result from a weeklong or even a weekend clinic or camp.

2. The Growing Season and Turf Dormancy:

The chart on the next page shows how much of your wear takes place during Bermuda grass dormancy on the Domenic Massari Soccer Fields.

The light blue area indicates actual hours on the field. The magenta (red) area represents the activity weighted hours on this field and the light green area represents the average activity weighted hours for the year. The light blue area represents the actual hours of play per week. In this case a great deal of the wear takes place during Bermuda dormancy.

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102
Appendix 6: Sports Field Assessment

The chart above shows your current maintenance levels and current wear levels for some of the fields. The full chart can be seen in the Technical Data Report.

2. The Growing Season and Turf Dormancy:

The chart on the next page shows how much of your wear takes place during Bermuda grass dormancy on the Domenic Massari Soccer Fields.

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103
Appendix 6: Sports Field Assessment

The chart below shows the percentage of turf sustainability vs temperature. You can see as the temperatures approach the point of turf dormancy in early October, the ability of the turf to sustain itself is very low. The same is true as it comes out of dormancy in mid‐ April. It is still very low but improves weekly as the temperatures rise.

Your Potential Solutions

1. You Must Increase Your Maintenance Level
You have a maintenance level of 1.20 and wear level average of 3.42 but in some cases as high as 4.67. The partial chart below shows your current number for each maintenance task you are doing per site and the recommended number of each of these tasks you will need to do for turf sustainability for each site.

The full chart can be seen in the Technical Data Report.

Your new level of maintenance on these fields varies per site but may include:
 Knife aeration monthly during each growing season.
 Monthly applications of fertilizer through fertigation to grow grass as fast as it is being worn off.
 Mowing up to 2 times a week during periods of high use because of the higher growth rate due to increased fertilizer application.  Deep‐tine aeration once annually to relieve and prevent deep compaction.  Annual Top dressing to re‐level the fields and to replace used up organics in the soil.

In the Technical Data Report, you will find a breakdown of all the fertilizers, soil amendments and new equipment I am recommending. This concludes the Executive Summary for this assessment. The next step is for you to determine how many of these recommendations you can implement.

Larry Musser
President

3335 Double Tree Ct., Colorado Springs, CO 80921 719‐265‐6003 [email protected]

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
104
Appendix 6: Sports Field Assessment

Your Potential Solutions

The full chart can be seen in the Technical Data Report.

Larry Musser
President

3335 Double Tree Ct., Colorado Springs, CO 80921 719‐265‐6003 [email protected]

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix
105
Appendix 6: Sports Field Assessment

CITY OF PALMDALE, CA ■ Parks and Recreation Appendix

DEPARTMENT OF PARKS AND RECREATION
Parks and Recreation Master Plan
CITY COUNCIL MEETING JULY 10, 2024
Project Review
Previous Touchpoints
Purpose of the Plan &
Project Process

Key Plan Components

SERVICE TRENDS

AND NEEDS

DEPARTMENT

AND FINANCIAL

ANALYSIS

MAINTENANCE

ANALYSIS AND

RECOMMENDED

STANDARDS

PARK AND FACILITY

INVENTORY
ASSET

REPLACEMENT

AND EXPANSION

GUIDING ACTION
PLAN

Parkland Snapshot
Current Parkland
• 22 Parks and Trails
• 368.26 Acres of Developed Parkland
Opportunities to Expand Parkland
• 5 Acres / 1,000 Population = 847.25 Acres
• Address General Plan Future Park Priority Areas
• Convert City-owned Land to Pocket Parks
• Explore Developer and City-owned Proposed Parkland and Open Space
Community Themes
• Parkland Priorities Include: Expanded and improved parks and facilities, safety and security, and new park amenities and neighborhood parks.

Services Snapshot
Specialty Facilities and Services
• DryTown Water Park, Palmdale Amphitheater, and Palmdale Playhouse
• City Special Events and Community Event Support
• Free Park and Community Center Programming
• 7,800 Program Registrations / Year, Totals 140,000 Service Hours
Community Themes
• High level of Satisfaction with Palmdale Amphitheater, Recreation Centers and Special Events
• Service Priorities Include: Special Events, Outdoor
Recreation, Senior Services, Aquatic Programs, Youth
Services, and Leagues
Where We Go From Here
Action Plan Goals

1. Enhance Organizational Efficiencies

2. Diversify Programs and Service Delivery

3. Improve and Expand Facilities, Parks, and Amenities

4. Increase Financial Opportunities

5. Continue to Improve Maintenance and Operations

6. Address ADA Accessibility at all Parks and Facilities

7. Diversity, Equity, and Inclusion

8. Conservation, Sustainability, Climate Action, and Resilience Questions & Comments
City Council Staff Report
DATE: JULY 10, 2024
TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: WILLIAM P. CURLEY, III, CITY ATTORNEY
SUBJECT: ADOPT RESOLUTION NO. CC 2024 -070, A RESOLUTION OF THE

CITY COUNCIL OF THE CITY OF PALMDALE ORDERING THAT AN

ORDINANCE BE SUBMITTED TO THE VOTERS AT THE GENERAL
MUNICIPAL ELECTION TO BE HELD ON NOVEMBER 5, 2024,
APPROVING ENACTING AN AMENDMENT TO THE CITY’S

TRANSACTIONS AND USE TAX, DIRECTING THE CITY ATTORNEY

TO PREPARE AN IMPARTIAL ANALYSIS OF THE MEASURE,

SETTING PRIORITIES FOR FILING A WRITTEN ARGUMENT

RELATING TO THE BALLOT MEASURE, AND PROVIDING FOR

REBUTTAL ARGUMENTS RELATING TO THE BALLOT MEASURE

RECOMMENDATION
Adopt Resolution No. CC 2024 -070, ordering that an Ordinance be submitted to the voters at the General Municipal Election to be held on November 5, 2024, approving enacting an amendment to the City’s Transactions and Use Tax, directing the City Attorney to prepare an Impartial Analysis o f the Measure, setting priorities for filing a Written Argument relating to the Ballot Measure, and providing for Rebuttal Arguments relating to the Ballot Measure.

BACKGROUND
Previously, voters passed Measure AV, which enacted Chapter 3. 21 of the Palmdale Municipal Code and established an additional sales tax of 0.75% within the City of Palmdale (“City”) to fund essential services , including street repair, addressing homelessness, emergency response, public safety, maintaining local businesses, protecting water sources, and programs for seniors, veterans, and mental health, thereby increasing the total sales tax rate in City from 9.5% to 10.25%.

DISCUSSION
This proposed Resolution orders that an ordinance be submitted to voters at the general municipal election to be held on November 5, 2024, to amend Chapter 3. 21 of the Palmdale Municipal Code to provide an automatic increase, to the maximum extent permitted by applicable law to the City’s sales and use tax rate if, whenever, and to the Report to Mayor and City Council
Adopt Resolution No. CC 2024-070
July 10, 2024

Page 2 ends

Palmdale City CouncilJuly 10, 2024

Palmdale City Council
July 10, 2024