Agenda packet — Santa Ana City Council, May 17, 2022 (part 1 of 9)

City Council Meeting Packet
May 17, 2022
SPECIAL CLOSED SESSION MEETING – 4:00 PM
REGULAR OPEN MEETING – 5:45 PM
(Immediately following the Closed Session Meeting)
CITY COUNCIL CHAMBER
22 Civic Center Plaza Santa Ana, CA 92701
Vicente Sarmiento
Mayor
Thai Viet Phan
Councilmember – Ward 1
David Penaloza
Councilmember Ward 2
Jessie Lopez
Councilmember Ward 3
Phil Bacerra
Mayor Pro Tem Ward 4
Johnathan Ryan Hernandez
Councilmember Ward 5
Nelida Mendoza
Councilmember Ward 6
Mayor and Council telephone: 7146476900
Agenda item inquiries: 7146476520
Sonia R. Carvalho
City Attorney
Kristine Ridge
City Manager
Daisy Gomez
Clerk of the Council
In compliance with the Americans with Disabilities Act (ADA), if you need special assistance to participate in this Meeting, contact Michael Ortiz, City ADA Program Coordinator, at (714) 6475624. Notification 48 hours prior to the Meeting will enable the City to make reasonable arrangements to assure accessibility to this meeting. The City Council agenda and supporting documentation can be found on the City’s website – www.santaana.org/citymeetings.

CITY VISION AND CODE OF ETHICS
The City of Santa Ana is committed to achieving a shared vision for the organization and its community. The Vision, Mission and Guiding Principles (Values) are the result of a thoughtful and inclusive process designed to set the City and organization on a course that meets the challenges of today and tomorrow, as follows:

Vision The dynamic center of Orange County which is acclaimed for our: Investment in youth • Safe and healthy community • Neighborhood pride • Thriving economic climate • EihdddiltQlitti
City Council 1 5/17/2022
In compliance with the Americans with Disabilities Act (ADA), if you need special assistance to participate in this Meeting, contact Michael Ortiz, City ADA Program Coordinator, at (714) 6475624. Notification 48 hours prior to the Meeting will enable the City to make reasonable arrangements to assure accessibility to this meeting. The City Council agenda and supporting documentation can be found on the City’s website – www.santaana.org/citymeetings.

Vision The dynamic center of Orange County which is acclaimed for our: Investment in youth • Safe and healthy community • Neighborhood pride • Thriving economic climate • Enriched and diverse culture • Quality government services Mission To deliver efficient public services in partnership with our community which ensures public safety, a prosperous economic environment, opportunities for our youth, and a high quality of life for residents.

Guiding Principles Collaboration • Efficiency • Equity • Excellence • Fiscal Responsibility • Innovation • Transparency
Code of Ethics and Conduct At the Special Municipal Election held on February 5, 2008, voters approved an amendment to the City Charter which established the Code of Ethics and Conduct for elected officials and members of appointed boards, commissions, and committees to assure public confidence. The following are the core values expressed: • Integrity • Honesty • Responsibility • Fairness • Accountability • Respect • Efficiency Members of the public may attend the City Council meeting inperson or join via Zoom. The City Council meeting will occur live via teleconference Zoom webinar. You may view the meeting from your computer, tablet or smart phone via YouTube LiveStream at www.youtube.com/user/SantaAnaLibrary or on CTV3, available on Spectrum channel 3.

PUBLIC COMMENTS – Members of the public who wish to address the City Council on closed session items, items on the regular agenda or on matters which are not on the agenda, but are within the subject matter jurisdiction of the City Council may do so by one of the following ways:

MAILING OPTION written communications – Public comments may be mailed to:

Office of the Clerk of the Council, 20 Civic Center Plaza M30, Santa Ana, CA 92701. All written communications received via mail by 3:00 p.m. on the day of the meeting will be distributed to the City Council and imaged into the City’s document archive system which is available for public review.

SENDING EMAIL OPTION – Public comments may be sent via email to the City Clerk’s office at eComment@santaana.org. Please note the agenda item you are commenting on in the subject line of the email. All emails received before 3:00 p.m. on the day of the meeting will be distributed to the City Council and imaged into the City’s document archive system which is available for public review.

LIVE VIRTUAL OPTION – Members of the public may provide live comments during the meeting by Zoom or Conference Call. To join by Zoom click on or type the following address into your web browser https://us02web.zoom.us/j/315965149. To join the Conference Call: Dial (669) 9009128 and enter MEETING ID: 315 965 149#. You will be prompted by the City Clerk when it is time for a: i) closed session item, ii) general agenda item, iii) public hearing item, iv) special agenda item, or v) for Housing Authority item. You may request to speak by dialing *9 from your phone or you may virtually raise your hand from Zoom. After the Clerk confirms the last three digits of the caller’sphonenumberorZoomIDandunmutesthemthecallermustpress*6or City Council 2 5/17/2022
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voters approved an amendment to the City Charter which established the Code of Ethics and Conduct for elected officials and members of appointed boards, commissions, and committees to assure public confidence. The following are the core values expressed: • Integrity • Honesty • Responsibility • Fairness • Accountability • Respect • Efficiency Members of the public may attend the City Council meeting inperson or join via Zoom. The City Council meeting will occur live via teleconference Zoom webinar. You may view the meeting from your computer, tablet or smart phone via YouTube LiveStream at www.youtube.com/user/SantaAnaLibrary or on CTV3, available on Spectrum channel 3.

MAILING OPTION written communications – Public comments may be mailed to:

LIVE VIRTUAL OPTION – Members of the public may provide live comments during the meeting by Zoom or Conference Call. To join by Zoom click on or type the following address into your web browser https://us02web.zoom.us/j/315965149. To join the Conference Call: Dial (669) 9009128 and enter MEETING ID: 315 965 149#. You will be prompted by the City Clerk when it is time for a: i) closed session item, ii) general agenda item, iii) public hearing item, iv) special agenda item, or v) for Housing Authority item. You may request to speak by dialing *9 from your phone or you may virtually raise your hand from Zoom. After the Clerk confirms the last three digits of the caller’s phone number or Zoom ID and unmutes them, the caller must press *6 or microphone icon to speak. Callers are encouraged, but not required, to identify themselves by name. Each caller will be provided three (3) minutes to speak, unless due to the number of speakers wanting to speak a decision is made to provide a different amount of time to speak.

INPERSON OPTION Members of the public can provide inperson comments at the podium in the Council Chamber. The Council Chamber will have seating available for members of the public to attend the meeting inperson. Face coverings are required for members of the public who enter City buildings. Public comments are limited to three (3) minutes per speaker, unless a different time is announced by the presiding chair.

Speakers who wish to address the Council must do so by submitting a “Request to Speak” card by 4:00 p.m. for Closed Session items and by 6:00 p.m. for all other designated public comment periods as listed below. Cards will not be accepted after the Public Comment Session begins without the permission of the presiding chair.

The following designated public comment periods are:

1. LIVE PUBLIC COMMENTS ON CLOSED SESSION ITEMS – You can provide live comments on closed session items by joining Zoom or the Conference Call as described in the LIVE or INPERSON PUBLIC COMMENTS OPTION above. Speaker queue will open at 3:30 p.m. YOU MUST JOIN ZOOM OR THE CONFERENCE CALL BY 4:00 p.m.

Speakers who are not in the speaker queue by 4:00 p.m. will not be permitted to speak. 2LIVEPUBLICCOMMENTSONREGULARAGENDAITEMSANDNONAGENDA
City Council 3 5/17/2022
The following designated public comment periods are:

Speakers who are not in the speaker queue by 4:00 p.m. will not be permitted to speak.

2. LIVE PUBLIC COMMENTS ON REGULAR AGENDA ITEMS AND NONAGENDA ITEMS (GENERAL PUBLIC COMMENT) – You can provide comments by joining Zoom or the Conference Call as described in the LIVE or INPERSON PUBLIC COMMENTS OPTION above. Speaker queue will open at 4:30 p.m. YOU MUST JOIN ZOOM OR THE CONFERENCE CALL PRIOR TO 6:00 p.m. Speakers who are not in the speaker queue by 6:00 p.m. will not be permitted to speak.

3. LIVE PUBLIC COMMENTS ON PUBLIC HEARING ITEMS – You can provide comments by joining Zoom or the Conference Call as described in the LIVE or INPERSON PUBLIC COMMENTS OPTION above. Speakers not in the queue by 6:00 p.m. will not be permitted to speak.

About the Agenda
To download or view the attachments (staff report and other supporting documentation) for each agenda item, you must select the agenda item to see the attachments to either open in a new link (the eyeball ) or download a pdf (the cloud symbol with the down arrow ).

SPECIAL CLOSED SESSION
CALL TO ORDER
ATTENDANCE Council Members Johnathan Ryan Hernandez
Jessie Lopez
Nelida Mendoza
David Penaloza
Thai Viet Phan
Mayor Pro Tem Phil Bacerra
Mayor Vicente Sarmiento
City Manager Kristine Ridge
City Attorney Sonia R. Carvalho
Clerk of the Council Daisy Gomez
ROLL CALL
PUBLIC COMMENTS – Members of the public may address the City Council on Special Closed Session items.

CLOSED SESSION ITEMS – The Brown Act permits legislative bodies to discuss certain matters without members of the public present. The City Council finds, based on advice from the City Attorney, that discussion in open session of the following matters will prejudice the position of the City in existing and anticipated litigation:

1. CONFERENCE WITH LEGAL COUNSEL EXISTING LITIGATION pursuant to City Council 4 5/17/2022
To download or view the attachments (staff report and other supporting documentation) for each agenda item, you must select the agenda item to see the attachments to either open in a new link (the eyeball ) or download a pdf (the cloud symbol with the down arrow ).

1. CONFERENCE WITH LEGAL COUNSEL EXISTING LITIGATION pursuant to Paragraph (1) of subdivision (d) of Section 54956.9 of the Government Code:

A. Sumon Nicole v. City of Santa Ana, Orange County Superior Court, Case No. 30 202001161215.

2. CONFERENCE WITH LABOR NEGOTIATOR pursuant to Government Code Section 54957.6(a):

Agency Negotiators: Human Resources Executive Director, Jason Motsick Employee Organizations:
· Santa Ana Police Officers Association (POA)
· Santa Ana Police Management Association (PMA)
· Service Employees’ International Union (SEIU) FullTime Employees · Service Employees’ International Union (SEIU) Parttime Civil Service Employees · Service Employees’ International Union (SEIU) PartTime NonCivil Service Employees
· Confidential Association of Santa Ana (CASA)
· Santa Ana Management Association (SAMA)

3. PUBLIC EMPLOYEE PERFORMANCE EVALUATION Pursuant to Government Code Section 54957
City Council 5 5/17/2022
· Service Employees International Union (SEIU) PartTime NonCivil Service Employees
· Confidential Association of Santa Ana (CASA)
· Santa Ana Management Association (SAMA)

3. PUBLIC EMPLOYEE PERFORMANCE EVALUATION Pursuant to Government Code Section 54957
Title: Clerk of the Council, City Attorney and City Manager CLOSED SESSION REPORT – The City Attorney will report on any action(s) to be taken at the Regular Open Session which will begin immediately following the Closed Session.

RECESS – City Council will recess to Closed Session for the purpose of conducting regular City business.

RECONVENE – City Council will reconvene to continue regular City business.

CITY COUNCIL REGULAR OPEN SESSION
CALL TO ORDER
ROLL CALL
PLEDGE OF ALLEGIANCE Mayor Sarmiento
WORDS OF INSPIRATION Reverend Lee de León
CEREMONIAL PRESENTATIONS

1. Certificate of Recognition presented by Mayor Sarmiento to the Orange County School of the Arts Ambassador Jazz Orchestra for Outstanding Musical Contributions to the Community.

2. Proclamation presented by Mayor Pro Tem Bacerra to the Santa Ana Public Works Agency declaring May 1521, 2022, as National Public Works Week.

3. Proclamation presented by Councilmember Hernandez and Councilmember Lopez to Santa Ana Active Streets declaring May 2022, as National Bike Month.

4. Certificate of Recognition presented by Councilmember Lopez to Ernesto Cisneros for Outstanding Contributions to Children’s Literature.

STAFF PRESENTATIONS

5. COVID19 Update in the Community
CLOSED SESSION REPORT – The City Attorney will report on any action(s) from Closed Session.

PUBLIC COMMENT – Public comments will be held during the beginning of the meeting for ALL comments on agenda and nonagenda items, with the exception of public hearings.

Comments for public hearings will take place after the hearing is opened.

CONSENT CALENDAR
City Council 6 5/17/2022
City business.

RECONVENE – City Council will reconvene to continue regular City business.

CITY COUNCIL REGULAR OPEN SESSION
CALL TO ORDER
ROLL CALL
PLEDGE OF ALLEGIANCE Mayor Sarmiento
WORDS OF INSPIRATION Reverend Lee de León
CEREMONIAL PRESENTATIONS

1. Certificate of Recognition presented by Mayor Sarmiento to the Orange County School of the Arts Ambassador Jazz Orchestra for Outstanding Musical Contributions to the Community.

2. Proclamation presented by Mayor Pro Tem Bacerra to the Santa Ana Public Works Agency declaring May 1521, 2022, as National Public Works Week.

3. Proclamation presented by Councilmember Hernandez and Councilmember Lopez to Santa Ana Active Streets declaring May 2022, as National Bike Month.

4. Certificate of Recognition presented by Councilmember Lopez to Ernesto Cisneros for Outstanding Contributions to Children’s Literature.

STAFF PRESENTATIONS

5. COVID19 Update in the Community
CLOSED SESSION REPORT – The City Attorney will report on any action(s) from Closed Session.

PUBLIC COMMENT – Public comments will be held during the beginning of the meeting for ALL comments on agenda and nonagenda items, with the exception of public hearings.

Comments for public hearings will take place after the hearing is opened.

CONSENT CALENDAR
RECOMMENDED ACTION: Approve staff recommendations on the following Consent Calendar Items: 6 through 36.

6. Excused Absences
Department(s): Clerk of the Council Office
Recommended Action: Excuse the absent members.

7. Minutes from the Regular Meeting of April 19, 2022
Department(s): Clerk of the Council Office
Recommended Action: Approve minutes.

8. Appoint Duane Rohrbacher nominated by Councilmember Penaloza as the Ward 2 representative to the Environmental and Transportation Advisory Commission for a partialterm expiring December 13, 2022
Department(s): Clerk of the Council Office
Recommended Action: Appoint Duane Rohrbacher to the Environmental and Transportation Advisory Commission representing Ward 2 and administer Oath of Office.

9. Remove Leonel Flores and Appoint Jeffrey Katz Nominated by Councilmember Mendoza as the Ward 6 Representative to the Arts and Culture Commission for a Partialterm Expiring December 13, 2022
Pursuant to SAMC Section 2326; a board or commission member may be removed by the City Council by the affirmative votes of a majority of the Council.

Department(s): Clerk of the Council Office
Recommended Action: Remove Leonel Flores and appoint Jeffrey Katz as the Ward 6 representative from the Arts and Culture Commission and administer Oath of Office to newly appointed.

10. Remove Roy Afusia and Appoint Ana Padilla Nominated by Councilmember Mendoza as the Ward 6 representative to the Community Development Commission for a partialterm expiring December 13, 2022
Pursuant to SAMC Section 2326; a board or commission member may be removed by the City Council by the affirmative votes of a majority of the Council.

Department(s): Clerk of the Council Office
Recommended Action: Remove Roy Afusia and appoint Ana Padilla as the Ward 6 representative from the Community Development Commission and administer Oath of Office to newly appointed.

11. Adopt Ordinance AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA ANA ADOPTING A POLICY FOR THE USE OF MILITARY EQUIPMENT BY THE SANTA ANA POLICE DEPARTMENT
First reading at the May 3, 2022 City Council meeting and approved by a vote of 421 (Hernandez, Lopez dissented and Sarmiento absent).

Published in the Orange County Reporter on May 6, 2022.

Department(s): Police Department
Recommended Action: Place ordinance on second reading and adopt.

12. Receive and File Quarterly Report of Contracts up to $50,000 for NonPublic Works and up to $250,000 for Public Works Authorized by the City Manager as Permitted by Charter Section 421
Department(s): Finance and Management Services
City Council 8 5/17/2022
Department(s): Police Department
Recommended Action: Place ordinance on second reading and adopt.

12. Receive and File Quarterly Report of Contracts up to $50,000 for NonPublic Works and up to $250,000 for Public Works Authorized by the City Manager as Permitted by Charter Section 421
Department(s): Finance and Management Services
Recommended Action: Receive and file Quarterly Report of Contracts entered into between January 1, 2022 to March 31, 2022, valued at up to $50,000 for nonpublic works contracts and agreements and up to $250,000 for public works contracts and agreements.

13. Receive and File Quarterly Report of Investments as of March 31, 2022 Department(s): Finance and Management Services
Recommended Action: Receive and file.

14. Adopt a Resolution Approving the Parks, Facilities, Trails and Open Space Master Plan
Department(s): Parks, Recreation, and Community Services Recommended Action: Resolution No. 2022XXX – Adopt a resolution approving the Parks, Facilities, Trails and Open Space Master Plan.

15. Award a Construction Contract to All American Asphalt in the Amount of $2,109,832 for the Local Street Preventative Maintenance Fiscal Year (FY) 202122 Project with an Estimated Project Delivery Cost of $2,778,000 (Project No. 226907) (NonGeneral Fund) Department(s): Public Works Agency
Recommended Action: 1. Award a construction contract to All American Asphalt, the lowest responsible bidder, in accordance with the base bid in the amount of $2,109,832, for construction of the Local Street Preventative Maintenance FY 2021 22, for the term beginning May 17, 2022 and ending upon project completion, and authorize the City Manager to execute the contract, subject to nonsubstantive changes approved by the City Manager and the City Attorney.

2. Approve the Project Cost Analysis for a total estimated construction delivery cost of $2,778,000, which includes $2,109,832 for the construction contract, $316,500 for contract administration, inspection and testing, and a $351,668 project contingency for unanticipated or unforeseen work.

16. Approve the Second Amendment to the Construction Contract with CJ Concrete Construction, Inc., to Increase the Contract Amount by $2,000,000 to Perform Additional Concrete Repairs through the End of Project Completion (Project No.22 6970) (General and NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: 1. Authorize the City Manager to approve the second amendment to the construction contract with CJ Concrete Construction, Inc., by an increase of $2,000,000, to perform additional concrete improvements through the end of project completion, for a new estimated project delivery cost of $3,700,000.

City Council 9 5/17/2022
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Additional Concrete Repairs through the End of Project Completion (Project No.22 6970) (General and NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: 1. Authorize the City Manager to approve the second amendment to the construction contract with CJ Concrete Construction, Inc., by an increase of $2,000,000, to perform additional concrete improvements through the end of project completion, for a new estimated project delivery cost of $3,700,000.

2. Approve the revised Project Cost Analysis increasing Construction Administration, Inspection, and Testing by $50,000 and the project contingencies by $1,950,000, for a new estimated project delivery cost of $3,700,000.

17. Amend the Blanket Order Contract for Chain Link Fence Rental/Portable Restroom Rental in the amount of $50,000 (Specification No. 16059) (General Fund) Department(s): Parks, Recreation, and Community Services Recommended Action: Authorize the City Manager to amend the annual amount of the blanket order contract with United Site Service, Inc. for citywide chain link fence rentals/portable restroom rentals by $50,000 for a new total annual amount not to exceed $ 285,400, subject to nonsubstantive changes approved by the City Manager and City Attorney.

18. Award a Purchase Order to Western Truck Exchange for Two Ford Super Duty F550 Stake Bed Trucks for the Parks, Recreation and Community Services Agency in the Amount of $211,278 (Specification No. 22034) (General Fund) Department(s): Public Works Agency
Recommended Action: Authorize a onetime purchase and payment of purchase order to Western Truck Exchange for the purchase of two Ford Super Duty F550 Stake Bed Trucks for the Parks, Recreation and Community Services Agency, in the amount of $211,278 plus a contingency of $20,000, for a total amount not to exceed $231,278, subject to nonsubstantive changes approved by the City Manager and City Attorney.

19. Award a Purchase Order to Bucher Municipal for One Bucher CityCat V20 Mini Street Sweeper, to Sweep Bike Lanes, in the Amount of $200,175 (Specification No. 22 066) (General Fund & NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: Authorize a onetime purchase and payment of purchase order to Bucher Municipal for the purchase of one Bucher CityCat V20 Mini Street Sweeper to sweep bike lanes, in the amount of $185,175, plus a contingency of $15,000, for a total amount not to exceed $200,175, subject to nonsubstantive changes approved by the City Manager and City Attorney.

20. Approve Appropriation Adjustment and Award a Purchase Order to Daktronics, Inc. for the Purchase of a Scoreboard and Sound System Replacement and Marquee Retrofit in an Amount Not to Exceed $705,761 (Project No. 222753 and 221306) (NonGeneral Fund and Revive Santa Ana Program)
Department(s): Parks, Recreation, and Community Services Recommended Action: 1. Approve an Appropriation Adjustment recognizing revenue received in Fiscal Year 202122 in the amount of $358,599 in the Residential DevelopmentDistrict2DistrictParkAcquisition&DevelopmentFeesrevenue City Council 10 5/17/2022

20. Approve Appropriation Adjustment and Award a Purchase Order to Daktronics, Inc. for the Purchase of a Scoreboard and Sound System Replacement and Marquee Retrofit in an Amount Not to Exceed $705,761 (Project No. 222753 and 221306) (NonGeneral Fund and Revive Santa Ana Program)
Department(s): Parks, Recreation, and Community Services Recommended Action: 1. Approve an Appropriation Adjustment recognizing revenue received in Fiscal Year 202122 in the amount of $358,599 in the Residential Development District 2, District Park Acquisition & Development Fees revenue account and appropriating the same amount into the Residential Development District 2, Improvements Other Than Building expenditure account for FY 20212022 capital operating expenses. (Requires five affirmative votes)

2. Award a onetime purchase order to the Daktronics, Inc. for the purchase of a scoreboard and sound system replacement and marquee retrofit at the Santa Ana Stadium in an amount not to exceed $705,761, subject to nonsubstantive changes approved by the City Manager and City Attorney.

3. Approve an amendment to the Fiscal Year 202122 Capital Improvement Program to modify the New Stadium Scoreboard and Marquee Projects.

21. Approve an Appropriation Adjustment and Approve an Agreement with Tetra Tech, Inc. for Engineering Services in an Amount not to Exceed $830,000 for up to a FiveYear Term (Project No. 196496) (NonGeneral Fund) Department(s): Public Works Agency
Recommended Action: 1. Authorize the City Manager to execute an agreement with Tetra Tech, Inc. for engineering services for pressure control station relocation and transmission main improvements for a threeyear period beginning May 17, 2022 and expiring May 16, 2025, with provisions for one, twoyear renewal period exercisable by the City Manager and City Attorney, in an amount not to exceed of $830,000, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

2. Approve an appropriation adjustment to recognize $270,000 of prioryear fund balance in the Water Fund, Public Works Water Revenue, Prior Year Carryforward revenue account, and appropriate the same amount to the Acquisition & Construction, Water Utility Capital Projects, Water Capital Project expenditure account. (Requires five affirmative votes)

3. Approve an amendment to the Fiscal Year 202122 Capital Improvement Program to include $270,000 in engineering funds for the SA2 Pressure Control Station Relocation Project (No. 196496).

22. Approve an Amendment to the Agreement with Blue Technologies Smart Solutions for Access and Support Services for iManage Data Management Systems (General Fund)
Department(s): City Attorney Office
Recommended Action: Authorize the City Manager to execute an amendment to the agreement with Blue Technologies Smart Solutions (“BlueTech”) to provide increased data storage for continued access and support services for the iManage Data Management Systems (“iManage”) for the remaining period of August 1, 2022 through July 31, 2024, increasing the annual billing amount by $4,800 for years two and three, for $30,050 annually, for the iManage System, and increasing the total nottoexceed amount of the agreement to $95,350, which includes a $10,000 contingency, subject to nonsubstantive changes approved by the City Manager and City Attorney City Council 11 5/17/2022
Department(s): City Attorney Office
Recommended Action: Authorize the City Manager to execute an amendment to the agreement with Blue Technologies Smart Solutions (“BlueTech”) to provide increased data storage for continued access and support services for the iManage Data Management Systems (“iManage”) for the remaining period of August 1, 2022 through July 31, 2024, increasing the annual billing amount by $4,800 for years two and three, for $30,050 annually, for the iManage System, and increasing the total nottoexceed amount of the agreement to $95,350, which includes a $10,000 contingency, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

23. Approve Oncall Building Safety Division Services for the Planning and Building Agency (General and NonGeneral Fund)
Department(s): Planning and Building Agency
Recommended Action: Authorize the City Manager to execute agreements, as provided in the attached template approved as to form by the City Attorney, to engage each of the fourteen firms listed below for a period of three years, beginning May 17, 2022 through May 16, 2025, with the option to renew for up to one additional year, to provide oncall Building Safety Services for an aggregated not to exceed amount of $4,600,000 (Agreement No. 2022XXX).

1. 4LEAF

2. BPR Consulting Group

3. Building Code Services Inc

4. CSG Consultant’s Inc.

5. HR Green Pacific, Inc.

6. JAS Pacific

7. JLee Engineering, Inc.

8. OC Plan Review LLC

9. Scott Fazekas & Associates, Inc.

10. The Code Group, Inc. (VCA Code)

11. Transtech Engineers, Inc.

12. TRB & Associates

13. True North Compliance Services

14. West Coast Code Consultants, Inc.

24. Approve Agreement for a Learning Management System with Meridian Knowledge Systems, LLC (General and NonGeneral Fund)
Department(s): Human Resources
Recommended Action: Authorize the City Manager to execute an Agreement with Meridian Knowledge Solutions, LLC, to provide an annual subscription for a Learning Management System (“LMS”) with an additional addon with OpenSesame Plus 100 for webbased training content, for a threeyear term from May 17, 2022 through June 30, 2025, with the option of two oneyear extensions, in an amount not to exceed $311,7788, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

25. Approve a ThreeYear Agreement with HCI Environmental & Engineering Service for Police Range Cleaning Services (General Fund)
Department(s): Police Department
Recommended Action: Authorize the City Manager to execute an agreement with City Council 12 5/17/2022
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$311,7788, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

25. Approve a ThreeYear Agreement with HCI Environmental & Engineering Service for Police Range Cleaning Services (General Fund)
Department(s): Police Department
Recommended Action: Authorize the City Manager to execute an agreement with HCI Environmental & Engineering Service for police firing range cleaning and ventilation system filter replacement for the period of June 1, 2022 through May 31, 2025 in an amount not to exceed $203,364, which includes a tenpercent contingency ($18,488), subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

26. Approve Agreement Amendment with Siemens, Inc. for Citywide Security System Maintenance and Enhancements by Increasing the Agreement Amount $1,200,000 for the Remaining Term of the Agreement
Department(s): Public Works Agency, Police Department, Human Resources Recommended Action: 1. Authorize the City Manager to execute a first amendment to the agreement with Siemens, Inc. for additional system enhancement and annual maintenance costs by increasing the agreement amount by $1,200,000, including a $100,000 contingency, for a total agreement amount not to exceed $3,382,870 for the remaining term of the agreement expiring October 31, 2023, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

2. Approve the Project Cost Analysis for a total estimated delivery cost of $2,380,000, which includes $1,200,000 for the first amendment, $180,000 for contract administration, inspection and testing, and a $1,000,000 project contingency for additional sites.

27. Approve an Agreement with Superior Property Services, Inc. to Provide Hardscape Pavement Cleaning and Infectious Waste Removal Services for an Annual Amount not to exceed $316,642 (NonGeneral Fund)
Department(s): Parks, Recreation, and Community Services Recommended Action: Authorize the City Manager to execute an agreement with Superior Property Services, Inc. to provide hardscape pavement cleaning and infectious waste removal services for an annual amount not to exceed $316,642, which includes a 20percent contingency, for a term from July 1, 2022 through June 30, 2026, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

28. Approve Agreements with Desmond, Marcello & Amster, LLC, Donna Desmond Associates, Paragon Partners, Monument, and Hodges Lacey & Associates, LLC for Various OnCall RightofWay Specialty Services in an Amount Not to Exceed $148,000 for a ThreeYear Term (NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: Authorize the City Manager to execute agreements with Desmond, Marcello & Amster, LLC, Donna Desmond Associates, Paragon Partners, Monument, and Hodges Lacey & Associates, LLC to provide rightofway business goodwill appraisal services, property management, and furniture, fixtures, and equipment appraisal services in a shared aggregate amount not to exceed $148,000 City Council 13 5/17/2022
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Various OnCall RightofWay Specialty Services in an Amount Not to Exceed $148,000 for a ThreeYear Term (NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: Authorize the City Manager to execute agreements with Desmond, Marcello & Amster, LLC, Donna Desmond Associates, Paragon Partners, Monument, and Hodges Lacey & Associates, LLC to provide rightofway business goodwill appraisal services, property management, and furniture, fixtures, and equipment appraisal services in a shared aggregate amount not to exceed $148,000 for each specialty area, for a threeyear term beginning May 17, 2022 and expiring May 16, 2025, with an option for two, oneyear extensions, subject nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022 XXX).

29. Approve Agreements with Quality Fence Co., Inc. and United Site Services of California, Inc. for OnCall Chain Link Fencing Services in an Amount Not to Exceed $300,000 for a ThreeYear Term (NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: Authorize the City Manager to execute an agreement with Quality Fence Co., Inc. and United Site Services, Inc. for oncall chain link fencing services, in a shared aggregate amount not to exceed $300,000 for a threeyear term beginning May 17, 2022 and expiring May 16, 2025, with an option for two, oneyear extensions, subject nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

30. Approve an Appropriation Adjustment, Interagency Agreement with the Orange County Water District and Moulton Niguel Water District to Evaluate a Potential Emergency Interconnection, and Approve an Agreement with Stantec Consulting Services, Inc. in an Amount Not to Exceed $200,000 for a Threeyear Term to Conduct a Preliminary Design Study and Environmental Analysis for an Emergency Water Distribution Interconnection (NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: 1. Authorize the City Manager to execute an agreement with Orange County Water District and Moulton Niguel Water District for a threeyear term beginning on May 17, 2022 and ending on May 16, 2025 to conduct a preliminary design study and environmental analysis for an emergency water distribution interconnection, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

2. Approve an appropriation adjustment to recognize $200,000 in reimbursement obligation funds from MNWD into the Water, Public Works Water Revenue, Expense Reimbursement revenue account and appropriate the same amount into the Water, Water Admin/Engineering, Contract Services – Professional expenditure account. (Requires five affirmative votes)

3. Authorize the City Manager to execute an agreement with Stantec Consulting Services, Inc., for a threeyear term beginning on May 17, 2022, and ending on May 16, 2025, to evaluate a water interconnection with Moulton Niguel Water District, in an amount not to exceed $200,000, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

31. Adopt a Resolution Authorizing the Executive Director of the Public Works Agency to Execute Grant Agreements with the California Department of Transportation for the King Street Urban Greening Project
Department(s): Public Works Agency
Recommended Action: Resolution No. 2022XXX – Adopt a resolution authorizing the Executive Director of the Public Works Agency to execute grant agreements with the California Department of Transportation for the King Street Urban Greening Project (Agreement No. 2022XXX).

32. Adopt a Resolution in Support of the Santa Ana River Watershed Weather Modification Pilot Program and Approve Onetime Funding in the Amount of $10,000 for the Program (NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: 1. Resolution No. 2022XXX – Adopt a resolution in support of the Santa Ana River Watershed Weather Modification Pilot Program.

2. Approve onetime funding in the amount of $10,000 to the Santa Ana Watershed Project Authority for the Weather Modification Pilot Program.

33. Use of Teleconferencing for Meetings of City Council and All Boards, Committees, and Commissions Pursuant to the Provisions of Assembly Bill 361 Department(s): Clerk of the Council Office
Recommended Action: Resolution No. 2022XXX – Adopt a resolution to consider continuing the use of teleconferencing for City Council, board, committee, and commission meetings pursuant to the provisions of Assembly Bill 361 for the next 30 days.

34. Amend Agreement with Universal Protection Service, LP, Dba Allied Universal Security Services, to Provide Security Guard Services at Various City Facilities by Extending the Term by an Additional Six Months and Increasing the Agreement Amount by $1,074,376 (General and NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: Authorize the City Manager to execute an amendment to the agreement with Universal Protection Service, LP, Dba Allied Universal Security Services, to provide security guard services at various City facilities, to extend the term of the agreement for an additional sixmonth term beginning June 1, 2022, through November 30, 2022, and increase the amount by $1,074,376, for a total agreement amount of $4,127,177, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

35. Approve the Transfer of Ownership of Two City Camping Trailers; Recognize $238,070 into the General Fund from the Sale of 14 City Camping Trailers Department(s): Community Development Agency
RecommendedAction:AuthorizetheCityManagertotransfertheownershipoftwo City Council 15 5/17/2022
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through November 30, 2022, and increase the amount by $1,074,376, for a total agreement amount of $4,127,177, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

36. Resolution Apologizing to Chinese Immigrants and their Descendants Department(s): City Manager Office
Recommended Action: Resolution No. 2022XXX – Adopt a resolution apologizing to Chinese immigrants and their descendants for acts of fundamental injustice and discrimination seeking forgiveness and committing to the rectification of past policies and misdeeds.
**END OF CONSENT CALENDAR**
BUSINESS CALENDAR

37. Discuss and Provide Direction Regarding a Proposed Voter Ballot Measure to Restructure Business Licensing Tax Rates and Chapter 21 of the Santa Ana Municipal Code
Department(s): Finance and Management Services
Recommended Action: Discuss and provide direction regarding a proposed Voter Ballot Measure for the November 8, 2022, General Election to: (1) restructure noncannabis business license tax rates and charges with the aim of achieving an overall net revenue neutral result designed to reflect current best practices and to recognize the impact of homebased businesses and the new “gig” economy; and (2) provide a flexible Tax Holiday period for unlicensed, past due, or underassessed businesses to obtain a valid business license or satisfy unpaid or unassessed taxes; and (3) align with closely associated provisions of SAMC Chapter 21.

38. Budget Workshop: Fiscal Year 2223 Proposed General Fund Budget, Misc. Fees, Workforce Changes and Capital Improvement Plan
Department(s): Finance and Management Services
Recommended Action: Receive presentation and provide direction to staff. **END OF BUSINESS CALENDAR**
PUBLIC HEARINGS
PUBLIC COMMENTS – Members of the public may address the City Council on each of the Public Hearing items.

39. PublicHearingApproveThreeLoanAgreementswithWestviewHouseL.P.(c/o City Council 16 5/17/2022
**END OF BUSINESS CALENDAR**
PUBLIC HEARINGS
PUBLIC COMMENTS – Members of the public may address the City Council on each of the Public Hearing items.

39. Public Hearing Approve Three Loan Agreements with Westview House L.P. (c/o Community Development Partners) for a total of $3,904,341 for the Development of the Westview House Affordable Housing Project Located at 2530 & 2534 Westminster Avenue; Approve a Subordination Agreement with Umpqua Bank; Conduct a TEFRA Hearing and Adopt a Resolution Approving the Issuance of Bonds (NonGeneral Fund)
Legal notice published in the Orange County Report on May 4, 2022.

Department(s): Community Development Agency
Recommended Action: 1. Authorize the City Manager to execute a Loan Agreement with Westview House L.P. (c/o Community Development Partners) for $2,003,705 in HOME Investment Partnerships Program funds for the development of the Westview House affordable housing project located at 2530 & 2534 Westminster Avenue, Santa Ana, CA 92701 (APNs 19813221 and 19813223), subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

2. Authorize the City Manager to execute a Loan Agreement with Westview House L.P. (c/o Community Development Partners) for $1,514,113 in Inclusionary Housing funds for the development of the Westview House affordable housing project located at 2530 & 2534 Westminster Avenue, Santa Ana, CA 92701 (APNs 19813221 and 19813223), subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

3. Authorize the City Manager to execute a Loan Agreement with Westview House L.P. (c/o Community Development Partners) for $386,523 in Rental Rehabilitation Program Funds for the development of the Westview House affordable housing project located at 2530 & 2534 Westminster Avenue, Santa Ana, CA 92701 (APNs 19813221 and 19813223), subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

4. Authorize the City Manager to execute a Subordination Agreement with Umpqua Bank, to subordinate the City’s three Loan Agreements to a senior loan, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

5. Authorize the City Manager to execute a future Subordination Agreement with the State of California Department of Housing and Community Development, Citibank, and/or the County of Orange, for the City’s three Loan Agreements, after the Westview House affordable housing project is complete, subject to approval as to form by the City Attorney (Agreement No. 2022XXX).

6. Conduct a Tax Equity and Fiscal Responsibility Act Hearing in consideration of the issuance of taxexempt bond financing by the California Statewide Communities Development Authority on behalf of Westview House, LP, for the benefit of Westview House Apartments to finance the acquisition, construction, improvement, and equipping of the Project, an 85unit multifamily rental housing project located at 2530 & 2534 Westminster Avenue, Santa Ana, California (APNs 19813221 and 198132 23).

City Council 17 5/17/2022
House affordable housing project is complete, subject to approval as to form by the City Attorney (Agreement No. 2022XXX).

7. Resolution No. 2022XXX – Adopt a resolution approving the issuance of revenue bonds by the California Statewide Communities Development Authority in an amount not to exceed $45,000,000 for the purpose of financing the acquisition, construction, improvement and equipping of the Westview House affordable housing project located at 2530 & 2534 Westminster Avenue, Santa Ana, CA 92701 (APNs 198132 21 and 19813223).

40. Public Hearing Adopt Resolution Adjusting the Solid Waste Rates As required by the provisions of Proposition 218, notices of a public hearing for adjusting solid waste collection rates were mailed to all property owners within the City of Santa Ana solid waste collection service area on or before April 1, 2022. The Clerk of the Council Office has received 44 protest letters, as of the publishing of this agenda.

Legal notice was published in the Orange County Reporter on May 6, 2022 and May 13, 2022.

Department(s): Public Works Agency
Recommended Action: Resolution No. 2022XXX – Hold a public hearing and adopt a resolution adjusting the solid waste rates effective July 1, 2022.

COUNCILMEMBER REQUESTED ITEMS

41. Discuss and Consider Directing the City Manager to Direct Staff to Prepare an Ordinance Establishing Regulations Prohibiting the Unlawful Possession of Catalytic Converters in the City – Councilmember Mendoza
CITY MANAGER COMMENTS
COUNCIL COMMENTS
AB1234 DISCLOSURE – If the City paid for travel or other expenses this is the time for members of the Council to provide a brief oral report on attendance of any regional board or commission meeting or any conference, meeting or event attended.

ADJOURNMENT – Adjourn the City Council meeting.

Future Items

1. Cannabis Ordinance Update

2. Mental Health Mobile Outreach Services

3. Housing Element Update

4. Billboard Ordinance Update

5. Body Worn Cameras

6. Community Workforce Agreement
City Council 18 5/17/2022
ADJOURNMENT – Adjourn the City Council meeting.

Future Items

1. Cannabis Ordinance Update

2. Mental Health Mobile Outreach Services

3. Housing Element Update

4. Billboard Ordinance Update

5. Body Worn Cameras

6. Community Workforce Agreement
City Council 19 5/17/2022
DRAFT Minutes of the Regular Meeting of the
City Council
City of Santa Ana, California
April 19, 2022
CLOSED SESSION MEETING – 5:00 pm
REGULAR OPEN MEETING – 5:45 pm
(Immediately following the Closed Session Meeting)
CITY COUNCIL CHAMBER
22 Civic Center Plaza Santa Ana, CA 92701
CLOSED SESSION
CALL TO ORDER
ATTENDANCE Council Members Johnathan Ryan Hernandez
Jessie Lopez
Nelida Mendoza
David Penaloza
Thai Viet Phan
Mayor Pro Tem Phil Bacerra
Mayor Vicente Sarmiento
City Manager Kristine Ridge
City Attorney Sonia R. Carvalho
Clerk of the Council Daisy Gomez
MINUTES: Councilmember Lopez called the Closed Session meeting to order at 5:05 p.m.

ROLL CALL
MINUTES: Clerk of the Council Daisy Gomez conducted roll call. All councilmembers were present. Mayor Sarmiento joined the Closed Session meeting at 5:27 p.m.

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ROLL CALL
MINUTES: Clerk of the Council Daisy Gomez conducted roll call. All councilmembers were present. Mayor Sarmiento joined the Closed Session meeting at 5:27 p.m.

PUBLIC COMMENTS – Members of the public may address the City Council on Closed Session Items.

MINUTES: No public comments on Closed Session items.

1. PUBLIC EMPLOYEE PERFORMANCE EVALUATION Pursuant to Government Code Section 54957
Title: Clerk of the Council, City Attorney and City Manager

2. CONFERENCE WITH LABOR NEGOTIATOR pursuant to Government Code Section 54957.6(a):

Agency Negotiators: Human Resources Executive Director, Jason Motsick Employee Organizations:

Santa Ana Police Officers Association (POA)
Service Employees’ International Union (SEIU) FullTime Employees Service Employees’ International Union (SEIU) PartTime NonCivil Service Employees
CLOSED SESSION REPORT – The City Attorney will report on any action(s) to be taken at the Regular Open Session which will begin immediately following the Closed Session.

RECESS – City Council will recess to Closed Session for the purpose of conducting regular City business.

MINUTES: Mayor Pro Tem Bacerra recessed the portion of the meeting to consider the Closed Session item(s) at 5:06 p.m.

RECONVENE – City Council will reconvene to continue regular City business.

MINUTES: Mayor Sarmiento adjourned Closed Session meeting at 6:35 p.m. and convened to the Regular Open Session.

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RECONVENE – City Council will reconvene to continue regular City business.

MINUTES: Mayor Sarmiento adjourned Closed Session meeting at 6:35 p.m. and convened to the Regular Open Session.

CITY COUNCIL REGULAR OPEN SESSION
CALL TO ORDER
MINUTES: Mayor Sarmiento called the Regular Open Session meeting to order at 6:38 p.m.

ROLL CALL
MINUTES: Clerk of the Council conducted roll call. All councilmembers were present.

PLEDGE OF ALLEGIANCE Mayor Sarmiento
MINUTES: Councilmember Mendoza led the pledge of allegiance.

WORDS OF INSPIRATION Bob Barnett, Police Chaplain
CEREMONIAL PRESENTATIONS

1. Proclamation presented by Mayor Sarmiento declaring April 2022 as Autism Awareness Month.

2. Certificate of Recognition presented by Mayor Pro Tem Bacerra to Roger Eyes, Crisselle Mendiola, and Fernando Olivares for Outstanding Contributions to the Community.

3. Certificate of Recognition presented by Councilmember Hernandez to the Orange County School of the Arts Ambassador Jazz Orchestra for Outstanding Contributions to the Community.

MINUTES: The Orange County School of the Arts Ambassador Jazz Orchestra recognition is being postponed until further notice.

4. Proclamation presented by Councilmember Lopez to Southern Coalition for Occupational Safety & Health declaring April 28, 2022 as Workers’ Memorial Day.

5. Certificate of Recognition presented by Councilmember Mendoza to Micaela Andrade for her Outstanding Contributions to the Community.

6. Proclamation presented by Councilmember Phan to the Vietnamese Heritage Museum declaring April 30, 2022 as Black April.

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Occupational Safety & Health declaring April 28, 2022 as Workers’ Memorial Day.

5. Certificate of Recognition presented by Councilmember Mendoza to Micaela Andrade for her Outstanding Contributions to the Community.

6. Proclamation presented by Councilmember Phan to the Vietnamese Heritage Museum declaring April 30, 2022 as Black April.

STAFF PRESENTATIONS

7. COVID19 Update in the Community
MINUTES: Assistant to the City Manager Daisy Perez provided a brief presentation.

Council discussion ensued and input provided to staff.

CLOSED SESSION REPORT – The City Attorney will report on any action(s) from Closed Session.

MINUTES: Nothing to report out.

PUBLIC COMMENT – Public comments will be held during the beginning of the meeting for ALL comments on agenda and nonagenda items, except for public hearings. Comments for public hearings will take place after the hearing is opened.

MINUTES: Doug Gillen, representing Santa Ana United Methodist Church and Chairman of their Fireworks Committee, spoke in opposition to item 28.

Bryan Kay spoke on multiple subjects and listed his support and thanked Councilmember Hernandez for speaking with police officers and attempts to build community. Wished to honor Benjamin Pharynx who turned102 years old. Thanked Mayor Sarmiento for Autism Awareness month.

Frank Andrade, Jr., Senior Commander of the Royal rangers of Templo Calvario Church, spoke in opposition of item 28.

James Sorto, representing TeKenjutsuKan KarateDo Organization a 501C3 NonProfit Organization, spoke in opposition to item 28.

Sean Knight, Band Director at Saddleback High School Marching Band, spoke in opposition to item 28.

Tai Fuimoono, representing First Samoan Congregational of Santa Ana, spoke in opposition to item 28.

Maria Lua, member of the Cheer Centurion Chair Boosters, spoke in opposition to item 28.

Veronica Rojas, representing Northeast Santa Ana Little League, spoke in opposition to item 28 and asked council to reconsider the firework ban.

Estela Salas, representing TeKenjutsuKan KarateDo Organization, spoke in opposition to item 28.

Pastor Oona Casanova, representing the Church of the Nazarene, spoke in opposition to item 28.

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Maria Lua, member of the Cheer Centurion Chair Boosters, spoke in opposition to item 28.

Veronica Rojas, representing Northeast Santa Ana Little League, spoke in opposition to item 28 and asked council to reconsider the firework ban.

Estela Salas, representing TeKenjutsuKan KarateDo Organization, spoke in opposition to item 28.

Pastor Oona Casanova, representing the Church of the Nazarene, spoke in opposition to item 28.

Teresa Flores Wiig, representative of TNT Fireworks, and also speaking on behalf of TNT Vice President John Kelly, spoke in opposition to item 28.

Vanessa Terrazas, church secretary, member of the property board and works with the youth at Trinity Cristo Rey Lutheran Church, spoke in opposition to item 28. Detailed programs that the church provides due to fireworks sales.

Melisa Stile, representing Calvary Chapel High School, specifically the wrestling and football teams boosters, spoke in opposition to item 28.

Asheley Pulido, representing Century High School Cheer, spoke in opposition to item 28.

Detailed how funds support uniform, transportation cost and fees.

Carlos Mondragon, representing Victory Outreach and he is a volunteer in one the homes that focus on drug recovery, spoke in opposition to item 28.

Santiago, representing TeKenjutsuKan KarateDo Organization, spoke in opposition to item 28. Detailed how funds from fireworks sales enrich the student’s lives.

Elizabeth Roque spoke in support of item 32 and asked that funds be redirected to support the youth programs and churches.

Courtney Calderon spoke in support of item 32 and discussed that police budget be reduced and redirected towards the local nonprofits.

Lucia Gonzalez spoke in support of item 32. Asked council to find ways to support the local nonprofits and not add more money to the police budget.

Mia Verdin spoke in opposition of item 28 and in support of item 32. Asked council to review how to support funding of the nonprofits. Expressed support of a civilian lead police oversight commission.

Kelly KrauseLee, spoke in opposition of item 28 and in support of item 32.

Victor Mendez thanked Judson Brown for getting ERP up and running ahead of schedule, Mayor Sarmiento and council for recognizing Autism Awareness Month. Thanked Mayor for attending meetings at 2222 East First Street (Metro East Senior Park) Apartments) and listen to the public safety concerns for senior citizens. Spoke in support of item 32.

Jose L. Berrelleza, with Santiago Little League Baseball based out of El Salvador Park, spoke in support of item 28. Expressed concern for the increase in field reservations and how it affects their organization.

Irma Jauregui, representing Santa Ana Healthy Neighborhoods Alliance, spoke on item 28 and expressed the importance of finding other ways to fundraise in order to avoid future environmental and health issues.

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for attending meetings at 2222 East First Street (Metro East Senior Park) Apartments) and listen to the public safety concerns for senior citizens. Spoke in support of item 32.

Susana Sandoval spoke on item 28 and also expressed the importance of finding other ways to fundraise. Urged council to direct staff to take the ban on the use, possession, and sale of all fireworks to the November 2022 election.

Jessica Magallanes, representing Santa Ana Pony and Girls Fast Pitch, spoke in opposition of item 28.

John Hanna, Special Counsel at Southwest Regional Council of Carpenters, spoke in support of item 10 and urged council to pass the Housing Opportunity Ordinance.

Mark Santos, Band Director of Santa Ana High School, spoke in opposition of item 28.

Nathaniel Greensides spoke on item 30 and in support of item 27.

David SalazarChavez, part of the Victory Outreach organization, spoke in opposition of item 28.

Cesar Plasencia applauded council for recognizing Autism Awareness Month and spoke in opposition of item 28. Encouraged council to research ways the city can encourage hiring of autistic young adults and adults.

Silvia Ayala spoke on item 32 and asked for additional police training. Expressed support of item 28.

Guadalupe spoke in support of item 32 and expressed support for redirecting police funds towards youth programs.

Jackie reminded the community and councilmembers that water is life and to protect it, spoke in opposition to item 28, and inquired about FBI investigations.

Perla Dionicio expressed concern about public safety and recounted her experience with Santa Ana Police Department.

Ventura Agama spoke in support of item 32 and of an oversight committee and recounted her own experience with Santa Ana Police Department.

Clerk of the Council Daisy Gomez reported out on correspondence received.

Kathy Scott spoke on need to have safe parking conditions for residents of Metro East Senior Park Apartments on First Street. Asked council to not forget the local seniors.

Nathan Taft spoke in support of item 32 and expressed support of an oversight committee.

Expressed support to redirect police funds towards community programs.

Jairo Cortez, representing Chispa Organization, spoke in support of item 32 and expressed supportoftheHousingOpportunityOrdinance
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Kathy Scott spoke on need to have safe parking conditions for residents of Metro East Senior Park Apartments on First Street. Asked council to not forget the local seniors.

Nathan Taft spoke in support of item 32 and expressed support of an oversight committee.

Expressed support to redirect police funds towards community programs.

Jairo Cortez, representing Chispa Organization, spoke in support of item 32 and expressed support of the Housing Opportunity Ordinance.

Elias Cazalas, President of Santa Ana Pony, spoke in opposition to item 28.

David Carbajal spoke in support of item 32 and expressed support of an oversight committee.

Maria Sanchez thanked Mayor Sarmiento for highlighting Autism Awareness Month and spoke in opposition to item 28.

Jesus Santana spoke in support of item 32 and expressed support of an oversight committee. Thanked Mayor Sarmiento and Councilmember Hernandez for joining the Sullivan Accion meeting on Friday, April 15, 2022.

Denise Reynoso, President of the Downtown Neighborhood Association and also a representing Northeast Santa Ana Little League, spoke in opposition to item 28.

Tanya Reeves spoke in support of item 32 and item 28.

Daisy Cruz with the Kennedy Commission spoke in support of item 10 and item 32.

CONSENT CALENDAR
RECOMMENDED ACTION: Approve staff recommendations on the following Consent Calendar Items: 8 through 26.

8. Excused Absences
Department(s): Clerk of the Council Office
Recommended Action: Excuse the absent members.

9. Adopt Ordinance AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA ANA ESTABLISHING NEW WARD BOUNDARY LINES OF THE WARDS OF THE CITY OF SANTA ANA AND REPEALING ORDINANCE NO. NS2958 First reading at the April 5, 2022 City Council meeting and approved by a vote of 70.

Published in the Orange County Reporter on April 8, 2022.

Department(s): Clerk of the Council Office
Recommended Action: 1. Place ordinance on second reading and adopt.

2. Receive and file staff report regarding the use of new ward maps for purposes of city operations.

MINUTES: This consent Item Ordinance No. NS3018 was approved.

10. Adopt Ordinance No. NSXXXX ZONING ORDINANCE AMENDMENT NO. 202103 City Council 7 4/19/2022
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Published in the Orange County Reporter on April 8, 2022.

Department(s): Clerk of the Council Office
Recommended Action: 1. Place ordinance on second reading and adopt.

2. Receive and file staff report regarding the use of new ward maps for purposes of city operations.

MINUTES: This consent Item Ordinance No. NS3018 was approved.

10. Adopt Ordinance No. NSXXXX ZONING ORDINANCE AMENDMENT NO. 202103 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA ANA REPEALING AND REENACTING IN ITS ENTIRETY ARTICLE XVIII.I. OF CHAPTER 41 OF THE SANTA ANA MUNICIPAL CODE REGARDING THE HOUSING OPPORTUNITY ORDINANCE
First reading at the April 5, 2022 City Council meeting and approved by a vote of 52 (Bacerra and Penaloza dissented).

Published in the Orange County Reporter on April 8, 2022.

Department(s): Planning and Building Agency
Recommended Action: Place ordinance on second reading and adopt.

Moved by Councilmember Phan, seconded by Councilmember Hernandez to approve.

YES: 4 – Hernandez, Lopez, Phan, Sarmiento
NO: 3 – Mendoza, – Penaloza, – Bacerra
ABSTAIN: 0
ABSENT: 0
Status: 4 – 3 – 0 – 0 – Pass
MINUTES: Mayor Pro Tem Bacerra moved to deny item 11. Motion died to a lack of a second.

This consent Item Ordinance No. NS3019 was approved.

11. Approve Destruction of Obsolete City Records
Department(s): Community Development Agency
Recommended Action: Approve the request for the destruction of obsolete records from the Community Development Agency in accordance with the retention schedule outlined in City Council Resolution No. 2013014.

MINUTES: Mayor Sarmiento voted no on item 11.

12. Award Contract to Office Depot for the Purchase of Office Supplies in an Annual Amount not to exceed $175,000 for a Twoyear Term with Three OneYear Renewal Options (Specification No. 22061) (General Fund)
Department(s): Finance and Management Services
Recommended Action: Award a blanket order contract with Office Depot for an annual amount not to exceed $175,000 for the period beginning June 1, 2022 and expiring May 31, 2024 with an option for three oneyear renewals, subject to non City Council 8 4/19/2022
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12. Award Contract to Office Depot for the Purchase of Office Supplies in an Annual Amount not to exceed $175,000 for a Twoyear Term with Three OneYear Renewal Options (Specification No. 22061) (General Fund)
Department(s): Finance and Management Services
Recommended Action: Award a blanket order contract with Office Depot for an annual amount not to exceed $175,000 for the period beginning June 1, 2022 and expiring May 31, 2024 with an option for three oneyear renewals, subject to nonsubstantive changes approved by the City Manager and City Attorney.

13. Award a Purchase Order in the Amount of $387,809 to Presidio Networked Solutions for Data Center Server and Storage Infrastructure Equipment (Specification No. 22 014) (NonGeneral Fund)
Department(s): Information Technology
Recommended Action: Award a purchase order to Presidio Networked Solutions for HPE Disaggregated Hyperconverged Infrastructure Equipment (dHCI), in the amount of $387,809, subject to nonsubstantive changes approved by the City Manager and City Attorney.

14. Award a Purchase Order in the Amount of $76,140 to National Auto Fleet Group for Two Ford Ranger XL SuperCrew Trucks for the Parks and Facilities Division of the Parks, Recreation, and Community Services Agency (Specification No. 22029) (General Fund)
Department(s): Public Works Agency, Parks, Recreation, and Community Services Recommended Action: Authorize a onetime purchase and payment of purchase order to National Auto Fleet Group for the purchase of two Ford Ranger XL SuperCrew Trucks, in the amount of $71,140, plus a contingency of $5,000, for a total amount not to exceed $76,140, subject to nonsubstantive changes approved by the City Manager and City Attorney.

15. Award Blanket Order Contracts to Sunbelt Rentals and United Rentals for Equipment Rental in the Annual Aggregate Amount of $80,000, for a OneYear Term with Four, OneYear Renewal Options (Specification No. 22045) (General and NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: Award blanket order contracts to Sunbelt Rentals and United Rentals for equipment rental for a oneyear period beginning April 20, 2022 and expiring April 19, 2023, with provisions for four, oneyear renewals exercisable by the City Manager, in an annual aggregate amount not to exceed $80,000, subject to nonsubstantive changes approved by the City Manager and City Attorney.

16. Approve Appropriation Adjustment, Budget Reallocation, and Award a Construction Contract to Big Ben, Inc. in the Amount of $1,453,765 for the Lincoln Avenue Water and Sewer Main Improvements Project, with an Estimated Project Delivery Cost of $2,000,000 (Project No. 226468 and 226620) (NonGeneral Fund) Department(s): Public Works Agency
Recommended Action: 1. Approve an appropriation adjustment to recognize $500,000 of prioryear fund balance in the Water Fund, Public Works Water Revenue, Prior Year Carryforward revenue account, and appropriate the same amount to the Acquisition&ConstructionWaterUtilityCapitalProjectsWaterCapitalProject City Council 9 4/19/2022
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Contract to Big Ben, Inc. in the Amount of $1,453,765 for the Lincoln Avenue Water and Sewer Main Improvements Project, with an Estimated Project Delivery Cost of $2,000,000 (Project No. 226468 and 226620) (NonGeneral Fund) Department(s): Public Works Agency
Recommended Action: 1. Approve an appropriation adjustment to recognize $500,000 of prioryear fund balance in the Water Fund, Public Works Water Revenue, Prior Year Carryforward revenue account, and appropriate the same amount to the Acquisition & Construction, Water Utility Capital Projects, Water Capital Project expenditure account. (Requires five affirmative votes)

2. Award a construction contract to Big Ben, Inc., the lowest responsible bidder, in accordance with the base bid in the amount of $1,453,765, for construction of the Lincoln Water and Sewer Main Improvements Project, for the term beginning April 19, 2022 and ending upon project completion, and authorize the City Manager to execute the contract subject to nonsubstantive changes approved by the City Manager and the City Attorney.

3. Approve the Project Cost Analysis for a total estimated construction delivery cost of $2,000,000, which includes $1,453,765 for the construction contract, $218,000 for contract administration, inspection and testing, $100,000 for water engineering, and a $228,235 project contingency for unanticipated or unforeseen work.

4. Approve an amendment to the Fiscal Year 202122 Capital Improvement Program to include $500,000 in construction funds for the Lincoln Avenue Water and Sewer Improvements Project.

17. Award a Construction Contract to All American Asphalt in the Amount of $823,333 for the MacArthur Boulevard Resurfacing Project from Flower Street to Main Street, Fiscal Year (FY) 202122, with an Estimated Project Delivery Cost of $1,127,000 (Project No. 206957) (NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: 1. Authorize budget reallocation of $126,576 in unspent HUTA 2103 Gas Tax funds to the MacArthur Boulevard Resurfacing Project from Flower Street to Main Street (No. 206957) from the Gas Tax Local Street Improvements Project (No. 206956).

2. Award a construction contract to All American Asphalt, the lowest responsible bidder, in accordance with the base bid in the amount of $823,333, for construction of the MacArthur Boulevard Resurfacing Project from Flower Street to Main Street FY 202122.

3. Approve the Project Cost Analysis for a total estimated construction delivery cost of $1,127,000, which includes $823,333 for the construction contract, $113,334 for contract administration, inspection and testing, and a $190,333 project contingency for unanticipated, unforeseen work, and additional nearby asphalt pavement improvements.

MINUTES: Mayor Sarmiento provided comment on procurement process. Directed staff to provide reports on past performance of contractors in their bidding process.

18. Award a Construction Contract to CJ Concrete Construction Inc. in the Amount of $276,430 for the Local Street Sidewalk Improvements FY 202122 Project with an Estimated Project Delivery Cost of $373,060 (Project No. 227535) (NonGeneral Fund)
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MINUTES: Mayor Sarmiento provided comment on procurement process. Directed staff to provide reports on past performance of contractors in their bidding process.

18. Award a Construction Contract to CJ Concrete Construction Inc. in the Amount of $276,430 for the Local Street Sidewalk Improvements FY 202122 Project with an Estimated Project Delivery Cost of $373,060 (Project No. 227535) (NonGeneral Fund)
Department(s): Public Works Agency
Recommended Action: 1. Award a construction contract to CJ Concrete Construction Inc., the lowest responsible bidder, in accordance with the base bid in the amount of $276,430, for construction of the Local Street Sidewalk Improvements FY 202122, for the term beginning April 19, 2022 and ending upon project completion, and authorize the City Manager to execute the contract subject to nonsubstantive changes approved by the City Manager and the City Attorney.

2. Approve the Project Cost Analysis for a total estimated construction delivery cost of $373,060, which includes $276,430 for the construction contract, $41,465 for contract administration, inspection and testing, and a $55,165 project contingency for unanticipated or unforeseen work.

3. Approve an amendment to the Fiscal Year 202122 Capital Improvement Program adding the Residential Street Repair Program FY 202122 Project with a budget of $373,060 in Community Development Block Grant (CDBG) funds.

19. Approve Submittal of Request for Time Extension of the Measure M2 Comprehensive Transportation Funding Program for Warner Avenue Improvements Phase 2 and Bristol Street and Memory Lane Projects (Project No. 146802 and 176883) (NonGeneral Fund) Department(s): Public Works Agency
Recommended Action: Authorize the Public Works Agency to request a twoyear time extension of Measure M2 Comprehensive Transportation Funding Program construction funds for the Warner Avenue Improvements, Phase 2, from Oak Street to Grand Street project (21SNTAACE3997) and for Bristol Street and Memory Lane Intersection Improvements (21SNTAICE3995).

20. Approve a License Agreement with NOVA Academy for use of Birch Park and Sasser Park for an Emergency Evacuation Plan
Department(s): Parks, Recreation, and Community Services Recommended Action: Approve a license Agreement with NOVA academy for use of Birch Park and Sasser Park for an Emergency Evacuation Plan for the period of April 19, 2022 to June 30, 2025 with two, oneyear renewal options, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

MINUTES: This consent Item Agreement No. 2022057 was approved.

21. Approve Renewal Agreement with InfoSend, Inc. for Data Processing, Printing and Mailing, and Electronic Bill Present Services in an amount not to exceed $10,904,376 (General and NonGeneral Fund)
Department(s): Finance and Management Services
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City Council 7 – 11 5/17/2022
MINUTES: This consent Item Agreement No. 2022057 was approved.

21. Approve Renewal Agreement with InfoSend, Inc. for Data Processing, Printing and Mailing, and Electronic Bill Present Services in an amount not to exceed $10,904,376 (General and NonGeneral Fund)
Department(s): Finance and Management Services
Recommended Action: Authorize the City Manager to execute a renewal agreement with InfoSend, Inc. for data processing, printing and mailing, and electronic bill presentment services for Municipal Utility Services, Business License, Proactive Residential Enforcement Program, Dog Licensing, Paramedic Subscriptions, and City newsletters and other Cityrelated miscellaneous mailing notices. Said renewal agreement is to be for an amount not to exceed $10,904,376, which includes a 15% contingency funding for annual Cost Price Index (“CPI”) adjustments and a further 15% contingency setaside for anticipated United States postage increases – altogether totaling $2,516,394 over the maximum 8½year life of the agreement. The renewal agreement commences April 19, 2022 and contains a base term covering FY 2021 22, 202223, 202324 and FY 202425, expiring December 31, 2025, with provision for two renewal options of three years, and one year, respectively, ending December 31, 2029 (Agreement No. 2022XXX).

MINUTES: This consent Item Agreement No. 2022058 was approved.

22. Approve an Agreement with Outfront Media LLC for the Design, Construction, Maintenance, and Operation of Digital Billboards and Digital Banners at Cityowned Properties throughout the City for a 25Year Term (General Fund) Department(s): Public Works Agency
Recommended Action: Authorize the City Manager to execute an agreement with Outfront Media LLC to design, construct, maintain, and operate digital billboards at Cityowned freeway locations and digital banners throughout the City, and to share advertising revenue from digital billboards and digital banners, for a 25year period beginning April 19, 2022 and ending April 18, 2047, with an option to extend for a period of ten years, subject to nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

MINUTES: Mayor Pro Tem Bacerra provided input to staff. Expressed concern for site location on Santa Ana Water Tower. Requested staff to adjust language in agreement to bring site decisions to council rather than by staff.

This consent Item Agreement No. 2022059 was approved.

Moved by Mayor Pro Tem Bacerra, seconded by Councilmember Mendoza to approve recommended action with the following amendment:
· Remove the Santa Ana Water Tower as one of the sites. · In the agreement change last paragraph of section four to remove without limitation language from the first sentence and amend second sentence to read, “City shall review proposed additional telecommunication devices and provide approval if such additional telecommunication devices are found to be compliant with applicable federal and state regulation laws and city ordinance requirements.”
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approve recommended action with the following amendment:
· Remove the Santa Ana Water Tower as one of the sites. · In the agreement change last paragraph of section four to remove without limitation language from the first sentence and amend second sentence to read, “City shall review proposed additional telecommunication devices and provide approval if such additional telecommunication devices are found to be compliant with applicable federal and state regulation laws and city ordinance requirements.”
· In exhibit A, Section 1.A.a and section 2.A.a. indicate that any additional locations are subject to approval by the City Council
· In exhibit A, Section C.A.8 remove the language after the words doublesided to eliminate any reference to the water tower.

YES: 6 – Hernandez, Mendoza, Penaloza, Phan, Bacerra, Sarmiento NO: 1 – Lopez
ABSTAIN: 0
ABSENT: 0
Status: 6 – 1 – 0 – 0 – Pass

23. Approve Agreement with Group 4 Architecture, Research + Planning, Inc. in an Amount Not to Exceed $2,158,565 for a ThreeYear Term (Project No. 221380) (Revive Santa Ana Program)
Department(s): Public Works Agency, Library
Recommended Action: Authorize the City Manager to execute an agreement with Group 4 Architecture, Research + Planning, Inc. to provide full design services for the Santa Ana Main Library’s renovation project, in the amount of $2,158,565, for a threeyear term beginning April 19, 2022 and expiring April 18, 2025, with an option for two, oneyear extensions, subject nonsubstantive changes approved by the City Manager and City Attorney (Agreement No. 2022XXX).

MINUTES: This consent Item Agreement No. 2022060 was approved.

24. Adopt a Resolution Establishing the Joint School Collaboration City Council Standing Subcommittee between the City of Santa Ana and the Santa Ana Unified School District
Department(s): Parks, Recreation, and Community Services Recommended Action: Resolution No. 2022XXX – Adopt a resolution establishing the joint school collaboration City Council standing subcommittee between the City of Santa Ana and the Santa Ana Unified School District.

MINUTES: This consent Item Resolution No. 2022028 was approved.

25. Approve Appropriation Adjustment to Recognize Initial Disbursement of Homeless Housing, Assistance and Prevention Program Funds (NonGeneral Fund) Department(s): Community Development Agency
Recommended Action: Approve appropriation adjustment recognizing $2,058,070.34 in funds from the State of California, Business, Consumer Services and Housing Agency revenue account and appropriate the same amount to expenditureaccounttoaddresshomelessnessinSantaAna(Requiresfive City Council 13 4/19/2022
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City Council 7 – 13 5/17/2022
MINUTES: This consent Item Resolution No. 2022028 was approved.

25. Approve Appropriation Adjustment to Recognize Initial Disbursement of Homeless Housing, Assistance and Prevention Program Funds (NonGeneral Fund) Department(s): Community Development Agency
Recommended Action: Approve appropriation adjustment recognizing $2,058,070.34 in funds from the State of California, Business, Consumer Services and Housing Agency revenue account and appropriate the same amount to expenditure account to address homelessness in Santa Ana. (Requires five affirmative votes)
MINUTES: Mayor Sarmiento provided input to city staff regarding continued housing and desire to see more diversity in housing options for the homeless population.

Moved by Mayor Sarmiento, seconded by Councilmember Mendoza to Approve.

YES: 7 – Hernandez, Lopez, Mendoza, Penaloza, Phan, Bacerra, Sarmiento NO: 0
ABSTAIN: 0
ABSENT: 0
Status: 7 – 0 – 0 – 0 – Pass

26. Approve Increase in Spending Capacity with Dyer 18 LLC for Unforeseen Tenant Improvement Costs Relating to the Homeless Navigation Center (NonGeneral Fund) Department(s): Community Development Agency
Recommended Action: Authorize the City Manager to increase spending capacity with Dyer 18, LLC for tenant improvements at the Homeless Navigation Center, in the amount of $1,200,000.

MINUTES: Councilmember Phan recused herself Item 26 due to a conflict of interest.

Councilmember Lopez asked to be emailed when the shelter will be opened and the final budget for the shelter.

Moved by Councilmember Mendoza, seconded by Councilmember Lopez to approve.

YES: 6 – Hernandez, Lopez, Mendoza, Penaloza, Bacerra, Sarmiento NO: 0
ABSTAIN: 0
ABSENT: 1 – Phan
Status: 6 – 0 – 0 – 1 – Pass
Moved by Mayor Pro Tem Bacerra, seconded by Councilmember Penaloza to approve Consent Calendar items 824 with the exception of items 10, 22, 25, and

26. Councilmember Phan recused herself from item 26 due to a conflict of interest.

Mayor Sarmiento voted no on item 11 and provided comment on item 17.

YES: 7 – Hernandez, Lopez, Mendoza, Penaloza, Phan, Bacerra, Sarmiento NO: 0
ABSTAIN: 0
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Moved by Mayor Pro Tem Bacerra, seconded by Councilmember Penaloza to approve Consent Calendar items 824 with the exception of items 10, 22, 25, and

26. Councilmember Phan recused herself from item 26 due to a conflict of interest.

Mayor Sarmiento voted no on item 11 and provided comment on item 17.

YES: 7 – Hernandez, Lopez, Mendoza, Penaloza, Phan, Bacerra, Sarmiento NO: 0
ABSTAIN: 0
ABSENT: 0
Status: 7 – 0 – 0 – 0 – Pass
**END OF CONSENT CALENDAR**
BUSINESS CALENDAR

27. Ordinance Amending Chapter 33 of the Santa Ana Municipal Code Related to the Ceremonial Naming of Streets
Department(s): Public Works Agency
Recommended Action: Approve first reading of an ordinance amending Chapter 33 of the Municipal Code by adding Article XI relating to the ceremonial naming of streets.

MINUTES: Executive Director of Public Works Agency Nabil Saba provided a brief presentation.

Council discussion ensued and provided direction to staff.

Councilmember Hernandez requested more information on Section 33263 item A, regarding the length of time ceremonial street names
remain. Recommended adding addendum to allow street names remain longer than ten years in the application process.

Councilmember Phan recommended adding a provision that allows City Council at their discretion consider extending a ceremonial street name beyond ten years.

Councilmember Penaloza requested that all ceremonial street names’ costs be covered by the applicant and not the city tax dollars. Supportive of having a council discretion provision to determine how long the ceremonial street name would remain.

Councilmember Hernandez motioned to move item with the following amendments:
1) to have the indefinite period of time at the discretion of the council, and 2) if any councilmember brings forth a proposal to have an honorary street name that the council and the city cover the costs; died due to a lack of a second.

Council directed staff to return with more comparisons of local and national cities on policies of ceremonial street toppers and associated costs.

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1) to have the indefinite period of time at the discretion of the council, and 2) if any councilmember brings forth a proposal to have an honorary street name that the council and the city cover the costs; died due to a lack of a second.

Council directed staff to return with more comparisons of local and national cities on policies of ceremonial street toppers and associated costs.

Moved by Councilmember Hernandez, seconded by Mayor Pro Tem Bacerra to continue item and direct staff to bring the item back with two options: one that includes the fees and one that excludes the fees. Include a council discretion provision when it comes to 10 years versus an indefinite period for both options, and provide comparison of cities on policies of ceremonial street toppers and associated costs.

YES: 7 – Hernandez, Lopez, Mendoza, Penaloza, Phan, Bacerra, Sarmiento NO: 0
ABSTAIN: 0
ABSENT: 0
Status: 7 – 0 – 0 – 0 – Pass

28. Charter Review Ad Hoc Committee's Recommendation on Fireworks Department(s): City Manager Office
Recommended Action: Accept informational report and provide direction to staff.

MINUTES: Management Assistant Daniel Soto provided a brief presentation.

Council discussion ensued, accepted informational report and provided direction to staff to have the Public Safety Committee look at different ideas for stronger enforcement.
**END OF BUSINESS CALENDAR**
PUBLIC HEARINGS
PUBLIC COMMENTS – Members of the public may address the City Council on each of the Public Hearing items.

29. Public Hearing – Approve the Fiscal Year 20222023 Annual Action Plan and budgets for the Community Development Block Grant, HOME Investment Partnerships Grant, and Emergency Solutions Grant, and authorize submission to the United States Department of Housing and Urban Development
Legal notice published in the Orange County Register, La Opinión, and Nguoi Viet on March 10, 2022.

Department(s): Community Development Agency
Recommended Action: 1. Hold a public hearing to receive resident and stakeholder comments on funding priorities and needs for activities funded with the Community Development Block Grant, HOME Investment Partnerships Grant, and Emergency Solutions Grant programs for the Fiscal Year 202223 Annual Action Plan. 2ApprovetheFiscalYear20222023AnnualActionPlanandauthorizethe City Council 16 4/19/2022
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City Council 7 – 16 5/17/2022
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March 10, 2022.

2. Approve the Fiscal Year 2022 2023 Annual Action Plan and authorize the submission of the Fiscal Year 2022 2023 Annual Action Plan to the United States Department of Housing and Urban Development.

3. Approve the Fiscal Year 20222023 budgets for the Community Development Block Grant Program in the total amount of $8,294,360 that includes $5,640,635 from Grant Year 2022 allocation and a reallocation of $2,653,725 in prior year program funds and program income; HOME Investment Partnerships grant in the amount of $1,706,231 from the Grant Year 2022 allocation and a reallocation of $9,428,513 in prior year program funds; and Emergency Solutions Grant in the amount of $489,141 from the Grant Year 2022 allocation. All proposed activities’ budgets will be proportionally increased or decreased from the estimated funding levels to match actual allocation amounts.

4. Direct the City Attorney to finalize and authorize the City Manager to execute memorandums of understanding with various city departments and agreements with nonprofit public service providers awarded funds as part of the approved Community Development Block Grant program budget for a twoyear term beginning July 1, 2022 through June 30, 2024, subject to nonsubstantive changes approved by the City Manager and City Attorney, and direct the Risk Manager or designee to determine the necessary insurance requirements applicable for each project (Agreement No. 2022 XXX).

5. Direct the City Attorney to finalize and authorize the City Manager to execute a memorandum of understanding with the Santa Ana Police Department and agreements with nonprofit homeless service providers awarded funds as part of the approved Emergency Solutions Grant program budget for a term beginning July 1, 2022 through June 30, 2023, subject to nonsubstantive changes approved by the City Manager and City Attorney, and direct the Risk Manager or designee to determine the necessary insurance requirements applicable for each project (Agreement No. 2022 XXX).

MINUTES: Mayor Sarmiento opened the public hearing at 11:01 p.m.

Janice Frechete of Parentis Foundation spoke in support of item.

Clerk of the Council Daisy Gomez stated that no written communication was received.

Council discussion ensued and direction provided to staff.

Councilmember Lopez requested staff to meet with her and provide her with a list all organizations that have applied. Identify which ones have been funded, which ones have not and indicate why.

Housing Division Manager Judson Brown addressed council regarding the Request for Proposal (RFP) process and available workshops available to the nonprofits new to the process.

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Councilmember Lopez requested staff to meet with her and provide her with a list all organizations that have applied. Identify which ones have been funded, which ones have not and indicate why.

Housing Division Manager Judson Brown addressed council regarding the Request for Proposal (RFP) process and available workshops available to the nonprofits new to the process.

Councilmember Phan and Mayor Sarmiento noted that some of the nonprofits can be funded from other sources.

Mayor Sarmiento asked staff to see what other departments can absorb some of these nonprofits.

Public hearing was not closed and continued to the next council meeting.

Moved by Mayor Sarmiento, seconded by Councilmember Hernandez to continue.

30. Public Hearing Final Recirculated Program Environmental Impact Report No. 2020 03 and General Plan Amendment No. 202006 for Santa Ana General Plan Update Legal notice published in the Orange County Reporter on April 8, 2022 and notices mailed on April 6, 2022.

Department(s): Planning and Building Agency
Recommended Action: 1. Resolution No. 2022XXX – Adopt a resolution certifying Final Recirculated Program Environmental Impact Report No. 202003 (SCH No. 2020029087), including adoption of environmental findings of fact pursuant to the California Environmental Quality Act, adoption of a Statement of Overriding Considerations, and adoption of a Mitigation Monitoring and Reporting Program.

2. Resolution No. 2022XXX – Adopt a resolution approving General Plan Amendment No. 202006.

3. Resolution No. 2022XXX – Adopt a resolution of findings to overrule the John Wayne Airport Orange County Airport Land Use Commission’s determination that the Proposed General Plan Update is inconsistent with the Airport Environs Land Use Plan.

MINUTES: Councilmember Phan provided comment regarding her participation on item and vote.

Mayor Sarmiento opened the public hearing at 11:21 p.m.

Executive Director of Planning and Building Agency Minh Thai provided a brief City Council 18 4/19/2022
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City Council 7 – 18 5/17/2022
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Proposed General Plan Update is inconsistent with the Airport Environs Land Use Plan.

MINUTES: Councilmember Phan provided comment regarding her participation on item and vote.

Mayor Sarmiento opened the public hearing at 11:21 p.m.

Executive Director of Planning and Building Agency Minh Thai provided a brief presentation.

Clerk of the Council Daisy Gomez reported out on correspondence received.

Cynthia Guerra with Rise Up Willowick Coalition requested more information on council’s hesitation of nonet loss space policy.

Karen Romero Estrada with RISE Up Willowick Coalition spoke on open space.

Andrew Brady of DLA Piper Law Firm, speaking on behalf of client, discussed letter sent on April 4, 2022 regarding building projects and provided recommendations.

Leonel Flores expressed support for the adoption of the General Plan with the inclusion of the recommendations made by the Environmental Justice Group.

Jabari Brown attorney with UCI’s Environmental Law Clinic spoke in support of city’s effort to engage city and dedication to environmental justice advocacy and a clean future.

Council discussion ensued and direction provided to staff.

Mayor Pro Tem Bacerra commended the committee on its report and continued efforts on the item.

Mayor Pro Tem Bacerra moved to adopt recommended action to 1) Adopt a resolution certifying Final Recirculated Program Environmental Impact Report No. 202003 (SCH No. 2020029087), including adoption of environmental findings of fact pursuant to the California Environmental Quality Act, adoption of a Statement of Overriding Considerations, and adoption of a Mitigation Monitoring and Reporting Program. 2) Adopt a resolution approving General Plan Amendment No. 202006 with the recommended changes and clarifications as shown in the attached exhibit 2 with the additional item to allow the use of the least restrictive interim development standards to apply within those five focus areas within the plan, and 3) Adopt a resolution of findings to overrule the John Wayne Airport Orange County Airport Land Use Commission’s determination that the Proposed General Plan Update is inconsistent with the Airport Environs Land Use Plan; seconded by Councilmember Mendoza.

Councilmember Lopez requested clarification from city attorney inquiring if council has authority to designate all open space in the general plan.

Councilmember Phan requested letter in response to Rise Up Willowick in regards to nonet space and council’s position on the item.

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Mendoza.

Councilmember Lopez requested clarification from city attorney inquiring if council has authority to designate all open space in the general plan.

Councilmember Phan requested letter in response to Rise Up Willowick in regards to nonet space and council’s position on the item.

Councilmember Phan moved substitute motion, seconded by Councilmember Hernandez.

Mayor Sarmiento move second substitute motion, seconded by Councilmember Hernandez.

Mayor Sarmiento closed the public hearing on Wednesday, April 20, 2022 at 12:37 a.m.

This Public Hearing Item Resolution Nos. 2022029, 2022030, and 2022031 were approved.

Moved by Councilmember Phan, seconded by Councilmember Hernandez to adopt amended substitute motion to 1) Adopt a resolution certifying Final Recirculated Program Environmental Impact Report No. 202003 and 2) Adopt a resolution approving General Plan Amendment No. 202006 with the resolution line indicating the General Plan amendment will not go into effect until one day after the Housing Opportunity Ordinance takes effect and the clarification in Exhibit 2 with the additional item to allow the use of the least restrictive interim development standards to apply within those five focus areas within the plan.

YES: 7 – Hernandez, Councilmember, – Lopez, Councilmember, – Mendoza, Councilmember, – Penaloza, Councilmember, – Phan, Councilmember, – Bacerra, Mayor Pro Tem, – Sarmiento, Mayor
NO: 0
ABSTAIN: 0
ABSENT: 0
Status: 7 – 0 – 0 – 0 – Pass
Moved by Mayor Sarmiento, seconded by Councilmember Hernandez to approve a second substitute motion to adopt recommended action 3, a resolution of findings to overrule the John Wayne Airport Orange County Land Use Commission’s determination the Proposed General Plan Update is inconsistent with the Airport Environs Land Use Plan.

YES: 7 – Hernandez, Councilmember, – Lopez, Councilmember, – Mendoza, Councilmember, – Penaloza, Councilmember, – Phan, Councilmember, – Bacerra, Mayor Pro Tem, – Sarmiento, Mayor
NO: 0
ABSTAIN: 0
ABSENT: 0
Status: 7 – 0 – 0 – 0 – Pass
COUNCILMEMBER REQUESTED ITEMS
31DiscussandConsiderDirectingtheCityManagertoDirectStafftoPreparean City Council 20 4/19/2022
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Mayor Pro Tem, – Sarmiento, Mayor
NO: 0
ABSTAIN: 0
ABSENT: 0
Status: 7 – 0 – 0 – 0 – Pass
COUNCILMEMBER REQUESTED ITEMS

31. Discuss and Consider Directing the City Manager to Direct Staff to Prepare an Ordinance to Require Shopping Centers to Post Contact Information for the Center's Management Personnel at All Entrances and Exits – Mayor Pro Tem Bacerra MINUTES: Council discussion ensued and direction provided to staff. Majority of council supportive of item.

32. Discuss and Consider Directing City Manager to Direct Staff to Introduce a Resolution, Policy, or Ordinance to Ban Loud Music for Use By Police Officers – Councilmember Hernandez
MINUTES: Council discussion ensued and direction provided to city staff.

Mayor Pro Tem Bacerra asked for a resolution from staff.

Councilmember Lopez is supportive of a resolution or ordinance.

Councilmember Phan asked her colleagues to consider a policy to prevent any city employee or council from using copyrighted music or materials in order to prevent the exercise of first amendment recording.

Councilmember Mendoza supportive of item and inquired about the proper behavior of an officer when taunted.

Mayor Sarmiento concurs with Councilmember Phan. Expressed support of an ordinance or a resolution.

Councilmember Hernandez recounted his experience of the incident on April 4, 2022 and the aftermath. Spoke with Assistant Chief Robert Rodriguez to clarify current policies and procedures for certain situations. Reiterates that to be an advocate for justice is not to be antilaw enforcement. Stated that justice is about working and helping those people that need it. Provided direction to staff to bring this back as a resolution or ordinance.

Assistant Chief of Police Robert Rodriguez responded and spoke on Santa Ana Police Department policies.

CITY MANAGER COMMENTS
MINUTES: None.

COUNCIL COMMENTS
AB1234 DISCLOSURE – If the City paid for travel or other expenses this is the time for members of the Council to provide a brief oral report on attendance of any regional board or iitiftitttdd
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CITY MANAGER COMMENTS
MINUTES: None.

COUNCIL COMMENTS
AB1234 DISCLOSURE – If the City paid for travel or other expenses this is the time for members of the Council to provide a brief oral report on attendance of any regional board or commission meeting or any conference, meeting or event attended.

MINUTES: Councilmember Hernandez wished all a good night.

Councilmember Lopez reminded public of The Sunshine Ordinance meeting to discuss housing development for the 2525 North Main Street site on April 20, 2022 at First Congregational Church of Santa Ana and will announce office hours during the week.

Lastly, wished all those a good night and good morning.

Councilmember Mendoza reminded all of April 27 , national denim day to commiserate Sexual Harassment Awareness. Also, the date marks the 50 anniversary of Earth Day. Proud of the city in making efforts to be sustainable. Suggested a few ways to be more sustainable and environmentally friendly. Offered condolences and a personal story in memory of Michael Macres.

Councilmember Penaloza thanked staff of the Parks and Recreational Department for a successful Easter Egg Hunt at Centennial Park. Congratulate City of Costa Mesa in prevailing in a lawsuit a judge upheld its regulations of Sober Living homes to ensure that they are not over concentrated in residential neighborhoods. Asked City of Attorney to advise on how Santa Ana can join City of Costa Mesa with an amicus brief or action as final decision in this case that will and can help Santa Ana with the amount of nuisance problem that has occurred and unregulated halfway homes and sober living homes.

Wished all a good night.

Councilmember Phan, wished all a good night.

Mayor Pro Tem Bacerra announced community office hours on Saturday May 7, 2022 starting at 10 am at All Access Park at Thornton Park. Requested a monthly update on Orange County Transportation Authority (OCTA) progress and spoke on his personal interactions with Michael Macres. Lastly, wished all a good night.

Mayor Sarmiento commented on how current council has been discussing historic and important items over past couple of years and does not want it to go unnoticed. Lastly, spoke on Michael Macres and adjourned meeting.

ADJOURNMENT – Adjourn the City Council meeting.

Adjourn in memory of Michael Macres.

MINUTES: Mayor Sarmiento adjourned the City Council meeting on Wednesday, April 20, 2022 at 1:22 p.m.
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Adjourn in memory of Michael Macres.

MINUTES: Mayor Sarmiento adjourned the City Council meeting on Wednesday, April 20, 2022 at 1:22 p.m.

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ORDINANCE NO. NS-XXX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

SANTA ANA ADOPTING A POLICY FOR THE USE OF

MILITARY EQUIPMENT BY THE SANTA ANA POLICE

DEPARTMENT
WHEREAS, the mission of the Santa Ana Police Department (Department) is to provide the highest quality police services to the communities it serves; and WHEREAS, the Department values transparency and public input, and welcomes open dialogue about its practices and operations; and
WHEREAS, the preservation and sustainability of public safety, civil rights, and officer safety is paramount; and
WHEREAS, each situation is evaluated by incident commanders or supervisors who, based on circumstances and Department directives, determine which equipment should be used; and
WHEREAS, the Department’s diverse catalogue of military equipment, as defined in state law, and associated training gives police officers the confidence and capability to de-escalate volatile situations, enhance the safety of the public and officers, and bring critical incidents to a safe resolution; and
WHEREAS, from time to time, the Department may be asked to assist or need to be assisted by other law enforcement agencies, which may include use of military equipment, as defined in state law; and
WHEREAS, partnerships with other law enforcement agencies are an integral part of maintaining the continuity of public safety within the region; and WHEREAS, On September 30, 2021, Governor Gavin Newsom signed into law Assembly Bill 481, relating to the use of military equipment by law enforcement agencies; and
WHEREAS, Assembly Bill 481, codified as California Government Code sections 7070 through 7075, requires law enforcement agencies to obtain approval of the applicable governing body, by an ordinance adopting a “military equipment” use policy, at a regular meeting held pursuant to open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment. The term “military equipment” is defined in California Government Code section 7070; and City Council 11 – 1 5/17/2022
WHEREAS, Assembly Bill 481 allows the governing body of a city to approve the funding, acquisition, or use of military equipment within its jurisdiction only if it makes specified determinations; and
WHEREAS, the federal government allows local law enforcement agencies to obtain certain types of military equipment through a program authorized by Section 2576a of Title 10 of the United States Code, commonly known as the “1033 Program” or “LESO Program”; and
WHEREAS, the Department has not participated in this program since 2020, and does not intend to participate in the future; and
WHEREAS, the proposed military equipment use policy is attached hereto as Exhibit “A” and incorporated herein by this reference (the “Military Equipment Use Policy”); and
WHEREAS, the Military Equipment Use Policy was published on the Santa Ana Police Department’s internet website on March 30, 2022, more than 30 days before the Military Equipment Use Policy was first considered at a public hearing before the City Council on May 3, 2022; and
WHEREAS, the Military Equipment policy meets the requirements of California Government Code section 7070(d).

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA ANA DOES ORDAIN AS FOLLOWS:

Section 1. The above recitals are hereby declared to be true and correct and represent the findings the City Council made in exercise of its independent judgment.

Section 2. Based on the findings above, in addition to information provided to the City Council at the public meeting, the City Council approves and adopts the Military Equipment Use Policy, based on the following:

1. The military equipment identified in Santa Ana Police Department Policy 707 is necessary, because there are no reasonable alternatives that can achieve the same objectives of officer and civilian safety.

2. The Military Equipment Use Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.

3. The military equipment identified in the Military Equipment Use Policy is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.

4. All prior military equipment use complied with the City’s policies that were in effect at the time.

City Council 11 – 2 5/17/2022
Section 3. Section 2-809 of Article VII.II (Purchasing Rules and Regulations) of Chapter 2 (Administration) of the Santa Ana Municipal Code is hereby amended to read in its entirety as follow:

Sec. 2-809 – Military Equipment Policy
(a) The City Council for the City of Santa Ana has made the following determinations:
(1) The military equipment identified in Santa Ana Police Department Policy 707 is necessary, because there are no reasonable alternatives that can achieve the same objectives of officer and civilian safety. (2) The Military Equipment Use Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.
(3) The military equipment identified in the Military Equipment Use Policy is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety. (4) All prior military equipment use complied with the City’s policies that were in effect at the time.
(b) The Santa Ana Police Department shall submit an annual military equipment report to the City Council, containing the information required in Government Code Section 7072, and the City Council shall determine whether each type of military equipment identified in that report has complied with the standards for approval set forth in (a)(1)-(4) above.
(c) The City Council approves the use of the Santa Ana Police Department Policy 707, and finds that it satisfies the requirements of Government Code Section 7070.

Section 4. The City Council finds and determines that this Ordinance is not a project within the meaning of Section 15378 of the California Environmental Quality Act (CEQA) Guidelines because it has no potential to result in physical change in the environment, directly or indirectly. This Ordinance is exempt under CEQA Guideline 15061(b)(3) because it can be seen with certainty that there is no possibility that the Ordinance may have a significant effect on the environment.

Section 5. If any section, subsection, subdivision, paragraph, sentence, clause, or phrase of this Ordinance or any part thereof is for any reason held to be unconstitutional, such decision shall not affect the validity of the remaining portion of this Ordinance or any part thereof. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause, or phrase thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be declared unconstitutional.

City Council 11 – 3 5/17/2022
Section 6. The City Council shall review this Ordinance annually and vote whether to renew the Ordinance, consistent with the requirements of state law.

Section 7. This Ordinance shall become effective thirty (30) days after its adoption.

Section 8. The Clerk of the Council shall certify the adoption of this ordinance and shall cause the same to be published in the manner prescribed by law.

APPROVED AND ADOPTED this ___ day of May, 2022.
_______________________
Vicente Sarmiento
Mayor
APPROVED AS TO FORM:

Sonia Carvalho, City Attorney
___________________________
By: Laura A. Rossini
Chief Assistant City Attorney
AYES: Councilmembers:

NOES: Councilmembers:

ABSTAIN: Councilmembers:

ABSENT: Councilmembers:

CERTIFICATE OF ATTESTATION AND ORIGINALITY
I, _______________, Clerk of the Council, do hereby attest to and certify that the attached Ordinance No. NS-XXXX to be the original ordinance adopted by the City Council of the City of Santa Ana on _______________, and that said ordinance was published in accordance with the Charter of the City of Santa Ana.

Date: ________________ _________________________
Daisy Gomez
Clerk of the Council
City of Santa Ana
City Council 11 – 4 5/17/2022
Policy
707
Santa Ana Police Department
Santa Ana PD Policy Manual
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Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 1 Military Equipment
707.1 PURPOSE AND SCOPE
This policy provides guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072). The equipment described in this policy is in direct support of the Department's de-escalation strategy and associated training. Additionally, while the equipment described herein has been deemed to be, "military equipment" by the legislature, the Department does not participate in the acquisition of military surplus equipment pursuant to the Department of Defense's 1033 Program. 707.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):

Governing body – The elected or appointed body that oversees the Department.

Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (LRADs).
• Kinetic energy weapons and munitions.

City Council 11 – 5 5/17/2022
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Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 2 • Any other equipment as determined by a governing body or a state agency to require additional oversight.
707.2 POLICY
It is the policy of the Santa Ana Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment. 707.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police should designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
(c) Conducting an inventory of all military equipment at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Santa Ana Police Department (Government Code § 7071). (e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the department’s funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
707.4 MILITARY EQUIPMENT USE CONSIDERATIONS
(a) The military equipment acquired and authorized by the Department is:

1. Necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.

2. Reasonably cost-effective compared to available alternatives that can achieve the same objective of officer and civilian safety.
(b) Military equipment shall only be used by a Department employee only after applicable training, including any course required by the Commission on Peace Officer Standards and Training, has been completed unless exigent circumstances arise.

City Council 11 – 6 5/17/2022
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Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 3 707.5 MILITARY EQUIPMENT INVENTORY
The inventory below is a complete list of qualifying equipment for the Department:

VEHICLES
(a) Mobile Command Vehicle (MCV): A vehicle used during critical incidents as a fieldbased command post, providing Incident Commanders with access to Department computer systems and dispatch center

1. Description, cost, quantity, and capabilities: Freightliner Chassis (custom built) vehicle, cost: $480,952.90, quantity: 1. The MCV can also be utilized for SWAT/CNT and other critical incidents, significant, preplanned events, searching for missing persons, natural disasters, and community events.

2. Purpose: Used for critical incidents based on the circumstances of a specific event, large event, or natural disaster to effectively and efficiently serve the community.

3. Authorized Use: Only officers trained in the use and deployment of the MCV, who have obtained a California Class B Commercial Driver's License, shall drive the vehicle under the direction of the Homeland Security Commander or their designee. Situations, where the MCV may be deployed, include but are not limited to critical incidents, natural disasters, and emergencies.

4. Lifespan: The MCV has an estimated lifespan of 25-years; However, upgrades are required in 5-year intervals to maintain communications and IT systems.

5. Fiscal Impact: The MCV was purchased in 2005 using UASI grant funding.

Annual maintenance cost: $5,500

6. Training: Drivers/Operators shall receive safe handling and maneuvering training on a closed training course. Once the operator has shown competence in vehicle handling, the driver/operator will drive the vehicle with an experienced driver throughout the city. Driver/operators shall also undergo commercial vehicle testing and certification from the California Department of Motor Vehicles.

7. Legal and Procedural Rules: It is the policy of the Department to use the MCV only for official law enforcement purposes and in accordance with California State law regarding the operation of motor vehicles. Incident Command Team Procedure.
(b) Armored Rescue Vehicles (ARVs): Commercially-produced, ballistically protected, wheeled vehicles designed for law enforcement purposes.

1. Description, cost, quantity, and capabilities:
(a) Lenco BEAR, cost: $293,745, quantity: 1. The Lenco BEAR is an armored rescue vehicle that provides its occupants with ballistic protection beyond ballistic shields or personal body armor. It offers greater safety to community members and officers during high-risk incidents. It is capable of seating a driver and 10-12 passengers.

City Council 11 – 7 5/17/2022
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Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 4 (b) Terradyne Guhrka, cost: $353,652.88, quantity: 1. The Terradyne Guhrkas is an armored rescue vehicle that provides its occupants with ballistic protection beyond ballistic shields or personal body armor, offering greater safety to community members and officers during high-risk incidents. The Terradyne is smaller than the BEAR, providing greater mobility in tight city streets. It is capable of seating a driver and seven (7) passengers.

2. Purpose: Used in response to critical incidents to enhance officers and community safety, improve scene containment and stabilization, and assist in resolving critical incidents. Additionally, the ARVs may be deployed as displays for community outreach events.

3. Authorized Use: The ARVs' use shall only be authorized by a Watch Commander or SWAT Commander based on the specific circumstances of a given critical incident. ARVs shall only be used by personnel trained in their deployment and in a manner consistent with Department policies/procedures.

4. Lifespan: Both ARVs have an estimated lifespan of 25 years.

5. Fiscal Impact:
(a) Lenco BEAR: The Lenco BEAR was purchased in 2005 using UASI grant funding. Annual maintenance cost: $6,600
(b) Terradyne Guhrka: The Terradyne Guhrka was purchased in 2021 using UASI grant funding. Annual maintenance cost: $6000

6. Training: All drivers/operators shall attend formalized instruction in vehicle operations, practical driving instruction, and deployment procedures.

7. Legal and Procedural Rules: SWAT Procedure Manual and Armored Vehicle Deployment for Patrol Procedure.

SPECIALIZED TACTICAL EQUIPMENT
(a) Long Range Acoustic Device (LRAD): The LRAD is a high-intensity directional acoustical array for long-range, crystal clear hailing, notification, and an unmistakable warning tone. The LRAD is primarily used as a communication device.

1. Description, cost, quantity, and capabilities:
(a) LRAD 500x, cost: $42,776, quantity: 1. A compact, lightweight LRAD designed for applications ranging from fixed security installations to mid-sized vehicles and vessels, the LRAD 500X-RE easily mounts and transports to provide law enforcement personnel unparalleled long-range communication and safe, scalable non-kinetic escalation of force. (b) LRAD 100x, cost: $10,703.56, quantity: 1. Self-contained, portable, and featuring an extended voice broadcast range out to 600 meters, the LRAD 100X ensures voice messages are clearly heard and understood. LRAD's optimized driver, waveguide, and power efficiency technologies enable the LRAD 100X to provide several hours of clear, continuous communication from a single battery charge.

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2. Purpose: To be used to issue dispersal orders during crowd and riot control situations or to address the public in the event of civil emergencies, natural disasters, evacuations, and police incidents (e.g., missing persons, perimeters for wanted suspects/K9 deployments, etc.). The LRAD may also be used to issue a warning tone.

3. Authorized Use: LRADs shall only be used by personnel trained in its deployment and used in a manner consistent with State and Federal law and training.

4. Lifespan: Both LRADs have an estimated lifespan of 25 years.

5. Fiscal Impact: The LRADs were purchased in 2007 and 2014, respectively, using UASI grant funding. Annual maintenance cost of approximately $300.

6. Training: All operators receive training before operating any LRADs in the field.

7. Legal and Procedural Rules: The Department shall only utilize the LRAD for official law enforcement purposes and pursuant to State and Federal law. (b) Tactical Robot: A remotely controlled, tracked, robot equipped with cameras and two-way audio communication capabilities.

1. Description, cost, quantity, and capabilities: Transcend Vantage tactical robot, cost: $10,000, quantity: 1. A remotely operated tactical robot providing officers with the ability to observe the interior of a structure without entering.

This capability increases the safety of community members, officers, and suspects by providing the operator with the ability to observe and locate subjects without the risk of a face-to-face confrontation. Additionally, the remote, twoway, communication capability allows operators to de-escalate situations by negotiating the surrender of barricaded subjects.

2. Purpose: To be used during tactical incidents to safely search a structure without exposing officers and/or community members to the risk of a face-toface confrontation.

3. Authorized Use: The tactical robot shall only be deployed by Department personnel trained in its use, and with the approval of the SWAT Commander, Watch Commander, or their designee.

4. Lifespan: The robot's lifespan is approximately 10 years.

5. Fiscal Impact: Annual maintenance cost of approximately $500.

6. Training: All operators shall receive initial training before deploying the robot in the field.

7. Legal and Procedural Rules: The Department shall only utilize the robot for official law enforcement purposes and pursuant to State and Federal Law. (c) Unmanned Aerial System (UAS): An unmanned aircraft and the associated equipment necessary to control it remotely.

1. Description, cost, quantity, and capabilities:

City Council 11 – 9 5/17/2022
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Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 6 (a) DJI M300 with HT20, cost: $45,000, quantity: 1. UAS that has 45 minutes of flight time, in all weather, has an IR camera, zoom camera, and light.

Has video recording capabilities.
(b) LOKI MK2 Dual UAV, cost: $9,750, quantity: 1. LOKI is the world's first purpose-built tactical sUAS. Designed and built in conjunction with several of the world's top counter-terror units, LOKI Mk2 solves virtually all of the problems associated with the tactical use of commercial UAS systems. LOKI is intended for close-quarter, indoor, and outdoor tactical scouting missions, and features a highly sensitive Night-Day + IR sensor camera giving it the ability to fly and see in complete darkness. (c) DJI Mavic 3 Enterprise Advanced, cost: $6,900 each, quantity: 2. A highly versatile yet compact tool that packs a whole lot of performance upgrades.

With high-resolution thermal and visual cameras, the M2EA supports up to 32× digital zoom and is capable of centimeter-level positioning accuracy with the RTK module.
(d) Autel EVO II PRO, cost: $2,000, quantity: 1. The EVO II Pro features a 6K 1" sensor camera which enables the ability to capture stunning detail, not previously possible on an aerial drone of this size. Aperture can be adjusted from f/2.8 to f/11 which provides the light control that you need, while ISO ranges up to 6,400 for video and 12,800 for stills. (e) DJI AIR 2S, cost: $1,000 each, quantity: 4. DJI Air 2S has the ability to perceive its environment in four directions: up, down, forward, and backward. The algorithms for Advanced Pilot Assistance Systems (APAS

4.0) have been further improved, allowing DJI Air 2S to actively avoid obstacles in more complex scenarios and at high speeds. (f) DJI Mavic Mini 2, cost: $650 each, quantity: 5. Utilizing DJI's OcuSync 2.0

2.4/5.8 GHz wireless transmission technology, the Mini 2 can be operated from up to 6.2 miles away while still providing you with video of what the drone sees. The Mini 2 can also be flown as high as 2.5 miles and withstand 19 to 24 mph winds.

2. Purpose: To be deployed when its view would assist officers or incident commanders with the following situations, which include but are not limited to:
(a) Major collision investigations.
(b) Search for missing persons.
(c) Natural disaster management.
(d) Crime scene photography.
(e) SWAT, tactical, or other public safety and life preservation missions. (f) In response to specific requests from local, State, or Federal fire authorities for fire response and/or prevention.

3. Authorized Use: Only assigned operators who have completed the required training shall be permitted to operate any UAS during approved missions.

City Council 11 – 10 5/17/2022
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4. Lifespan: All UAS equipment has an estimated lifespan of 3-5 years.

5. Fiscal Impact: The Department is in the process of identifying a funding source for the UAS program, including an application for grant funding. The estimated annual cost of the UAS program maintenance is $15,000.

6. Training: All Department UAS operators will be licensed by the Federal Aviation Administration for UAS operation. In addition, each operator must attend ongoing monthly training.

7. Legal and Procedural Rules: The Department will only deploy the UAS for official law enforcement purposes, and in a manner that respects the privacy of our community, pursuant to State and Federal law. Unmanned Aerial System (UAS) Operations Policy.

LESS-LETHAL DEVICES
(a) 40MM Launchers and Munitions: 40MM Launchers are utilized by Department personnel as a less-lethal tool to deploy less-lethal impact munitions.

1. Description, cost, quantity, and capabilities:
(a) LMT Tactical Single Shot Launcher, #1425, cost: $1,000, quantity: 85. The 40MM Single Launcher is a tactical single-shot launcher that features an expandable ROGERS Super Stoc and an adjustable Integrated Front Grip (IFG) with a light rail. It will fire standard 40mm less-lethal ammunition, up to 4.8 inches in cartridge length. It will launch a 40MM less-lethal round up to 131 feet.
(b) DEFENSE TECHNOLOGY, 40MM EXACT IMPACT SPONGE, #6325, cost: $20, quantity: 750. A less lethal 40mm lightweight plastic and foam projectile fired from a single or multi-round purpose-built 40mm launcher with a rifled barrel at 325 FPS. The 30-gram foam projectile delivers 120 ft/ lbs. of energy on impact. The 40mm Exact Impact Sponge Round provides accurate and effective performance when fired from the approved distance of not less than ten (10) feet and as far as 131 feet from the target. (c) DEFENSE TECHNOLOGY, 4OMM DIRECT IMPACT CS CRUSHABLE FOAM ROUND, #6322, cost: $18, quantity: 96. A less lethal 40MM lightweight plastic and crushable foam projectile fired from a single or multi-round purpose-built 40mm launcher with a rifled barrel at 295 FPS.

The 39-gram crushable foam projectile delivers 120 ft/lbs of energy upon impact in addition to the dispersion of 5 grams of CS irritant. The 40mm Direct Impact CS Round provides accurate and effective performance when fired from the approved distance of not less than ten (10) feet and as far as 120 feet from the target. Only trained members of the Department's SWAT Team are authorized to deploy the 40mm Direct Impact CS round. (d) DEFENSE TECHNOLOGY, SPEDE-HEAT 40MM LONG-RANGE, CS, #6282, cost: $21, quantity: 56. The SPEDE-HEAT CS Long-Range Munitions delivers one chemical canister of CS agent from a 40 mm launcher at a range of up to 150 yards. The Spede-Heat is a pyrotechnic City Council 11 – 11 5/17/2022
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Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 8 round designed specifically for outdoor use in violent crowd control situations. It is a high-volume continuous burn that expels its payload in approximately 20-40 seconds from a single source. The Spede-Heat family may be used to conceal tactical movement or to disburse a violent/ riotous crowd. Only trained members of the Department's SWAT Team are authorized to deploy the 40mm Spede-Heat round.
(e) DEFENSE TECHNOLOGY, POWDER CS FERRETT 40MM ROUND,
#2292, cost: $19, quantity: 60. A less lethal 40MM round used to penetrate barriers, such as windows, hollow core doors, wallboard, and thin plywood.

Upon impacting the barrier, the nose cone ruptures and instantaneously delivers a small chemical payload inside a structure or vehicle. The 40mm Ferret is primarily used to dislodge barricaded subjects from confined areas in a tactical deployment situation. Its purpose is to minimize the risks to all parties through pain compliance, temporary discomfort, and/or incapacitation of potentially violent or dangerous subjects. Only trained members of the Department's SWAT Team are authorized to deploy the 40mm Direct Barricade Penetrator round.
(f) DEFENSE TECHNOLOGY, 40MM ROUND MUZZLE BLAST, with CS, #6042, cost: $20, quantity: 52. The 40 mm Muzzle Blast CS Round is widely used as a crowd management tool for the immediate and close deployment of chemical agents. It can also be employed in tactical operations such as barricaded subjects for area denial, area contamination, and a means of contaminating crawl spaces and attics. In addition, it is an excellent device for deploying chemical-laden CS powder at close ranges for indoor or outdoor operations as a pain compliance round. It has a maximum effective range of 30 feet /9.1 meters. Only trained members of the Department's SWAT Team are authorized to deploy the 40mm Muzzle Blast round.
(g) DEFENSE TECHNOLOGY, 40MM SKAT SHELL, MULTIPLE
PROJECTILE ROUND CS, #6172, cost: $28, quantity: 56. The Skat Shell 40mm multiple chemical projectile round delivers multiple CS canisters from a 40mm launcher. It is designed for outdoor use and has a maximum effective range of 80-100 yards. It is designed as a less-lethal option for disbursing violent crowds actively engaging in criminal behavior. Only trained members of the Department's SWAT Team are authorized to deploy the 40mm Skat Shell round.

2. Purpose: To limit the escalation of conflict where the employment of lethal force is prohibited or undesirable.

3. Authorized Use: Situations where the deployment of less-lethal impact or chemical munitions are authorized include but are not limited to:
(a) Self-destructive, dangerous, and/or combative individuals (b) Riot/crowd control and civil unrest incidents where the criminal behavior involved exceeds a failure to disburse or curfew violation. (c) Circumstances where a tactical advantage can be obtained City Council 11 – 12 5/17/2022
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Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 9 (d) Vicious animals
(e) Training exercised or approved demonstrations
(f) Tactical situations involving the deployment of the Department's SWAT Team

4. Lifespan:
(a) LMT Single Shot Launcher: 25 years
(b) All munitions listed above: 5 years

5. Fiscal Impact: Annual maintenance for the single-shot launchers is approximately $50 each.

6. Training: Personnel deploying less-lethal or chemical agents will be trained in their use and deployment before using them in the field. All training will be conducted by a POST-certified less-lethal or chemical agent instructor.

1. Description, cost, quantity, and capabilities: DEFENSE TECHNOLOGY, 12- GAUGE BEAN BAG ROUND, cost: $5, quantity: 650. The Drag Stabilized 12- gauge round is a 12-gauge shell loaded with a 40-gram tear-shaped bag made from cotton and ballistic material blended and filled with #9 shot. The design utilizes four stabilizing tails and smokeless powder as the propellant. It has a maximum effective range of 75 feet. Only trained members of the Department's SWAT Team are authorized to deploy the 12-gauge bean bag round.

2. Purpose: To limit the escalation of conflict where the employment of lethal force is prohibited or undesirable.

3. Authorized Use: The round shall only be deployed by trained members of the Department's SWAT Team in situations that include, but are not limited to the following:
(a) Self-destructive, dangerous, and/or combative individuals (b) Riot/crowd control and civil unrest incidents where the criminal behavior involved exceeds a failure to disburse or curfew violation. (c) Circumstances where a tactical advantage can be obtained (d) Vicious animals
(e) Training exercised or approved demonstrations
(f) Tactical situations involving the deployment of the Department's SWAT Team

4. Lifespan: 5 years

5. Fiscal Impact: Annual reordering of 100 rounds: $500 City Council 11 – 13 5/17/2022
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6. Training: Personnel deploying 12-gauge bean bags will be trained in their use and deployment before using them in the field. A POST-certified less-lethal instructor will conduct all training.

7. Legal and Procedural Rules: Use of Force Policy, Control Devices and Techniques Policy, First Amendment Assemblies Policy, 40MM Less Lethal Launcher Guidelines Procedure, and SWAT Procedure Manual. (c) PepperBall Launcher and Munitions: A less-lethal device that discharges projectiles designed to breach glass or projectiles containing chemical agents

1. Description, cost, quantity, and capabilities:
(a) PepperBall TAC-SF Launcher, cost: $799 each, quantity: 2. Semiautomatic, 3-round burst shots or full auto action. Select-fire electronic firing system with a firing rate of 10-12 RPS. Compact lightweight modular design. Ambidextrous rotational safety switch. 30 Cubic inch high capacity high-pressure air system. Designed for use with high-pressure air. (b) PepperBall INERT Powder Projectiles, cost: $375 for a case of 375, quantity: 2 cases. Inert projectiles used for training purposes. (c) PepperBAll LIVE PAVA (OC), cost: $853 for a case of 375, quantity:
2 cases. The basic PepperBall projectile, it contains 2% PAVA, and is excellent for direct impact and area saturation, especially in confined, interior spaces.
(d) PepperBall LIVE-X PAVA (OC), cost: $1,123 for a case of 375, quantity:
1 case. Our most potent and powerful concentration of PAVA pepper powder. One round of LIVE-X™ contains the equivalent to 10 regular PepperBall rounds.

2. Purpose: To limit the escalation of conflict where employment of lethal force is prohibited or undesirable. Situations for the use of PepperBall may include, but are not limited to:
(a) Tactical situations involving the deployment of the Department's SWAT Team
(b) Training exercises or approved demonstrations.
(c) Potentially vicious animals.
(d) Circumstances where a tactical advantage can be obtained. (e) Riot/crowd control and civil unrest incidents where the criminal behavior involved exceeds a failure to disburse or curfew violation. (f) Self-destructive, dangerous, and/or combative individuals.

3. Authorized Use: Only SWAT officers who have received certification in the use of chemical agents, less-lethal, and PepperBall are authorized to use PepperBall.

4. Lifespan:

City Council 11 – 14 5/17/2022
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Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 11 (a) PepperBall TAC-SF Launcher: 20 years
(b) All PepperBall projectiles have a lifespan of 3 years.

5. Fiscal Impact: Annual maintenance for the PepperBall launchers is approximately $50.

6. Training: SWAT Team members are training in the use and deployment of chemical agents, less-lethal, and the PepperBall launcher.

7. Legal and Procedural Rules: The Department will only deploy PepperBall for law enforcement purposes and in accordance with State and Federal law. Use of Force Policy, Control Devices and Techniques Policy, and SWAT Procedure Manual.
(d) Chemical Agent and Smoke Canisters: Canisters that disburse chemical agents and/or smoke when deployed.

1. Description, cost, quantity, and capabilities:
(a) DEFENSE TECHNOLOGY, TRIPLE-CHASER SEPARATING
CANISTER, CS, #1026, cost: $41, quantity: 46. The Triple-Chaser CS consists of three separate canisters pressed together with separating charges between each. When deployed, the canisters separate and land approximately 20 feet apart, allowing increased area coverage in a short period. This canister can be hand thrown or launched from a fired delivery system. The canister is 6.5 in. by 2.7 in. and holds an approximately 3.2 oz. of active agent payload. It has an approximate burn time of 20-30 seconds.
(b) DEFENSE TECHNOLOGY, SPEDE-HEAT CONTINUOUS DISCHARGE CANISTER, CS, #1072, cost: $26, quantity: 60. The Spede-Heat™ CS canister is a high volume, continuous burn. It expels its payload in approximately 20-40 seconds. The payload is discharged through four gas ports on top of the canister, three on the side, and one on the bottom.

This launchable canister is 6.12 in. by 2.62 in. and holds approximately

2.9 oz. of active agent.
(c) DEFENSE TECHNOLOGY, FLAMELESS TRI-CHAMBER CS
CANISTER, #1032, cost $32, quantity: 60. The Tri-Chamber Flameless CS canister design allows the contents to burn within an internal can and disperse the agent safely with reduced risk of fire. The canister is designed primarily for indoor tactical situations to detect and/or dislodge a barricaded subject. This canister will deliver approximately.70 oz. of agent during its 20-25 seconds burn time. The Tri-Chamber Flameless canister can be used in crowd control and tactical deployment situations by Law Enforcement and Corrections but was designed with the barricade situation in mind. Its applications in tactical situations are primarily to detect and/or dislodge barricaded subjects. The purpose of the TriChamber Flameless canister is to minimize the risks to all parties through pain compliance, temporary discomfort, and/or incapacitation of potentially violent or dangerous subjects. The Tri-Chamber Flameless canister City Council 11 – 15 5/17/2022
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Military Equipment
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Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 12 provides the option of delivering a pyrotechnic chemical device indoors, maximizing the chemicals' effectiveness via heat and vaporization while minimizing or negating the chance of fire to the structure. (d) DEFENSE TECHNOLOGY, POCKET TACTICAL CANISTER, CS, #1016, cost: $23, quantity: 48. The Pocket Tactical CS Canister is small and lightweight. The 0.9 oz. of active agent will burn approximately 20-40 seconds. At 4.75 in. by 1.4 inches in size, it easily fits in most tactical pouches. Though this device is slightly over four inches in length, it produces a smoke cloud so fast it appears to be an enveloping screen produced by a full-size tactical canister.
(e) DEFENSE TECHNOLOGY, INSTANTANEOUS BLAST CS CANISTER, #1042, cost: $42, quantity: 30. The Instantaneous Blast CS Canister is designed for indoor or outdoor use; this canister's powder is expelled upon initiation of a small internal detonator that has sufficient force to split the canister at six machined grooves on the outside surface. This 6.12 in. by

2.62 in. grenade will deliver approximately 1.5 oz. of active agent. (f) DEFENSE TECHNOLOGY, HAN-BALL CANISTER, CS, #1092, cost:
$32, quantity: 45. The Han-Ball™ CS Canister is an outdoor use canister, expelling its payload in approximately 15-20 seconds. This launchable canister holds approximately 1.6 oz. of active agent, which is expelled through three ports around the ball's equator.
(g) DEFENSE TECHNOLOGY, FLAMELESS TRI-CHAMBER SAF-SMOKE CANISTER, #1033, cost: $31, quantity: 34. The Tri-Chamber Flameless Saf-Smoke™ Canister design allows the contents to burn within an internal can and disperse the agent safely with reduced risk of fire. The grenade is designed primarily for indoor tactical situations to detect and/or dislodge a barricaded subject.
(h) DEFENSE TECHNOLOGY, POCKET TACTICAL SAF-SMOKE
CANISTER, #1017, cost: $22,quantity: 34. The Pocket Tactical SafSmoke™ Canister is small and lightweight. The Saf-Smoke™ will burn for approximately 20-40 seconds. At 4.75 in. by 1.4 inches in size, it easily fits in most tactical pouches. This canister is normally used as a signaling or covering device.

2. Purpose: To limit the escalation of conflict where employment of lethal force is prohibited or undesirable. Situations for the use of the less-lethal canisters may include, but are not limited to:
(a) Self-destructive, dangerous, and/or combative individuals. (b) Riot/crowd control and civil unrest incidents where the criminal behavior involved exceeds a failure to disburse or curfew violation. (c) Circumstances where a tactical advantage can be obtained. (d) Potentially vicious animals.
(e) Training exercises or approved demonstrations.

City Council 11 – 16 5/17/2022
Santa Ana Police Department
Santa Ana PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/05/06, All Rights Reserved.

Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 13 (f) Tactical situations involving the deployment of the Department's SWAT Team

3. Authorized Use: Only SWAT officers who have received POST certified training in the use of chemical agents are authorized to use chemical agents.

4. Lifespan: 5 years from manufacturing date.

5. Fiscal Impact: No annual maintenance costs

6. Training: SWAT Team members utilizing chemical agent canisters are certified by POST less lethal and chemical agents instructors.

7. Legal and Procedural Rules: The Department will only deploy chemical agents for law enforcement purposes and in accordance with State and Federal law. Use of Force Policy, Control Devices and Techniques Policy, and SWAT Procedure Manual.

SPECIALTY MUNITIONS
(a) Breaching Shotguns and Munitions: Shotguns and specialty munitions utilized to access secured structures when no other means have proven successful.

1. Description, cost, quantity, and capabilities:
(a) Remmington 870 Shotgun Modified for Breaching, cost: $500, quantity:

5. The breaching shotgun is a standard patrol issue shotgun that is shortened to improve maneuverability in a tactical environment. (b) DEFENSE TECHNOLOGY, TKO 12-GAUGE BREACHING ROUND, cost:
$7, quantity: 100. The 12-Gauge TKO Breaching Round is a 12-Gauge shell loaded with a compressed zinc slug, utilizing smokeless powder as a propellant. It is a widely used method to breach door locks or hinges for entry during tactical operations. When properly deployed, the TKO can defeat door lock mechanisms, doorknobs, hinges, deadbolts, safety chains, and padlocks on both wooden or hollow core doors. Upon impact with the target, the zinc slug disintegrates into a fine powder eliminating fragmentation.

2. Purpose: Used to defeat locking mechanisms on doors or gates when mechanical breaching is ineffective or not feasible due to environmental factors.

3. Authorized Use: Breaching shotguns and munitions shall only be utilized by trained members of the Department's SWAT Team and only with the approval of the Incident Commander, SWAT Commander, or their designee during tactical incidents or training exercises.

4. Lifespan:
(a) Remmington Breaching Shotguns: 25 years
(b) TKO 12-Gauge Breaching Rounds: 5 years

5. Fiscal Impact: Annual maintenance of shotguns, approximately $300 City Council 11 – 17 5/17/2022
Santa Ana Police Department
Santa Ana PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/05/06, All Rights Reserved.

Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 14

6. Training: All SWAT Team members deploying breaching shotguns and munitions shall receive initial training before utilizing them in the field.

7. Legal and Procedural Rules: The Department will only utilize breaching shotguns and munitions for official law enforcement purposes in accordance with State and Federal law. SWAT Procedure Manual
(b) Explosive Breaching Capabilities: Resources capable of providing explosive breaching.

1. Description, cost, quantity, and capabilities: Currently the Department's SWAT Team trains with the Orange County Sheriff's Department (OCSD)Bomb Squad, providing the Department's SWAT Team with an explosive breaching capability. All explosives and associated equipment are purchased and maintained by the OCSD Bomb Squad and their designated Bomb Technicians.

2. Purpose: To gain access/entry into hardened structures where manual breaching is not possible/practical due to the circumstances present at the critical incident.

3. Authorized Use: Explosive breaching shall only be authorized by the Incident Commander or SWAT Commander, in conjunction with OCSD Bomb Squad personnel. Additionally, explosive breaching shall only be utilized during critical incidents when all other breaching means have been exhausted or when other breaching means would likely result in a failure to gain access into the structure and the failure to gain access would likely result in the loss of a community member or officer's life. Additionally, the use of explosive breaching is authorized for training purposes.

4. Lifespan: Not applicable

5. Fiscal Impact: There is no fiscal impact on the City or Department.

6. Training: The Department's SWAT Team members will train the deployment of explosive breaching with the OCSD Bomb Squad annually.

7. Legal and Procedural Rules: The Department shall only utilize explosive breaching for official law enforcement purposes and pursuant to State and Federal law.
(c) Noise Flash Diversionary Devices (NFDD): A device used to distract or divert a dangerous person's attention.

1. Description, cost, quantity, and capabilities: COMBINED TACTICAL SYSTEMS, 7290M MINI FLASH-BANG, cost: $38, quantity: 33. A non-bursting, non-fragmenting multi-bang device that produces a thunderous bang with intense bright light. Ideal for distracting dangerous suspects during assaults, hostage rescue, room entry, or other high-risk arrest situations.

2. Purpose: A diversionary device is ideal for distracting dangerous suspects during assaults, hostage rescue, room entry, or other high-risk arrest situations.

To produce atmospheric overpressure and brilliant white light and, as a result, City Council 11 – 18 5/17/2022
Santa Ana Police Department
Santa Ana PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/05/06, All Rights Reserved.

Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 15 can cause short-term (6 - 8 seconds) physiological/psychological, sensory deprivation to give officers a tactical advantage.

3. Authorized Use: Diversionary Devices shall only be used by trained members of the Department's SWAT Team during situations that include but are not limited to the following:
(a) By officers who have been trained in their proper use. (b) In hostage and barricaded subject situations.
(c) In high-risk warrant (search/arrest) services where there may be extreme hazards to officers.
(d) During other high-risk situations where their use would enhance officer safety.
(e) During training exercises.

4. Lifespan: Until deployed

5. Fiscal Impact: No annual maintenance

6. Training: Prior to use, officers must attend diversionary device training conducted by Post certified instructors.

7. Legal and Procedural Rules: The Department will only utilize NFDDs for official law enforcement purposes and pursuant to State and Federal law. SWAT Procedure Manual, Use of Force Policy.

FIREARMS AND AMMUNITION
(a) Rifles: Shoulder-fired firearms, with long spirally grooved barrels, intended to cause projectiles to spin, improving accuracy over a long distance.

1. Description, cost, quantity, and capabilities:
(a) DANIEL DEFENSE DDM4 V7 223/5.56 PATROL RIFLE equipped with an Aimpoint optic, tactical light, and sling, cost: $1,810, quantity: 107. The DDM4 V7 AR15 style firearm features M-LOK attachment technology with the Daniel Defense MFR 15.0 rail. Built around a Cold Hammer Forged, 16-inch barrel, the V7 has a DD improved Flash Suppressor to reduce flash signature. The mid-length gas system provides smooth and reliable cycling under any condition and reduces both perceived recoil and wear on moving parts. With the M-LOK attachment points that run along 7 positions and an uninterrupted 1913 Picatinny rail on top, the V7 has plenty of room for the sights, optics, and accessories the user may require. (b) DANIEL DEFENSE DDM4 V7 S 223/5.56 SWAT RIFLE equipped with a holographic sight, tactical light, and sling, cost: $1,300, quantity: 35. The DDM4 V7S AR15 style firearm features the MFR 10.0 M-LOK rail and is built around a free-floating, Cold Hammer Forged 11.5-inch barrel. The V7S delivers optimal maneuverability, reliability, accuracy, and terminal ballistics using a wide variety of ammunition. Its carbine length gas system provides smooth and reliable cycling under harsh conditions and reduces City Council 11 – 19 5/17/2022
Santa Ana Police Department
Santa Ana PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/05/06, All Rights Reserved.

Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 16 perceived recoil. With the M-LOK attachment points that run along 7 positions and an uninterrupted 1913 Picatinny rail on top, the V7S has plenty of room for sights, optics, and accessories the user may require.

Pairing an 11.5-inch barrel and the MFR Rail also ensures compatibility with a wide variety of muzzle devices and sound suppressors. The independently ambi GRIP-N-RIP Charging Handle accommodates leftand right-handed shooters. This rifle also comes with the ergonomic Daniel Defense Buttstock and Pistol Grip.
(c) REMINGTON 700 XCR COMPACT TACTICAL RIFLE.308, cost: $2,000, quantity: 6. Remington's Model 700 XCR Compact Tactical Rifle features a 416 stainless steel barreled action with Black TriNyte PVD coating that provides a diamond-hard layer of defense against the elements. The 700 XCR Compact Tactical has an X-Mark Pro externally adjustable trigger, OD Green stock with black webbing, wide tactical-style barrel fluting for rapid cooling, hinged floorplate magazine, and dual front swivel studs and rear stud.

2. Purpose: Used as precision weapons to address threats that exceed the capability of the Department's standard-issue handgun.

3. Authorized Use: Only members POST certified in the use of the rifle are authorized to deploy them in the field.

4. Lifespan:
(a) DDM4 7 Patrol Rifle: 15 years
(b) DDM4 7 S SWAT Rifle: 10 years
(c) Remington 700 XCR: 15 years

5. Fiscal Impact: Annual maintenance for each rifle is approximately $50

6. Training: Prior to using a rifle, officers must be certified by POST instructors in the operation of the rifle. Additionally, all members that operate any rifle are required to pass a range qualification two times a year.

7. Legal and Procedural Rules: Use of Force Policy, Firearms Policy, Officer Involved Shootings and Deaths Policy, Firearms Procedures, and SWAT Procedure Manual
(b) Rifle Ammunition: Ammunition specifically designed for use in Department rifles.

1. Description, cost, quantity, and capabilities:
(a) SPEER GOLD DOT.223 CALIBER 62 GRAIN RIFLE ROUND, cost: $260 per case of 500, quantity: 70 cases. Remington ammo made by Speer is reloadable, features nickel-plated brass cases and Boxer primers and this is a non-corrosive round. The Gold Dot LE ammunition goes through a process of joining the jacket and core one molecule at a time, thanks to this Speer eradicates the potential for the leading cause of bullet failure (jacket/core separation). This process will guarantee extraordinary weight retention through barriers as strong as auto-glass. In addition to City Council 11 – 20 5/17/2022
Santa Ana Police Department
Santa Ana PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/05/06, All Rights Reserved.

Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 17 its remarkable strength, Gold Dot rifle ammunition asserts remarkable accuracy. With exact tolerances and unparalleled bullet uniformity of jacket thickness.
(b) FEDERAL / WINCHESTER.223/5.56 TRAINING AMMUNITION, cost:
$170 per case of 500, quantity; 130 cases. Federal and Winchester ammunition features a lead core 55-grain full metal, non-magnetic, jacket.

Non-corrosive boxer primer and new virgin brass casings can be reloaded up to seven times.
(c) FEDERAL / WINCHESTER.223/5.56 FRANGIBLE TRAINING
AMMUNITION, cost: $290 per case of 500, quantity; 60 cases. Federal and Winchester Frangible 223 Remington ammunition is loaded with a 55 grain Reduced Hazard Training (RHT) bullet. BallistiClean features frangible Reduced Hazard Training bullets that break-up immediately on contact with metal targets, significantly reducing ricochet and backlash danger. BallistiClean loads feature a copper-plated primer and a "NT" (non-toxic) headstamp to clearly identify BallistiClean as a training round at a glance, eliminating confusion with duty rounds. With this Federal ammunition range operators have no hazardous waste disposal problems and it meets or exceeds all OSHA and EPA standards.
(d) FEDERAL GOLD MEDAL.308 168GR RIFLE ROUND, cost: $398 per case of 500, quantity: 24 cases. The Federal Gold Medal.308 Winchester ammunition is new production ammo that features a 168 Grain Sierra MatchKing Hollow Point Boat Tail bullet, a non-corrosive boxer primer, and the.308 Winchester ammunition is brand new never fired virgin brass casing that can be reloaded up to seven times for those shooters that reload their.308 Winchester ammunition. Sierra MatchKing Boat-tail bullet with Federal's proprietary delivery system. Federal's Gold Medal.308 Winchester ammo offers a muzzle speed of 2650 feet per second and muzzle energy of 2619 foot pounds.

2. Purpose: To be used in Department rifles to address lethal threats to the community and Department personnel with greater accuracy, enhancing community safety.

3. Authorized Use: Only members who have received POST certified training in the use of the rifle are authorized to utilize rifle ammunition.

4. Fiscal Impact: The Department budgets $70,000 annually for all Department firearm ammunition.

5. Lifespan: The ammunition listed above does not have an expiration date.

7. Legal and Procedural Rules: Use of Force Policy, Firearms Policy, Officer Involved Shootings and Deaths Policy, Firearms Procedures, and SWAT Procedure Manual
City Council 11 – 21 5/17/2022
Santa Ana Police Department
Santa Ana PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/05/06, All Rights Reserved.

Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 18 707.6 MAINTENANCE OF SUPPLY LEVELS
When the inventory of military equipment has reached significantly low levels or has been exhausted, the Department may order up to 10% of stock in a calendar year without city council approval to maintain essential availability for the Department's needs.

In the event of a critical incident where the use of military equipment would be crucial to successful incident stabilization, the Department is authorized to acquire additional stock of items listed here from other law enforcement agencies or CalOES. The emergency acquisition of items listed in this policy may only be done with the expressed, written, approval of the Chief of Police or authorized designee.
707.7 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
(a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 707.8 COORDINATION WITH OTHER JURISDICTIONS
Military equipment used by any member of this jurisdiction shall be approved for use and in accordance with this policy. Military equipment used by other jurisdictions that are providing mutual aid to this jurisdiction shall comply with their respective military equipment use policies in rendering mutual aid.

City Council 11 – 22 5/17/2022
Santa Ana Police Department
Santa Ana PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/05/06, All Rights Reserved.

Published with permission by Santa Ana Police Department ***DRAFT*** Military Equipment - 19 707.9 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all of the following information:
(a) A summary of how the military equipment was used and the purpose of its use. (b) A summary of any complaints or concerns received concerning the military equipment. (c) The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response. (d) The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report. (e) The quantity possessed for each type of military equipment. (f) If the Department intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.
707.10 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.

City Council 11 – 23 5/17/2022
Finance and Management Services
www.santa-ana.org/finance
Item # 12
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
May 17, 2022
TOPIC: Quarterly Report of Contracts Awarded by the City Manager AGENDA TITLE:

Receive and File Quarterly Report of Contracts up to $50,000 for Non-Public Works and up to $250,000 for Public Works Authorized by the City Manager as Permitted by Charter Section 421

RECOMMENDED ACTION
Receive and file Quarterly Report of Contracts entered into between January 1, 2022 to March 31, 2022, valued at up to $50,000 for non-public works contracts and agreements and up to $250,000 for public works contracts and agreements.

DISCUSSION
Section 421 of the Charter requires the City Manager to submit a Quarterly Report (Report) to the City Council disclosing all contracts approved and executed under her authority for informational purposes. The Report is required to include the names of the contractors and the amounts of each contract along with a brief description.

Section 2-748 provides the City Manager contracting authority to enter into non-public works contracts and agreements up to $50,000 and public works contracts and agreements up to $250,000.

Exhibit 1 is a listing of all purchase orders and agreements entered into during the period January 1, 2022 to March 31, 2022, valued at amounts between $500 and $50,000 for Non-Public Works and up to $250,000 for Public Works contracts and agreements.

ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action.

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

EXHIBIT(S)

1. Quarterly Report of Contracts – January 1, 2022 – March 31, 2022 Submitted By: Kathryn Downs, FMSA Executive Director
Approved By: Kristine Ridge, City Manager
City Council 12 – 1 5/17/2022
EXHIBIT 1
No. Date Vendor Name Type Number Agency Amount Description 1 01/01/2022 LOWES HOME CENTERS BOC 7170 CITYWIDE 10,000.00 $ CONSTRUCTION MATERIALS, HARDWARE & LUMBER
2 01/01/2022 CORNER BAKERY BOC 7171 CITYWIDE 5,000.00 $ FOOD FOR EVENTS & MEETINGS
3 01/01/2022 SABP REPROGRAPHICS BOC 7172 CITYWIDE 7,500.00 $ REPROGRAPHIC SERVICES4 01/01/2022 FEDEX BOC 7174 CITYWIDE 10,000.00 $ FED EX PARCEL & MAIL DELIVERY
5 01/01/2022 FEDEX OFFICE AND PRINT BOC 7177 CITYWIDE 5,000.00 $ REPROGRAPHIC SERVICES, SIGNS, BANNERS & POSTERS
6 01/01/2022 MAIN ELECTRIC SUPPLY CO BOC 7180 PWA 15,000.00 $ MISC ELECTRICAL SUPPLIES7 01/01/2022 AMERICAN POPCORN BOC 7183 POL 15,000.00 $ POPCORN FOR JAIL8 01/01/2022 PETSMART INC BOC 7192 POL 5,000.00 $ DOG FOOD & SUPPLIES FOR PD
9 01/01/2022 TALLEY INC BOC 7193 PWA 10,000.00 $ SIGNAL ISOLATORS10 01/01/2022 DONNOE & ASSOCIATES INC BOC 7209 CITYWIDE 10,000.00 $ WRITTEN TEST SERVICES FOR PD 11 01/01/2022 BEE BUSTERS INC BOC 7213 CITYWIDE 12,000.00 $ EXTERMINATION SERVICES12 01/01/2022 GANAHL LUMBER COMPANY BOC 7223 CITYWIDE 15,000.00 $ CONSTRUCTION MATERIALS13 01/01/2022 STARLITE RECLAMATION BOC 7237 PWA 10,000.00 $ NON‐HAZARDOUS REMOVAL & DISPOSAL
14 01/01/2022 GEMTECH COATINGS BOC 7247 PWA 5,000.00 $ POWDER COATING SERVICES15 01/01/2022 VCLOUD TECH INC BOC 7279 IT 7,660.00 $ ADOBE SOFTWARE LICENSE16 01/01/2022 WEDGEWOOD PHARMACY BOC 7280 PRCS 5,000.00 $ MEDICATIONS FOR ZOO17 01/01/2022 MWI ANIMAL HEALTH BOC 7302 PRCS 15,000.00 $ VETERINARY SUPPLIES URL18 01/01/2022 MIDWEST TAPE BOC 7306 LIB 20,000.00 $ VARIOUS DVDS FOR LIBRARY19 01/01/2022 FIRST CHOICE SERVICES BOC 7327 HR 3,000.00 $ COFFEE GOODS AND DELIVERY SERVICES20 01/01/2022 VARIABLE SPEED SOLUTION BOC 7329 PWA 10,000.00 $ PARTS & SERVICE ON DRIVES
21 01/03/2022 BEETRONICS INC PO 124641 POL 1,316.00 $ EQUIPMENT: BEETRONICS MONITORS22 01/04/2022 PITNEY BOWES PRESORT PO 124642 PBA 1,027.20 $ ANNUAL PRINTER MAINTENANCE23 01/04/2022 CI SOLUTIONS AG N‐2022‐002 POL $ 25,000.00 ID CARD SYST SW SUPPORT & HARDWARE
24 01/04/2022 OPEX CORPORATION AG N‐2022‐006 FMS $ 25,000.00 MAIL OPENING EQUIPT MAINTENANCE25 01/04/2022 DIAZ, SELICA AG N‐2022‐021 CDA $ 3,750.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION26 01/04/2022 ORANGE COUNTY CHILDREN'S THERAPEUTIC AG N‐2022‐032 CDA $ 6,000.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION27 01/04/2022 MASCORRO, JOSE AG N‐2022‐033 CDA $ 5,625.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION28 01/04/2022 GRAHAM, NATALIE AG N‐2022‐036 LIB $ 500.00 SPEAKER/PERFORMER29 01/05/2022 ALCO TARGET COMPANY PO 124647 POL 3,748.10 $ POLICE TRAINING TARGET ‐ GRAY30 01/05/2022 SUSTAINABLE SUPPLY LLC PO 124648 PWA 6,567.82 $ COMBO EYE/FACE WASH & SHOWERS
31 01/05/2022 ROBOKIND LLC PO 124649 LIB 31,108.50 $ AUTISM ROBOT PACKAGE32 01/05/2022 APPLE INC PO 124650 LIB 9,085.91 $ IPAD PRO 1133 01/06/2022 LOCTEK INC PO 124651 FMS 1,582.96 $ MOTORIZED ALCOVERISER DESKS34 01/10/2022 APPLE INC PO 124652 LIB 12,445.37 $ APPLE MACBOOK PRO 1335 01/10/2022 STEPHEN DORECK EQUIPMENT RENTALS AG N‐2022‐084 PWA $ 4,660.00 STORE VEHICLES, MATERIAL & CONST EQUIPT
36 01/11/2022 MEYERS CONSTRUCTION CO PO 124656 PRCS 3,120.00 $ SENIOR CENTER MODIFICATIONS37 01/11/2022 ADAFRUIT INDUSTRIES LLC PO 124657 LIB 785.73 $ STEM KIT38 01/11/2022 WEST COAST ARBORISTS PO 124659 POL 7,500.00 $ TREE REMOVAL SERVICES (5 TOTAL)39 01/11/2022 S&S WORLDWIDE INC PO 124660 PRCS 764.64 $ ARTS & CRAFTS SUPPLIES
40 01/11/2022 ORANGE COUNTY DEMOLITION INC PO 124661 PRCS 4,320.00 $ DEMO OUTDATED HABITAT41 01/11/2022 MELODY ANN SEANOA DBA TUPUA AG N‐2022‐005 CDA $ 4,125.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION42 01/12/2022 AJ CONSTRUCTION SPECIALTIES PO 124662 PRCS 4,942.00 $ INSTALL 4 TOILET COMPARTMENTS43 01/12/2022 SOUTHERN COUNTIES LUBRICANTS PO 124663 PWA 2,454.05 $ MOTOR OIL Quarterly Report of Contracts: January 1 2022 to March 31, 2022

Page 1 of 6 ends

City Council 12 – 25/17/2022 
No. Date Vendor Name Type Number Agency Amount Description 44 01/12/2022 RON TURLEY ASSOCIATES INC PO 124664 PWA 8,450.00 $ ANNUAL SOFTWARE MAINT & SUPPORT
45 01/13/2022 BATTLEHOUSE LLC PO 124666 POL 4,632.20 $ EQUIPMENT: SPEED BAG46 01/13/2022 BILLANTE, SAVANNAH AG N‐2022‐011 CAO $ 30,000.00 SETTLEMENT47 01/13/2022 NAVA, LUIS dba BEBO ENTERTAINMENT AG N‐2022‐045 LIB $ 6,400.00 SPEAKER/PERFORMER48 01/18/2022 HILLSBOROUGH FENCE COM PO 124668 POL 22,003.10 $ BATTING CAGE FENCING49 01/18/2022 KIWICO INC PO 124669 LIB 1,298.24 $ GEOMETRIC LASER PROJECTOR50 01/18/2022 SALAZAR, RUBEN AG N‐2022‐087 CDA $ 1,406.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION51 01/19/2022 EVERETT DOREY LLP AG N‐2022‐013 CAO $ 50,000.00 ASSIST IN‐HOUSE ATTORNEYS52 01/19/2022 TUMBLE‐N‐KIDS, INC AG N‐2022‐054 PRCS $ 25,000.00 RECREATION CLASS53 01/22/2022 SUPER BIRTHDAY, INC dba MINI EXPRESS AG N‐2022‐048 LIB $ 850.00 TRACKLESS TRAIN ACTIVITY, DIA DE NINOS54 01/22/2022 BERNAL YENNY dba UPLIFTING SOUL ART AG N‐2022‐057 CDA $ 1,284.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION55 01/22/2022 AGUILERA, MARINA AG N‐2022‐070 CDA $ 1,804.00 GREEN PARROTS FESTIAL ASSISTANCE56 01/25/2022 ILLINOIS LIBRARY ASSOCIATION PO 124675 LIB 13,352.51 $ YOUNG ADULT SERVICES SRP SHIRTS57 01/25/2022 MAGELLAN ADVISORS, LLC AG N‐2021‐140‐01 IT $ 50,000.00 COMMUNITY BROADBAND MARKET SURVEY58 01/25/2022 MARTINEZ DIAZ, JONATHAN AG N‐2022‐018 CDA $ 3,375.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION59 01/25/2022 MIDWEST TAPE, LLC AG N‐2022‐038 LIB $ 20,640.00 INTERNET CONTENT VIA MOBILE DEVICES60 01/26/2022 STERILUMEN INC PO 124676 PWA 1,653.86 $ DISINFECTION & FILTRATION KIT
61 01/26/2022 OPEN TEXT INC PO 124678 POL 1,559.74 $ SOFTWARE RENEWAL: BRAVA! DESKTOP62 01/26/2022 SANTA ANA BUSINESS COUNCIL AG N‐2022‐039 CDA $ 4,100.00 BOCA DE ORO EVENT ASSISTANCE63 01/27/2022 B&H PHOTO VIDEO PO 124679 POL 3,182.15 $ LED PANEL WITH CASE KIT64 01/27/2022 CLYDE ARMORY INC PO 124681 POL 19,101.79 $ DANIEL DEFENSE RIFLES65 01/27/2022 CLYDE ARMORY INC PO 124682 POL 16,637.09 $ OPTIC GUN MOUNT66 01/27/2022 GOMEZ, VERONICA AG N‐2022‐040 CDA $ 4,500.00 EXPO MORELENSE EVENT ASSISTANCE67 01/28/2022 COAST RECREATION INC PO 124686 PRCS 3,141.86 $ PLAYGROUND EQUIPMENT68 01/28/2022 BOOMERS IRVINE PO 124688 PRCS 1,663.97 $ 4 HOURS UNLIMITED PLAY69 01/28/2022 SOUTHLAND ENVELOPE CO INC PO 124690 POL 1,520.76 $ SAPD EVIDENCE ENVELOPES70 01/28/2022 SAFEGUARD BY FONTIS PO 124691 PBA 1,346.50 $ ADMINISTRATIVE CITATION BOOKLETS71 01/31/2022 COUNTY OF ORANGE TREASURER PO 124692 FMS 1,300.00 $ W2 ‐ FOLD & PRESSURE SEAL ONLY
72 02/01/2022 I INITIAL BOC 7189 CITYWIDE 8,000.00 $ SCREENPRINTING CLOTHING73 02/01/2022 SHERWIN‐WILLIAMS BOC 7190 CITYWIDE 5,000.00 $ PAINT & PAINTING SUPPLIES
74 02/01/2022 U S GAIN
A DIVISION OF BOC 7191 PWA 12,500.00 $ CNG FUEL
75 02/01/2022 SOCAL RADAR ‐ LASER BOC 7208 POL 5,000.00 $ POLICE RADAR & LIDAR CALIBRATION SERVICES
76 02/01/2022 BENDER READY MIX INC BOC 7214 PWA 23,500.00 $ PROVIDE READY MIX CONCRETE77 02/01/2022 EFFICIENT X‐RAY BOC 7220 POL 2,000.00 $ MONTHLY HAZARDOUS WASTE78 02/01/2022 WORLD OIL ENVIRONMENTAL BOC 7229 CITYWIDE 5,000.00 $ WASTE DISPOSAL SERVICES79 02/01/2022 FIRST AMERICAN DATA TRE BOC 7239 CITYWIDE 5,000.00 $ PROVIDE RECORDED PROPERTY DOCUMENTS80 02/01/2022 LIFECOM INC BOC 7241 PWA 5,000.00 $ TRAINING & EQUIPMENT CALIBRATION
81 02/01/2022 BEYONDGREEN BIOTECH INC BOC 7264 PRCS 20,000.00 $ DOG WASTE BAGS/DISPENSERS82 02/01/2022 TUSTIN AWARDS BOC 7268 CITYWIDE 10,000.00 $ AWARDS & TROPHIES
83 02/01/2022 L.E.A.P.S. PX BOC 7278 POL 5,000.00 $ CORRECTIONAL OFFICER TRAINEE EQUIPMENT84 02/01/2022 AAHS ENGRAVING AND CORP BOC 7282 CITYWIDE 10,000.00 $ AWARDS, TROPHIES & PLAQUES
85 02/01/2022 COLD BOX INC BOC 7311 POL 17,000.00 $ REFRIGERATED CONTAINER RENTAL SERVICES86 02/01/2022 OR CO FARM SUPPLY BOC 7312 PRCS 6,000.00 $ SEEDS & PLANT SUPPLIES
87 02/01/2022 SMART SOURCE OF CALIFORNIA LLC PO 124694 PBA 949.66 $ COMBO INSPECTION NCR BOOKLETS88 02/02/2022 MEDINA, FREDERICO JR AG N‐2022‐004 CDA $ 3,125.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION89 02/02/2022 MELGOZA, JORGE dba ARDENT ERGONOMICS AG N‐2022‐027 HR $ 50,000.00 PREVENTATIVE ERGONOMICS ASSESMENTS90 02/02/2022 PATROL SOLUTIONS, INC AG N‐2022‐029 PRCS $ 50,000.00 SECURITY AT SANTA ANA ZOO

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City Council 12 – 35/17/2022 
No. Date Vendor Name Type Number Agency Amount Description 91 02/02/2022 STATE OF CALIFORNIA DEPARTMENT OF AG N‐2022‐031 CDA $ 7,575.96 NON PAYMENT RENT, JUL 2020‐JUNE 2021 92 02/02/2022 EMERALD ISLE ENTERTAINMENT, INC. AG N‐2022‐044 LIB $ 17,500.00 AMUSEMENT DEVICE PROVIDER93 02/02/2022 ADR SERVICES, INC. AG N‐2022‐051 PBA $ 20,000.00 ADMINISTRATIVE HEARING OFFICER94 02/03/2022 FLORAL PARK NEIGHBORHOOD ASSOCIATION AG N‐2022‐022 CDA $ 2,600.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION95 02/03/2022 MOBILE ED PRODUCTIONS, INC AG N‐2022‐046 LIB $ 1,295.00 STEAM ACTIVITY96 02/03/2022 COMMUNITY PARTNERS AG N‐2022‐071 CDA $ 1,895.00 SMART WALK EVENT ASSISTANCE97 02/08/2022 BOOMERS IRVINE PO 124699 PRCS 693.53 $ 4 HOURS UNLIMITED PLAY98 02/08/2022 MARKS PLUMBING PARTS PO 124700 POL 1,898.31 $ TOILET BOWLS99 02/08/2022 JENDCO SAFETY SUPPLY PO 124701 PWA 2,356.52 $ MULTIGAS DETECTOR/MONITOR100 02/08/2022 BSN SPORTS LLC PO 124702 POL 10,324.91 $ PRO BATTING TUNNEL NET101 02/08/2022 PLUMBERS DEPOT INC PO 124703 PWA 4,896.59 $ SPRAY GUN W/ INLINE HANDLE102 02/08/2022 SMARTVAULT CORPORATION PO 124704 CDA 4,955.58 $ SUBSCRIPTION: SMARTVAULT PLAN103 02/09/2022 CUMMINS‐ALLISON CORP PO 124705 PWA 550.04 $ SERVICE CONTRACT RENEWAL104 02/09/2022 LAUTZENHISERS STATIONERY INC PO 124707 COC 2,232.77 $ MINUTE BOOKS, AWARD HOLDERS105 02/09/2022 ADAMSON POLICE PRODUCTS PO 124708 POL 10,591.79 $ LESS THAN LETHAL AMMO106 02/09/2022 OHD LLLP PO 124709 POL 860.00 $ ANNUAL CALIBRATION & MAINTENANCE
107 02/10/2022 THE VEST MAN PO 124711 POL 737.44 $ VEST CARRIER ‐ EXTERNAL WEAR108 02/10/2022 ADAMSON POLICE PRODUCTS PO 124712 POL 1,611.03 $ FIREARMS109 02/10/2022 GLOBAL TEST SUPPLY LLC PO 124713 LIB 4,167.52 $ DIGILAB 3D PRINTER110 02/10/2022 SHAW, HANNAH AKA THE KITTEN LADY AG N‐2022‐085 PRCS $ 5,000.00 SPEAKER/PERFORMER111 02/11/2022 FUJI MATS LLC PO 124714 POL 7,115.74 $ ROLL OUT SELF DEFENSE MATS112 02/11/2022 IPROMOTEU PO 124715 POL 594.30 $ BANNER WALL113 02/14/2022 SNELL, DELILAH AG N‐2022‐065 LIB $ 500.00 SPEAKER/PERFORMER114 02/14/2022 AVANTGARDEN‐THE ART GALLERY AG N‐2022‐088 PWA $ 672.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION115 02/15/2022 THE FRIDA CINEMA AG N‐2022‐003 CDA $ 8,543.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION116 02/15/2022 DREAM SHAPERS AG N‐2022‐009 LIB $ 9,500.00 SPEAKER/PERFORMER117 02/15/2022 AMERICANS FOR THE ARTS AG N‐2022‐025 CDA $ 9,000.00 ECONOMIC IMPACT STUDY118 02/15/2022 REYES, ROGELIO AG N‐2022‐034 CDA $ 4,800.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION119 02/15/2022 RANESES, MICHAEL AG N‐2022‐041 PBA $ 49,000.00 ADMINISTRATIVE HEARING SERVICES120 02/15/2022 SOLOMAN, STEPHEN H. AG N‐2022‐042 PBA $ 49,000.00 ADMINISTRATIVE HEARING SERVICES121 02/15/2022 SILVER & WRIGHT, LLP AG N‐2022‐043 PBA $ 49,000.00 ADMINISTRATIVE HEARING SERVICES 122 02/17/2022 B&H PHOTO VIDEO PO 124720 PBA 512.87 $ WIRELESS SPEAKER123 02/17/2022 PLAYERS CHOICE PO 124722 PRCS 3,530.05 $ BASKETBALL AWARDS124 02/17/2022 PLAYERS CHOICE PO 124723 CMO 6,681.25 $ STATE OF THE CITY EVENT AWARDS125 02/17/2022 TAB PRODUCTS CO LLC PO 124724 CDA 3,068.04 $ FUSION SOFTWARE RENEWAL FEE126 02/17/2022 MONKEY'S MUNCHIES, INC AG N‐2022‐028 LIB $ 3,000.00 QUICK SERVICE FOOD VENDING127 02/23/2022 SHOWCASE FACILITY SOLUTIONS PO 124728 PWA 4,950.00 $ BASEMENT FURNITURE INSTALLATION128 02/23/2022 HELM LLC PO 124730 PWA 750.00 $ IDS SOFTWARE LICENSE129 02/23/2022 LC ACTION POLICE SUPPLY PO 124731 POL 5,080.23 $ GUN HOLSTER130 02/23/2022 TACTICAL DISTRIBUTORS PO 124732 POL 13,143.43 $ COMBAT TRAINING PANTS131 02/23/2022 MOTOPORT USA PO 124733 POL 1,459.00 $ AIR MESH TROUSERS ‐ BLUE ‐ CUST132 02/23/2022 IDEAL BLASTING SUPPLY PO 124734 POL 1,188.57 $ EXPLOSIVES STORAGE BOX133 02/23/2022 LOS ANGELES GALAXY PO 124735 PRCS 1,440.00 $ GALAXY SOCCER GAME TICKETS134 02/23/2022 GARCIA, SARAH RAFAEL AG N‐2022‐010 LIB $ 500.00 SPEAKER/PERFORMER135 02/23/2022 CV STRATEGIES AG N‐2022‐049 PWA $ 50,000.00 STRATEGIC COMMUNICATN/PUBLIC RELTNS136 02/23/2022 STATE OF CALIFORNIA DEPARTMENT OF AG N‐2022‐058 CDA $ 15,700.56 NON PAYMENT RENT, JUL 2020‐JUNE 2021137 02/24/2022 SMART SOURCE OF CALIFORNIA LLC PO 124736 PWA 7,518.59 $ PACKETS ‐ WATER POSTER CONTEST

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City Council 12 – 45/17/2022 
No. Date Vendor Name Type Number Agency Amount Description 138 02/24/2022 TUSTIN LOCK AND SAFE PO 124737 FMS 15,238.09 $ REPLACE VAULT DOOR IN CITY HALL 139 02/25/2022 SC SIGNS AND SUPPLIES LLC PO 124739 PWA 2,611.86 $ SIGNS AND DOT REFLECTORS140 02/25/2022 PLAYERS CHOICE PO 124740 PWA 3,487.58 $ CAST PLAQUES141 02/28/2022 PLAYERS CHOICE PO 124741 POL 1,076.28 $ CUSTOM AWARDS142 02/28/2022 MOTOPORT USA PO 124742 POL 1,537.16 $ AIR MESH TROUSERS ‐ CUSTOM143 02/28/2022 BEAR TRAINING SOLUTIONS, INC. PO 124743 POL 10,923.91 $ SWAT TRAINING DOOR144 02/28/2022 CHINOOK MEDICAL GEAR INC PO 124744 POL 21,275.78 $ INDVIDUAL FIRST AID KITS145 02/28/2022 THE CHARLES W. BOWERS MUSEUM AG N‐2022‐019 CDA $ 4,500.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION146 03/01/2022 VISTA PAINT CORP BOC 7225 PWA 3,000.00 $ PAINT AND PAINT SUPPLIES147 03/01/2022 DIAMOND ENVIRONMENTAL S BOC 7227 CITYWIDE 18,000.00 $ PORTABLE RESTROOM RENTALS148 03/01/2022 SPOK INC BOC 7228 PWA 2,500.00 $ PAGERS AND SERVICES149 03/01/2022 CREATE A PARTY RENTALS BOC 7230 CITYWIDE 7,500.00 $ CANOPY RENTAL SERVICES 150 03/01/2022 FEDERAL SIGNAL CORP BOC 7231 PWA 10,000.00 $ EMERGENCY VEHICLES LIGHTNG151 03/01/2022 OMEGA INDUSTRIAL SUPPLY BOC 7233 PWA 12,000.00 $ SEWAGE DEGREASER152 03/01/2022 BCT BUSINESS CARDS TOMO BOC 7240 FMS 10,000.00 $ BUSINESS CARDS FOR CITYWIDE153 03/01/2022 WORLDWIDE RECOVERY SYST BOC 7242 PWA 12,500.00 $ WASTE DISPOSAL ONLY154 03/01/2022 LOSO CREATION LLC BOC 7292 CITYWIDE 10,000.00 $ EMBROIDERY AND SCREENPRINTING SERVICES155 03/01/2022 WEST COAST PROCESSORS BOC 7313 PRCS 1,000.00 $ ANIMAL SEAFOOD FOR ZOO156 03/01/2022 BARNES & NOBLE BOOKSELL BOC 7317 LIB 15,000.00 $ BOOKS AND AUDIO VISUAL FOR LIBRARY 157 03/01/2022 OPUS INSPECTION INC BOC 7319 PWA 5,000.00 $ SMOG MACHINE RENTAL158 03/01/2022 NABERS CLEANERS BOC 7325 CITYWIDE 3,000.00 $ DRY CLEANING SERVICES159 03/01/2022 HERC RENTALS INC BOC 7326 PRCS 10,000.00 $ EQUIPMENT RENTALS160 03/01/2022 SOV SECURITY PO 124747 POL 1,135.82 $ 19" MONITORS161 03/01/2022 SOUTHLAND ENVELOPE CO INC PO 124749 POL 663.42 $ TOP FLAP CATALOG ENVELOPES162 03/01/2022 ROYAL WHOLESALE ELECTRIC PO 124750 PWA 4,669.22 $ PVC COATED CONDUITS163 03/01/2022 SOUTH COAST INDUSTRIAL DOOR PO 124751 HR 57,370.00 $ REPLACE PARKING STRUCTURE GATE164 03/01/2022 TOTAL IMAGING SOLUTIONS LLC PO 124752 LIB 11,736.82 $ EQUIPMENT: MICROFORM SYSTEM165 03/01/2022 CHILD CREATIVITY LAB, INC. AG N‐2022‐012 LIB $ 4,999.00 CHILD CREATIVITY LAB166 03/02/2022 CCTV CAMERA PROS LLC PO 124754 POL 1,671.42 $ HIGHT DEFINITION CAMERA167 03/02/2022 FASTCASE INC PO 124756 POL 2,400.00 $ DIGITAL LAW LIBRARY ONLINE ACCESS168 03/02/2022 MK PRINTING PO 124757 POL 1,307.72 $ PRINTED AWARDS PROGRAMS FOR SAPD169 03/02/2022 NORTHERN TOOL & EQUIPMENT PO 124760 PRCS 1,426.93 $ WIRE SHELVING UNITS W/ 25 BINS 170 03/02/2022 WESTERN PRINTING SYSTEMS INC PO 124761 PBA 5,263.67 $ GENERAL PLAN MAILERS171 03/02/2022 ADAMS, BRIANA H. AG N‐2022‐016 CDA $ 5,260.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION172 03/03/2022 KURZWEIL EDUCATION INC PO 124762 LIB 3,327.08 $ STANDALONE LICENSE173 03/03/2022 CDCE INC PO 124763 POL 14,808.84 $ CRADLEPOINT IBR900 ROUTER174 03/07/2022 VORTEX INDUSTRIES INC PO 124767 POL 9,977.40 $ DOOR OPENER OPERATOR INSTALLATION175 03/07/2022 SILENT SOUND SYSTEM PO 124768 LIB 1,896.58 $ 30 HEADPHONES & 3 TRANSMITTERS
176 03/07/2022 HERNANDEZ, PRISCILA AG N‐2022‐017 CDA $ 4,750.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION177 03/08/2022 GAYLORD BROS INC PO 124769 LIB 3,658.25 $ 3"DIAMETER ARCHIVAL ROLL STORAGE178 03/08/2022 LN CURTIS & SONS INC PO 124771 POL 4,822.35 $ BALLISTIC HELMETS
179 03/08/2022 CHURROS LOS CUATES PO 124772 LIB 618.38 $ CHURRO LOS CUATES FOOD TRUCK180 03/08/2022 UNIVERSITY OF CALIFORNIA IRVINE(UCI), AG N‐2022‐059 POL $ 49,500.00 EVIDENCE COLLECTION SERVICES181 03/08/2022 STINSON‐HERNANDEZ, FELICE AG N‐2022‐062 POL $ 40,000.00 COUNSELING SERVICES

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City Council 12 – 55/17/2022 
No. Date Vendor Name Type Number Agency Amount Description 182 03/08/2022 BAUTISTA, MARIA AG N‐2022‐063 CAO $ 10,000.00 SETTLEMENT 183 03/08/2022 WEBB'S K9 TRAINING AG N‐2022‐064 POL $ 7,800.00 POLICE BLOODHOUND TRAINING SERVICES184 03/09/2022 TANGATA AT BOWERS MUSEUM PO 124774 POL 913.00 $ BANQUET AWARDS CEREMONY185 03/09/2022 ACCO ENGINEERED SYSTEMS PO 124775 PWA 222,541.00 $ REPLACE 160 TON CARRIER CHILLER186 03/09/2022 JENDCO SAFETY SUPPLY PO 124776 PWA 1,306.63 $ MSA CALIBRATION CYLINDER187 03/09/2022 ROACH, BRENNAN AG N‐2022‐020 CDA $ 3,300.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION188 03/09/2022 CORAZON DE MARIPOSAS, INC AG N‐2022‐047 CDA $ 4,444.00 LA QUATROFEST EVENT ASSISTANCE189 03/10/2022 STEP SAVER INC PO 124778 POL 2,686.63 $ WHITE CRYSTAL SALT ‐ MORTON190 03/10/2022 B&H PHOTO VIDEO PO 124779 PWA 1,146.92 $ EXTERNAL HARD DRIVE191 03/10/2022 BIOBAG AMERICAS INC PO 124780 PRCS 707.39 $ TRASH BAGS FOR WASTE192 03/10/2022 HACH COMPANY PO 124781 PRCS 1,044.59 $ AMMONIA SALICYLATE PILLOWS193 03/10/2022 NATIONAL AUTO FLEET GROUP PO 124783 PWA 36,051.12 $ FORD RANGER XL194 03/10/2022 SAFEGUARD BY FONTIS PO 124784 PBA 2,053.74 $ ADMINISTRATIVE CITATION BOOKLETS195 03/10/2022 KANOPY INC. AG N‐2022‐007 LIB $ 14,000.00 STREAM DIGITAL VIDEO CONTENT196 03/10/2022 MANAGEMENT PARTNERS, INC. AG N‐2022‐050 COC $ 13,800.00 LOBBYIST REGISTRATION RULES & REG REVIEW
197 03/10/2022 NATIONAL SAFETY SERVICES AG N‐2022‐068 PWA $ 50,000.00 CONFINED SPACE SERVICES198 03/10/2022 NATIONAL CORROSION AG N‐2022‐069 PWA $ 50,000.00 CORROSION ENG & CATHODIC PROTECTION
199 03/11/2022 FUN EXPRESS PO 124785 PRCS 831.34 $ ART SUPPLIES200 03/11/2022 ORANGE COUNTY TRANSPORTATION PO 124786 CDA 3,256.52 $ REGULAR 30 DAY OCTA BUS PASS201 03/11/2022 CONNETQUOT WEST INC. PO 124787 LIB 4,034.60 $ STRYKER EVACUATION CHAIR202 03/11/2022 EMBODIED INC PO 124788 LIB 22,234.31 $ MOXIE ROBOT COMPANION203 03/11/2022 ADAMSON POLICE PRODUCTS PO 124789 POL 11,270.33 $ RED DOT SIGHT MOUNT FOR RIFLE204 03/14/2022 THE AMGRAPH GROUP PO 124790 CDA 1,750.80 $ REINSTALL AND REMOVAL OF BANNERS205 03/14/2022 APPLE INC PO 124791 LIB 3,841.91 $ IPAD 10.2 RETINA DISPLAY GEN 9206 03/14/2022 FUN EXPRESS PO 124792 PRCS 2,631.09 $ EASTER CRAFT ITEMS207 03/14/2022 ADORAMA INC PO 124795 LIB 2,647.33 $ CAMERA BUNDLE208 03/15/2022 WESTERN PRINTING SYSTEMS INC PO 124796 PRCS 975.06 $ PRESENTATION FOLDERS209 03/15/2022 ELITE CANOPY INC PO 124797 LIB 3,257.60 $ 10 X 10 POP UP CANOPY TOP210 03/15/2022 INNOVATIVE OFFICE SOLUTIONS PO 124799 PWA 3,450.00 $ ANNUAL MAINTENANCE SERVICE211 03/15/2022 B&H PHOTO VIDEO PO 124800 POL 877.26 $ SMART LED TV'S212 03/15/2022 BACKFLOW APPARATUS AND VALVE PO 124801 PWA 10,542.63 $ BACKFLOW TEST DEVICES213 03/16/2022 B&H PHOTO VIDEO PO 124802 PBA 1,253.37 $ KEYBOARD & MOUSE COMBOS
214 03/17/2022 EVIDENT INC PO 124803 POL 677.26 $ CUST. RED EVIDENCE SECURITY TAPE215 03/17/2022 SAITECH INC PO 124805 IT 17,945.00 $ SOFTWARE RENEW: VMWARE216 03/17/2022 BRI COMMUNICATIONS PO 124806 PWA 7,500.00 $ EDUCATION DISPLAYS FOR WATERSHED217 03/21/2022 ORANGE COUNTY SHERIFFS DEPT PO 124808 PBA 1,425.11 $ MOTOROLA BATTERIES & CHARGERS
218 03/21/2022 JENDCO SAFETY SUPPLY PO 124810 PWA 6,125.65 $ GAS MONITOR KITS219 03/21/2022 ARMS UNLIMITED INC PO 124811 POL 9,187.93 $ GUN LIGHT220 03/21/2022 PRIME ARCADES LLC PO 124812 LIB 7,863.82 $ EQUIPMENT: ARCADE MACHINES221 03/22/2022 SOUTHERN COUNTIES LUBRICANTS PO 124814 PWA 4,834.48 $ OIL DRUMS, OIL FEES FOR FLEET222 03/22/2022 TU LUC BOOKSTORE PO 124815 LIB 8,268.91 $ BOOKS ‐ VIETNAMESE LANG. YOUTH223 03/22/2022 JL RACING PO 124816 PWA 1,656.98 $ NECK GATORS224 03/22/2022 APPLE INC PO 124817 LIB 6,067.27 $ EQUIPMENT: MACBOOK PRO 14"225 03/22/2022 MANAGEMENT PARTNERS, INC. AG N‐2022‐026 PBA $ 10,900.00 STAFF DEVELOPMENT WORKSHOP226 03/22/2022 ARGO ENTERPRISES dba UniShield AG N‐2022‐074 HR $ 50,000.00 FIRST AID SUPPLIES & SAFETY TRAINING
227 03/23/2022 QUALITY FENCE CO INC PO 124818 POL 5,000.00 $ CUSTOM VINYL WINDSCREEN ‐ BLACK

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City Council 12 – 65/17/2022 
No. Date Vendor Name Type Number Agency Amount Description 228 03/23/2022 CORNERSTONE INSTITUTIONAL LLC PO 124819 POL 15,887.36 $ INSTITUTIONAL MATTRESS ‐ GREEN 229 03/23/2022 APPLE INC PO 124820 LIB 2,645.26 $ EQUIPMENT: 10.2" IPAD WIFI 64 GB230 03/24/2022 MCKENDRY DOOR SALES PO 124821 PWA 44,072.00 $ REPLACE GATE OPERATORS AT SARTC231 03/24/2022 BREAKOUT EDU PO 124823 LIB 1,091.41 $ SUBSCRIPTION: BREAKOUT INC232 03/25/2022 POWERDMS INC PO 124825 POL 45,643.56 $ 3 YEAR SUBSCRIPTION ACCESS233 03/28/2022 MAACO COLLISION REPAIR PO 124832 POL 3,000.00 $ CUSTOM WRAP REMOVAL & PAINT JOB
234 03/28/2022 CHALLENGER SPORTS CORP PO 124833 PRCS 746.29 $ GIRLS BASKETBALL ALL STAR SHIRTS235 03/28/2022 LC ACTION POLICE SUPPLY PO 124834 POL 2,687.55 $ MINI FLASHBANG‐ CTS 7290M236 03/28/2022 CORNER KEYSTONE CONSTRUCTION PO 124835 PRCS 74,600.00 $ RENOVATION: EXERCISE AREA ROOF237 03/29/2022 FUN EXPRESS PO 124837 LIB 2,260.19 $ YOUNG ADULT ASTOUND PROGRAM238 03/29/2022 AGENCY 360 PO 124838 POL 3,497.00 $ PROFESSIONAL ANNUAL SUBSCRIPTION239 03/29/2022 CPACINC.COM PO 124839 IT 959.00 $ SUBSCRIPTION RENEWAL240 03/30/2022 TOTAL IMAGING SOLUTIONS LLC PO 124840 POL 835.00 $ ONE YEAR SERVICE CONTRACT ‐ SCANNER241 03/30/2022 CHALLENGER SPORTS CORP PO 124841 PRCS 2,975.97 $ GIRLS BASKETBALL SHIRTS242 03/30/2022 NATIONAL VISUAL SYSTEMS PO 124842 PRCS 1,303.78 $ BRONZE PLAQUE @ PARK
243 03/31/2022 KEYSPORTS APPAREL PO 124845 POL 1,556.40 $ GILDAN ADULT SHRT SLV SHIRTS244 03/31/2022 FUN EXPRESS PO 124846 LIB 1,021.15 $ LIBRARY AUTHOR PROGRAM SUPPLIES245 03/31/2022 CONCEPT PAVING SOLUTIONS INC PO 124847 PRCS 19,995.00 $ ASPHALTIC CONCRETE REPAIRS246 03/31/2022 FIRST BOOK PO 124848 LIB 2,161.13 $ CHILDREN'S BOOKS FOR GIVEAWAY247 03/31/2022 GARCIA, SARAH DBA LIBROMOBILE AG N‐2022‐023 CDA $ 7,800.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION248 03/31/2022 KAISER FOUNDATION HEALTH PLAN INC. AG N‐2022‐035 HR $ 1,120.00 MOBILE HEALTH‐BIOMETRIC SCREENINGS249 03/31/2022 RIVERA, ANDRES FELIPE AG N‐2022‐086 CDA $ 1,614.00 COMMUNITY BENEFIT ARTS AND CULTURE DONATION250 03/31/2022 COLICH & SON'S LP AG N‐2022‐089 PWA $ 45,549.00 STORE VEHICLES, MATERIAL & CONST EQUIPT
$ 2,638,391.52
$577,783,795.74

0.46%
Agency/DepartmentCity Attorney’s Office (CAO)
Clerk of the Council (COC)
City Manager’s Office (CMO)
Community Development (CDA)CitywideFinance
& Management Services (FMS)
Human Resources (HR)Information Technology (IT)Library (LIB) Parks, Rec.
& Comm. Services (PRCS)
Planning and Building (PBA)
POL (POL)Public Works (PWA)
Total
Summary
Total this period
Citywide budget excluding compensation
Percentage of budget amount
Total This Quarter Fiscal Year‐to‐Date
$ 90,000.00 $ 302,172.00
$ 16,032.77 $ 117,451.16$ 6,681.25 $ 74,136.28$ 133,907.46 $ 731,109.89$ 156,000.00 $ 890,000.00 $ 53,121.05 $ 70,782.94$ 161,490.00 $ 482,545.78
$ 76,564.00 $ 366,864.15$ 275,559.78 $ 336,172.34$ 267,853.49 $ 1,553,957.45$ 191,732.12 $ 208,318.38$ 482,425.06 $ 1,227,671.09$ 727,024.54 $ 2,711,082.63 $ 2,638,391.52 $ 9,072,264.09

Page 6 of 6 ends

City Council 12 – 75/17/2022 
Finance and Management Services
www.santa-ana.org/finance
Item # 13
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
May 17, 2022
TOPIC: Periodic Quarterly Report of Investments as of March 31, 2022 AGENDA TITLE:

Receive and File Quarterly Report of Investments as of March 31, 2022

RECOMMENDED ACTION
Receive and file.

DISCUSSION
California Code Section 53646 (b) states that if a quarterly report is rendered to the legislative body, the quarterly investment report shall be submitted within 30 days following the end of the quarter covered by the report. In an effort to meet the statutory requirement, Finance & Management Services Agency (“FMSA”) submits the Report via email for review and distribution to the City Council in advance. The report was emailed for distribution on April 26, 2022. The legislation specifies that this quarterly report contain the seven major elements listed below:

1. Type of investments

2. Date of maturity

3. Par and dollar amounts invested in each security

4. Weighted average maturity of the investments

5. Market value as of the date of the report

6. Source of the market value information

7. Any funds, investments or programs, including loans, under the management of contracted parties
These specifications include a statement outlining the ability of the City to meet the budgeted expenditures for the subsequent six months be submitted to the City Council on a quarterly basis. Staff performs an end-of-month expenditure analysis to comply with the expenditure requirement and a statement confirming the ability to meet this requirement in the monthly and quarter-ending Treasurer’s Report. The information is in compliance with State law and the City’s Investment Policy.

The attached Treasurer’s Report (Exhibit 1) accurately reflects all pooled investments held on behalf of the City as of March 31, 2022.

City Council 13 – 1 5/17/2022
Quarterly Report of Investments
May 17, 2022

Page 2 ends

The attached Cash held by Bank and Cash held by Fund(s) Listing (Exhibit 2) is a schedule of cash by funds added to the monthly and quarterly Report of Investments to enhance FMSA’s reporting and transparency.

The following two tables represent: (1) percentage limits set by the City’s Investment Policy and State Law and shows respective City investment portfolio investment types, amounts, and percentages; and (2) the restricted cash balance as of March 31, 2022.

Type of Investment Amounts
Invested $
Portfolio
%
COSA
Policy
Limits
%
State Law
Limits %
Certificates of Deposit (CDs) $6,696,000 1.47% 30% 30%
Federal Farm Credit Bank (FFCB) $55,409,210 12.18% None None Federal Home Loan Bank (FHLB) $188,225,370 41.39% None None Federal Home Loan Mortgage Corp. (FHLMC) $49,991,250 10.99% None None Federal National Mortgage Association (FNMA) $61,899,880 13.61% None None Local Agency Investment Fund (LAIF) $32,082,818 7.05% None None Local Agency Investment Fund (LAIF – ARPA) $55,517,256 12.21% None None U.S. Treasury $4,990,000 1.10% None None
Sub- Total: $454,811,784 100% None None
Cash : $19,526,339
Total: $474,338,123
Restricted Cash In $
Restricted Cash †, $3,194,524
Total $3,194,524
† Restricted cash is held by various Trustees such as Bank of New York Mellon; US Bank; Signature Bank; and State of California Condemnation Fund. Restricted Cash is segregated from cash used for daily operations.

The following City investment portfolio graph represents percentages within the respective investment types as of March 31, 2022.

City Council 13 – 2 5/17/2022
Quarterly Report of Investments
May 17, 2022

Page 3 ends

The following two tables represent, as of March 31, 2022: (1) the aggregate Average Market Yield To Date (AMTD); and (2) the breakdown of by investment type.

Aggregate Average Market Yield To Date
Average Month To Date (AMTD) 0.896%
Investments Book Value of Investments YTM
% of
Portfolio
Certificates of Deposit $6,696,000 1.181% 1.47% 0.017%
LAIF $32,082,817.50 0.365% 7.05% 0.026%
LAIF (ARPA) $55,517,255.84 0.365% 12.21% 0.045%
Federal Agency Securities $355,525,710.25 1.008% 78.17% 0.788% U.S. Treasury $4,990,000 1.839% 1.10% 0.020%
$454,811,784 0.896% 100.00% 0.896%
Cash held by Bank and Cash by Fund(s) Listing (Exhibit 2) The above-referenced exhibit (Exhibit 2) includes a comparison of bank balances between each City Cash account including Investments; Cash held at a City designated financial institution; Cash on Hand; and Restricted Cash versus the Cash held by various Fund(s).

ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action.

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

EXHIBIT(S)

1. Treasurer’s Report

2. Cash Held by Bank and Cash Fund(s) Listing
Submitted By: Kathryn Downs, FMSA Executive Director
Approved By: Kristine Ridge, City Manager
City Council 13 – 3 5/17/2022
City of Santa Ana
Portfolio Management
March 31, 2022
Portfolio Summary
% of
Portfolio
Book
Value Investments
Market
Value
Par
Value
Days to
Term Maturity
YTM/C
Certificates of Deposit 6,696,000.00 6,354,260.99 6,696,000.00 1.47 1,653 1,553 1.181 Local Agency Investment Funds 32,082,817.50 32,082,817.50 32,082,817.50 7.05 1 1 0.365 Cash in Banks 55,517,255.84 55,517,255.84 55,517,255.84 12.21 1 1 0.365 Federal Agency Coupon Securities 355,675,000.00 338,587,474.00 355,525,710.25 78.17 1,705 305 1.008 Treasury Coupon Securities 5,000,000.00 4,931,250.00 4,990,000.00 1.10 837 821 1.839 454,811,783.59 100.00%
Investments
454,971,073.34 437,473,058.33 1,366 271 0.896
Cash
(not included in yield calculations)
Passbook/Checking 19,526,338.86 19,526,338.86 19,526,338.86 1 1 0.000 474,338,122.45 Total Cash and Investments 474,497,412.20 456,999,397.19 1,366 271 0.896 Current Year
March 31
315,962.51
Fiscal Year To Date
2,373,972.77
Average Daily Balance
Effective Rate of Return
475,424,689.36 453,360,279.22

0.78% 0.70%
Total Earnings Month Ending
This report contains all the required information in SB 866 and SB 564 and accurately reflects all pooled investments held during this reporting period on behalf of the City and the City of Santa Ana acting on behalf of the Community Redevelopment Agency. The information reported herein is in compliance with State law and the City's Investment Policy. Based on liquidity of investments, the City of Santa Ana is able to meet budgeted expenditure requirements for the next six months, barring any catastrophic natural disasters. Market pricings are obtained through the City's third party trust services at BNY Mellon Trust.
__________________________________________________ ____________________ Finance & Mgmt Services Agency,
Portfolio COSA
CP
Reporting period 03/01/2022-03/31/2022
Run Date: 04/15/2022 - 10:34 PM (PRF_PM1) 7.3.11
Report Ver. 7.3.11
EXHIBIT 1
City Council 13 – 4 5/17/2022
YTM/C
365

Page 1 ends

Par Value Book Value
Maturity
Date
Stated
Market Value Rate
March 31, 2022
Portfolio Details - Investments
Average
Balance Issuer
Portfolio Management
City of Santa Ana
Days to
Maturity
YTM/C
CUSIP Investment # 360
Purchase
Date
Certificates of Deposit
06417NF73 14051 BANK OZK 11/12/2021 248,000.00 229,055.03 248,000.00 0.600 0.592 0.600 1,502 05/12/2026 02568KAJ4 14043 American Equity Bank 11/26/2021 248,000.00 229,866.81 248,000.00 0.700 0.690 0.700 1,517 05/27/2026 70962LAV4 14050 PENTAGON FCU 11/10/2021 248,000.00 231,669.15 248,000.00 1.000 0.986 1.000 1,684 11/10/2026 549104ZS9 14046 LUANA SAVINGS BK 11/05/2021 248,000.00 227,447.35 248,000.00 0.600 0.592 0.600 1,679 11/05/2026 87165FD76 14047 SYNCHRONY BANK 11/05/2021 248,000.00 232,877.21 248,000.00 1.100 1.085 1.100 1,679 11/05/2026 02589ABT8 14078 AMERICA EXPRESS NATL BK 03/16/2022 248,000.00 242,550.18 248,000.00 2.000 1.973 2.000 1,810 03/16/2027 15721UET2 14044 CFBANK 11/10/2021 248,000.00 231,024.05 248,000.00 0.850 0.838 0.850 1,561 07/10/2026 32022EAU0 14065 FIRST FEDERAL 12/29/2021 248,000.00 233,837.84 248,000.00 0.850 0.838 0.850 1,246 08/29/2025 88413QDE5 14056 THIRD FEDERAL S&L 11/24/2021 248,000.00 234,488.22 248,000.00 0.800 0.789 0.800 1,148 05/23/2025 07371AH22 14084 BEAL BANK PLANO TX 03/30/2022 248,000.00 245,458.10 248,000.00 2.250 2.219 2.250 1,818 03/24/2027 38149MR47 14064 GOLDMAN SACHS 12/22/2021 248,000.00 234,162.69 248,000.00 1.000 0.986 1.000 1,361 12/22/2025 856285YQ8 14057 ST BK INDIA NY 11/29/2021 248,000.00 233,213.84 248,000.00 1.150 1.134 1.150 1,704 11/30/2026 14042TEP8 14079 CAPITAL ONE BANK 03/16/2022 248,000.00 242,550.18 248,000.00 2.000 1.973 2.000 1,810 03/16/2027 59013KPN0 14049 MERRICK BANK 11/09/2021 248,000.00 232,772.23 248,000.00 1.100 1.085 1.100 1,683 11/09/2026 30781JAW0 14054 FARMERS & MERCHANTS 11/19/2021 248,000.00 229,936.82 248,000.00 0.850 0.838 0.850 1,693 11/19/2026 05580AH64 14061 BMW BANK OF NA 12/17/2021 248,000.00 237,410.50 248,000.00 0.950 0.937 0.950 991 12/17/2024 45776NEN2 14062 INSBANK 12/20/2021 248,000.00 231,674.98 248,000.00 0.900 0.888 0.900 1,540 06/19/2026 58404DMQ1 14063 MEDALLION BK UT 12/20/2021 248,000.00 234,159.24 248,000.00 1.250 1.233 1.250 1,725 12/21/2026 89235MMB4 14052 TOYOTA FINANCIAL 11/12/2021 248,000.00 232,817.19 248,000.00 1.100 1.085 1.100 1,686 11/12/2026 292079AR1 14045 EMPIRE ST BK NA 11/12/2021 248,000.00 231,579.55 248,000.00 0.900 0.888 0.900 1,564 07/13/2026 07371CT25 14085 BEAL BANK USA 03/30/2022 248,000.00 245,458.10 248,000.00 2.250 2.219 2.250 1,818 03/24/2027 73319FBJ7 14053 POPPY BANK 11/17/2021 248,000.00 229,407.51 248,000.00 0.800 0.789 0.800 1,691 11/17/2026 320337EZ7 14048 FIRST GENERAL BK 11/05/2021 248,000.00 233,634.90 248,000.00 0.500 0.493 0.500 1,041 02/05/2025 39573LCC0 14055 GREENSTATE CU 11/23/2021 248,000.00 233,461.07 248,000.00 0.900 0.888 0.900 1,333 11/24/2025 61768U3U9 14082 MORGAN STANLEY PVT BANK 03/31/2022 248,000.00 248,000.00 248,000.00 2.250 2.219 2.250 1,824 03/30/2027 61773TCX9 14083 MORGAN STANLEY PVT BANK 03/31/2022 248,000.00 248,000.00 248,000.00 2.250 2.219 2.250 1,824 03/30/2027 795451BA0 14060 SALLIE MAE BANK 12/15/2021 248,000.00 237,748.25 248,000.00 1.000 0.986 1.000 990 12/16/2024 Subtotal and Average 5,512,000.00 6,696,000.00 6,354,260.99 6,696,000.00 1.165 1.181 1,553 Local Agency Investment Funds
LAIFCITY LAIFCITY Local Agency Investment Fund 32,082,817.50 32,082,817.50 32,082,817.50 0.365 0.360 0.365 1 Subtotal and Average 32,082,817.50 32,082,817.50 32,082,817.50 32,082,817.50 0.360 0.365 1 Cash in Banks
LAIF ARPA LAIF ARPA Local Agency Investment Fund 55,517,255.84 55,517,255.84 55,517,255.84 0.365 0.360 0.365 1 Portfolio COSA
CP
Run Date: 04/15/2022 - 10:34 PM (PRF_PM2) 7.3.11
Report Ver. 7.3.11
City Council 13 – 5 5/17/2022
YTM/C
365

Page 2 ends

Par Value Book Value
Maturity
Date
Stated
Market Value Rate
March 31, 2022
Portfolio Details - Investments
Average
Balance Issuer
Portfolio Management
City of Santa Ana
Days to
Maturity
YTM/C
CUSIP Investment # 360
Purchase
Date
Subtotal and Average 86,406,097.09 55,517,255.84 55,517,255.84 55,517,255.84 0.360 0.365 1 Federal Agency Coupon Securities
3133EJ5W5 13868 Federal Farm Credit Bank 01/29/2019 925,000.00 933,954.00 924,195.25 2.650 2.634 2.670 570 10/23/2023 3133EKBW5 13876 Federal Farm Credit Bank 03/04/2019 3,000,000.00 3,027,120.00 2,998,740.00 2.610 2.583 2.619 697 02/27/2024 3133ECPM0 13884 Federal Farm Credit Bank 03/15/2019 2,000,000.00 2,005,820.00 1,975,960.00 2.125 2.396 2.430 409 05/15/2023 3133EKPG5 13897 Federal Farm Credit Bank 06/10/2019 1,500,000.00 1,502,985.00 1,512,465.00 2.125 1.894 1.920 522 09/05/2023 3133EKY91 13932 Federal Farm Credit Bank 10/11/2019 2,500,000.00 2,502,400.00 2,496,700.00 1.375 1.401 1.420 193 10/11/2022 3133EK3M6 13934 Federal Farm Credit Bank 10/23/2019 5,000,000.00 4,970,050.00 5,003,650.00 1.625 1.584 1.606 570 10/23/2023 3133ELX33 13974 Federal Farm Credit Bank 07/22/2020 6,000,000.00 5,645,940.00 6,000,000.00 0.690 0.681 0.690 1,208 07/22/2025 3133EMBH4 13988 Federal Farm Credit Bank 09/29/2020 5,000,000.00 4,653,550.00 5,000,000.00 0.530 0.523 0.530 1,277 09/29/2025 3133EMFR8 13991 Federal Farm Credit Bank 11/03/2020 5,000,000.00 4,661,950.00 4,997,500.00 0.540 0.543 0.550 216 11/03/2025 3133EMSU7 14005 Federal Farm Credit Bank 03/09/2021 4,000,000.00 3,765,160.00 4,000,000.00 0.800 0.789 0.800 342 03/09/2026 3133EMUP5 14006 Federal Farm Credit Bank 04/01/2021 6,000,000.00 5,676,240.00 6,000,000.00 0.710 0.700 0.710 0 04/01/2025 3133EMWH1 14016 Federal Farm Credit Bank 04/21/2021 5,000,000.00 4,747,200.00 5,000,000.00 0.710 0.700 0.710 20 04/21/2025 3133EM2C5 14032 Federal Farm Credit Bank 08/10/2021 6,000,000.00 5,576,100.00 6,000,000.00 0.710 0.700 0.710 496 08/10/2026 3133ENPB0 14075 Federal Farm Credit Bank 02/16/2022 3,500,000.00 3,408,475.00 3,500,000.00 2.180 2.150 2.180 686 02/16/2027 3130ABBNS1 13845 Federal Home Loan Bank 06/27/2017 5,000,000.00 5,012,650.00 5,000,000.00 1.815 1.790 1.815 87 06/27/2022 3130ADMX7 13854 Federal Home Loan Bank 05/31/2018 1,500,000.00 1,512,165.00 1,486,650.00 2.500 2.662 2.699 343 03/10/2023 3130AFW94 13873 Federal Home Loan Bank 02/27/2019 2,000,000.00 2,007,540.00 1,996,220.00 2.500 2.506 2.541 683 02/13/2024 3130AB3H7 13889 Federal Home Loan Bank 04/29/2019 3,000,000.00 3,003,960.00 2,999,250.00 2.375 2.348 2.380 707 03/08/2024 3130AKPQ3 13996 Federal Home Loan Bank 01/28/2021 4,000,000.00 3,742,800.00 4,000,000.00 0.580 0.572 0.580 27 01/28/2026 3130AKU53 13997 Federal Home Loan Bank 01/28/2021 5,000,000.00 4,668,300.00 5,000,000.00 0.520 0.513 0.520 27 01/28/2026 3130AKN69 13998 Federal Home Loan Bank 01/28/2021 6,000,000.00 5,599,320.00 6,000,000.00 0.500 0.493 0.500 302 01/28/2026 3130ALA53 13999 Federal Home Loan Bank 02/25/2021 5,000,000.00 4,675,000.00 5,000,000.00 0.600 0.592 0.600 54 02/25/2026 3130ALBM5 14001 Federal Home Loan Bank 02/24/2021 5,000,000.00 4,679,600.00 5,000,000.00 0.625 0.616 0.625 53 02/24/2026 3130ALB52 14002 Federal Home Loan Bank 02/25/2021 5,000,000.00 4,702,750.00 5,000,000.00 0.375 0.370 0.375 146 02/25/2025 3130ALDZ4 14003 Federal Home Loan Bank 03/10/2021 4,000,000.00 3,775,040.00 4,000,000.00 0.500 0.493 0.500 70 03/10/2025 3130ALKN3 14004 Federal Home Loan Bank 03/24/2021 4,000,000.00 3,823,040.00 4,000,000.00 0.500 0.493 0.500 84 09/24/2024 3130ALLP7 14007 Federal Home Loan Bank 03/29/2021 6,000,000.00 5,690,640.00 5,997,000.00 0.650 0.675 0.684 77 03/17/2025 3130ALW67 14008 Federal Home Loan Bank 04/22/2021 5,000,000.00 4,757,100.00 5,000,000.00 1.100 1.085 1.100 21 04/22/2026 3130AMYU0 14024 Federal Home Loan Bank 06/30/2021 6,000,000.00 5,671,920.00 6,000,000.00 1.050 1.036 1.050 90 06/30/2026 3130AMYC0 14025 Federal Home Loan Bank 06/30/2021 6,000,000.00 5,683,140.00 6,000,000.00 1.000 0.986 1.000 90 03/30/2026 3130AMSF0 14026 Federal Home Loan Bank 06/28/2021 6,000,000.00 5,769,900.00 6,000,000.00 0.400 0.395 0.400 88 06/28/2024 3130ANFU9 14027 Federal Home Loan Bank 07/29/2021 5,000,000.00 4,685,550.00 5,000,000.00 0.850 0.838 0.850 119 07/29/2026 3130ANFG0 14028 Federal Home Loan Bank 08/18/2021 5,000,000.00 4,697,500.00 5,000,000.00 0.875 0.863 0.875 47 05/18/2026 3130ANE30 14029 Federal Home Loan Bank 07/29/2021 5,000,000.00 4,735,950.00 5,000,000.00 0.500 0.493 0.500 28 07/29/2026 3130ANHV5 14033 Federal Home Loan Bank 08/19/2021 5,000,000.00 4,777,850.00 5,000,000.00 0.550 0.542 0.550 993 12/19/2024 Portfolio COSA
CP
Run Date: 04/15/2022 - 10:34 PM (PRF_PM2) 7.3.11
City Council 13 – 6 5/17/2022
YTM/C
365

Page 3 ends

Par Value Book Value
Maturity
Date
Stated
Market Value Rate
March 31, 2022
Portfolio Details - Investments
Average
Balance Issuer
Portfolio Management
City of Santa Ana
Days to
Maturity
YTM/C
CUSIP Investment # 360
Purchase
Date
Federal Agency Coupon Securities
3130ANPE4 14034 Federal Home Loan Bank 08/26/2021 6,000,000.00 5,647,320.00 6,000,000.00 0.700 0.690 0.700 147 08/26/2025 3130ANQ78 14035 Federal Home Loan Bank 08/27/2021 6,000,000.00 5,576,460.00 6,000,000.00 0.900 0.888 0.900 332 08/27/2026 3130AP3E3 14036 Federal Home Loan Bank 09/30/2021 5,000,000.00 4,676,150.00 5,000,000.00 0.820 0.809 0.820 182 09/30/2026 3130ANX62 14037 Federal Home Loan Bank 09/30/2021 5,000,000.00 4,719,350.00 5,000,000.00 0.650 0.641 0.650 90 06/30/2025 3130APB79 14038 Federal Home Loan Bank 09/30/2021 5,000,000.00 4,707,050.00 5,000,000.00 1.000 0.986 1.000 182 09/30/2026 3130AP3A1 14039 Federal Home Loan Bank 09/29/2021 5,000,000.00 4,676,550.00 4,998,750.00 0.850 0.863 0.875 89 06/29/2026 3130APB46 14040 Federal Home Loan Bank 10/13/2021 10,000,000.00 9,367,700.00 10,000,000.00 0.950 0.937 0.950 560 10/13/2026 3130APQC2 14041 Federal Home Loan Bank 11/23/2021 5,000,000.00 4,850,150.00 5,000,000.00 0.750 0.740 0.750 52 05/23/2024 3130APQB4 14042 Federal Home Loan Bank 11/23/2021 5,000,000.00 4,801,200.00 5,000,000.00 1.500 1.479 1.500 22 11/23/2026 3130APVC6 14058 Federal Home Loan Bank 12/14/2021 5,000,000.00 4,786,750.00 4,997,500.00 1.375 1.366 1.385 61 12/01/2026 3130AQAB9 14059 Federal Home Loan Bank 12/30/2021 3,750,000.00 3,600,450.00 3,750,000.00 1.625 1.603 1.625 90 12/30/2026 3130AQLQ4 14069 Federal Home Loan Bank 01/27/2022 5,000,000.00 4,800,700.00 5,000,000.00 1.650 1.627 1.650 301 01/27/2027 3130AQKM4 14070 Federal Home Loan Bank 01/28/2022 1,500,000.00 1,448,385.00 1,500,000.00 1.750 1.726 1.750 27 01/28/2027 3130AQNR0 14071 Federal Home Loan Bank 01/27/2022 3,000,000.00 2,885,130.00 3,000,000.00 1.750 1.726 1.750 301 01/27/2027 3130AQSA2 14072 Federal Home Loan Bank 02/10/2022 5,000,000.00 4,808,100.00 5,000,000.00 1.830 1.805 1.830 315 02/10/2027 3130AQW33 14073 Federal Home Loan Bank 02/24/2022 5,000,000.00 4,864,400.00 5,000,000.00 2.020 1.992 2.020 329 02/24/2027 3130AQYA5 14074 Federal Home Loan Bank 02/28/2022 1,500,000.00 1,470,300.00 1,500,000.00 2.250 2.224 2.255 329 02/24/2027 3130ARA35 14076 Federal Home Loan Bank 03/24/2022 3,000,000.00 2,964,000.00 3,000,000.00 2.000 1.973 2.000 84 03/24/2025 3130ARC82 14077 Federal Home Loan Bank 03/29/2022 3,000,000.00 2,941,860.00 3,000,000.00 2.100 2.071 2.100 362 03/29/2027 3130ARD65 14080 Federal Home Loan Bank 03/28/2022 2,000,000.00 1,990,980.00 2,000,000.00 1.625 4.256 4.315 88 09/28/2023 3134GBVA7 13839 Federal Home Loan Mortgage Co. 06/29/2017 5,000,000.00 5,013,800.00 4,997,500.00 1.925 1.909 1.936 89 06/29/2022 3134GVQX9 13962 Federal Home Loan Mortgage Co. 05/05/2020 5,000,000.00 4,742,100.00 4,995,000.00 0.700 0.711 0.720 1,130 05/05/2025 3134GVVX3 13964 Federal Home Loan Mortgage Co. 05/28/2020 5,000,000.00 4,726,550.00 4,998,750.00 0.750 0.752 0.763 57 05/28/2025 3134GVR26 13967 Federal Home Loan Mortgage Co. 06/25/2020 6,000,000.00 5,707,680.00 6,000,000.00 0.700 0.690 0.700 85 06/25/2025 3134GVT99 13968 Federal Home Loan Mortgage Co. 06/30/2020 6,000,000.00 5,648,400.00 6,000,000.00 0.650 0.641 0.650 90 06/30/2025 3134GV5R5 13979 Federal Home Loan Mortgage Co. 07/15/2020 6,000,000.00 5,784,600.00 6,000,000.00 0.570 0.562 0.570 14 07/15/2024 3134GWUE4 13987 Federal Home Loan Mortgage Co. 09/30/2020 5,000,000.00 4,650,700.00 5,000,000.00 0.500 0.493 0.500 182 09/30/2025 3134GW4Z6 13989 Federal Home Loan Mortgage Co. 10/27/2020 6,000,000.00 5,579,640.00 6,000,000.00 0.540 0.533 0.540 209 10/27/2025 3134GXJL9 13995 Federal Home Loan Mortgage Co. 12/30/2020 6,000,000.00 5,608,320.00 6,000,000.00 0.500 0.493 0.500 273 12/30/2025 3135G0T94 13850 Federal Nat'l Mtg. Assoc. 03/28/2018 2,000,000.00 2,013,300.00 1,971,780.00 2.375 2.653 2.689 293 01/19/2023 3135G0T45 13856 Federal Nat'l Mtg. Assoc. 05/31/2018 1,000,000.00 1,000,190.00 971,950.00 1.875 2.611 2.647 4 04/05/2022 3135G0T78 13857 Federal Nat'l Mtg. Assoc. 05/31/2018 1,000,000.00 1,004,320.00 971,400.00 2.000 2.665 2.702 187 10/05/2022 3135G0X24 13940 Federal Nat'l Mtg. Assoc. 01/15/2020 5,000,000.00 4,886,550.00 4,990,750.00 1.625 1.641 1.664 1,012 01/07/2025 3135G0W66 13941 Federal Nat'l Mtg. Assoc. 01/15/2020 5,000,000.00 4,903,500.00 4,994,000.00 1.625 1.629 1.651 928 10/15/2024 3136G4WV1 13965 Federal Nat'l Mtg. Assoc. 06/16/2020 5,000,000.00 4,750,450.00 5,000,000.00 0.750 0.740 0.750 1,172 06/16/2025 3136G4D42 13976 Federal Nat'l Mtg. Assoc. 07/28/2020 8,000,000.00 7,492,080.00 8,000,000.00 0.510 0.503 0.510 483 07/28/2025 Portfolio COSA
CP
Run Date: 04/15/2022 - 10:34 PM (PRF_PM2) 7.3.11
City Council 13 – 7 5/17/2022
YTM/C
365

Page 4 ends

Page 5 ends

Par Value Book Value
Stated
Market Value Rate
March 31, 2022
Portfolio Details - Cash
Average
Balance Issuer
Portfolio Management
City of Santa Ana
Days to
Maturity
YTM/C
CUSIP Investment # 360
Purchase
Date
Cash in Banks
PETTY CASH PETTY CASH CITY OF SANTA ANA 07/01/2021 90,053.00 90,053.00 90,053.00 0.000 0.000 1 HOUSING 13943 JP MORGAN CHASE 07/01/2021 3,422,917.96 3,422,917.96 3,422,917.96 0.000 0.000 1 WORKERS COMPENS 37983 JP MORGAN CHASE 1,595,028.95 1,595,028.95 1,595,028.95 0.000 0.000 1 GENERAL LIABILI 38130 JP MORGAN CHASE 680,045.16 680,045.16 680,045.16 0.000 0.000 1 PROPERTY MANAGE 8695 JP MORGAN CHASE 07/01/2021 34,084.30 34,084.30 34,084.30 0.000 0.000 1 PROPERTY MGMT 2 PROP MGMT 2 JP MORGAN CHASE 07/01/2021 1,492.50 1,492.50 1,492.50 0.000 0.000 1 HEALTHCARE SPEN 0112 JPMorgan Chase 310,933.35 310,933.35 310,933.35 0.000 0.000 1 COMMISSARY 7962 JPMorgan Chase 548,486.60 548,486.60 548,486.60 0.000 0.000 1 GENERAL ACCOUNT 9500 JPMorgan Chase 12,084,196.42 12,084,196.42 12,084,196.42 0.000 0.000 1 FSS FSS Santa Ana Federal Credit Union 759,100.62 759,100.62 759,100.62 0.000 0.000 1

0.00 475,424,689.36 474,497,412.20 0.884 0.896 271
Average Balance 1
Total Cash and Investments 456,999,397.19 474,338,122.45 Portfolio COSA
CP
Run Date: 04/15/2022 - 10:34 PM (PRF_PM2) 7.3.11
City Council 13 – 9 5/17/2022
CUSIP Investment# Issuer
Money Market Accounts
X9USDDTPC 80364 Dreyfus Treasury
X9USDDTPC 80365 Dreyfus Treasury
X9USDDEFU- 801-07 INSTL RES TRE AND AGNY CASH
9AMMF05B2 80405 US BANK MONEY MARKET
9AMMFD5B2- 80406 US BANK MONEY MARKET
9AMMFD5B2- 80407 US BANK MONEY MARKET
SYS80418 80418 US BANK MONEY MARKET
SYS80419 80419 US BANK MONEY MARKET
SYS80421 80421 US BANK MONEY MARKET
X9USDMOR3- 80243 MORGAN STANLEY GOVT INSTL
X9USDMOR3 80248 MORGAN STANLEY GOVT INSTL
Subtotal and Average
Other
$86209710 80225 MBIA INSURANCE POLICY
981NP5PV2 80396 ASSURED GUARANTY MUNI CORP
Subtotal and Average
Cash in Bank
SYS80414 80414 SIGNATURE BANK
SYS80415 80415 CONDEMNATION DEPOSIT FUND
Subtotal and Average
Total and Average
Run Date: 04/1112022-14:48

CASH/SECURITIES HELD IN TRUST
Portfolio Management
Portfolio Details - Investments
March 31, 2022
Par Value Market Value
10,571.44 10,571.44
1,206.26 1,206.26

2.16 2.16

3.16 3.16

0.55 0.55

0.39 0.39
523,131.75 523,131.75
105,346.37 105,346.37

0.00 0.00
108,865.30 108,865.30

0.18 0.18
-- 749,127.56 749,127.56

1.00 1.00

1.00 1.00
--

2.00 2.00
1,268,869.87 1,268,869.87
1,176,525.00 1, 176,525.00
2,445,394.87 2,445,394.87
3, 194,524.43 3,194,524.43
Book Value
10,571.44
1,206.26

2.16 3.16

0.55 0.39
523,131.75
105,346.37

0.00 108,865.30

0.18 749,127.56

1.00 1.00

2.00 1,268,869.87
1,176,525.00
2,445,394.87
3,194,524.43
Page1
Digitally signed hy
C L.I c.,,,u arey Date:2022.04.13
11:26:43 -0700'
Portfolio TRST
AC
PM (PRF _PM2) 7.3.11
City Council 13 – 10 5/17/2022Report Ver. 7.3.11
Quarterly Report of Investments as of March 31, 2022
Exhibit 2 - Cash held by Bank and Cash by Fund(s) Listing

Page 1 of 3 ends

Investments Amount
Certificates of Deposit 6,696,000
Bank of New York Mellon - Investment Custodian 360,515,710 Local Agency Investment Fund (L.A.I.F) 32,082,818
Local Agency Investment Fund (L.A.I.F) - ARPA 55,517,256 Total - Investments 454,811,784
Cash Held at City Financial Institution(s) and Cash on Hand Amount General Account 12,084,196
General Liability Account 680,045
Housing Account 3,422,918
Workers Compensation Account 1,595,029
Santa Ana Federal Credit Union - Family Self Sufficiency (FSS-Housing) 759,101 Commissary Account 548,487
Flexible Benefit Spending Account 310,933
Property Management Account 34,084
Property Management - Phase 2 Account 1,493
Petty Cash 90,053
Total - Cash Held at City Financial Institution(s) and Cash on Hand 19,526,339 Restricted Cash Amount
Signature Bank - Streetlight Project 1,268,870
US Bank - Pension Stability Funds (Section 115 Trust with PARS) 523,132 Bank of New York Mellon - Various 120,643
US Bank - Warner Industrial Community 105,346
State of California Condemnation Fund - Right of Way Deposits 1,176,525 US Bank - Gas Tax Bonds 8
Total - Restricted Cash 3,194,524
Total Cash Held City at Financial Institution(s), Cash on Hand and Restricted Cash 477,532,647 Cash by Fund(s) - Total (see below for listing) 477,532,647 Fund Fund description Amount
011 GENERAL FUND 71,004,824
012 CANNABIS PUBLIC BENEFIT 22,023,030
016 CASP CERTIFICATION & TRAINING 322,777
020 OTS-TRAFFIC OFFENDER PROGRAM 37,917
021 PRCSA CATV FUND 1,697,200
022 PRCSA FEE & DONATION 943,477
023 INMATE WELFARE FUND 1,722,510
024 PD ATHLETIC ACTIVITIES LEAGUE (109,132)
025 IDB & EZ VOUCHER MONITORING 317,635
026 ASSET FORFEITURE FUND 144,383
027 PARKING FUND 1,168,595
029 SPECIAL GAS TAX 27,958,885
030 PROP 1B BOND ACT OF 2006 153,434
031 AIR QUALITY IMPR. (AB 2766) 1,707,810
032 MEASURE M-STREET CONSTRUCTION (6,672,951)
033 NEW TRANSPO SYS IMPR AREA B 573,706
034 NEW TRANSPO SYS IMPR AREA E 1,543,626
035 NEW TRANSPO SYS IMPR AREA F 1,752,417
041 TRANSP SYS IMPR AREA A-2 698,342
042 TRANSPO SYS IMPR AREA B 9,562
048 TRANSPO SYS IMPR AREA C-2 213,572
049 TRANSPO SYS IMPR AREA G 98,439
051 CAPITAL OUTLAY FUND 4,643,593
053 CITY SERVICES 7,270,657
054 SANITARY SEWER CAPITAL 18,617,076
055 SEWER CONNECTION FEE 9,488,970
056 SANITARY SEWER SERVICE 7,433,523
057 FED CLEAN WATER PROTECTION ENT 4,632,348
058 RESIDENTIAL STREET IMPROVEMENT 5,098,675
059 SELECT STREET CONSTRUCTION 18,359,550
060 WATER REVENUE 47,825,436
066 ACQUISITION & CONSTRUCTION 2,474,447
067 REGIONAL TRANSP CENTER 433,038
EXHIBIT 2
City Council 13 – 11 5/17/2022
Quarterly Report of Investments as of March 31, 2022
Exhibit 2 - Cash held by Bank and Cash by Fund(s) Listing

Page 2 of 3 ends

068 SANITATION FUND 7,378,975
069 REFUSE COLLECTION SERVICE 6,442,264
070 EQUIPMENT REPLACEMENT FUND 7,953,467
071 CENTRAL SERVICES 165,763
073 BUILDING MAINT FUND 2,864,778
074 CIVIC CENTER MAINTENANCE (694,099)
075 FLEET MAINTENANCE/STORES 1,156,780
076 STORES & PROPERTY CONTROL (588,435)
078 RETIREMENT SYSTEM 1,844,039
080 LIABILITY AND PROPERTY INS FND 16,283,746
081 EMPLOYEE GROUP INSURANCE 436,693
082 WORKERS COMPENSATION FUND 16,604,235
083 PAYROLL REVOLVING 7,014,528
085 CITY YARD OPERATION 94,782
086 PUB WKS ENG/PROJ MGMT (908,049)
087 PT RETIREMENT FUND 8,702
088 QUALITY SERVICE TRAINING 375,463
089 CA SEISMIC HAZARD PROGRAM 5,436
090 ORANGE CO SANITATION DIST 2&3 731,306
093 BUSINESS IMPROVEMENT DISTRICT 182,620
094 INTEREST AGENCY -
095 POLICE COMMISSARY ACCOUNT 331,988
096 SA TOURISM MARKETING DISTRICT 76,790
097 POLICE SEIZED ASSETS 1,444,557
100 SECTION 457 FIDUCIARY ADMIN 90,737
101 PUB WKS-ADMIN & PLANNING (2,176,633)
103 PMA RETIREE HEALTH INSURANCE 7,768
104 SEIU RETIREE HEALTH INSURANCE 23,813
106 MGMT RETIREE HEALTH INSURANCE 5,703
107 UC RETIREE HEALTH INSURANCE 1,814
109 INFO SYS STRATEGIC PLAN 13,000,828
110 STRONG MOTION INSTRUMENTATION 100,840
120 FIRE FACILITIES FUND 2,542,698
121 SPECIAL REPAIR/DEMOLITION 636,137
122 EMERGENCY & HEALTH GRANTS 5,141,707
123 WORKFORCE INVESTMENT ACT (1,453,714)
124 ORANGE COUNTY SSA GRANTS (61,420)
125 OES UASI (832,444)
127 D.O.J. GRANT FUND (242,862)
128 POLICE BLOCK GRANTS 1,281,852
130 HOME PROGRAM FEDERAL GRANT 2,174,951
131 MISC GRANTS 531
133 HOUSING AUTHORITY-ISSUER FEE 2,746,975
135 COMMUNITY DEV BLOCK GRANT (629,535)
136 HOUSING AUTHORITY-VOUCHER HAP 989,754
137 HOUSING AUTHORITY- MAINSTREAM -
138 HOUSING AUTHORITY-MS 5 1,064,028
139 HOUSING AUTHORITY-NEW CONSTR 136,374
140 HOUSING AUTHORITY-VOUCHER ADM 2,144,227
142 NSP FEDERAL GRANT 1,404,838
143 CALHOME MFGD HSG LOAN 646,635
144 PRISON TO EMPLOYMENT PROGRAM (310,720)
145 RENTAL REHABILITATION GRANT 395,722
147 FEDERAL AID SAFETY PROGRAM (805,776)
148 TRAFFIC SYSTEM MGMT GRANT (9,129,339)
149 WIC ASSESSMENT DIST ST IMPRV 32,765
152 PUBLIC LIBRARY GRANT FUND (6,592)
153 LIBRARY GRANTS 42,388
154 LIBRARY SVCS & TECHNOLOGY ACT 1,375
155 OCJP GRANT 36,355
157 HSG ADMIN CARES ACT COVID-19 544
158 PLANNING GRANTS PROGRAM (202,131)
160 HSG HAP CARES ACT COVID-19 -
161 PRCSA CAPITAL GRANTS (1,278,344)
162 ENERGY CONSERVATION PROGRAM 16,404
164 PUB WKS-WTR QUALITY & CONTROL (3,072,844)
165 OFFICE OF SAFETY GRANT 129,300
166 US DOJ ASSET FORFEITURE FUND 1,139,429
167 US TREASURY ASSET FORFEITURE 139,442
169 RECREATION GRANTS FUND 443,062
170 MS5 HAP CARES ACT COVID-19 (1,062,375)
172 NATL RECREATION TRAILS FND ACT 17,161
175 CARES ACT - CESF -
176 CARES ACT - State -
City Council 13 – 12 5/17/2022
Quarterly Report of Investments as of March 31, 2022
Exhibit 2 - Cash held by Bank and Cash by Fund(s) Listing

Page 3 of 3 ends

177 EMERGENCY RENTAL ASSISTANCE PG 7,917,119
178 COVID RELIEF FUND (18,323)
179 GENERAL FIXED ASSETS 529,419
180 ARPA EHV ADMIN FEES 198,516
181 AMERICAN RESCUE PLAN ACT 54,710,984
201 LOCAL DRAINAGE AREA NO 1 133
202 LOCAL DRAINAGE AREA NO 2 1,431
203 LOCAL DRAINAGE AREA NO 3 755,753
204 LOCAL DRAINAGE AREA NO 4 1,057
205 LOCAL DRAINAGE AREA NO 5 600
206 LOCAL DRAINAGE AREA NO 6 881
207 LOCAL DRAINAGE AREA NO 7 194,358
209 LOCAL DRAINAGE AREA NO 9 733
210 LOCAL DRAINAGE AREA NO 10 17,186
211 LOCAL DRAINAGE AREA NO 11 223
212 LOCAL DRAINAGE AREA NO 12 13
213 LOCAL DRAINAGE AREA NO 13 2,700
221 LOCAL DRAINAGE AREA I 1,009,683
222 LOCAL DRAINAGE AREA II 245,093
223 LOCAL DRAINAGE AREA III 419,769
224 LOCAL DRAINAGE AREA IV 411,735
225 LOCAL DRAINAGE AREA V 267,441
226 LOCAL DRAINAGE AREA VI 217,704
301 REC/COMM SVS 6,047
311 RESIDENTIAL DEVELOP DISTRICT 1 2,853,669
312 RESIDENTIAL DEVELOP DISTRICT 2 6,154,042
313 RESIDENTIAL DEVELOP DISTRICT 3 14,107,830
314 RESIDENTIAL DEVELOP DISTRICT 4 615,329
400 POLICE UUT LEASE REVENUE BONDS 3,084,604
403 SCAG GRANTS -
404 COSA 2014 LEASE FINANCING 3,067,315
417 INCLUSIONARY HOUSING FEE 16,487,841
418 CDA - PEEBLER CAPITAL FUND 1,891,322
607 HOUSING AUTHORITY LMIHF 4,771,069
652 2003A SERIES TAX ALLOC BOND -
654 2011A SERIES TAX ALLOC BOND -
655 2018A SERIES TAX ALLOC BOND 11,768
658 2003B SERIES ALLOC BOND -
670 COSA RDA 349,843
671 COSA RDA OBLIGATION RETIREMENT 514,898
980 SAN JUANQUIN TRANS CORRIDOR -
981 EASTERN FOOTHILL TRANS CORRIDO -
991 TRAN SYS IMP AUT C-2 TUSTIN 2,575,261
992 TRAN SYS IMP AUT AREA D-TUSTIN 10,739,079
993 WIC ASSESSMENT DISTRICT 345,434
998 TREASURERS AGENCY COLLECTIONS 30,697
999 Lawson Clearing 8,310
Reconciling Item(s) - Outstanding Checks * 3,994,805
Reconciling Item(s) - Bank Direct Deposits* 45,541
Reconciling Item(s) - Deposits in Transit* (1,485,398)
Reconciling Item(s) - Withdrawals in Transit* 2,405,158 Reconciling Item(s) - Various* 8,852
Reconciling Item(s) - Various: A difference between C ash held by Financial Institution, Fiscal Agent and Cash on Hand exists when comparing to Cash by Fund due, to reconciling items such as timing of payments; outstanding checks; and deposits in transit City Council 13 – 13 5/17/2022
Parks, Recreation, and Community Services
www.santa-ana.org/parks
Item # 14
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
May 17, 2022
TOPIC: Parks, Facilities, Trails and Open Space Master Plan AGENDA TITLE:

Adopt a Resolution Approving the Parks, Facilities, Trails and Open Space Master Plan

RECOMMENDED ACTION
Adopt a resolution approving the Parks, Facilities, Trails and Open Space Master Plan.

DISCUSSION
Today is a historic and exciting time for Santa Ana, as this is the very first Parks Master Plan (“PMP”) that will guide our investment in parks, facilities, trails, and open space over the next ten years! They say you can tell the health of a community by the condition of its parks. For decades, our parks have needed a significant investment to keep them safe, inclusive, enjoyable, and comfortable for our children, families and residents. Now is the time to provide a park system that will support and promote healthy lifestyles, improve inequities in greenspace, and support community livability, park safety, trail connectivity, and our quality of life.

The PMP was developed through an 18-month process that combined broad resident and stakeholder engagement with a data-driven technical analysis to identify community needs. City staff, key stakeholders, and City leaders together formed a Project Advisory Group to guide the four-phased planning process. More than 2,000 residents, 6 committees, commissions, and advisory groups, 24 partner or stakeholder organizations, participants at 16 pop-up activities, and three staff groups shared their insights and comments to help develop the PMP.

The City of Santa Ana recently updated its General Plan in a process that included extensive outreach and an environmental justice element to define the community’s vision, values, and goals for the future. The PMP engagement process built upon General Plan findings to identify specific community priorities for parks, recreation, and trails.

These priorities guide our park investment strategy.

The PMP defines the community’s values for parks and recreation. It shows how parks City Council 14 – 1 5/17/2022
Parks, Facilities, Trails and Open Space Master Plan
May 17, 2022

Page 2 ends

and recreation are integral to achieving the City’s five core values. Given the critical role parks, recreation facilities, trails, and programs play in supporting our quality of life, a new mission statement defines the City’s commitment to parks and recreation. “We steward our parks, offer engaging recreation opportunities, and connect our diverse community through trails and programs to create a vibrant, livable city”.

The PMP identifies eight key initiatives for the park and recreation system, along with polices and implementation strategies that will guide the provision of parks, recreation, and related services over the next ten years.

Key Initiatives

1. PARKLAND
Acquire and develop parks to create an integrated park and open space system.

2. EQUITY, ACCESS, AND ENVIRONMENTAL JUSTICE
Ensure that all residents in Santa Ana have equitable access to inclusive parks and healthy recreation opportunities that serve all ages, abilities, and unserved or underserved areas in the City.

3. TRAIL CONNECTIVITY
Create a walkable, bikeable, and interconnected city by providing a network of off-street bicycle and pedestrian trials.

4. RECREATION DIVERSITY
Create unique and vibrant recreation facilities that reflect the character, identity, and needs of Santa Ana’s diverse community.

5. ACTIVITY
Facilitate events, programs, sports, and indoor recreation activities to support community health, fitness, empowerment, development, and lifelong learning.

6. STEWARDSHIP
Manage and maintain Santa Ana’s parks and recreation assets through good stewardship, proactive asset management, and the wise use of resources to support a sustainable, resilient, safe, and comfortable park system.

7. COLLABORATION
Engage residents, partners, volunteers, local businesses, and other agencies in enhancing parks and recreation opportunities.

8. INVESTMENT
Diversify funding, generate revenues, and support the capital and operational investment needed to enhance the park and recreation system.

City Council 14 – 2 5/17/2022
Parks, Facilities, Trails and Open Space Master Plan
May 17, 2022

Page 3 ends

10-Year Recommendations
Santa Ana is anticipated to grow to a population of 362,591 over the next 10 years. In addition to adding parks to meet the needs of new growth, the community is demanding a significant increase in parkland to support improved park access for all. The recently adopted General Plan sets a long-range goal to provide three acres of parkland for every 1,000 residents in the future. As a 10-year investment strategy and action plan, the PMP provides detailed guidance and priorities to take the first step: increasing the City’s parkland to 1.5 acres per 1,000 residents. This acquisition strategy includes acquiring many smaller Neighborhood Parks and Pocket Parks, as well as acquiring or expanding existing Community Parks and Citywide Parks. If feasible, the greatest acreage would stem from acquiring the Willowick Golf Course and converting it to a multiuse Citywide Park. While focusing on new acquisitions, the PMP also recommends a variety of improvements and enhancements to existing sites.

Cost And Investment Strategy
If park acquisition requires purchasing new parkland at market rates, the total cost for all park acquisition, development, enhancements, and improvements could be $679 million.

Adding new land and facilities could increase park maintenance costs to $5.2 million annually. These costs do not include the maintenance and development of trail corridors, which are identified in conjunction with transportation planning. It does not include costs associated with increased park activation, programming, administration, and operations. To implement these recommendations, the PMP identifies potential funding sources, prioritization tools, and a 12-step action plan for the next 10 years.

Action Plan

1. Prioritize maintenance and asset management.

2. Increase park impact fees for new development.

3. Redirect other funds to parks.

4. Explore voter-approved tax measures and other public and private support.

5. Create a park opportunity fund.

6. Pursue key land acquisition opportunities.

7. Develop the Golden Loop and Key trail corridors.

8. Evaluate additional park acquisition opportunities.

9. Explore other acquisition mechanisms as an alternative to direct purchase.

10. Update joint-use agreements with SAUSD.

11. Evaluate the return on investment before proceeding with major facility development.

12. Extend cost recovery recommendations to new programs and services.

The PMP is a community-driven document, created because of the significant community interest in enhancing Santa Ana’s park and recreation system. While the level of service recommended in this plan is not as high as some residents would like to see, a substantial investment will be necessary to provide 1.5 acres of parkland per 1,000 residents, plus the quality facilities, trails, programs, events, and services desired. To achieve this vision, elected officials, voters, businesses, community organizations, volunteers, donors, and City Council 14 – 3 5/17/2022
Parks, Facilities, Trails and Open Space Master Plan
May 17, 2022

Page 4 ends

residents will have to work together to make continuous progress in enhancing parks and recreation opportunities. This will be an important investment in Santa Ana’s quality of life.

On April 28, 2022, the Parks, Recreation and Community Services Commission, by majority vote, recommended that the City Council approve the PMP. Comments from the Commission and Parks Master Plan Advisory Group are included in Exhibit 2.

ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action.

FISCAL IMPACT
There is no fiscal impacted associated with this action.

EXHIBIT(S)

1. Resolution – Parks Master Plan

2. April 28, 2022 Parks, Recreation and Community Services Commission and Parks Master Plan Advisory Group Comments

3. Parks Master Plan Power Point
Submitted By: Lisa Rudloff, Executive Dir. of Parks, Recreation and Community Services
Approved By: Kristine Ridge, City Manager
City Council 14 – 4 5/17/2022
Resolution No. 2022-XXX

Page 1 of 2 ends

RESOLUTION NO. 2022-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA

APPROVING THE PARKS, FACILITIES, TRAILS, AND OPEN SPACE

MASTER PLAN
WHEREAS, parks, recreation facilities, trails, open space and community programs play a critical role in supporting quality of life of the residents of the City of Santa Ana; WHEREAS, the City through its Parks, Recreation and Community Services Agency engaged in an eighteen-month process to identify community needs as part of the drafting of the Parks, Facilities, Trails, and Open Space Master Plan (“PMP”); and WHEREAS, the process to draft the PMP included broad resident and stakeholder engagement with a data-driven technical analysis to identify community needs; and WHEREAS, City staff, key stakeholders, and city leaders together formed a Project Advisory Group to guide the four-phased planning process; and WHEREAS, more than 2,000 residents, six committees, commissions, advisory groups, twenty-four partner or stakeholder organizations, three staff groups, and participants at sixteen pop-up activities shared their insights and comments to help develop the PMP; and WHEREAS, the City recently adopted its General Plan Amendment and the PMP built upon the General Plan findings to identify specific community priorities for parks, recreation, and trails.

These priorities will guide the City’s park investment strategy; and WHEREAS, the PMP identifies eight key initiatives for the City’s parks and recreation system, along with policies and implementation strategies that will guide the provision of parks, recreation, and related services over the next ten years; and WHEREAS, utilizing the PMP, 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 ten years with a strategy for both maintaining current facilities and improving facilities and services through PMP initiatives such as park acquisition where opportunities arise.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Ana as follows:

Section 1. The Parks, Facilities, Trails, and Open Space Master Plan attached as Exhibit A, is hereby approved.

Exhibit 1
City Council 14 – 5 5/17/2022
Resolution No. 2022-XXX

Page 2 of 2 ends

Section 2. This Resolution shall take effect immediately upon its adoption by the City Council, and the Clerk of the Council shall attest to and certify the vote adopting this Resolution.

ADOPTED this ___ day of May, 2022.

Vicente Sarmiento
Mayor
APPROVED AS TO FORM:

Sonia R. Carvalho, City Attorney
By:

Laura A. Rossini
Chief Assistant City Attorney
AYES: Councilmembers
NOES: Councilmembers
ABSTAIN: Councilmembers
NOT PRESENT: Councilmembers

CERTIFICATE OF ATTESTATION AND ORIGINALITY
I, DAISY GOMEZ, Clerk of the Council, do hereby attest to and certify the attached Resolution No. 2022-XXX to be the original resolution adopted by the City Council of the City of Santa Ana on May___, 2022.

Date:

Daisy Gomez
Clerk of the Council
City of Santa Ana
Exhibit 1
City Council 14 – 6 5/17/2022
PARKS
MASTER
PLAN
Santa Ana Parks, Facilities,
Trails & Open Space
Exhibit A Exhibit 1
City Council 14 – 7 5/17/2022
PARKS
MASTER
PLAN
Santa Ana Parks, Facilities,
Trails & Open Space
Draft Plan | April 2022
IN CONJUNCTION WITH:

Economic & Planning Systems (EPS)
Exhibit A Exhibit 1
City Council 14 – 8 5/17/2022
FROM
THE

DIRECTOR
LETTER
FROM
THE

DIRECTOR

DEAR SANTA ANA COMMUNITY,
Today is a historic and exciting time for Santa Ana, as this is the very first Parks Master Plan that will guide our investment in parks, facilities, trails, and open space over the next ten years! They say you can tell the health of a community by the condition of its parks. For decades, our parks have needed a significant investment to keep them safe, inclusive, enjoyable, and comfortable for our children, families and residents. Now is the time to provide a park system that will support and promote healthy lifestyles, improve inequities in green space, and support community livability, park safety, trail connectivity, and our quality of life.

The Master Plan process started in 2020. Despite the constraints of working during the pandemic and coordinating with Open Space Element of the General Plan, the process was extremely thorough. We received input from the public through multiple methods, including virtual and in-person meetings, online surveys, and the creation of a diverse Parks Advisory Group that represented various City Boards and Commissions, a number of community-based organizations, demographic groups, age groups, activities and geographic areas within the city.

Now that we are at the starting line of these changes, what can the community expect to see in the upcoming years? Fortunately the City has received a once-in-a-lifetime influx of Federal and State funds, Cannabis Public Benefit funds, and Grant awards that we can invest in improvements to our park system immediately. The community can expect to see development of two new parks (Raitt & Myrtle and Standard & McFadden), the City’s first dog park at Centennial Park, new splash pads at six park sites, the City’s first universally-accessible playground at Thornton Park, and Amazon’s Edge-Giant River Otter Habitat and Primate Trails at the Santa Ana Zoo. In addition, there are several park and trail renovation projects happening, such as new park restrooms, synthetic turf installation, electronic marquees, lake renovation, and trail and park security lighting.

Much gratitude is due to the thousands of residents who gave their input. Congratulations to the dozens of staff members who worked hard over the past few years to see the Parks Master Plan completed. This is a time to celebrate and enjoy the moment, because soon the heavy lifting begins. Looking forward, we will work together to identify additional funds, finalize construction documents, and break ground on new projects that will be celebrated through ribbon cutting ceremonies! Together we will create amazing new amenities for our residents to enjoy.

Lisa Rudloff
Executive Director of Parks, Recreation and Community Services Exhibit A Exhibit 1
City Council 14 – 9 5/17/2022

ACKNOWLEDGEMENTS

CITY COUNCIL
Vicente Sarmiento,
Mayor
Thai Viet Phan,
Ward 1
David Penaloza,
Ward 2
Jessie Lopez,
Ward 3
Phil Bacerra,
Ward 4, Mayor Pro Tem
Johnathan Ryan Hernandez,
Ward 5
Nelida Mendoza,
Ward 6

PARKS MASTER PLAN

ADVISORY GROUP
Carl Benninger,
Santa Ana CommunicationLinkage, Vice President
Citlali Ruiz,
Invest In Youth Santa Ana
Cynthia Guerra,
Rise Up Willowick Coalition
Dale Helvig,
Northern Santa Ana Preservation
Alliance (NSAPA), Chairperson
Dave Elliott,
Santa Ana Chamber of
Commerce, President & CEO
Dorian Romero,
Santa Ana Active Street (SAAS)
Flor Barajas,
Rise Up Willowick Coalition
Frank Bejarano,
KidWorks, Community
Development Corporation
Frank Gutierrez,
Arts and Cultural Commission,
Chairperson
Gabrielle Gutierrez,
PRCSA, Ward 1 Representative
& Chairperson
Hatefas Yop,
The Cambodian Family
Community Center
Hector Bustos,
Santa Ana Youth Ballot
Hilda Ortiz,
Latino Health Access, Program
Coordinator
Jennifer S. Wang,
Asian American Senior Citizens
Service Center (AASCSC), COO
Jim Burns,
AASCSC
Joel Cazares,
SA Building Healthy
Communities (SABHC)
Karla Juarez, T
HRIVE Santa Ana
Ken Nguyen,
Little Saigon Foundation
Kristopher Fortin,
Santa Ana Active Street (SAAS)
Laura Pantoja,
Latino Health Access
Maricela Castro,
VELA
Mark McLoughlin,
Planning Commission,
Chairperson
Ray Diaz,
Youth Commission, Chairperson
Richard Santana,
Community Development
Comm., Chairperson
Robyn MacNair,
Santa Ana Unified School
District
Ruben Barreto,
Santa Aana Building Healthy
Communities (SABHC)
Vattana Peong,
The Cambodian Family
Community Center
We appreciate the support of the Mayor’s office, City Council, our Parks Master Plan Advisory Group, and many other City commissions and committees, City staff, and the residents, stakeholders, interest groups, community leaders and organizations who have given their time, energy, and ideas to this Master Plan. Together, we will create the parks and recreation system that will continue to foster Santa Ana’s quality of life.

PARKS, RECREATION

AND COMMUNITY

SERVICES COMMISSION
Amina Sen-Matthews,
Ward 1, Commission Member
Angie Gomez,
Ward 2, Commission Member
Cory Nelson,
Ward 4, Commission Member
Ruby Woo,
Ward 5, Commission Member
Alfredo Torreblanca,
Ward 6, Commission Member
Andres Ramirez,
City-wide Representative,
Commission Member

DIVISION STAFF

AND ADDITIONAL

COMMISSIONS
Arts and Culture Commission
Santa Ana Parks and Facilities
Division
Communication Linkage Forum
Santa Ana Recreation and
Community Services Division
Youth Commission

KEY COMMUNITY

ORGANIZATIONS
Asian American Senior Citizens
Service Center
Communication Linkage Forum
KidWorks
Latino Health Access
Santa Ana Building Healthy
Communities
Santa Ana Neighborhood
Association
THRIVE Santa Ana

PARKS MASTER PLAN

LEADERSHIP TEAM
Kristine Ridge,
City Manager
Lisa Rudloff,
Executive Director of Parks,
Recreation and Community
Services Agency
Suzi Furjanic,
Associate Park & Landscape
Planner
Ron Ono,
Parks Services Manager
Melanie McCann,
Associate Planner
Hiram Uribe,
Graphics Designer
Exhibit A Exhibit 1
City Council 14 – 10 5/17/2022

CONTENTS
Executive Summary ii
Ch 1: Introduction ii
Ch 2: Park System Overview 26
Ch 3: Santa Ana Community 44
Ch 4: Park Access, Equity and Opportunities 70
Ch 5: Facility, Trails, and Program Needs 104
Ch 6: Systemwide Recommendations 128
Ch 7: Site Recommendations 162
Ch 8: Action Plan 186
Glossary 206
Appendices 214
A. Park and Facility Inventory 214
B. Park Access and Equity Analysis 224
C. Site Recommendations 266
D. Acquisition, Design and Development Guidelines 284
E. Capital Improvement Plan 306
List of Tables
Table 2-1: City Parkland by Classification
Table 2-2: Joint-Use Sites
Table 2-3: City Trail Corridors
Table 4-1: Severity of Need Summary
Table 4-2: Key Unserved Areas With a High Severity of Need Table 4-3: Summary of Key Opportunities and Acquisition Needs Table 5-1: Santa Ana Parkland Standards and Future Acreage Needs Table 5-2: Summary of Proposed Parkland Standards and Future Needs Table 5-3: Facility Guidelines and Future Needs
Table 5-4: Potential Recreation Facilities
Table 6-1: Community Values for Parks and Recreation
Table 7-1: Number of Parks Proposed for Improvement by Park Type Table 7-2: Summary of Recommendations for Proposed Trail Corridors and Joint-Use School Sites Table 8-1: Capital and Operations Cost Summary for Existing and Proposed Parks Exhibit A Exhibit 1
City Council 14 – 11 5/17/2022
Table 8-2: Capital Costs by Recommendation
Table 8-3: Two-Step Project Evaluation and Prioritization Scorecard Table 8-4: Santa Ana Parks Acquisition and Development Fund Collections, 2018-2021 Table 8-5: Projected Fee generation Estimate Through 2030 Based on Current Fee Levels Table 8-6: Implied Parkland Acreage Costs Based on City Service Standard Table A-1: City of Santa Ana Park Inventory by Classification Table A-2: Existing Trail Corridors
Table A-3: Joint-Use School Sites
Table A-4: Major Facilities Inventory
Table B-1: Analysis of Severity of Need
Table B-2: Analysis of Opportunities to Serve Park Gaps Table B-3: Detailed Summary of Key Needs and Alternative Interventions Table B-4: Areas Serves with Join-Use School Agreement Opportunities Table B-5: Summary of Joint-Use School Agreement Priorities Table C-1: Summary of Maintenance Levels
Table C-2: Additional Recommendations for PRCSA Trails and Joint-use School Parks Table C-3: Recommendations for Existing and Proposed Parks Table E-1: Summary of Estimated Capital and Operations Costs by Site Table E-2: Estimated Planning and Project Costs by Site and Category Table E-3: Planning Level Costs by Park Type
List of Figures
Figure 1-1: The Planning Process
Figure 2-1: Santa Ana’s Parks and Recreation Facilities Figure 3-1: Parks Master Plan Poster
Figure 3-2: A Trilingual Utility Insert to Advertise the Survey Figure 3-3: How would you rate parks in Santa Ana on each of the following? Figure 3-4: What would make parks even better for you and your family? Figure 3-5: What features or facilities would you like to see more of in Santa Ana’s parks? Figure 3-6: What makes a great park?
Figure 3-7: What types of program and events should be added or expanded in Santa Ana? Figure 3-8: Are more trails, pathways and bike routes needed in Santa Ana? Figure 3-9: What type of trail or pathway is most needed in Santa Ana? Figure 3-10: Given changes in the last year…
Figure 3-11: What Types of programs and events should be added or expanded in Santa Ana? Figure 4-1: TPL Parkland Metrics
Figure 5-1: Orange County Park Acres per 1,000 Residents Figure 7-1: Recommended Capital Project by Category
Figure 7-2: Percent of Existing and Proposed Sites and Acreage Identified for Capital Projects Figure 7-3: Recommended Parkland Acquisition and Expansion by Park Type Figure 7-4: Maintenance Needs at Existing and Proposed Sites Figure 8-1: Capital Cost Breakdown for Existing and Proposed Parks Figure 8-2: Capital Cost Breakdown for Existing and Proposed Parks by Park Type List of Maps
Map 2-1: Existing Parks and Facilities
Map 4-1: Park Access
Map 4-2: Key Park System Needs
Map 4-3: Environmental Justice and LUE Focus
Map 4-4: Trail Corridors and Key Connections
Map 4-5: Major Recreation Facilities Distribution
Map 4-6: Active Recreation Facilities Distribution
Map 4-7: Potential Acquisition Opportunities
Map 6-1: Interventions to Increase Access to Parks and Trails Map 6-2: Park Condition
Map 8-1: Park Development District Map
Map B-1: Access Analysis - City Parks
Map B-2: Access Analysis – All Parks + Facilities
Map B-3: Access Analysis – Service Areas + Gaps
Map B-4: Equity Analysis – EJ + LUE
Map B-5: Equity Analysis – Poverty Status
Map B-6: Equity Analysis – Maj. Non-White
Map B-7: Equity Analysis – Res. Density
Map B-8: Access + Equity Analysis – Synthesis
Exhibit A Exhibit 1
City Council 14 – 12 5/17/2022

EXECUTIVE

SUMMARY

EXECUTIVE

SUMMARY
The City of Santa Ana has developed its first Parks Master Plan (PMP) to guide the City’s investment in parks, recreation facilities, trails, open space, programs, and events over the next 10 years. This plan:
• Defines our mission for parks and recreation.
• Identifies community priorities for park system enhancements and improvements.
• Addresses park access and equity issues on a citywide scale. • Provides an overarching investment strategy to increase parkland, diversify recreation options, and sustain existing assets to support community livability, park safety, trail connectivity, health and wellness, and our quality of life.

FOR DECADES,
SANTA ANA’S PARKS,

RECREATION FACILITIES,

AND TRAILS HAVE

NEEDED A SIGNIFICANT

INVESTMENT TO KEEP

THEM SAFE, INCLUSIVE,

AND ENJOYABLE FOR OUR

CHILDREN, FAMILIES, AND
RESIDENTS. THIS MASTER
PLAN PROVIDES OUR CITY’S

FIRST COMPREHENSIVE

STRATEGY TO ENHANCE

OUR PARKS AND
RECREATION SYSTEM.
ii SANTA ANA PARKS MASTER PLAN EXECUTIVE SUMMARY iii
Exhibit A Exhibit 1
City Council 14 – 13 5/17/2022
Community-Serving Parks (City Parks: 5, Community Parks: 17) Neighborhood Parks (Neighborhood Parks: 11)
Other Parks and Facilities (Pocket Parks: 8, Urban Plazas: 3, Special Use Facilities: 4) Other Resources (Park Resources: 3, Undeveloped Parkland: 3) 297.2
ACRES

19.5 ACRES

42.4 ACRES

11.7 ACRES

OUTDOOR RECREATION
77 TOTAL
4 COMMUNITY

GARDENS
2 SKATE PARKS
32 PLAYGROUNDS
32SITES WITH

PICNIC AREAS

MAJOR/SPECIAL USE

FACILITIES
45 TOTAL
2 TENNIS CENTERS
10 RECREATION/

COMMUNITY

CENTERS
2 LOG CABINS
2 SENIOR CENTERS
5 MUNICIPAL
POOLS

SPECIAL USE
1 ZOO
Santa Ana Zoo at
Prentice Park
1 STADIUM
Santa Ana Stadium

ATHLETIC/
SPORTS
141.5 TOTAL
6 SOCCER
FIELDS
4 VOLLEYBALL
COURTS
35 BALL

DIAMONDS

36.5 BASKETBALL
COURTS
30 TENNIS COURTS TRAILS/NATURAL

FEATURES
21 TOTAL
7 TRAILS
2 LAKES
270,000
visitors
annually
37,894
visitors in
2019
8,393 Field
& Facility
reservations
in 2019
TOTAL: 370.8 acres

PLANNING PROCESS
The PMP was developed through an 18-month process that combined broad resident and stakeholder engagement with a data-driven technical analysis to identify community needs.

City staff, key stakeholders, and city leaders together formed a Project Advisory Group to guide the four-phased planning process.

PHASE 1 PHASE 2 PHASE 3 PHASE 4
Parks Evaluation Community Needs Priority Projects Plan Adoption Evaluate current City parks,
facilities, trails, programs,
and operations.

Conduct community
outreach and a technical
assessment of park needs.

Define park
recommendations and
prioritize projects.

Present the Draft Parks
Master Plan for review,
refinement, and adoption.

December 2020 May 2022

PROJECT TIMELINE

EXISTING PARK AND RECREATION ASSETS
The City of Santa Ana manages 54 parks, nine joint-use school sites, and approximately 13 miles of off-street trails for recreation use. These sites support a variety of indoor and outdoor facilities and programs.
iv SANTA ANA PARKS MASTER PLAN EXECUTIVE SUMMARY v
Exhibit A Exhibit 1
City Council 14 – 14 5/17/2022

COMMUNITY PRIORITIES
The City of Santa Ana recently updated its
General Plan in a process that included extensive
outreach and an environmental justice element to
define the community’s vision, values, and goals for
the future. The PMP engagement process built upon
General Plan findings to identify specific community
priorities for parks, recreation, and trails. These
priorities guide our park investment strategy.

OUR COMMUNITY WILL

WORK TOGETHER TO

CREATE A PARK AND

RECREATION SYSTEM THAT
SUPPORTS:
• Safe and inclusive parks
• Diverse parks and green spaces
• Dynamic programming
• Equitable recreation opportunities
• Green connections
• Community culture and identity
• Youth engagement and
development
• Health and wellness

OUR VALUES AND MISSION
The PMP defines the community’s values for parks and recreation. It shows how parks and recreation are integral to achieving the City’s five core values : health, equity and environmental justice, sustainability, culture, and education. The PMP also defines the City’s mission (noted below) in supporting parks and recreation.

We steward our parks, offer engaging recreation opportunities, and connect our diverse community through trails and programs to create a vibrant, livable city.

More than 2,000 residents, 6
different committees, commissions
and advisory groups, 24 partner
or stakeholder organizations,
participants at 16 pop-up activities,
and three staff groups shared their
insights and comments to help
develop the PMP (see Chapter 3).
vi SANTA ANA PARKS MASTER PLAN EXECUTIVE SUMMARY vii
Exhibit A Exhibit 1
City Council 14 – 15 5/17/2022

NEEDS FOR IMPROVED PARK ACCESS
The City strives to provide parks within a 10-minute walking or biking distance of all residents (approximately ¼ to ½ mile). The PMP identified 43 areas that are park deficient.

Of these, 23 are categorized as “high needs,” because they are below the poverty level, have a majority non-white population, have a higher residential density, and/or are in Environmental Justice Communities or Focus Areas for redevelopment. High needs areas are outlined in red on the map.

A detailed analysis of these gap areas shows that many (shaded in yellow) have schools, private or public recreation facilities, other City-owned land, or existing or planned off-street trails that could help address recreation needs. The remaining areas, shaded in green, do not have any similar opportunities. These are the areas where park acquisition is more critical.

The park service and equity analysis was part of a more extensive evaluation of acquisition opportunities, since Santa Ana provides considerably less parkland than U.S. cities on

NEEDS FOR IMPROVED TRAIL CONNECTIVITY
Santa Ana residents want a more walkable, bikeable city, along with improved access to parks. While the City is planning a more comprehensive bikeway system, the PMP focuses on the off-street trail corridors (Class I or IV bikeways) that connect parks and support recreation.
• Proposed Key Connections: These trails, shown in red on the map, were identified as priority opportunities to enhance pedestrian and bicycle connections to local parks and regional trails. Approximately 20.6 miles of trails are needed. • Proposed Golden Loop Trail: When completed, the Golden Loop Trail, shown in gold, will be a 17-mile multiuse path connecting the Santa Ana River corridor to other destinations. Approximately 4.5 miles of trails are needed to complete the loop.

Note: See full map, legend, and
details in Chapter 4, page 83
Note: See full map, legend, and
details in Chapter 4, page 97
viii SANTA ANA PARKS MASTER PLAN EXECUTIVE SUMMARY ix
Exhibit A Exhibit 1
City Council 14 – 16 5/17/2022

FACILITY AND PROGRAM NEEDS
As the City increases its parkland, it will have opportunities to expand and diversify recreation facilities and programs.

PARKS MASTER PLAN INITIATIVES
The Parks Master Plan identifies eight key initiatives for the park and recreation system, along with the polices and implementation strategies that will guide the provision of parks, recreation, and related services over the next ten years.

INITIATIVE: PARKLAND
Acquire and develop parks to increase the amount of parkland and create an integrated park and open space system.

INITIATIVE: EQUITY, ACCESS, AND ENVIRONMENTAL JUSTICE
Ensure that all residents in Santa Ana have equitable access to inclusive parks and healthy recreation opportunities that serve all ages, abilities, and unserved or underserved areas in the City.

INITIATIVE: TRAIL CONNECTIVITY
Create a walkable, bikeable, and interconnected city by providing a network of off-street bicycle and pedestrian trails.

INITIATIVE: RECREATION DIVERSITY
Create unique and vibrant recreation facilities that reflect the character, identity, and needs of Santa Ana’s diverse community.

INITIATIVE: ACTIVITY
Facilitate events, programs, sports, and indoor and outdoor recreation activities to support community health, fitness, empowerment, development, and lifelong learning.

INITIATIVE: STEWARDSHIP
Manage and maintain Santa Ana’s parks and recreation assets through good stewardship, proactive asset management, and the wise use of resources to support a sustainable, resilient, safe, and comfortable park system.

INITIATIVE: COLLABORATION
Engage residents, partners, volunteers, local businesses, and other agencies in enhancing parks and recreation opportunities.

INITIATIVE: INVESTMENT
Diversify funding, generate revenues, and support the capital and operational investment needed to enhance the park and recreation system.

Note: See details on these initiatives and policies in Chapter 6.

SAMPLE OF FACILITY NEEDS
• Nature play and inclusive playgrounds
• Dog parks
• Shade in parks
• Event space
• Soccer fields
• Variety of sports courts
• Community gardens
• Water play opportunities

SAMPLE OF PROGRAM NEEDS
• Expanded special events
• Aquatics programs
• More indoor activities (arts and culture,
health and wellness, community
enrichment)
• Nature interpretation and education
• Increased sport camps, classes,
and league play
• Youth empowerment programs
x SANTA ANA PARKS MASTER PLAN EXECUTIVE SUMMARY xi
Exhibit A Exhibit 1
City Council 14 – 17 5/17/2022
10-YEAR RECOMMENDATIONS
Santa Ana is anticipated to grow to a population of 362,591 over the next 10 years. In addition to adding parks to meet the needs of new growth, the community is demanding a significant increase in parkland to support improved park access for all. The recently adopted General Plan sets a long-range goal to provide three acres of parkland for every 1,000 residents in the future. As a 10-year investment strategy and action plan, the PMP provides detailed guidance and priorities to take the first step: increasing the City’s parkland to 1.5 acres per 1,000 residents. This acquisition strategy includes acquiring many smaller Neighborhood Parks and Pocket Parks, as well as acquiring or expanding existing Community Parks and Citywide Parks. If feasible, the greatest acreage would stem from acquiring the Willowick Golf Course and converting it to a multiuse Citywide Park. While focusing on new acquisitions, the PMP also recommends a variety of improvements and enhancements to existing sites.
0%
50%
43%
37% 40%
1% 2% 1%
23%
26%
11%
17% 18%
40%
30%
20%
10%
Acquire/Expand
Master Plan or Design
Develop Park
Add Major Facility
Improve Comfort Amenities
Make Minor Enhancements
Make Major Enhancements
Major Facility Renovations
Convert Turf
Enhance Landscaping/Plantings
Develop through Partnership
% OF SITES RECOMMENDED FOR THESE CAPITAL PROJECTS

NEW PARKLAND (ACRES)
0 20 40 60 80 100 120
Special Use Facilities
Pocket Parks
Neighborhood Parks
Community Parks
Citywide Parks
Additional Acres
Recommended LOS to
Achieve in 10 years (in acres)
Parkland: 1.5 acres/1,000
Trail Corridors: 0.2 acres/1,000
Joint-Use Sites: 0.15 acres/1,000
TOTAL 1.85 acres/1,000 residents
Note: See figure details and explanations in Chapter 7, pages 166 and 169.. xii SANTA ANA PARKS MASTER PLAN EXECUTIVE SUMMARY xiii
Exhibit A Exhibit 1
City Council 14 – 18 5/17/2022

COSTS AND INVESTMENT

STRATEGY
If park acquisition requires purchasing new
parkland at market rates, the total cost for all park
acquisition, development, enhancements, and
improvements could be $679 million. Adding new
land and facilities could increase park maintenance
costs to $5.2 million annually. These costs do not
include the maintenance and development of
trail corridors, which are identified in conjunction
with transportation planning. It does not include
costs associated with increased park activation,
programming, administration, and operations.

To implement these recommendations, the PMP
identifies potential funding sources, prioritization
tools, and a 12-step action plan for the next
10 years.

ACTION PLAN

1. Prioritize maintenance and
asset management.

2. Increase park impact fees for
new development.

3. Redirect other funds to parks.

4. Explore voter-approved tax
measures and other public
and private support.

5. Create a park opportunity
fund.

6. Pursue key land acquisition
opportunities.

7. Develop the Golden Loop and
Key trail corridors.

8. Evaluate additional park
acquisition opportunities.

9. Explore other acquisition
mechanisms as an alternative
to direct purchase.

10. Update joint-use agreements
with SAUSD.

11. Evaluate the return
on investment before
proceeding with major facility
development.

12. Extend cost recovery
recommendations to new
programs and services.

CAPITAL
COSTS

MAINTENANCE
COSTS
Existing Park
Sites
$127.8 million $3.7 million
Planned,
Proposed,
and Expanded
Parks
$551.4 million $1.5 million
TOTAL $679.2 million $5.2 million
Note: See details on capital and operation costs
in Chapter 8.

FINAL WORD
The Parks Master Plan is a community-driven document, created because of the significant community interest in enhancing Santa Ana’s park and recreation system. While the level of service recommended in this plan is not as high as some residents would like to see, a substantial investment will be necessary to provide 1.5 acres of parkland per 1,000 residents, plus the quality facilities, trails, programs, events, and services desired. To achieve this vision, elected officials, voters, businesses, community organizations, volunteers, donors, and residents will have to work together to make continuous progress in enhancing parks and recreation opportunities. This will be an important investment in Santa Ana’s quality of life.
xiv SANTA ANA PARKS MASTER PLAN EXECUTIVE SUMMARY xv
Exhibit A Exhibit 1
City Council 14 – 19 5/17/2022
1 INTRODUCTION
This chapter introduces the
plan, planning process and
document organization.

The City of Santa Ana’s parks,
recreation facilities, trails,
and open space are vital to
the community’s quality of
life. These places inspire,
educate and connect people
of all ages and backgrounds
through opportunities to play,
exercise and relax.
12 SANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION 13 Exhibit A Exhibit 1
City Council 14 – 20 5/17/2022

PURPOSE OF THE

MASTER PLAN
The City of Santa Ana has developed its first
Parks Master Plan (PMP) to guide the City’s
investment in parks, recreation facilities, trails,
open space, programs and events over the next
10 years. The purpose of the PMP is to:
• Define a citywide vision for parks and
recreation.
• Identify community priorities for park system
enhancements and improvements.
• Provide an overarching investment strategy
to address high-priority, ongoing, and unmet
park system needs.
• Address park access and equity issues on a
citywide scale.
• Define standards and guidelines for the
provision, renovation, development, and
maintenance of parks and facilities.
• Provide direction for the maintenance
and management of the City’s parks and
recreation system.
• Provide recommendations for enhancing
parks, recreation facilities, trails, and
programs to support community livability,
park safety, trail connectivity, health and
wellness, and our quality of life.

This Parks Master Plan was developed through an
18-month process that combined broad resident
and stakeholder engagement with a data-driven
technical analysis to identify community needs.

City staff, key stakeholders and city leaders
together formed a Project Advisory Group that
worked together to ensure the plan reflects the
aspirations and goals of Santa Ana.

While the plan was developed during the
COVID-19 pandemic, the process included
in-person, online, and virtual outreach activities
to ensure all residents and traditionally
underrepresented groups had an opportunity
to participate. With outreach in English, Spanish
and Vietnamese, a wide range of residents,
stakeholders, partners, committees, city leaders,
and community liaisons who represented diverse
groups and interests were involved. More
than 2,000 residents, 6 different committees,
commissions and advisory groups, 24 partner
or stakeholder organizations, participants at 16
pop-up activities, and three staff groups shared
their insights and comments to help develop the
PMP (see Chapter 3).

As noted in Figure 1-1, the four-phased
planning process included updating the City’s
park inventory and evaluating the existing
system, identifying park needs, defining key
initiatives and recommended projects, and
preparing the PMP for community review,
refinement and adoption. The PMP will allow
City staff and leaders to incorporate Santa Ana’s
unique character and community vision into
an action plan that supports vibrant parks and
recreation experiences for residents, employees
and visitors.

PLANNING PROCESS OVERVIEW
PHASE 1 PHASE 2 PHASE 3 PHASE 4
Parks Evaluation Community Needs Priority Projects Plan Adoption Evaluate current City parks,
facilities, trails, programs,
and operations.

Conduct community
outreach and a technical
assessment of park needs.

Define park
recommendations and
prioritize projects.

Present the Draft Parks
Master Plan for review,
refinement, and adoption.

December 2020 May 2022

PROJECT TIMELINE
FIGURE 1-1: THE PLANNING PROCESS
More than 2,000
residents, 6 different
committees, commissions
and advisory groups, 24
partner or stakeholder
organizations,
participants at 16 popup activities, and three
staff groups shared their
insights and comments
to help develop the PMP
(see Chapter 3).
14 SANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION 15 Exhibit A Exhibit 1
City Council 14 – 21 5/17/2022

GENERAL PLAN UPDATE AND EIR
(2022)
The PMP was developed concurrently as the
City of Santa Ana completed its General Plan
update, a process that extended from 2015-
2022. The General Plan sets forth the City’s
long-range goals and policies that reflect the
aspirations and values of residents, landowners,
businesses and organizations within the
community. The Open Space Element of the
General Plan defines policies and actions to
guide the provision and future development of
parks and open space. In doing so, it recognizes
the critical role open space plays with regards
to quality of life, environmental impacts due to
climate change and urbanization, neighborhood
character, and balancing the city’s overall health.

Since parks and recreation is integral to many
City services, the Community Element, Mobility
Element, and Conservation Element of the
General Plan also include policies related to the
City’s park and recreation system.

PARKS RECREATION & COMMUNITY

SERVICES AGENCY SERVICE &

FINANCIAL SUSTAINABILITY STUDY
(2020)
In an effort to continually improve and enhance
services and overall organizational effectiveness,
City staff and community members participated
in a comprehensive process to address financial
sustainability of the park and recreation system
through the creation of a Resource Allocation
and Cost Recovery Philosophy, Model, Policy,
and a Services Assessment. This process and
its outcomes will serve to guide the City in
evaluating service provision strategies to ensure
they are running at optimal levels, and the
system is sustainable in the long term.

SANTA ANA ZOO FACILITIES MASTER
PLAN (2018)
Adopted in 2018, the Santa Ana Zoo
Facilities Master Plan identifies the goals and
principles that will guide the development
and enhancement of the Santa Ana Zoo
over the next 15-20 years. Findings were
based on a facility inventory, evaluation, and
review of development concepts to define
the City’s approach for site management and
improvements.

COMMUNITY ARTS AND CULTURAL
MASTER PLAN (2016)
Santa Ana’s first Arts and Cultural Master Plan
was completed following the 2014 formation of
the City’s Arts Commission. This plan identifies
the infrastructure and resources needed to
support and promote Santa Ana’s heritage and
identity through the arts, by fostering cultural
and creative industries in the city over the next
ten years.

The PMP builds on findings from several previous plans and studies.

PRECEDENT PLANNING DOCUMENTS

THE IMPORTANCE OF

PARKS AND RECREATION
Until now, Santa Ana has not had a Parks Master
Plan to help prioritize investment. While the City
offers less park acreage than many neighboring
cities, Santa Ana has not had a cohesive strategy to
improve existing parks and increase green space.

Today, the City of Santa Ana is looking to adopt
a new approach to ensure that all residents have
access to quality parks and recreation opportunities.

The approach responds to the realization that parks
are integral to our quality of life.

Today, the City of Santa
Ana is looking to adopt
a new approach to
ensure that all residents
have access to quality
parks and recreation
opportunities.

SOUTH MAIN VISION PLAN (2016)
The South Main Vision Plan re-imagined the
south Main Street corridor, a 2-mile segment
from First Street to Warner Avenue with direct
adjacencies to six park-deficient neighborhoods.

Although the plan’s objectives were to revitalize
the area, encourage redevelopment, and foster
local businesses, two other priorities emerged:
increasing walkability and protecting open space.

Plan recommendations pointed to opportunities to
provide greenspace within the right-of-way and a
via a public-private “pop-up” park collaborative.
16 SANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION 17 Exhibit A Exhibit 1
City Council 14 – 22 5/17/2022

SUPPORTING COMMUNITY HEALTH
At no other time in recent history has the value of parks been more apparent than during COVID-19 pandemic that began in the spring of 2020. As public health experts learned more about COVID’s transmission, they began recommending the everyone spend more time outdoors to take advantage of the physical and mental health benefits of green space—which created an unprecedented demand on parks, trails, playgrounds, and associated amenities.

While COVID transmission rates decline, the Parks Master Plan identifies ways that parks and recreation programs can continue to support individual and community health. Research shows that access to nature can lower risks of circulatory and cardiovascular disease. Relaxation and physical exercise not only support personal fitness, but also support psychological benefits, such as improved mental health and mood, stress reduction, and increased personal resilience.

INCREASING PARKS AND

GREEN SPACE
The increased demand for parks and outdoor
activities sparked the realization that many
areas in Santa Ana are park deficient. In fact,
the City overall has a lower level of service for
parkland than many nearby cities, including
Tustin, Orange, Fullerton, and Anaheim. With
approximately 371 acres of parks, the City of
Santa Ana provides just over one acre of park
space for every one thousand residents in the
city. Many residents would like to double or
triple that amount. The PMP includes an indepth evaluation of parkland needs to create a realistic strategy for increasing parks and
green space.

ADVANCING EQUITABLE ACCESS
Not all of Santa Ana’s residents enjoy the
same access to parks and recreation services.

Many neighborhoods across the city do not
have parks. Some residential areas have
higher density development and more
residents that place greater demand on
nearby parks. In some cases, communities of
color and low-income residents must travel
further to enjoy the benefits of the parks
and recreation system. This PMP analyzed
existing demographics, park locations, and
key environmental justice and focus areas,
and residential density to identify which
geographic areas and residents have the
greatest need for parks. There is work to do to
ensure that all residents have equitable access
to parks and recreation opportunities.
18 SANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION 19 Exhibit A Exhibit 1
City Council 14 – 23 5/17/2022

FOSTERING MULTI-FACETED BENEFITS
In addition to health benefits, parks are important for their ability to support social, recreational, environmental and economic benefits. The PMP includes strategies to foster the following types of benefits:
• Social: Parks and recreation provide opportunities to strengthen family and community relationships, foster community pride, and increase community identity.

In addition, recreation programs have been shown to reduce loneliness in older adults and seniors and prevent youth crime and violence. Aquatics and learn-to-swim programs promote water safety.
• Recreational: Parks, facilities and programs provide the spaces and opportunities to play; participate in sports; engage in fitness activities; learn new skills; embrace community history, art and culture; join a team; and develop a sense of camaraderie from participating in city programs and events.
• Environmental: Parks and open space provide important green infrastructure that support the urban tree canopy, protect wildlife habitat, reduce air and water pollution, provide stormwater benefits, promote biodiversity, reduced urban heat, and provide other ecological benefits.
• Economic: Not only do quality parks and programs attract new residents and businesses to cities, but facilities such as the Santa Ana Zoo also support the City’s economic vitality by attracting visitors to spend money nearby. Furthermore, homes nearest to parks often enjoy higher property values.

ALIGNING WITH OTHER CITY VALUES
Santa Ana’s parks, recreation facilities and programs also play an important role in contributing to the City’s vision and values. The PMP includes policies, strategies and recommended projects to support City efforts to advance:
• Health
• Equity
• Sustainability
• Culture
• Education
The five elements were identified in the 2022 General Plan as the core values and aspirations our residents have for our city. 20 SANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION 21 Exhibit A Exhibit 1
City Council 14 – 24 5/17/2022
CHAPTER 6. SYSTEMWIDE

RECOMMENDATIONS
Identifies the vision, values and mission, along
with key park and recreation initiatives, policies
and implementation strategies.

CHAPTER 7. SITE

RECOMMENDATIONS
Summarizes recommendations for existing and
proposed parks, introduces park acquisition and
development guidelines, and shares case studies
to model options for future park transformation.

CHAPTER 2. PARK SYSTEM

OVERVIEW
Introduces a new park classification system and
provides an overview of key amenities, facilities
and services.

CHAPTER 3. SANTA ANA

COMMUNITY
Describes community demographics and
priorities from outreach findings.

CHAPTER 4. PARK ACCESS, EQUITY

AND OPPORTUNITIES
Presents a series of maps that show the
distribution of parks, service gaps and
deficiencies, and areas of greatest needs.

CHAPTER 5. FACILITY, TRAILS, AND

PROGRAM NEEDS
Summarizes findings for parks facilities, trails and
programs to define the level of service desired
by the community.

PLAN ORGANIZATION
The PMP provides direction for the City’s enhancement, preservation and maintenance of parks, trails, open space and recreation facilities over the next 10 years. In addition to this chapter (Chapter 1. Introduction), the remainder of this document is organized as follows:
22 SANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION 23 Exhibit A Exhibit 1
City Council 14 – 25 5/17/2022
APPENDIX D. ACQUISITION, DESIGN AND

DEVELOPMENT GUIDELINES
Presents guidelines for the acquisition, design,
development, and renovation of parkland systemwide.

APPENDIX E. CAPITAL AND OPERATIONS
COSTS
Summarizes planning-level costs to carry out recommended capital projects and maintain the park system.

APPENDIX B. PARK ACCESS ANALYSIS
Presents the mapping analysis of park gaps and
high-need areas.

APPENDIX C. SITE RECOMMENDATIONS
Provides a matrix that summarizes
recommendations for all existing and proposed
parks.

CHAPTER 8. ACTION PLAN
Presents a short-term action plan, prioritization
criteria and potential funding strategies.

APPENDIX A. PARK AND FACILITY

INVENTORY
Summarizes and classifies existing park and
facility data.
24 SANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION 25 Exhibit A Exhibit 1
City Council 14 – 26 5/17/2022
2 PARK SYSTEM

OVERVIEW
This chapter presents a new park
classification system and overview
of key amenities, facilities, and
programs.

Santa Ana’s residents enjoy a
varied park system, ranging from
small pocket parks such as Garfield
Fitness Park to large city parks
such as Centennial Park. These
green spaces support a variety
of indoor and outdoor recreation
facilities, plus recreation programs,
sports and enrichment activities.
26 SANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW 27 Exhibit A Exhibit 1
City Council 14 – 27 5/17/2022
The City of Santa Ana’s park and recreation
system collectively refers to the City’s
recreation spaces, infrastructure and
resources that are managed, maintained
and programmed for recreation or park use.

Currently, this system is managed by the Parks,
Recreation and Community Services Agency
(PRCSA). Park maintenance responsibilities are
anticipated to transition to the Public Works
Department in Fiscal Year 2022-2023.

THE PARK SYSTEM
The park system describes the lands and facilities
provided by City of Santa Ana to support
recreation. There are three different types of
lands managed as part of this park system:
• City Parkland: These publicly accessible sites
and green spaces are owned and managed
by the City of Santa Ana to support recreation
and social gathering (or were acquired for this
purpose).
• Joint-use Sites: Owned by other agencies,
Joint-Use Sites are managed or maintained
by the City of Santa Ana through a jointuse agreement to increase access and opportunities for fitness and recreation.

Examples include school sports fields and
other facilities owned by the School District.
• Trail Corridors: These linear corridors with
off-street trails support recreation, nonSANTA ANA’S PARK AND RECREATION SYSTEM motorized transportation, and bicycle and
pedestrian access to parks. These may be
located in street rights-of-way, flood control
channels, or lands owned by other entities.
(Note: Additional classes of on-street trails
and bikeways are managed separately as part
of the City’s transportation system.)
The entire park system includes 371 acres of
City parkland at 54 sites, supplemented by 32
acres at 9 joint-use sites, and approximately 13
miles of off-street trails. Each of these elements
are also considered part of the City’s open
space network. To distinguish parkland from
open space and landscaped areas, the following
are defined:
• Landscaped Areas: Landscaped Areas are
a type of open space that is maintained for
community aesthetics and beautification, but
not for park use. These may include medians,
street rights-of-way, gateways, public grounds
around buildings, etc.
• Open Space: Open space encompasses
recreational and green spaces, including
parks, commercial open space, vacant lands,
manicured landscaped areas, trail corridors,
water channels and rail infrastructure.1
Not
all open space areas are suitable for use as
parkland.
1 This definition is consistent with the General Plan land use designation description of Open Space, page LU-20.

CITY PARKLAND
The City of Santa Ana classifies and categorizes parks
to distinguish them by their function. Classifications
consider site size, use, service area, as well as
available amenities and facilities. The categorization
helps the City make decisions about development,
improvements, park maintenance and programming
based on the intent and level of use each park site.

Santa Ana’s parks are classified in four categories,
which are further subdivided into eight types of parks.

The City of Santa Ana’s
park and recreation
system collectively
refers to the City’s
recreation spaces,
infrastructure and
resources that are
managed, maintained
and programmed for
recreation or park use.
28 SANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW 29 Exhibit A Exhibit 1
City Council 14 – 28 5/17/2022
Citywide Parks are Santa Ana’s largest parks.

Typically, more than 15 acres in size, these sites
provide major recreation facilities, cultural venues
and natural areas that serve as destinations
for events, programs and activities, attracting
visitors from across the entire city and beyond.

Typical facilities and features include recreation
centers, amphitheaters, swimming pools,
sports courts and fields, skate parks, lakes,
trails and trailheads, destination playgrounds
and group picnic areas. In addition to a variety
of support facilities, citywide parks may also
include concessions, reservable facilities or other
revenue-generating activities and infrastructure.

COMMUNITY-SERVING PARKS
Community-serving parks provide recreation opportunities for all or a substantial portion of the Santa Ana community. Santa Ana has two types of community-serving parks:

Community Parks are mid-size parks, typically
5 to 10 acres in size, which support sports and
group gatherings for several neighborhoods
or a portion of the city. Typical facilities
include sports fields and courts, small group
picnic areas, and specialized or unique
facilities such as swimming pools, recreation/
community centers and senior centers that
support programming. Community parks
typically include on-site parking, restrooms and
similar support amenities for longer site visits.

However, these sites typically have less variety
and less green space than larger citywide parks.

Centennial Park Lake (Citywide Park) Campesino Park (Community Park) Mariposa Park (Neighborhood Park) Garfield Fitness Park (Pocket Park) Neighborhood Parks are small parks, typically
1 to 5 acres in size, intended to serve nearby
neighbors. These sites provide small-scale
opportunities for play, picnicking and leisure
activities for residents that live within walking
or biking distance. Typical facilities include
playgrounds, picnic tables and open lawn areas.

Sports fields, sports courts and trailheads also
may be located within neighborhood parks to
provide opportunities for local recreation.

NEIGHBORHOOD-SERVING PARKS
Neighborhood-serving parks provide close-tohome recreation opportunities. Currently, Santa Ana offers only one type of neighborhood park
defined below.

OTHER PARKS AND FACILITIES
The City provides three other types of open
space to support recreation and community
aesthetics:

Pocket Parks are small sites, typically less than
1 acre, which provide green space, passive
social space, and in some cases a small-scale
recreation feature.

Urban Plazas are small parks with hardscape
and green space that provide social gathering
opportunities in urban and commercial areas.

Special Use Facilities are sites that support
stand-alone major recreation facilities not
located within a larger park. These facilities
are typically fee-based and are only open
when programmed or reserved for use. Their
hours of operation and public use are limited.

Examples include the Santa Ana Zoo, stadium
and tennis centers.
30 SANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW 31 Exhibit A Exhibit 1
City Council 14 – 29 5/17/2022
Park Resources are managed by other entities
for non-park use as defined through long-term
leases or agreements with the City. Examples
include sites operated by Santa Ana Unified
School District (SAUSD) and the Santa Ana
Police Department (SAPD). Depending on the
terms of the joint-use agreement, these sites are
not accessible to the general public.

Undeveloped Parkland are unimproved Cityowned properties being held for future park development and recreation use. Sites may not
allow current park access.

Santa Ana’s parkland is distributed throughout
the city. Map 2-1 on the following pages
shows the location of existing parks and trails.

Table 2-1, below, provides a summary of the
inventory. The map and table show:

Thirty-three of these parks (317 acres) are
developed as community-serving parks or
neighborhood parks, providing places to play,
gather, and experience nature.

Fifteen sites (42 acres) are developed as
smaller pocket parks, urban plazas, or special
use facilities, such as the Santa Ana Zoo at
Prentice Park and the Cabrillo Tennis Court.

Additionally, the City has six sites (11.7
acres) of undeveloped land or park resources
such as the SAPD Training Center. These
are not currently used for recreation but are
considered a potential resources for future
park use.

Civic Center (Urban Plaza) Santa Ana Zoo at Prentice Park (Special Use Facility)

OTHER RESOURCES
The City owns other lands that currently are not used for public recreation.

These are counted as agency resources within the parkland inventory. 32 SANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW 33 Exhibit A Exhibit 1
City Council 14 – 30 5/17/2022
CITY SITES # OF
SITES
TOTAL

ACREAGE

EXAMPLES

COMMUNITY-SERVING PARKS
Citywide Parks 5 168.2 Centennial Park, Santiago Park
Community Parks 17 129.0 Windsor Park, Bomo Koral Park
Community-Serving Parks Subtotal 22 297.2

NEIGHBORHOOD-SERVING PARKS
Neighborhood Parks 11 19.5 Mabury Park, Edna Park
Neighborhood Parks Subtotal 11 19.5

OTHER PARKS AND FACILITIES
Pocket Parks 8 3.7 Sarah May Downie Herb Garden,
French Park
Urban Plazas 3 6.0 Plaza Calle Cuatro, Sasscer Park
Special Use Facilities 4 32.7 Santa Ana Zoo at Prentice Park, Cabrillo Tennis Center
Other Parks and Facilities Subtotal 15 42.4

OTHER RESOURCES
Park Resources 3 9.2 Griset Park, SAPD Training Center, SAPD Canine Training Facility
Undeveloped Parkland 3 2.5 Myrtle and Raitt Park, Standard and McFadden Park, Flower & 10th Park
Other Resources Subtotal 6 11.7
TOTAL 54 370.8
Source: City of Santa Ana
For more detail inventory information, see Appendix A.

MAP 2-1: EXISTING PARKS AND FACILITIES
TABLE 2-1: CITY PARKLAND BY CLASSIFICATION
34 SANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW 35 Exhibit A Exhibit 1
City Council 14 – 31 5/17/2022
TRAILS
The City of Santa Ana provides
approximately 13 miles of Class I trails
that will be maintained and managed
by PWA (Table 2-3). Located in public
rights-of-ways and flood control channels,
these corridors support non-motorized
transportation, recreation and access to
parks. A key component of the City’s trail
system is the proposed “Golden Loop.”
This future bike trail will eventually provide
15 miles of connected facilities around
the periphery of the city, running along
the Santa Ana River and connecting to
other local and regional trails. Currently,
segments of the loop are constructed, yet
there are gaps that are not yet completed.

JOINT-USE SITES
Owned by other agencies, joint-use sites are managed or maintained by the City of Santa Ana through a joint-use agreements. In turn, these sites are open (or partially open) to the public to increase access and opportunities for fitness and recreation. Examples include school sports fields, playgrounds and other facilities owned by the Santa Ana Unified School District (SAUSD).

A complete list of joint-use sites is included in Appendix A and a summary is provided in Table 2-2.

JOINT-USE SCHOOL SITES TOTAL ACREAGE OWNER
Garfield Elementary School 0.4 SAUSD
Madison Elementary School (Madison Park) 0.03 SAUSD
Monroe Elementary School (Delhi Park) 2.9 SAUSD
Monte Vista Elementary School (Jerome Park) 2.4 SAUSD
Roosevelt-Walker Elementary School* 1.5 SAUSD
Roosevelt-Walker Elementary School 1.1 SAUSD
Willard Intermediate School* 0.1 SAUSD
Willard Intermediate School 4.9 SAUSD
Godinez High School (Centennial Park) 18.6 CSA
TOTAL 31.93

TRAIL NAME TOTAL

MILEAGE
Santiago Creek Bike Trail 1.0
Pacific Electric (Maple Street)
Bike Trail 2.1
Alton Avenue Bike Trail 2.9
Raitt Street Bike Trail 0.2
Bear Street Bike Trail 0.7
MacArthur Bike Trail 0.1
Santa Ana River Bike Trail 3.6
Flower Street Bike Trail 1.5
Santa Ana Gardens Bike Trail 0.7
TOTAL 12.8
TABLE 2-3: CITY TRAIL CORRIDORS
The Flower Street Bike Trail provides southern Santa Ana with north/south neighborhood connections.

Roosevelt-Walker Elementary School is one of two schools in the SAUSD that is considered a public facility and has “City Hours” for full time public use.

TABLE 2-2: JOINT-USE SITES
36 SANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW 37 Exhibit A Exhibit 1
City Council 14 – 32 5/17/2022

RECREATION FACILITIES
Santa Ana’s parks support a variety of recreation
amenities and facilities. The PMP uses the
following terms to distinguish and categorize
features in parks:
• Facilities: Facilities are outdoor elements
or structures that provide recreation
opportunities in parks. Examples include
playgrounds, sports fields, sports courts,
picnic shelters, outdoor fitness equipment,
skate parks, and community gardens.
• Major Facilities: Some facilities in parks
require a greater investment in maintenance,
operations, and programming. These are
referred to as “major facilities.” They include
facilities such as amphitheaters, recreation
and community centers, senior centers,
gymnasiums, the zoo, indoor and outdoor
swimming pools, sports stadiums, and tennis
centers.
• Specialized Facilities: Some facilities have
a singular function or use that may require
specialized maintenance or operations,
although these may not require as extensive
resources as a Major Facility. Examples include
concessions, formal gardens, and stages.
• Amenities: The support features that
facilitate the comfort, functionality, and use
of parks are called amenities. These include
elements such as restrooms, parking lots,
trash receptacles, benches and tables,
barbecues, lighting, bike racks, drinking
fountains, art, and signage.
• Trails: Considered a facility, trails can be softsurfaced or hard-surfaced linear paths intended for recreation and active transportation.

In addition to these, some temporary
programming spaces may be identified to support
short-term, pop-up activities and community
events. Examples may include neighborhood
streets or parking lots for schools, businesses and
public buildings. These temporary spaces do not
count as parkland or as recreation facilities.

Appendix A provides details on amenities and
facilities in parks by site. It also itemizes major
facilities and trails in separate tables. Figure 2-1
illustrates park and facilities by the numbers.

FIGURE 2-1: SANTA ANA’S PARKS AND RECREATION FACILITIES Community-Serving Parks (City Parks: 5, Community Parks: 17) Neighborhood Parks (Neighborhood Parks: 11)
Other Parks and Facilities (Pocket Parks: 8, Urban Plazas: 3, Special Use Facilities: 4) Other Resources (Park Resources: 3, Undeveloped Parkland: 3) 297.2
ACRES

19.5 ACRES

42.4 ACRES

11.7 ACRES

OUTDOOR RECREATION
77 TOTAL
4 COMMUNITY

GARDENS
2 SKATE PARKS
32 PLAYGROUNDS
32SITES WITH

PICNIC AREAS

MAJOR/SPECIAL USE

FACILITIES
45 TOTAL
2 TENNIS CENTERS
10 RECREATION/

COMMUNITY

CENTERS
2 LOG CABINS
2 SENIOR CENTERS
5 MUNICIPAL
POOLS

SPECIAL USE
1 ZOO
Santa Ana Zoo at
Prentice Park
1 STADIUM
Santa Ana Stadium

ATHLETIC/
SPORTS
141.5 TOTAL
6 SOCCER
FIELDS
4 VOLLEYBALL
COURTS
35 BALL

DIAMONDS

36.5 BASKETBALL
COURTS
30 TENNIS COURTS TRAILS/NATURAL

FEATURES
21 TOTAL
7 TRAILS
2 LAKES
270,000
visitors
annually
37,894
visitors in
2019
8,393 Field
& Facility
reservations
in 2019
SANTA ANA’S PARKS AND RECREATION FACILITIES
TOTAL: 370.8 acres
38 SANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW 39 Exhibit A Exhibit 1
City Council 14 – 33 5/17/2022
The City of Santa Ana provides several types of events and recreation programs for the community. These include scheduled classes and camps, sports league play and activities. PRCSA’s current core recreation service areas are outlined below:

PROGRAMS AND SERVICES
Special Interest & Enrichment
classes, lectures, instruction and learning
Sports
organized recreational and competitive leagues and tournaments, including youth and adult sports and tennis
Senior Services
programs, activities and services for seniors and older adults including fitness & nutrition, technology classes, health programs, game nights and excursions
Special Events
community festivals and events
Health, Wellness & Fitness
physical activity, nutrition and fitness classes including karate and martial arts, yoga, Zumba, etc
Preschool Programs
age-appropriate development programs for children
(up to 5 years old)
Aquatics
recreational swim, swim team, learn to swim classes, water fitness Zoo Programs
interactive classes, workshops and opportunities for learning run by or held at the Santa Ana Zoo
Youth Programs
age-appropriate development programs for youth
Volunteerism
volunteer service projects and activities
Teen Development & Leadership
age-appropriate development programs for teens
Arts, Music & Culture
visual, fine and performing arts, art clubs and classes, dance and cultural heritage
40 SANTA ANA PARKS MASTER PLAN CHAPTER 2: PARK SYSTEM OVERVIEW 41 Exhibit A Exhibit 1
City Council 14 – 34 5/17/2022
In addition to City park, facilities and programs
provided or managed by the City of Santa
Ana, residents have access to a variety of other
recreation resources in the region. Several of
these recreation resources are noted below:
• Santa Ana Unified School District Facilities:

In addition to the joint-use sites that the City
maintains, many other schools in Santa Ana
provide indoor and outdoor amenities and
green space managed by SAUSD.
• Private Facilities: Private facilities, campuses,
and green space in Santa Ana also help meet
the needs of members. Examples include:
• Santa Ana College: This campus includes
baseball, softball and soccer fields, a track
stadium, swimming pool, tennis courts, and
other facilities for students and staff.
• CCCM Field: Located in the southwest
corner of Santa Ana, CCCM field is used
as an outdoor meeting space for the
church congregation of Calvary Chapel
Costa Mesa in addition to being used as
a practice space for our Calvary Schools
softball team and others.

OTHER LOCAL AND REGIONAL RESOURCES
• Willowick Golf Course: Located on the west
side of the Santa Ana River is a 100-acre golf
course owned and operated by the City of
Garden Grove. The 18-hole golf course has
the highest usage of all courses in the county.

It provides two sets of tees, a grass driving
range, three practice putting greens, pro
shop and new, 5,000 square-foot full-service
bar and restaurant.
• River View Golf Course: This 18-hole golf
course is located along the river in north
Santa Ana. River View has a lighted driving
range, putting course, driving range, pro
shop, bar, grill, and outdoor patio.
• Mile Square Regional Park: This 640-acre
park in Fountain Valley, near the southwest
boundary of Santa Ana, includes two lakes,
sports fields, picnic areas, a recreational and
cultural center, clubhouse, golf course, archery
range, and radio-controlled airplane field.
• Irvine Regional Park: Managed by Orange
County, this 495-acre historic park is
located in the City of Orange. It provides an
amphitheater, four large group picnic areas,
six playgrounds, four softball fields, two
horseshoe pits, a lake, boathouse, wedding
venue, interpretive programs center, paved
bicycle/walking trail, and an equestrian trail.

A parking/entry fee is required. Additional
concessions include pony rides, bicycle and
aquacycle rentals, train rides, and snack shops.
• Fairview Regional Park: Located on Placentia
Avenue in Costa Mesa, southwest of Santa
Ana, this 210-acre park and is developed with
a mini railroad, vernal pools, cove chaparral,
and open fields for games, and gliders.
• Nearby local parks: Adjacent cities own and
operate parks, with some located within a mile
of Santa Ana’s City limits. However, these parks
were not designed to accommodate use by
Santa Ana residents. For example, in the City
of Orange, Hart Park provides dog-friendly
green space, ball fields, a seasonal community
swimming pool and summer concerts just
north of Santa Ana. In Costa Mesa, Wimbledon
Park and Wakeham Park serve its residents
with green space and play areas.
42 SANTA ANA PARKS MASTER PLAN CHAPTER 1: INTRODUCTION 43 Exhibit A Exhibit 1
City Council 14 – 35 5/17/2022
3 SANTA ANA

COMMUNITY
This chapter includes background
and context about the community
of Santa Ana and the park
priorities identified through
outreach and engagement.

The input of diverse residents
and stakeholders from across the
City ensures that the Parks Master
Plan reflects community needs.
44 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 45 Exhibit A Exhibit 1
City Council 14 – 36 5/17/2022
Santa Ana has a robust international population with
many residents coming from Latin America, Southeast
Asia, and the Philippines. According to the 2014-
2018 ACS, 45 percent of Santa Ana residents were
foreign born, higher than the 30 percent of foreign
born residents in Orange County. As of 2020, 78
percent of the city’s residents were Hispanic, followed by Asian residents at 12 percent, and White residents
at 8.5 percent. Over the past ten years the Hispanic
population has decreased by six percent, the White
population has decreased by 12 percent and the
Asian population has increased by 11 percent, the
majority of which are Vietnamese residents.

According to ACS data from 2014-2018 the majority
of Santa Ana residents are aged between 25 to
44 years (31%) followed by residents aged 0 to 19
(30%). The smallest percentage of residents are
those aged 20 to 24 (8.6%) and 65 and over (8.6
percent). The median age of residents is 31.4 years.

Santa Ana is a vibrant community in Orange
County, California with a diverse population
that is passionate about their community and
community’s well-being. Residents of Santa
Ana have a strong desire to strengthen and
revitalize their parks for the benefit of all
residents and visitors.

Santa Ana is often referred to as “Orange County’s
downtown” (Santa Ana Housing Element). The
city was incorporated in 1886 and today is the
County seat, has an eclectic urban environment,
strong employment center, transit hub, and
historic neighborhoods and downtown. Santa Ana
has one of the most diverse and international
populations in Orange County, contributing
historically to the City’s steady growth.

According to the latest Housing Element, the
city experienced a rapid period of growth
in the 1980s and 1990s, with a 44 percent
increase in residents. However, the city did not
experience a residential construction boom to
keep pace with the growing population and
instead experienced an increase in household
size. Orange County Projections (OCP) project
that Santa Ana’s population will grow to
362,5911
by 2030. As of 2019, Santa Ana had a
population of 334,774 residents.2

15.7 percent
of Santa Ana residents lived in poverty which
is higher than the 10.9 percent of residents in
Orange County who live in poverty.

COMMUNITY CONTEXT AND DEMOGRAPHICS ENGAGEMENT PROCESS
Santa Ana at a Glance
334,774 Current population
362,591 Forecasted population (2030)
78% Hispanic/Latino
12% Asian
80% Speaking a language other than
English at home
82% family households
The Parks Master Plan (PMP) included a community
engagement process that encouraged community
members to be actively involved in the planning
effort. The engagement process was designed to:
• Educate and inform community members
through meaningful engagement regarding
the PMP process
• Identify key stakeholders and PMP champions,
working in partnership to ensure participation
in the process
• Solicit input to identify community park and
recreation needs and priorities from a crosssection of audiences and key stakeholders throughout the community (including age,
gender, socioeconomic status, language,
racial and ethnic backgrounds, dis/ability,
geography etc.)
• Target project outcomes that reflect the needs of
and prioritize benefits to historically underserved
neighborhoods with focused participation efforts
that represents the broad diversity of residents,
needs, and park use opportunities
• Ensure equitable access to resources by
providing a variety of engagement options
(time, location, language)
• Demonstrate transparency throughout open
and ongoing interaction with the community
throughout the project and clear communication
about how public input will be incorporated into
the needs assessment and Master Plan
1 2020 U.S. Census data show that population growth in Santa Ana has been slower than the 2018 OCP projections. When State and Orange County projections are updated in 2022, these trends may change 2 Source: Santa Ana Draft General Plan
Since outreach was conducted during the
ongoing COVID-19 pandemic, the engagement
process included a strategic mix of in-person, selfdirected and virtual/ online activities conducted in accordance with the State of California and
Orange County Health Agency directive.

Outreach was conducted in three different
languages: English, Spanish, and Vietnamese.

In addition, local community organizations also
stepped in to support other language groups
such as Chinese. Efforts were made to involve
underrepresented groups by providing language
translation, in-person and digital engagement,
flexible engagement times, and to connect with
local community groups who have a relationship
with local communities.
46 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 47 Exhibit A Exhibit 1
City Council 14 – 37 5/17/2022

OUTREACH
The PMP website served as the digital home
for information on the Parks Master Plan. It
contained an overview of the planning process,
links to the survey, fact sheets, plan documents,
information about meetings and events, and FAQs.

A number of outreach methods were employed
to inform community members of the PMP and
engagement opportunities, including:
• Email blasts
• Press releases
• Social media – Facebook, Instagram, NextDoor
• Announcements during City Council meetings
• Flyers at City Hall, public libraries, community
centers, and downtown businesses
• Utility bill inserts
• Transit stop posters
• Electronic billboards
• Newsletters
• Channel 3 news promotion
Community ambassadors served an important
role in the community outreach process.

These ambassadors helped to create a
trusting relationship with underserved groups
in Santa Ana. Ambassadors connected with
a diverse array of group types. Ambassadors
were individuals that represented 24
community and youth serving organizations.

In addition to communicating the PMP
information to their respective groups, they
reached two neighborhood groups, two city
facilities groups, four school districts, nine
schools, three local businesses, and 22 sports
organizations. All organizations, including
those affiliated with the Ambassadors, utilized
their email databases to send out email blasts
about the parks survey. To incentivize survey
participation, individuals were entered into a
$50 prize drawing.

These were placed on bus shelters and in many City facilities to advertise the survey.

Let’s talk about ways
to improve our parks!
¡Hablemos de maneras de mejorar
nuestros parques!
Hãy bàn về cách cải thiện công viên
của chúng ta!
Take our survey.

Participe en nuestra encuesta.

Tham gia cuộc khảo sát của chúng tôi.

English bit.ly/SAParkSurveySpanish bit.ly/SAEncuestaDelParqueVietnamese bit.ly/SACauHoiVeCong
TAKE THE SURVEY!
Tell us how we can make parks, trails, and recreation activities better for you, your family, and our entire community.

The survey is open to ages 12 and over. Anyone who completes it is eligible to enter a drawing for a $50 gift card.

For a paper copy, please visit your local Santa Ana community center or call this phone number: (714) 571-4292. bit.ly/SAParkSurvey FIGURE 3-2: A TRILINGUAL UTILITY INSERT TO ADVERTISE THE SURVEY HÃY THAM GIA KHẢO SÁT!
Hãy cho chúng tôi biết làm sao chúng tôi có thể làm cho công viên, đường mòn và các hoạt động giải trí tốt hơn cho quý vị, gia đình quý vị và toàn bộ cộng đồng của chúng ta. Cuộc khảo sát này dành cho người từ 12 tuổi trở lên. Bất kỳ ai hoàn thành khảo sát đều đủ điều kiện tham gia rút thăm trúng thưởng thẻ quà tặng trị giá $50.

Để có bản sao giấy, vui lòng đến trung tâm cộng đồng Santa Ana tại địa phương của quý vị hoặc gọi số: (714) 571-4292.

Cuéntenos cómo podemos mejorar los parques, senderos y actividades recreativas para usted, su familia y toda nuestra comunidad.

La encuesta está abierta a mayores de 12 años. Cualquiera que lo complete es elegible para participar en un sorteo de una tarjeta de regalo de $50.

Para obtener una copia impresa, visite su centro comunitario local de Santa Ana o llame a este número de teléfono: (714) 571-4292. ¡PARTICIPE EN NUESTRA ENCUESTA!
bit.ly/SACauHoiVeCong
bit.ly/SAEncuestaDelParque

PLAN MAESTRO DE PARQUES PLAN MAESTRO DE PARQUES

PARQUES, INSTALACIONE S, SENDEROS Y ESPACIO ABIERT O DE SANTA ANA K HO CH T NG TH CÔNG VIÊN CÔNG VIÊN
FIGURE 3-1: PARKS MASTER PLAN POSTER
48 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 49 Exhibit A Exhibit 1
City Council 14 – 38 5/17/2022

COMMUNITY ENGAGEMENT
The PMP outreach engagement utilized multiple
channels to reach community members, leaders,
and organizations.

PARKS MASTER PLAN SURVEY
The PMP survey was available online from April
15th, 2021, to September 15th, 2021. There were
1,801 total survey responses collected both online
and in person. The survey link was distributed via
email, social media, press releases, and on poster
and utility bills. Paper copies were handed out at
movies in the park and available at City Hall and
public libraries. Local groups also encouraged
community participation. The PMP survey had
seven sections of questions related to COVID-19
impact, parks, facilities, equity and access, trails,
programs and events, funding priorities and policy
direction, and a section for community members
to provide demographic information. This section
was optional. The survey took about 10 minutes
to complete and was suitable for anyone 12 and
over. The survey was translated into Spanish and
Vietnamese and a virtual version was available on
the project website.

POP-UP EVENTS
To encourage survey participation, the City staff
hosted 16 pop-up community engagement
activities where they handed out the survey
and were available to answer questions about
the PMP process. To garner as much feedback
as possible 14 pop-up events were held in
conjunction with movies in the park at different
City parks, and two were held at COVID
vaccine clinics.

KEY LEADER INTERVIEWS
The MIG team held key leader interviews with the
Mayor and City Council to gather their perspective
on the City’s park and recreation priorities to
guide the planning process. Seven interviews
were conducted between Thursday, February 18,
2021, and Wednesday February 24, 2021. The
following Council members participated: Mayor
Vicente Sarmiento, Thai Viet Phan (Ward 1),
David Penaloza (Ward 2), Jessie Lopez (Ward 3),
Phil Bacerra (Ward 4), Johnathan Ryan Hernandez
(Ward 5), and Nelida Mendoza (Ward 6).

COMMUNITY ORGANIZATION

COORDINATION
Local community organizations were also an
invaluable asset in support of the community
engagement efforts. The community partners
with existing relationships and trust in high need
areas partnered with the City staff to support with
implementing a more inclusive outreach process.

Five local groups were involved in engagement:

Kidworks, Asian American Senior Citizens Service
Center (AASCSC,) THRIVE Santa Ana, Latino
Health Access, and Santa Ana Building Healthy
Communities (SA BHC). The PMP team met with
community partners in early summer 2021 to
share the PMP and requested that the partners
to share their vision for the Plan. Partners were
asked about what their vision is for City parks,
what needs the Plan should address, and what
the key opportunities are for Santa Ana’s park and
recreation system.

In addition to these five local groups, the City
shared information about the plan with 24
community organizations who utilized their
networks to further disperse information.

Engagement Snapshot
1,801 Survey Respondents
16 Pop-up Events
7 Key Leader Interviews
5 Community Partners
24 Community Organizations
1 Advisory Group
4 Commissions and Committees
3 Staff Groups
50 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 51 Exhibit A Exhibit 1
City Council 14 – 39 5/17/2022

STAFF AND ADVISORY GROUP ENGAGEMENT
As part of the PMP engagement process the PMP team met with an advisory group, multiple city commissions, and attended staff meetings. Each of these bodies serves a distinct role in the community and addresses different needs. It was important to engage this array of groups to better understand how parks are currently functioning in Santa Ana and the vision for the future.

PARKS MASTER PLAN ADVISORY
GROUP
To ensure that the Plan addresses the
diverse needs of the Santa Ana community,
the PMP Advisory Group included liaisons
to the Parks, Recreation, and Community
Services Commission, Youth Commission,
Planning Commission, Community
Development Commission, and Arts &
Culture Commission, and key community
partners. The group was charged with
providing policy guidance and direction for
the planning process. The PMP team met
with the Advisory Group three times during
the planning process to receive direction
on engagement opportunities, key issues
for the PMP to address, as well as goals and
key initiatives for the future. The Advisory
Group, along with the PRCS Commission,
also reviewed the Draft Parks Master Plan to
help refine this document into its final form.

PARKS, RECREATION AND COMMUNITY

SERVICES COMMISSION
The PMP team met with the Commission in the
spring of 2021 to gather feedback on the planning
process and hear from the committee about their
future vision, opportunities and challenges, and
the most pressing needs for Santa Ana parks,
facilities and programs. The Commission, along
with the Advisory Group, also reviewed the Draft
Parks Master Plan to help refine this document
into its final form.

YOUTH COMMISSION
The Santa Ana Youth Commission engages
residents from 7th to 12th grade in advising the
City Council on matters related to youth and
teen services and programs including Parks and
Recreation services. The PMP team met with the
Youth Commission in June of 2021 to present the
PMP and gather feedback from the committee on
their vision for City parks, facilities, and trails and identify youth needs and opportunities.

ARTS AND CULTURE COMMISSION
The Arts and Culture Commission advises
Santa Ana City Council on the development
and improvement of arts and cultural activities,
promotes arts and cultural excellence as a tool for
economic development, encourages public art
pieces, encourages employment of local artists,
and promotes activities that celebrate the city
and its cultural heritage. The PMP team met with
the Arts Commission in summer of 2021 and
discussed how they would describe the arts and
culture in Santa Ana’s parks and how arts and
culture could be enhanced.

COMMUNICATION LINKAGE FORUM
(COM-LINK)
The Com-Link Forum works on exchanging ideas
between neighborhoods and community leaders
with the goal of improving life in Santa Ana. Over
60 Santa Ana Neighborhood associations are
represented. The PMP team met with the ComLink Forum in spring of 2021 to present the PMP and discussed ways in which Parks and Recreation
might receive funding to replace and update
playgrounds, picnic tables, and shade structures.

PARKS MASTER PLAN LEADERSHIP TEAM
The PRCSA leadership team met multiple times
throughout the planning process to provide direction,
coordinate with the General Plan update, and ensure
the PMP reflects City and community needs.

RECREATION DIVISION STAFF MEETING
The Recreation Division Staff provide recreation
programs and services to the Santa Ana Community.

During the July 2021 meeting the PMP team
presented the PMP development process, discussed
recreation and community services strengths
and challenges, documented division needs and
resources, and identified top priorities to address in
the Parks Master Plan.

MAINTENANCE & FACILITIES DIVISION

STAFF MEETING
Maintenance and Facilities Staff handle the caretaking
and management of City parks. The PMP team held
a meeting with the Parks Services & Facilities Division Staff in July 2021 to introduce the PMP, discuss
maintenance opportunities and challenges, and begin
to document maintenance practices and needs.
52 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 53 Exhibit A Exhibit 1
City Council 14 – 40 5/17/2022

GENERAL PLAN AND REVIVE SANTA

ANA ACTIVITIES
The City of Santa Ana launched a comprehensive
update to the General Plan in 2015. From
November 2015 to October 2016 the city initiated
numerous community engagement activities to
elicit input into a shared community vision for
the future of Santa Ana. Community members
were asked to prioritize their top issues for
consideration in the development of General Plan.

Topics shared by community members included
mobility, economic development, housing, safety,
and others including parks and open space. The
PMP analysis included reviewing the General Plan
Update community input related to parks and
open space.

The PMP team reviewed and analyzed data
collected during 40 General Plan Update
outreach meetings which included local service
organizations, youth representatives, seniors, the
business community, and neighborhoods leaders.

Over 162 youth from Santa Ana participated in a
summer outreach effort which specifically sought
input from local youth.

The City launched an initiative to support the
Santa Ana community with recovery from the
impacts of the COVID-19 pandemic. REVIVE
Santa Ana is a federally funded effort to assess
and address health, financial, educational, and
other relevant topics concerns and initiatives that
have resulted from the COVID-19 pandemic. The
REVIVE Santa Ana team conducted a community
survey to gather information on how to best help
Santa Ana residents recover from the pandemic.

The survey included parks, recreation, and open
space related questions.

While many topics arose across the
multiple engagement activities, a few
key themes emerged as important
to the future of parks for Santa Ana
residents. This is not an exhaustive list
of all feedback but shows cross cutting
themes from the PMP survey, advisory
group, commission meetings, and
staff meetings:
• Safe and inclusive
• Diverse parks and green spaces
• Dynamic programming
• Equitable
• Green connections
• Community culture and identity
• Youth engagement and development
• Health and wellness
• Partnerships

EMERGING THEMES SAFE AND INCLUSIVE
Santa Ana community members value safe, clean, and welcoming park facilities for all.

Community members identified safety in Santa Ana parks and facilities as a priority.

Input received through the community engagement for the PMP, General Plan Update and Revive Santa Ana expressed thoughts about personal safety at public parks. The community supports improvements and interventions to improve the user experience at all Santa Ana Parks. Residents envision appropriate lighting and activation at existing and all future park facilities. While monitoring and enforcement of park rules was identified as important, there is a strong desire to establish alternatives to policing such as establishing a park ranger program. In addition, keeping parks well maintained will make them more inviting and increase the sense of safety.

Parks should feel welcoming, safe, and inclusive to all Santa Ana community members – families, youth, seniors, users with different abilities, and the unhoused. Respondents across all outreach activities expressed concerns about unhoused individuals in parks. There was a clear message that care should be taken to treat unhoused residents with respect and prioritize community-oriented programs and services to meet the needs of this population.

Figure 9:Chart of responses to “How important are parks, recreation, and trails to making Santa Ana a great place to live, work, or play?” (Choose one)(N:1435)
Figure 10:Chart of responses to "How would you rate parks in Santa Ana on each of the following?"

FACILITIES
• Facilities. People described preference for parks that have active and passive social spaces o The top two most popular Santa Ana facilities are Santiago Park (24.6%) and the Santa Ana Zoo (23.7%)
o People shared that they want to see more unique play features (e.g., nature play, water play, destination play) (31.6%), picnic areas or shelters (23.1%), and passive areas (trees, lawn, benches, etc.) (22.2%) in Santa Ana.

82.6%

16.2%

1.2%

0.0%

20.0%

40.0%

60.0%

80.0%
100.0%
Extremely important Moderately important Not at all important How important are parks, recreation, and trails to making Santa Ana a great place to live, work, or play?

9.8%

7.7%

4.2%

43.4%

40.3%

26.8%

27.6%

30.8%

32.9%

17.0%

19.5%

30.7%

2.3%

1.8%

5.3%
0% 20% 40% 60% 80% 100% 120%
Safety
Fun
Cleanliness
How would you rate parks in Santa Ana on each of the following:

Very Poor Poor Neither poor nor good Good Very Good
N: 1323
N: 1254
N: 1088
FIGURE 3-3
Figure 6:Chart of responses to “Thinking of the parks you visit, what would make them even better for you and your family?” (Choose all that apply)(N:1437)

42.4%

43.1%

53.8%

59.0%

60.3%
Added restrooms and drinking fountains
Better play structures for kids
More greenspace, trees, natural areas and…
Newer amenities or facilities in better condition
More frequent cleaning, mowing, etc.

FIGURE 3-4 What would make parks even better for you and your family? 54 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 55 Exhibit A Exhibit 1
City Council 14 – 41 5/17/2022

DIVERSE PARKS AND GREEN SPACES
Identify and activate areas throughout Santa Ana to be used as park space and ensure these areas offer diverse activities and amenities.

According to the PMP survey, most Santa Ana residents walk or bike to parks, so improving safe routes to parks by enhancing existing infrastructure as well as adding green spaces integrated strategically throughout neighborhoods will make green space more accessible to all residents.

Finding creative solutions like expanding joint-use agreements with SAUSD to provide active recreation and other programming was identified as a great opportunity for the city to consider.

Community members felt strongly that converting City owned land to green space improve community access without requiring the acquisition of additional land. This could include public right-of-way such as medians and small swaths of land in neighborhoods that could be considered for pocket parks. Community members made it clear that existing parks need to provide a variety of recreation and open space experiences to community members throughout the city.

Santa Ana Parks Master Plan: Survey Summary | 10
Figure 12:Chart of response to "What features or facilities would you like to see more of in Santa Ana’s parks?" (Choose your top three) (N:1801)

31.6%

23.1%

22.2%

19.3%

19.2%

17.0%

16.6%

14.9%

14.3%

13.4%

12.8%

9.1%

8.3%

7.7%

5.2%

3.3%

1.0%

0.0% 10.0% 20.0% 30.0% 40.0%
Unique play features (e.g., nature play, water play,…
Picnic areas or shelters
Passive areas (trees, lawn, benches, etc.)
Exercise areas and fitness courts
Dog parks
Multi-use trails connecting parks and other…
Challenge elements (e.g., climbing walls, bike skills…
Sports courts (e.g., pickleball, shuffleboard, futsal,… Community gardens
Sports fields (e.g., softball, soccer, cricket, lacrosse,… Soft-surfaced trails for jogging and hiking
Community event spaces
Other
Art in public spaces
Bike pump track or BMX track
Interpretive trails
I don’t think anything is missing
What features or facilities would you like to see more of in Santa Ana’s parks? Figure 8:Chart of responses to "What makes it a great park?" (Choose up to three) (N: 1266) Other: Full open responses are in Appendix B.
- Picnic area, community garden, community center, skate park, Pickleball, Amphitheaters, Playground, walking trail, pools, fitness area
Treesopen spacesquietshade

69.7%

27.5%

22.9%

22.7%

19.3%

18.8%

14.3%

13.1%

11.6%

6.5%

6.2%

5.5%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
Convenient location
Natural features/wildlife
Condition of site and its facilities
Sports fields or courts
Trail connections to other locations
Fun play areas
Variety of things to do
Availability of restrooms and drinking fountains
Other
Classes or activities offered
Culture, history, or heritage of site
Accessible for those with different abilities
What makes it a great park?
Figure 8:Chart of responses to "What makes it a great park?" (Choose up to three) (N: 1266) Other: Full open responses are in Appendix B.
- Picnic area, community garden, community center, skate park, Pickleball, Amphitheaters, Playground, walking trail, pools, fitness area
Treesopen spacesquietshade

69.7%

27.5%

22.9%

22.7%

19.3%

18.8%

14.3%

13.1%

11.6%

6.5%

6.2%

5.5%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
Convenient location
Natural features/wildlife
Condition of site and its facilities
Sports fields or courts
Trail connections to other locations
Fun play areas
Variety of things to do
Availability of restrooms and drinking fountains
Other
Classes or activities offered
Culture, history, or heritage of site
Accessible for those with different abilities
What makes it a great park?
FIGURE 3-5
FIGURE 3-6
56 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 57 Exhibit A Exhibit 1
City Council 14 – 42 5/17/2022

DYNAMIC PROGRAMMING
Diversify recreation opportunities and facilities to support community gathering and a variety of recreation programs.

Community members prioritized opening more park facilities throughout the city to increase access to active recreation, education opportunities and life-long learning, and access to nature. Park and recreation facilities should respond to the needs of the entire Santa Ana community by providing opportunities related to diverse activities and uses such as sports and fitness, art, music and performance, health and nutrition education, wildlife education, gardening, food distribution, and homeless outreach services.

Many community members called for public events that celebrate the culture of Santa Ana including exhibits, competitions, movies, garden days, parades, and local art showcases. Such events provide financially accessible ways for Santa Ana residents to connect, socialize, and celebrate their city.

Figure 20:What types of programs and events should be added or expanded in Santa Ana? (Choose all that apply)(N:1801) Other. Open responses are in Appendix B.
– Skate parks, Handball Courts, Lawn Bowling, Fishing ponds, community center – Community gardens, tree plantings, water preservation – Free activities

46.9%

32.3%

28.0%

27.9%

26.5%

24.5%

23.9%

22.5%

21.1%

20.5%

19.0%

18.5%

18.4%

3.3%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0%
Special events (i.e. music and movies in the park,…
Arts, performing arts, and crafts
Adult fitness and wellness classes
Environmental education or nature interpretation
Youth sports
Youth before and after school programs
Enrichment and learning activities
Teen programs or classes
Events to attract visitors to Santa Ana
Senior activities and socials
Adult sports
Activities to bring people downtown
Competitions, races and tournaments
Other
FIGURE 3-7 What types of programs and events should be added or expanded in Santa Ana?

EQUITABLE
Ensure activities and programs are available and accessible to all Santa Ana residents with intentional outreach made to historically underrepresented groups.

Santa Ana community members shared that not all areas of the city have equal access to park space.

Some areas of the city have been described as older and poorer with less access to parks and to the programs and activities that parks provide. Bringing programs and activities to Santa Ana residents of all ages, abilities, backgrounds, and resources can help to reach these communities that have been historically underserved and underfunded.

Santa Ana residents mentioned specifically needing childcare programs, public library access, study hall spaces, after school programs, summer camps, senior recreation, food services, and health services. Currently, some Santa Ana residents travel to nearby cities to receive these services and access park space which means further barriers for residents who may not have access to cars or the financial means to travel out of the city. For any future projects to truly serve the needs of Santa Ana residents they need to be evaluated and prioritized using an equity lens to reach across the socioeconomic spectrum. This means continuing to employ diverse engagement strategies when seeking input for future projects.
“People generally do not
think that Santa Ana parks
serve everyone in the
community. (36.9%)”
Parks Master Plan Survey
“Better access for persons
with disabilities.”
Parks Master Plan Survey
“Only 4% of the land in
Santa Ana is considered
green space... It’s a
serious environmental
justice issue that
disproportionately
effects the health of
people of color, lowincome communities,
immigrants &
refugees, and other
disadvantaged people.”
Parks Master Plan Survey
58 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 59 Exhibit A Exhibit 1
City Council 14 – 43 5/17/2022

GREEN CONNECTIONS
Creating better connections between parks and green spaces in Santa Ana will not only improve the pedestrian and bicyclist experience but also create more opportunities for experiencing green space throughout the city.

Santa Ana has a limited number of parks, but there are opportunities to better connect existing park and green spaces through improved pedestrian and bicycle networks.

Community members have mentioned the importance of having safe routes to parks to provide access for residents in park poor areas as well as improve mental and physical health. Improving existing infrastructure to provide safe trails between existing open space was identified a priority. Trails should be multi-purpose and green. Creating a bike lane that is painted green is insufficient.

Community members stated that existing trails need to be safe, clean, and maintained.

Expanding the trail network will contribute to increasing access to much needed open space. Trails can be used for recreation and open space and can also facilitate community members getting to other park and open space facilities.

Shade and native ecological features will bring more green space to the neighborhood level and improve the pedestrian and bike experience. Identifying small public owned underutilized sites can be considered for pocket parks that are accessible at a neighborhood level and can help to bring green space to more community members and can create a network that connects to larger city parks.

Santa Ana Parks Master Plan: Survey Summary | 14
, , y , y , , y
Trail, Jack Fisher Park
– Drive to Tustin or Irvine
Figure 17:Chart of responses to "Are more trails, pathways and bike routes needed in Santa Ana?" (N:1287)

11.8%

22.8%

65.3%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%
No Unsure/don’t know Yes
Figure 3-8: Are more trails, pathways and bike routes needed in Santa Ana? Figure 18:Chart of responses to "What type of trail or pathway is most needed in Santa Ana?" (Choose up to two) (N: 1801)

PROGRAMS AND EVENTS
Respondents want more programs to be more available and communication about what is available. • Most people were not sure or don’t know what variety and availability of recreation classes, programs, and events are provided by the City. (30.5%)
• People shared that special events (i.e. music and movies in the park, festivals, etc.)(46.9%), arts, performing arts, and craft programs (32.3%), and adult fitness and wellness classes (28.0%) should be added or expanded.

Figure 19:Chart of responses to "How would you rate the variety and availability of recreation classes, programs and events provided by the City?" (Choose one)(N: 1284)

31.4%

30.1%

24.5%

13.2%

9.1%

11.4%

7.3%

2.3%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%
Paved trails for walking, bicycling, skateboarding, etc.

Unpaved trails for recreation/exercise (walking, jogging,… Nature trails with interpretive signage
Paths and sidewalks to walk or bike to nearby parks
Bicycle lanes (in the street)
Connections to the regional trail system
Connections to shopping and schools
Other
What type of trail or pathway is most needed in Santa Ana? Figure 3-9:
“Creating more interconnecting paths
for bicycles and pedestrians would
also enhance city access and safety”
Parks Master Plan Survey
60 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 61 Exhibit A Exhibit 1
City Council 14 – 44 5/17/2022

COMMUNITY CULTURE AND IDENTITY
Parks and recreation opportunities should reflect and celebrate Santa Ana’s history, culture, vibrancy, and diverse community.

Santa Ana residents are proud of their community and want to have their parks and park programs reflect their shared community identity, history, and culture.

Residents would like to see art and interpretive elements included in their parks.

This is a way to support and uplift local artists while bringing art, music, and play elements to local parks. Additionally, integrating art elements throughout the city such as on local bus stops is a way to make the city more interactive and engaging even when park space is not nearby. At the parks, residents would like to see more programs that center around art and culture like dance, music, and art classes as well as art competitions and exhibitions that showcase local talent. “Prioritize local artists, lowincome & undocumented
residents to remain in
Santa Ana and continue to
support their initiatives”
REVIVE Survey
62 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 63 Exhibit A Exhibit 1
City Council 14 – 45 5/17/2022

YOUTH ENGAGEMENT AND DEVELOPMENT
Youth oriented programs will help to provide a positive outlet for Santa Ana youth to explore art, leadership, and community connection.

There was a clear message from Santa Ana residents that young people need activities and programs to help them build community, especially offering youth a way to engage mentally and physically while taking a break from technology. Younger school aged children also need programs after school and in the summer that help to foster community spirit at a young age. Specifically, community members called for programs around life skills, independence, leadership, employment, expression through art, sports, and community service.

Many community members mentioned their concern around gang activity. Having a multitude of program options for young people can help provide healthy alternatives and social support especially for underserved youth. Young children are also in need of safe spaces to play and connect like playgrounds, community gardens, and after school programs that can offer childcare support to parents. “Address gang violence
by having enough
things to do. Have
‘quality of life’ choices”
Youth Commission
64 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 65 Exhibit A Exhibit 1
City Council 14 – 46 5/17/2022

HEALTH AND WELLNESS
Support the health and wellbeing of Santa Ana residents by providing spaces for rest and relaxation as well as opportunities for physical activity.

Santa Ana residents prioritize their mental and physical health and well-being and make a clear connection between outdoor space and health. There is a large need for well-maintained and beautiful outdoor spaces that offer residents a place to both relax and de-stress as well as move and exercise. Green spaces on their own foster community connection which improves mental health and activating these spaces with programs such as yoga, meditation, gardening, and aerobics can help improve both physical and mental wellness. Going forward there is a desire for projects to prioritize opportunities that focus on the connection between nature and mental health and to create additional green spaces especially in high need neighborhoods.

Santa Ana Parks Master Plan: Survey Summary | 4
• People have been spending more time outside or in parks during the pandemic. (45.3%) • Given changes in the last year, people specified that “parks are much more important to me and my family.” (70.8%)
• The majority of people thought that the city should change how much it invests in parks, recreation facilities, and trails to reflect their value in our community. (91.7%) Figure 2:Chart of responses to “Have you and your family been spending more or less time outside or in parks during the COVID19 pandemic? (Choose one)(N: 1588) Figure 3:Chart of responses to “Given changes in the last year…" (Choose the statement you agree with most) (N:1596)

18.3%

36.4%

45.3%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%
About the same Less time More time
Have you and your family been spending more or less time outside or in parks during the COVID-19 pandemic?

1.2%

13.2%

13.7%

70.8%

0.0% 20.0% 40.0% 60.0% 80.0%
Parks are a little less important to me and my family
Parks are much less important to me and my family
Parks are a little more important to me and my
family
My feelings about parks haven’t changed
Parks are much more important to me and my
family
“We need a huge botanical garden/ FIGURE 3-10: Given changes in the last year... nature reserved walkway area. It’s
for everyone’s mental health!”
Parks Master Plan Survey
“All sorts of research has been
done on the importance of trees,
open space and rec opportunities
for mental health of people in
densely populated communities.”
Parks Master Plan Survey
Figure 20:What types of programs and events should be added or expanded in Santa Ana? (Choose all that apply)(N:1801)

46.9%

32.3%

28.0%

27.9%

26.5%

24.5%

23.9%
225%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0%
Special events (i.e. music and movies in the park,…
Arts, performing arts, and crafts
Adult fitness and wellness classes
Environmental education or nature interpretation
Youth sports
Youth before and after school programs
Enrichment and learning activities
Teen programs or classes
FIGURE 3-11: What types of programs and events should be added or expanded in Santa Ana? 66 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 67 Exhibit A Exhibit 1
City Council 14 – 47 5/17/2022

PARTNERSHIPS
Increase community investment in Santa Ana parks by partnering with existing groups and organizations who have existing resources and a history of advocacy.

Santa Ana has existing community-based, youth, civic, and business organizations, that have strong and trusted relationships with the Santa Ana community. These groups have deep ties to the community as well as resources to support park programming. Partnerships with the city should be established to co-locate programming provided by these groups at Santa Ana parks and facilities. Many of these groups serve youth and could offer service opportunities such as park cleanups. Partnering with local business, arts groups, and cultural groups serves to support local organizations and receive volunteer support for park programs and maintenance.

Despite limited resources for new park development, there are many opportunities to integrate play elements and green spaces throughout the city, especially in neighborhoods that have limited park access. SAUSD was identified as a potential partner to create a jointuse agreement with the city to open underutilized open space to the public. Underutilized parcels in business districts were also identified as opportunities for the city to partner with the business community to provide more park and green spaces.

As new parks are developed, or existing spaces are transformed, the City needs to lead meaningful community engagement to ensure that the needs of all Santa Ana residents are being heard. Recognize that indigenous communities are stakeholders in the process and ensure acknowledgment of the indigenous land when planning for projects. “Strengthen CBO Funded Partnerships
to extend the reach of the City for the
residents by trusted entities such as
community health centers, outreach,
workforce and education service entities.”
Parks Master Plan Survey
68 SANTA ANA PARKS MASTER PLAN CHAPTER 3: SANTA ANA COMMUNITY 69 Exhibit A Exhibit 1
City Council 14 – 48 5/17/2022
4 PARK ACCESS,

EQUITY AND

OPPORTUNITIES
This chapter maps and evaluates
the distribution of parks, park
deficiencies, and areas of
greatest needs.

Everyone in Santa Ana will benefit
from having equitable access to
quality parks, trails and recreation
facilities. These elements are
critical to our quality of life.
70 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 71 Exhibit A Exhibit 1
City Council 14 – 49 5/17/2022
FIGURE 4-1: TPL PARKLAND METRICS
The Trust for Public Land publishes park metrics for cities across the nation. The City of Santa Ana devotes far less space to parks, recreation facilities, and trails than most other cities in the United States.

MEASURING PARK AND

RECREATION SERVICE
Cities must look at several different factors to
measure the number, types, and sufficiency of
parks, recreation facilities and trails. A common
metric is the distance that residents must
travel (walk, bike, drive, or use transport) to
reach nearby parks. However, park and facility
distribution, trail connectivity, population
density, varying demographic characteristics,
anticipated future growth and redevelopment,
and land use characteristics all affect residents’
access to park and recreation opportunities.

This chapter presents a series of maps to
evaluate access to green space and recreation
opportunities, while also characterizing areas of
greater needs. The evaluation focuses on:
• Park access and equity
• Trail corridor connectivity
• Facility distribution
• Focus areas for new growth
• Other acquisition opportunities

PARK ACCESS AND
EQUITY
Not all of Santa Ana’s residents have the same level
of access to parks and recreation opportunities.

Furthermore, environmental contributors and
barriers such as freeways, the Santa Ana River, and
private or industrial land uses adversely affect and
limit access in some parts of Santa Ana more than
others. The PMP included a park access and equity
analysis to identify 1) residential areas currently
unserved by parks (known as park gaps), and 2)
opportunities to address Santa Ana’s park needs.

Understanding the implications of park gaps informs
the recommendations presented in this PMP. The
Master Plan identifies barriers to park access so that
the City of Santa Ana can make informed decisions
on how to concentrate efforts and funding in
neighborhoods with the greatest need.
10-MINUTE AND 5-MINUTE WALK

TO PARKS
An important way to measure the sufficiency of
parkland is based on the percentage of residents
who have access to a park within walking distance
from home. This metric helps highlight whether
the City offers the right number and distribution
of parks. Research shows that park proximity
improves park use and increases health benefits.

The National Recreation and Park Association
(NRPA) and the Trust for Public Land (TPL) have
championed the industry standard of providing
parks within a 10-minute walk (or 1/2 mile) of
all residents. This distance is typically the
farthest Americans will walk on average reach
a destination.

According to TPL’s ParkServe data, one-quarter
(25%) of Santa Ana residents do not have a
developed park within a 10-minute walk from
their home. Santa Ana also tends to have less
parkland and smaller parks than other cities
of a similar size. In fact, only four percent of
Santa Ana’s land use is devoted to parks and
recreation, which is about a third of the national
average. Although Santa Ana’s parks are well
distributed, this means is that some of Santa
Ana parks are too small and underdeveloped
to attract people from a 10-minute walking
distance. For smaller parks, the City applies
a 5-minute (quarter-mile) standard to measure
park access.

NRPA Recommended Standard:

Provide parks within a 10-minute walk
(1/2 mile)
City of Santa Ana Standard:

Provide Citywide and Community Parks
within a 10-minute walk (1/2 mile)
Provide smaller parks, including
Neighborhood Parks, joint-use school
sites and special use facilities, within a
5-minute walk (1/4 mile)
72 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 73 Exhibit A Exhibit 1
City Council 14 – 50 5/17/2022

ACCESS ANALYSIS
The park access analysis uses General Plan, City, and U.S. Census data to map residential areas currently served and unserved by existing parks. Map 4-1 illustrates areas served within a 10-minute walk to Citywide Parks and Community Parkland and a 5-minute walk to other park types, with the exception Park Resources that do not currently support public recreation. The map factors in areas around undeveloped parks as “served” to show how park development at these three sites will reduce service gaps. The analysis methodology factors in physical barriers such as railroads, disconnected street networks, highways, flood channels, and river corridors.

The map shows that the City has 43 residential areas—shaded in light yellow—that are not currently served by parks.

MAP 4-1: PARK ACCESS (SERVICE AREAS AND GAPS)
74 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 75 Exhibit A Exhibit 1
City Council 14 – 51 5/17/2022

EQUITY ANALYSIS
Recognizing the difficulty of acquiring parkland
in these unserved residential areas, the 43 park
gaps were evaluated in more detail to determine
the severity of need.

Unserved residential gap areas were considered
“high severity of need” if three or more of the
following metrics applied to them:
• Environmental Justice Communities:

Environmental Justice (EJ) Communities were
identified through the General Plan process using
CalEnviroScreen 4.0 data. These disadvantaged
areas are disproportionately burdened by
multiple sources of pollution, socioeconomic
issues, and health issues (see sidebar). These
areas also tend to experience lower rates of
investment and improvement. Santa Ana has
24 census tracts identified as environmental
justice communities. Addressing ways to provide
residents within these communities with park
resources and increased access to open space is
a priority for the City of Santa Ana.
• Land Use Element Focus Areas: The City has
identified five focus areas along major corridors
as most suitable for new development. Focus
Area boundaries are taken from the General
Plan, Land Use Element (LUE).
• Below the Poverty Level: Using U.S. Census
data, tracts with greater than 20% of it
residents living below the poverty threshold
were noted. (The overall U.S. 5-year ACS
poverty rate from 2015-2019 was 13.4%).
• Majority Non-White: Census tracts with
populations for which the racial majority (50%
or more) is non-white or Hispanic/ Latino were
identified.
• High Projected Population Density: High
density areas with 15 dwelling units per acre
or more were identified based on General
Plan residential land use designations and
densities.

Of the 43 unserved residential areas (park
gaps), 23 are affected by three or more these
characteristics and have a greater need.

Map 4-1 outlines in red the unserved areas
with a “high severity of need.” Table 4-1
summarizes the results of the equity analysis,
and Table 4-2 rates areas by their level of
need. Six areas within Santa Ana check all five
of the characteristics, representing acquisition
priorities for the City. For more details, see
Appendix B for the analysis maps and tables.

UNSERVED
AREA
EJ

COMMUNITY
LUE
FOCUS
AREA

BELOW THE

POVERTY
LEVEL

MAJORITY
NONWHITE

HIGH PROJECTED

POPULATION

DENSITY
AREAS WITH 5 HIGH-NEED CHARACTERISTICS
3 X X X X X
9 X X X X X
16 X X X X X
23 X X X X X
24 X X X X X
27 X X X X X
AREAS WITH 4 HIGH-NEED CHARACTERISTICS
17 X X X X
25 X X X X
35 X X X X
36 X X X X
37 X X X X
AREAS WITH 3 HIGH-NEED CHARACTERISTICS
8 X X X
10 X X X
19 X X X
26 X X X
28 X X X
29 X X X
30 X X X
31 X X X
38 X X X
39 X X X
40 X X X
41 X X X
TOTALS 13 22 19 41 21
# OF

RESIDENTIAL

AREAS NOT

SERVED BY
A PARK
# WITHIN
AN EJ

COMMUNITY
# WITHIN
A LUE
FOCUS
AREA
# BELOW
THE

POVERTY
LEVEL
# WITH A

MAJORITY

NON-WHITE

POPULATION
# PROJECTED

TO HAVE
A HIGH

POPULATION

DENSITY
43 13 22 19 41 21
TABLE 4-2: KEY UNSERVED AREAS WITH A HIGH SEVERITY OF NEED* *Note: Areas are categorized by ratings. These sites are not ranked in terms of priority.

TABLE 4-1: SEVERITY OF NEED SUMMARY
76 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 77 Exhibit A Exhibit 1
City Council 14 – 52 5/17/2022
The Nature Gap1
Clean drinking water, clean air, public parks, biodiversity, and open spaces are shared goods to which every person in the United States has an equal right. Nature is supposed to be a “great equalizer” whose services are free, universal, and accessible to all humans without discrimination. In reality, however, American society distributes nature’s benefits—and the effects of its destruction and decline—unequally by race, income, and age. • Communities of color are three times more likely than white communities to live in nature-deprived places.

Seventy-four percent of communities of color in the contiguous United States live in nature-deprived areas, compared with just 23 percent of white communities.
• Seventy percent of low-income communities across the
country live in nature deprived areas. This figure is 20 percent higher than the figure for those with moderate or high incomes. • Nature destruction has had the largest impact on lowincome communities of color. More than 76 percent of people who live in low-income communities of color live in nature-deprived places.

Nature deprivation has consequences. The communities that are shouldering more of the impacts and costs of nature destruction are also receiving less of nature’s benefits, including air and water purification, climate mitigation, biodiversity and disease control, and opportunities for leisure and recreation.
1 Rowland-Shea, Jenny. The Nature Gap: Confronting Racial and Economic Disparities in the Destruction and Protection of Nature in America, 2020.

CALENVIROSCREEN 4.0
An environmental justice community is an area where residents have the highest risk of exposure to pollution (in the air, water, and soil). Residents in these areas also tend to be burdened by socioeconomic and health issues, such as higher rates of language barriers, poverty, asthma, etc. These areas also tend to experience lower rates of investment and improvements. All of these factors can lead to unequal opportunities.

To address the cumulative effects of both pollution burden and population characteristic factors, and to identify which communities might be in need of policy, investment, or programmatic interventions, the City of Santa Ana as part of their General Plan used a mapping tool from CalEPA (CalEnviroScreen, Version 4.0) to identify the most vulnerable and disadvantaged areas. The CES tool measures 21 indicators for every census tract in California. The results for each census tract are combined and measured against every other census tract, producing a composite score that ranks census tracts from the least impacted to the most impacted. Those ranked in the top 25 percent—with values between 75 and 100 percent—are considered disadvantaged or environmental justice communities. 78 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 79 Exhibit A Exhibit 1
City Council 14 – 53 5/17/2022
OPPORTUNITY TYPES AND NUMBERS OF INTERVENTIONS & OPPORTUNITIES 1 GAP AREA(S) AFFECTED 2

AREAS THAT MAY BE SERVED THROUGH AN EXISTING OR PLANNED OPPORTUNITY Improve Existing
Park
14 areas would benefit from investments and improvements to Neighborhood Parks to attract and serve residents within a 10-minute (1/2 mile) walk
10, 11, 12, 13,
14, 16, 19, 23,
24, 26, 27, 28,
29, 35, 39, 40
Improve Access
to Existing Park
6 areas would benefit from addressing barriers to existing City parks 1, 7, 11a, 12a, 23, 41
1 area would benefit from improved access to Mile Square Regional Park 5 Other CityOwned Property
2 neighborhoods would be served by developing 2 undeveloped parks 26, 30 Reclaiming a park resource (Griset Park) would add a community park to one area
42 Public School 3
23 areas have schools within the gap area or nearby, which may present an opportunity to expand joint-use agreements
• 20 elementary schools
• 11 intermediate/high schools
See Appendix
B, Table B-2, for
a full list
Private Park,
School, Facility
or Recreation
Opportunity
2 new partnerships may improve service in 3 areas 20, 28, 31 Existing or
Planned Trail
Corridor
10 areas would have access to Class I or IV trail corridors (if built as planned) 3, 8, 9, 16, 22,
24, 29, 31, 33,
37 3 areas would have access to the Golden Loop Trail (if built as planned) 24, 27, 40

AREAS THAT MAY BE SERVED THROUGH NEW PARK ACQUISITION AND DEVELOPMENT Park Acquisition
and Development 4
The addition of 1 citywide park would serve three areas. 3, 9, 10 The addition of 9 neighborhood parks would serve 9 neighborhoods. 1, 14, 19, 21,
25, 32, 36, 37,
43 The addition of 6 pocket parks would serve 6 smaller unserved areas. 8, 12, 17, 27, 38, 41
The addition of 2 linear pocket parks along trail corridors may serve 2 areas. 29, 34 1 This column summarizes the most cost-effective and likely interventions to serve a gap area, recognizing that acquiring parkland is not feasible in all areas. In some areas, both trail development and another intervention are warranted. Some acquisition opportunities for larger parks may serve more than one gap area. 2 Areas served listed as bold/red indicate a high-need unserved area 3 The presence of schools within a park gap area presents an opportunity for a partnership or joint-use agreement to ensure public access to recreation space. However, it does not guarantee that the SAUSD is open to this type of arrangement, nor does it add green space in these deficient areas. See Chapter 6 and 7 for additional information and recommendations. 4 The Potential Citywide Park acquisition is noted based on a potential future opportunity to acquire Willowick Golf Course, if it becomes available. The Potential Linear Pocket Park acquisitions include two potential properties identified along Bristol Street.

Other Neighborhood and Pocket Parks noted in this table indicate a need, without any opportunities or potential sites identified.

TABLE 4-3: SUMMARY OF KEY OPPORTUNITIES AND ACQUISITION NEEDS

OPPORTUNITIES ANALYSIS TO SERVE

PARK GAPS
While many of the unserved areas have a high
severity of need, it’s important to recognize
that these areas also have different capacities
to meet park needs. The PMP created criteria
to identify a range of potential opportunities
for meeting recreation needs beyond land
acquisition and park development. Opportunities
considered included:
• Existing Park Enhancements: The expansion
or development of additional facilities at a
nearby park could attract and serve residents
from a greater distance (within a 10-minute or
1/2 mile walk).
• Improved Access to Existing Park: Needs
could be met by improving access to existing
parks located within a 5-minute (1/4 mile) walk.
• Other City-Owned Property: The City owns a
property in an unserved area that may have the
potential to be developed as a park.
• Public School: A public school is located within
a 5-minute (1/4 mile) walk of residents in this
area. Most schools provide green space and
some type of recreation facilities.
• Private Park, School, Facility or Recreation
Opportunity: A private park or facility is
located in the area, which may meet some
nearby needs already, even though public
access is not guaranteed. Additional recreation
opportunities potentially could become
available by establishing a partnership with a
private provider.
• Existing Trail Corridor (Class I): An
existing Class I trail corridor passes though
the unserved area. While off-street trails
do not meet park needs, they do provide
nearby recreation amenities and make it
easier to walk or bike to a park.
• Planned Trail Corridor (Class I/IV): A
Class I or Class IV (off-street) trail corridor
is planned for development within this
unserved area, potentially supporting
recreation and improving access to other
parks in the future. Data for the long
term bicycle network was taken from the
General Plan, Mobility Element.
• Other: Other opportunities include
improving access to surrounding
regional parks and potential acquisition
opportunities.

Table 4-3 summarizes these opportunities
and needs, showing in red the unserved
areas with a high severity of need. Refer to
Appendix B for the detailed opportunities
analysis matrix that explains opportunities
and needs for each unserved area. In
several cases, a park, trail, or school may be
located so that one intervention or project
may affect a portion of two or more areas.
80 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 81 Exhibit A Exhibit 1
City Council 14 – 54 5/17/2022
MAP 4-2: KEY PARK SYSTEM NEEDS
Population growth in Santa Ana is anticipated to increase by 8.3% by 2030, adding significant strain onto the City’s existing park, facilities, and trails systems.
• 2019: 334,774
• 2030: 362,591
Park need will have to be prioritized where the General Plan Land Use Focus Areas overlap with unserved and high needs areas to serve future growth.

Current residents with the highest need for parkland
acquisition live in unserved areas where environmental
justice communities overlap with the PMP’S high needs areas (specifically where parkland acquisition is likely needed) to serve residents. These areas include 8, 17, 25, 27, 36, 38. 2 Santa Ana General Plan, 2022.
3 Orange County Projections, 2018. Note(s): 2020 U.S. Census data show that population growth in Santa Ana has been slower than the 2018 OCP projections. When State and Orange County projections are updated in 2022, these trends may change.

Map 4-2 summarizes key park system needs. It shows how current unserved residential areas overlap with designated Environmental Justice Communities and Land Use Element Focus Areas. On the map, the areas shaded in yellow show park gaps where potential partnerships or other opportunities have been identified to meet needs. Park gaps areas shaded in green note show unserved residential areas where parkland acquisition—either within or near the gap—is likely needed. For some areas, more than one opportunity exists to address needs.

This analysis combined with level of service analysis in Chapter 5 together inform Park Master Plan recommendations.
82 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 83 Exhibit A Exhibit 1
City Council 14 – 55 5/17/2022
MAP 4-3: ENVIRONMENTAL JUSTICE AND LUE FOCUS
Population growth will add strain to Santa Ana’s park system, including increasing the demand for parks, facilities, joint-use school sites, and trail corridors. In growth areas, more parks and facilities will be needed, and existing parks and facilities may require more maintenance and improvements.

The General Plan’s overarching growth strategy includes concentrating new growth opportunities in key parts of the city. As part of the 2045 General Plan update, five focus areas were identified along major corridors as the areas of the city most suitable for new development. Although each focus area has distinct characteristics, mix of uses, densities, and intensities, the general intent is to expand opportunities for development through a transition to multiuse land use designations near transit corridors.

PARKS NEEDS IN FOCUS AREAS
Because of the demands this will place on parks, the PMP considers needs in more detail in these five areas. Map 4-6 shows the location of the five Focus Areas in the context of Environmental Justice Communities within the city.

FOCUS AREAS
84 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 85 Exhibit A Exhibit 1
City Council 14 – 56 5/17/2022
AREA 1: SOUTH MAIN STREET
The South Main Street Focus Area introduces
the opportunity for greater flexibility and a more
dynamic mix of land uses and urban design
along the properties fronting Main Street. The
intent is to transition an auto-dominated corridor
into a transit- and pedestrian-friendly corridor
through infill development while respecting
the historic past of South Main Street and
maintaining compatibility with the surrounding
lower density neighborhoods.

Relevant General Plan Goals & Initiatives
• Support transit, pedestrian, and nonmotorized
travel.
• Provide new development that supports
public outdoor spaces
• Provide landscaping, shade trees,
promenades and enhanced crosswalks to
improve the pedestrian experience in the
corridor, and.
• Establish public and private outdoor space to
improve the experience of walking and living
in the focus area.
• Provide bike lanes along Main Street adjacent
to the Industrial/Flex area south of Warner
Avenue.

Existing Conditions and Key Needs
• Within this Focus Area, there are no existing
parks.
• The Pacific Electric (Maple Street) Bike Trail
extends along the southern border.
• More than half of the area overlaps an
environmental justice community, providing
opportunities for health-related partnerships
and grant funding to address pollution and
inequities.
• Projected population growth includes densities
of approximately 15 dwelling units per acre.
• Three unserved areas overlap the South Main
Street LUE Focus Area, all of which are high
need (27, 35, 36).

Potential Opportunities
• Improve wayfinding to the existing Class I
trail corridor (existing Golden Loop segment).
• Increase access to Santa Ana’s park system
by completing the Golden Loop.
• Develop the proposed Class IV protected
bikeway between Main Street and the Pacific
Electric (Maple Street) Bike Trail to improve
access to the following.
• Pacific Electric Park (Neighborhood Park)
• Maple and Occidental Exercise Park
(Pocket Park)
• Delhi Park (Community Park), and
• Monroe Elementary School (Joint-Use
School Site)
• Develop the proposed Class IV protected
bikeway between Main Street and the Pacific
Electric (Maple Street) Bike Trail.
• Develop the Golden Loop Connection
between the Pacific Electric (Maple Street)
Bike Trail and the railroad to improve access
to Roosevelt-Walker Elementary School
(Joint-Use School Site)
• Explore the potential opportunities identified
to address needs within the three unserved,
high-need areas (27, 35, 36):
• Invest in improvements to Pacific Electric
Park and Community Garden to attract and
serve residents within a 10-minute walk.
• Explore options for JUAs with:
• Benjamin Franklin Elementary School
• Lathrop Intermediate School
• Edison Elementary School
• Cesar E Chavez High School
• Explore options to acquire parkland to serve
future high density residential areas:
• Neighborhood Park along or west of Main
Street
• Pocket Park along Golden Loop Corridor
or Main Street
86 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 87 Exhibit A Exhibit 1
City Council 14 – 57 5/17/2022
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AREA 2: GRAND AVENUE/17TH
STREET
The Grand Avenue and 17th Street Focus Area
will foster the development of an urban mixeduse corridor connecting to the city’s downtown and transit core. The intent is to create
opportunities for a new mix of land uses and
design to transition Grand Avenue from a series
of auto oriented shopping plazas to a series of
community-serving, dynamic urban spaces.

Relevant General Plan Goals & Initiatives
• Create mixed-use corridors and urban
villages.
• Foster community spaces and neighborhoodserving amenities. • Support new development that establishes
public and private outdoor space to improve
the experience of walking and living along
and around Grand Avenue.

Existing Conditions and Key Needs
• Within this Focus Area, there are no existing
parks or trail corridors.
• This area does not overlap with any
environmental justice communities.
• Projected population growth includes
densities of approximately 20 dwelling units
per acre.
• Three unserved areas overlap the Grand
Avenue/17th Street LUE Focus Area, all of
which are high need (19, 23, 24).

Potential Opportunities
• Increase access to Santa Ana’s park system
by completing the Golden Loop.
• Explore potential opportunities to address
needs within the three unserved, high-need
areas (19, 23, 24):
• Improve access to Chepa’s Park, if possible,
by investing in north/south pedestrian/
bicycle improvements across E Santa Ana
Blvd
• Invest in improvements to Mabury Park
to attract and serve residents within a
10-minute walk
• Explore options for JUAs with:
• Sierra Preparatory Academy
(Elementary School)
• Reach Academy (High School)
• Raymond A Villa Fundamental
Intermediate School (6–8 grade)
• Explore options to acquire a neighborhood
park.
88 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 89 Exhibit A Exhibit 1
City Council 14 – 58 5/17/2022
AREA 3: WEST SANTA ANA

BOULEVARD
The West Santa Ana Boulevard Focus Area
connects the Harbor Mixed Use Transit Corridor
and Downtown Santa Ana, with the OC Streetcar
Project improvements creating a physical transit
link in 2022. The intent is to transition a group
of auto oriented neighborhoods, businesses,
and institutions into a series of transit-oriented
neighborhoods that support and benefit from
future streetcar stops.

Relevant General Plan Goals & Initiatives
• Explore options for nontraditional public
spaces to provide permanent and/or
temporary open spaces that improve the
experience of living and visiting the focus area.
• Support more mixed-use and transit-oriented
development near future streetcar stops.

Existing Conditions and Key Needs
• Within this Focus Area, there are two existing
parks and one trail corridor:
• Cesar Chavez Campesino Park
(Community Park)
• Angeles Community Park
(Neighborhood Park)
• Santa Ana River Trail
• The entire area is considered an environmental
justice community, providing opportunities for
health-related partnerships and grant funding to
address pollution and inequities.
• Projected population growth includes densities
of approximately 30 dwelling units per acre.
• Three unserved areas overlap the West Santa
Ana Boulevard LUE Focus Area, all of which are
high need (3, 9, 16).
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5 Potential Opportunities
• Increase access to Santa Ana’s park system by
completing the Golden Loop.
• Develop and connect two Key Trail Connections
corridors, including east/west along W 1st St
and east/west north of Willowick Golf Course.
• Explore potential opportunities to address
needs within the three unserved, high-need
areas (3, 9, 16):
• Invest in improvements to Angels
Community Park.
• Explore acquisition of Spurgeon Park.
• Explore options to acquire and develop
Willowick Golf Course as a Citywide Park.
• Explore options for JUAs with:
• Heroes Elementary School
• Carver Elementary School
• Romero-Cruz Academy
(Elementary School)
90 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 91 Exhibit A Exhibit 1
City Council 14 – 59 5/17/2022

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55 AREA 4: 55 FREEWAY/DYER ROAD
The 55 Freeway and Dyer Road Focus Area will
transition from a portion of the city that is almost
exclusively focused on professional office jobs
to one that supports a range of commercial,
industrial/flex, and mixed-use development. The
intent is to create opportunities for a truly urban
lifestyle with easy access to Downtown Santa Ana,
multiple transit options, and the new investments
and amenities in adjacent communities.

Relevant General Plan Goals & Initiatives
• Provide open space and recreation amenities for
residents, such as an outdoor recreation area,
open space plazas, courtyards, and roof decks.

Existing Conditions and Key Needs
• Within this Focus Area, there are no existing
parks or trail corridors.
• The area west of State Route 55 (less than half
of the total area) overlaps an environmental
justice community. Any park and recreation
opportunities developed east of State Route 55
should prioritize access to those in neighboring
environmental justice communities.
• Projected population growth includes densities
of approximately 90 dwelling units per acre.
• One, high-need unserved area (37) overlaps the
55 Freeway/Dyer Road LUE Focus Area.

Potential Opportunities
• Explore potential opportunities to acquire a new
Neighborhood Park.
• Develop the Key Connection trail corridor, east
along West Warner Avenue from the Pacific
Electric (Maple Street) Bike Trail.
• Extend the Class IV trail corridor along West
Warner Avenue and East Dyer Road.
92 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 93 Exhibit A Exhibit 1
City Council 14 – 60 5/17/2022
AREA 5: SOUTH BRISTOL STREET
The South Bristol Street Focus Area represents
Santa Ana’s southern gateway and is a part
of the successful South Coast Metro area.

Between Sunflower and Alton Avenues, the
District Center land use designation will create
opportunities to transform auto-oriented
shopping plazas to walkable, bike-friendly, and
transit-friendly urban villages that incorporate a
mix of high intensity office and residential living
with experiential commercial uses.

Relevant General Plan Goals & Initiatives
• Introduce mixed-use urban villages and
encourage experiential commercial uses that
are more walkable, bike friendly, and transit
oriented.
• Place new structures in and around vibrant
spaces accessible to future occupants and
the general public.

Existing Conditions and Key Needs
• Within this Focus Area, there are no existing
parks.
• The Alton Avenue Bike Trail crosses through
the area east/west along West Alton Avenue.
• This area does not overlap with any
environmental justice communities.
• Projected population growth includes densities
of approximately 125 dwelling units per acre.
• Three unserved areas overlap the South Bristol
Street LUE Focus Area, all of which are high
need (39, 40, 41).

Potential Opportunities
Explore potential opportunities to address needs
within the three unserved, high-need areas (39,
40, 41):
• Invest in improvements to Segerstrom Triangle
Park to attract and serve residents within a
10-minute walk.
• Improve access to Bomo Koral Park, if
possible, by investing in east/west connection
needed at southwest corner of park through
Southcoast Terrace Condominiums.
• Explore options for JUAs with:
• Thomas Jefferson Elementary School
• Saddleback High School
• Explore options to acquire a Pocket Park along
trail corridor or east of Bear Street and west of
Bristol Street.
94 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 95 Exhibit A Exhibit 1
City Council 14 – 61 5/17/2022
MAP 4-4: TRAIL CORRIDORS AND KEY CONNECTIONS
Data shows that trail use is one of the top
recreation activities in California. Moreover,
trail use has increased in most communities
since the start of the COVID-19 pandemic.

In Santa Ana, several City departments
collaborate to support Santa Ana’s nonmotorized transportation network, including on- and off-street pedestrian and bicycle
routes and trails (Class I, II, III, IV bikeways).

Within this broader network, the City of Santa
Ana maintains a 12.8 mile network of off-street
(Class I) trail corridors for recreation. However,
the City lacks interconnected, off-street hike
and bike opportunities.

Trail corridors do not replace park space, but
they do provide recreation space and can
improve bike and pedestrian access to parks
and other destinations. Some trail corridors
also provide amenities such as benches, play
elements, fitness equipment, par courses or
similar park-like amenities. Investing in the
development of trail corridors is, for this reason,
a cost effective means of extending the reach
of existing parks and supporting recreation.

The PMP evaluated existing and proposed
Class I and Class IV bike trails to identify
priority connections that would support
recreation in unserved areas and improve
access to parks. Map 4-3 illustrates these key
trail needs. The map shows:

TRAIL CORRIDOR CONNECTIVITY
• Proposed Key Connections: These trail miles
were identified as priority opportunities to
enhance pedestrian and bicycle connections.
• The Proposed Golden Loop Trail: The Golden
Loop bike trail is an approximately 17-mile
multiuse corridor, providing residents with
increased bicycle and pedestrian access to parks.

Key Findings and Needs
• Santa Ana has one existing off-street trail,
limiting trail use.
• Approximately 4.5 trail miles still need to be
developed to complete the Golden Loop.
• Approximately 20.6 trail miles need to be
developed to provide Key Connections within
the city’s park system, also connecting to the
Golden Loop.
• Multi-use trails are needed to improve park
access and non-motorized transportation.
• The City’s focus on Class I trails is a key part of
the Santa Ana’s broader bikeway system, with onand off-street bike trails and routes developed in conjunction with transportation improvements.
• Additional recreational trails in parks, such as
soft-surfaced mountain bike loops, nature trails,
and jogging trails, as well as hard-surfaced
accessible walking trails and paths, would also
expand trail opportunities.
• Safe bike and pedestrian routes to parks would
help improve park access.
96 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 97 Exhibit A Exhibit 1
City Council 14 – 62 5/17/2022
MAP 4-5: MAJOR RECREATION FACILITIES DISTRIBUTION
Santa Ana residents should have access to
diverse park amenities and facilities, including
ones that support active and passive recreation.

While the next chapter discusses the number
and types of facilities needed, this chapter
consider the distribution of major facilities and
active recreation facilities to support access to
healthy indoor and outdoor recreation spaces.

MAJOR FACILITIES
Santa Ana provides a mix of recreation
and community centers, senior centers,
gymnasiums, the zoo, indoor and outdoor
swimming pools, sports stadiums, and tennis
centers. However, these major facilities are
not evenly distributed across the city. As
shown in Map 4-4, the City’s major recreation
facilities are clustered. While more recreation
opportunities may be desired to improve
access and recreation options, the challenge for
major facilities is that they are costly in terms of
both capital development and operations.

FACILITIES DISTRIBUTION
Key Findings and Needs
• Only three major recreation facilities are located
south of West McFadden Avenue.
• Memorial Recreation Center, which includes
a community room and pool as well as
additional amenities such as restrooms,
parking, locker rooms, and office space.
• Sandpoint Mini Center, which only provides
community meeting space
• There is a need for improved distribution
of new recreation facilities; location is an
important factor to consider if new facilities
are added. In the meantime, the City
could consider options such as facilitating
transportation to existing major recreation
facilities from targeted environmental justice
communities, where residents are less likely to
drive to parks and facilities.
• Improvements are needed at several
recreation/community Centers, tennis centers,
and special use facilities to improve their
functionality and continue to attract residents
from across the city. While the city’s pools were
renovated in 2019-2020, they are nearly at the
end of their lifecycle.
• New facilities or the conversion of existing
building to recreation centers may be
considered especially in unserved areas.

Public/private partnerships (entertainment,
hospitality, and mixed-use development) may
be considered if an equity partner would fund
ongoing operations.
98 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 99 Exhibit A Exhibit 1
City Council 14 – 63 5/17/2022
MAP 4-6: ACTIVE RECREATION FACILITIES DISTRIBUTION

ACTIVE RECREATION

DISTRIBUTION
While access to parks is critical for all
residents, a small green space with a bench
is not sufficient. It’s just as important to have
access to active recreation opportunities that
support health and fitness. This can be more
challenging because of the amount of park
space needed to support sports fields, sports
courts, skate parks, gymnasiums, and other
active features.

Map 4-5 shows the distribution of existing
indoor and outdoor active recreation facilities
in Santa Ana. The City does a good job of
ensuring that active opportunities are dispersed
and available in most areas that have existing
parks. However, some neighborhoods lack
active recreation.

Key Findings and Needs
• There is a more equitable distribution of active
recreation facilities throughout the city than
major recreation facilities.
• The following Santa Ana parks provide options
for active recreation.
• 5 Citywide Parks out of 5 total
• 17 Community Parks out of 17 total
• 5 Neighborhood Parks out of 11 total
• 5 Joint-Use School Sites out of 8 total
• Primary needs include the repair and
replacement of existing sports fields and courts
to ensure that residents continue to have
access to nearby active recreation options
• The addition of multi-purpose and all-purpose
fields is also needed if large parks can be
acquired to do so.
• Secondary needs include improving support
amenities, such as shade, restrooms, drinking
fountains, moveable furniture, bleachers
or other seating, etc. that support active
recreation at these sites.
• Adding sports lighting would extend the use
and availability of recreation opportunities.

The Santa Ana Stadium is the only facility that
currently provides lighting, and it has limited
access to the public.
• The City currently provides several sports field
overlays (ball diamonds, soccer fields, and allpurpose fields), meaning not all facilities noted on the map are playable at the same time.

While overlays efficiently use limited park space,
they have been increasing problematic as “offseason” sports play continues to expand. • Ball diamonds, basketball courts, and tennis
courts are the most available/ offered active
recreation options in Santa Ana. However,
diverse communities may see a need for more
soccer fields, cricket fields, badminton, futsal
and pickleball courts. These types of sports
fields and courts are not easily accessible in
Santa Ana.
100 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 101 Exhibit A Exhibit 1
City Council 14 – 64 5/17/2022
MAP 4-7: POTENTIAL ACQUISITION OPPORTUNITIES
Residents in Santa Ana have expressed a
desire for more park space—not only to meet
recreation needs within walking distance, but
also to connect people to nature and provide
the types of recreation opportunities desired.

The City should consider opportunities to
acquire additional green space to meet
these needs.

In evaluating acquisition opportunities, the
City and stakeholder must recognize that not
all small vacant lands are suitable for parkland.

The City should adopt and adhere to new
acquisition, design and development guidelines
so that any green space acquired will advance
the values and directions of the PMP. Acquiring
miscellaneous sites that have limited or no
recreation value will add to City costs without
providing a good return on this investment. (See
Appendix D for more details.)
Map 4-7 illustrates the locations of potential
spaces and places noted by City staff or
outreach respondents where additional parkland
may be considered. These sites fall outside of
the unserved areas document earlier in this
chapter. The acquisition opportunities are noted
for planning purposes only. Many of these
lands are not currently available for acquisition.

These are noted in case an opportunity arises to
acquire land in these areas.

OTHER POTENTIAL ACQUISITION OPPORTUNITIES
Key Findings and Needs
• Opportunities may be explored to expand
several existing parks:
• Santiago Park
• Centennial Park
• El Salvador Park
• Santa Anita Park
• Cesar Chavez Campesino Park
• Delhi Park
• 17th Street Triangle Park
• Move to new land acquisition
• Development of an undeveloped pocket park at
Flower & 10th Street is needed.
• Potential new land acquisitions should be
considered, such as but not limited to:
• Willowick Golf Course
• Two linear pocket parks along Bristol Street,
at Walnut Street and Wilshire Avenue to
McFadden Avenue
• A site near Warner Avenue
102 SANTA ANA PARKS MASTER PLAN CHAPTER 4: PARK ACCESS, EQUITY AND OPPORTUNITIES 103 Exhibit A Exhibit 1
City Council 14 – 65 5/17/2022
5 FACILITIES,

TRAILS, AND

PROGRAM NEEDS
This chapter summarizes findings for
parks, facilities, trails and programs
to define the level of service desired
by the community.

The ideal park and recreation system
for Santa Ana provides the right
amounts and variety of parkland,
amenities, activities and events to
offer something for everyone.
104 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 105 Exhibit A Exhibit 1
City Council 14 – 66 5/17/2022
All communities strive for a great park and recreation system that incorporates parks, recreation facilities, trails, programs, and events. However, the investment needed to provide everything that the community desires is often more than the community can, or is willing to, afford. As such, a technical analysis was conducted of Santa Ana’s parkland, trails, facilities, and programs to help crosscheck outreach findings and determine what is truly needed. This chapter defines the desired level of service (LOS) in the context of the needs analysis, describing the number and types of parks, trails and facilities, and the types of recreation and cultural programs and events needed. It builds on the findings of the park access and equity analysis to inform future standards.

COMMUNITY NEEDS

PARKLAND LEVEL OF SERVICE
With 362 acres of City parks and another 37 acres of trail corridors and joint-use school sites serving 334,774 residents, the City of Santa Ana needs more parkland and recreation opportunities for its residents. This deficiency was noted in the access and equity analysis presented in Chapter 4. However, as a community that is mostly built out, Santa Ana has limited opportunities to develop new parkland. To accommodate future growth the City will need to think creatively about how to meet the needs of its residents. For this reason, the PMP includes a level of service (LOS) analysis to evaluate Santa Ana’s parkland standard and determine the right amount of parkland to provide in the future.

Level of service (LOS) is a metric used to
guide the number and types of parks and
facilities provided in a community. For
parkland, it is typically presented as a ratio
of park acres per 1,000 residents served. For
facilities, it is defined in terms of the number
of residents served by a single facility. LOS
is calculated based on the current inventory
and population to identify needs.
106 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 107 Exhibit A Exhibit 1
City Council 14 – 67 5/17/2022
Acquiring and developing all of the following
could add approximately 176 acres and
increase the City’s LOS to 1.5 acres per 1,000
residents.
• Willowick Golf Course
• Expanded acreage at 7 existing parks
• 9 new neighborhood parks to serve gap areas
• 8 new pocket parks to serve smaller gap areas
• 1 new neighborhood center
• The development of 2 currently undeveloped
parks
• The use of Griset Park as a community park
(instead of SAUSD resource)
If the City counted joint-use school sites towards
its LOS, then establishing joint-use agreements
(JUAs) with 26 schools could add approximately
41 acres and an additional 0.15 acres per 1,000
towards its LOS.

If the City counted trail corridors towards
its LOS, then adding the Key Connections
and Golden Loop segments could add
approximately 49 acres and an additional 0.2
acres per 1,000 towards its LOS.

Even by counting all parkland, joint-use sites,
and trail corridors, the City would only achieve a
LOS standard of 1.8 acres per 1,000 residents.

EXISTING LEVEL OF SERVICE
The City of Santa Ana currently provides
parkland at a level of service of 1.1 acres per
1,000 residents. This standard is significantly
less than the 3 acres per 1,000 recommended
in the revised General Plan or the higher level
of service desired by residents. Santa Ana’s
parkland is also far less than typically provided
by cities of a comparable size.

Most cities in California strive to provide
a minimum of 3 acres per 1,000 residents,
as advised in the California’s Quimby Act.

The Quimby Act allows cities to require that
developers set aside 3 acres of land per 1,000
residents for neighborhood and community
parks. The requirement typically applies
when land is subdivided for new residential
development. Since Santa Ana is already
built out, and it currently has substantially less
parkland, it would be very difficult and may be
cost-prohibitive to increase its LOS standard to
3 acres per 1,000 residents in the next 10 years.

A phased approach over a longer timeline
should be considered to pursue that goal..

Santa Ana is not the only city in Orange
County that is deficient in parkland. In March
2022, an informal email survey was conducted
by Community Services Directors to compare
LOS across neighboring Orange County cities.

The result shows Santa Ana below the average
of neighboring communities (Figure 5-1).

PARK LOS EVALUATION
To see how realistic it would be for the City of Santa Ana to increase its LOS to 2 or even 3 acres per 1,000 residents, the results of the access, equity, and opportunities analysis were used to identify parkland needs and LOS implications. The analysis considered how much parkland could potentially be added over the next ten years to serve the City’s forecasted 2030 population of 362,591 residents.

Anaheim
2 5

0.7 1.95

1.1 2.25
Fullerton Garden Grove Orange Santa Ana Tustin
FIGURE 5-1: ORANGE COUNTY PARK ACRES PER 1,000 RESIDENTS Note: Totals include city-owned parkland for most cities. However, Garden Grove and Orange count joint-use sites, and Tustin counts trails. Note: Santa Ana counts some joint-use sites where long-term leases grant management rights. It does not count sites maintained through a joint-use agreement with SAUSD.

Santa Ana’s park LOS can be
compared to cities of a similar
population size by using 2021
Park Metrics data provided by
the National Recreation and Park
Association (NRPA). Santa Ana is
well below the lower quartile for
park agencies serving populations
of more than 250,000 in the
United States.

Santa Ana’s LOS:

1.1 acres per 1,000 residents
Lower Quartile LOS of Agencies
Serving 250,000+ residents:

5.6 acres per 1,000 residents
Median LOS of Agencies Serving
250,000+ residents:

10.6 acres per 1,000 residents
Upper Quartile LOS of Agencies
Serving 250,000+ residents:

17.5 acres per 1,000 residents
108 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 109 Exhibit A Exhibit 1
City Council 14 – 68 5/17/2022

PARK TYPE

EXISTING
PARK
ACRES

EXISTING
LOS2

PROPOSED
LOS
STANDARD3

NET FUTURE

NEED (IN
ACRES) 20305,6

SITES/ACRES OF POTENTIAL NEW LAND

OR DEVELOPMENT OF UNDEVELOPED
PARKS7
362,59111

CITY PARKLAND
Community-Serving Parks
CITY PARKS 168.2 0.50 0.76 107.4 New acquisition of Willowick GC (101 acres) + (2 city park expansions) = 107 acres total

COMMUNITY
PARKS
129.0 0.39 0.46 37.8 New acquisition of Warner Ave Site (16 acres) + Reclaim Griset as parkland (6.5 acres) + (4
community park expansions) = 37.15 acres total
CommunityServing Parks
Subtotal
297.2 0.89 1.22 145.2
Neighborhood-Serving Parks

NEIGHBORHOOD
PARKS

19.5 0.06 0.11 20.4 Development of Myrtle & Raitt Park (1.1 acres) + Additional sites to serve gap areas (9 sites x
2 acres) = 19.1 acres total
Neighborhood
Parks Subtotal

19.5 0.06 0.11 20.4
Other Parks and Facilities
POCKET PARKS 3.7 0.01 0.04 10.8 New acquisition of Bristol Pocket Parks A and B; development of two undeveloped parks
of Standard & McFadden and Flower & 10th;
expansion of 17th St Triangle, + 8 additional
sites to serve gap areas = 9.9 acres total
URBAN PLAZAS 6.0 0.02 0.02 0.0 None (0 acres)

SPECIAL USE

FACILITIES

32.7 0.10 0.09 (0.1) New potential neighborhood center (0.2 acres)
Other Parks and
Facilities Subtotal

42.4 0.13 0.15 10.8
Other Resources
PARK RESOURCES8 2.7 0.01 - - None (0 acres)
Totals for All
Parkland
361.8 1.1 1.5 176.3
Other City Sites

JOINT-USE
SCHOOL SITES9

13.3 0.04 0.15 41.1 (18 elementary sites x 1 acre) + (8 intermediate/ high school sites x 3 acres) = 42 acres total
TRAIL CORRIDORS10 23.3 0.07 0.20 49.2 Key connection trails (20.6 mile x 15 feet =

37.5 acres) + Golden Loop trail (4.5 miles x 15
feet = 8.2 acres) = 45.7 acres total
Totals for Other City
Sites

36.6 0.1 0.4 90.3
Grand Total 398.4 1.2 1.8 266.6

PARK TYPE

EXISTING
PARK
ACRES

EXISTING
LOS1

PROPOSED
LOS
STANDARD2

NET FUTURE

NEED (IN ACRES)
20303

NUMBER OF NEW

OR EXPANDED

PARKS NEEDED
362,5916 362,5916

CITY PARKLAND
Community-Serving Parks 297.2 0.89 1.22 145.2 9
Neighborhood-Serving
Parks

19.5 0.06 0.11 20.4 10
Other Parks and Facilities 42.4 0.13 0.15 10.8 13
Other Resources 2.7 0.0 0.0 0.0 1
Subtotal 361.8 1.1 1.5 176.3 33
Trails and School JUA’s
Joint-use School Sites4 13.3 0.04 0.15 41.1 26
Trail Corridors5 23.3 0.07 0.20 49.2 25 miles
Subtotal 36.6 0.1 0.4 90.3 26
Grand Total 398.4 1.2 1.8 266.6 59 sites + 25 miles
TABLE 5-1: SANTA ANA PARKLAND STANDARDS AND FUTURE ACREAGE NEEDS TABLE 5-2: SUMMARY OF PROPOSED PARKLAND STANDARDS AND FUTURE NEEDS

PARK LOS EVALUATION
Table 5-1 shows the City’s future park level of service when these new sites are brought online.

It divides all acreage by classification and park type to show the type of acreage that is needed and potentially feasible. The table factors in existing park acres to show the existing LOS, which is compared to the guideline needed to support acquisitions in the key areas noted. Table 5-2 summarizes proposed service levels and needs by classification only. 1 LOS = level of service
2 Existing LOS does not count undeveloped park acreage
3 Proposed guidelines are based on the need to serve 362,591 future residents (2018 Orange County Projections). 4 Existing LOS is consistent with the new Draft General Plan, based on a 2019 population of 334,774 residents. 5 2020 U.S. Census data show that population growth in Santa Ana has been slower than the 2018 OCP projections. When State and Orange County projections are updated in 2022, these trends may change. 6 Net future need for parks subtracts existing park acreage to identify the acreage deficiency. 7 Existing undeveloped parkland is identified as a different classification, accounting for future park acreage needs. 8 Does not include Griset parkland acreage. Griset’s acreage is included as a potential new Community Park. 9 Does not include Godinez High School (18.1 acres) since the site is no longer accessible as recreation space. 10 Includes Class I and IV connections only. Acreage calculated with the assumption of a 15-foot wide corridor 11 Projected population
1 Existing LOS is based on a 2019 population of 334,774 residents. Existing LOS does not count undeveloped park acreage 2 Proposed standards are based on the need to serve 362,591 future residents (2018 Orange County Projections) 3 Net future need for parks subtracts existing park acreage to identify the acreage deficiency. 4 Does not include Godinez High School (18.1 acres) since the site is no longer accessible as recreation space. 5 Includes Class I and IV connections only. Acreage calculated with the assumption of a 15-foot wide corridor 6 Projected population
110 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 111 Exhibit A Exhibit 1
City Council 14 – 69 5/17/2022

FACILITY LEVEL OF SERVICE
As the City of Santa Ana adds parkland, it will also need to provide a variety of amenities and recreation facilities across the city. Based on a parkland standard of 1.5 acres per 1,000, the PMP assumes the City will need to develop approximately 33 new parks or expanded park areas.

Table 5-3 identifies the existing level of service for recreation facilities in Santa Ana. Based on recreation trends, needs identified though community outreach, and best practices in providing outdoor and indoor facilities, this Parks Master Plan proposes a future level of service to guide City staff when developing new parks and expanding or renovating existing ones. This numerical guideline is one metric for making decisions about park development. (See also Chapter 7 and Appendix D, which introduce new Acquisition, Design and Development Guidelines).
1 LOS = level of service. Existing LOS is based on a 2019 population of 334,774 residents. 2 Proposed guidelines and facilty needs are identified based on a 2030 population of 362,591 residents (2018 Orange County Projections).

FACILITY
NUMBER
OF

EXISTING

FACILITIES

EXISTING
LOS1

PROPOSED

GUIDELINES
NEED 2

NET FUTURE

POPULATION
(2030)
362,591
BALL DIAMONDS 35 1/ 9,565 1/ 10,000 1
SOCCER FIELDS 13 1/ 25,752 1/ 15,000 11
CRICKET FIELDS - 1/ 1/ 250,000 1
BASKETBALL COURTS (OUTDOORS) 36.5 1/ 9,172 1/ 8,500 6
TENNIS/PICKLEBALL COURTS 30 1/ 11,159 1/ 10,000 6
FUTSAL - 1/ 1/ 60,000 6

SPORTS COURT VARIETY (VOLLEYBALL,

HANDBALL, SHUFFLEBOARD OR

OTHERS)
17 1/ 19,693 1/ 20,000 1
FITNESS COURT/FITNESS EQUIPMENT 14 1/ 23,912 1/ 20,000 4 OUTDOOR RECREATION VARIETY 1/ 1/ 60,000 6
PLAYGROUND/PLAY EQUIPMENT 32 1/ 10,462 1/ 6,000 28
PLAY OR ACTIVITY ELEMENTS - 1/ - 1/ 25,000 15
COMMUNITY GARDENS 5 1/ 66,955 1/ 50,000 2
DOG PARKS - 1/ 1/ 100,000 4
PICNIC AREA 32 1/ 10,462 1/ 8,500 11
SKATE PARKS 2 1/ 167,387 1/ 100,000 2

RECREATION / COMMUNITY / SENIOR
CENTER 12 1/ 27,898 1/ 40,000 0
MUNICIPAL POOL 5 1/ 66,955 1/ 60,000 1
SPRAYGROUND - 1/ 1/ 50,000 7
STAGE/AMPHITHEATER 9 1/ 37,197 1/ 35,000 1
TENNIS CENTER 2 1/ 167,387 1/ 200,000 0
TRAILHEAD / REST STOP 7 1/ 47,825 1/ 25,000 8
HARD-SURFACED TRAILS (MILES) 13 1/ 26,154 1/ 10,000 23
SOFT-SURFACED TRAILS (MILES) - 1/ ND 1/ 100,000 4
Amenity SHADE (SHELTER, SAIL, UMBRELLA) 14 1/ 23,912 1/ 7,500 34 Trails Major / Specialized Facilities Outdoor Recreation Athletic, Sports & Fitness TABLE 5-3: FACILITY GUIDELINES AND FUTURE NEEDS
112 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 113 Exhibit A Exhibit 1
City Council 14 – 70 5/17/2022

VARIETY IN RECREATION FACILITIES
The Santa Ana community desires more diverse
parks and recreation opportunities. To help
identify the variety of facilities to provide, Table
5-4 describes potential recreation facilities
for Santa Ana. The table describes facilities
and amenities to consider adding to existing
City parks and potential future sites (parks,
recreation facilities and trails) upon renovation
and development. The needs identified in
this table are intended to provide context
regarding the numbers and types of facilities
to provide, and where these elements would
be appropriate. Details are provided about
each facility type, and in some cases, notes
are added about design intent and user
experience. This table can be consulted when
opportunities to develop new facilities arise.

Table 5-4: Additional Needs for Recreation
Facilities includes the following information:
• Facility Type: Various facilities are organized by
category.
• Needs: Needs related to the provision and
distribution are noted.
• Potential Elements: A description of potential
design elements and materials is provided.
• Where Appropriate: A checklist indicates
where potential elements would be appropriate
to add to the park system by park type.
• LOS Facility Standards: Level of service
standards note the minimum number of facilities
that should be provided per population.
• Number of Facilities Needed: Estimates
the number of facilities currently needed and
projected for the net future population (2030).

These totals take into account existing facilities.
• Notes: Additional considerations for unique
circumstances or conditions about design intent
or more specific location recommendations.

FACILITY NEEDS POTENTIAL ELEMENTS

WHERE APPROPRIATE

CITYWIDE PARKCOMMUNITY PARKNEIGHBORHOOD PARKPOCKET PARKURBAN PLAZASPECIAL USE FACILITYTRAIL CORRIDORSJOINT-USE SCHOOL SITE

FACILITY TYPE

P L A Y A R E A S
Nature Play
Areas
Provide at least four
nature play areas to add
variety to play options,
connect people to nature,
and support experiential
play.
• climbable elements such as logs, stumps,
boulders, mounds and trees
• sand, mud, wood chips, rocks
• movable pieces, such as branches for fortbuilding
• other natural play elements consistent with the
site character
• plants and trees

X X X X
All-Inclusive
Destination
Play Area
Provide at least one
destination and universal/
all-inclusive play area at a
community-serving park.
• large play areas with unique play elements
• play areas designed for all ages and abilities
• stimulation for multiple senses (tactile/touch;
auditory/hearing; visual/sight; gustatory/
taste; olfactory/smell; proprioception
[body awareness]; vestibular processing
[understanding changes in location, orientation
in space, and balance]; and interoception)
• parallel play with different levels of challenge
• shade
X X
Playground/
Play
Equipment
(Thematic or
Traditional)
Provide a play area in
each new neighborhood
and community park.

In community parks,
consider unique play
opportunities, such as
sand and water play,
ziplines, climbing walls,
etc.
play equipment to support the following:
• Climbing
• Jumping
• Swinging
• Sliding
• Twirling or spinning
• Balancing
• Hiding and exploring
• Imaginative and dramatic play
• Self-challenge and risk-taking
• Cooperative play
• universal play elements

X X X X
Additional
Play or Activity
Elements
Locate these in smaller
pocket parks and along
trails to support play,
or in larger parks to
expand and diversity
play options. Consider
adding dispersed nature
play elements along trails
where appropriate.
• Outdoor games (e.g., outdoor ping pong,
giant-size Jenga or chess, cornhole, game
tables, putting green)
• Par course elements or outdoor fitness
equipment
• Musical play instruments
• Interactive interpretive/discovery stations or
“thinkscape” features (puzzle walls, interactive
signs
• Lawn areas for informal play and gatherings
• limbable rocks or sculptures
• Sidewalk and trail paintings (e.g., hopscotch)
• Nature viewpoints (platform, interpretive
feature, bird blind, ear trumpets, viewers, etc.)

X X X X X X X
TABLE 5-4: POTENTIAL RECREATION FACILITIES
114 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 115 Exhibit A Exhibit 1
City Council 14 – 71 5/17/2022

T R A I L S
Soft-Surfaced
Trails
Establish soft-surfaced
trails in parks or along
corridors to provide
recreational walking,
jogging, hiking, and
biking options, as well as
nature walks.
• nature trails
• jogging trails parallel to multi-use paved trails
• support amenities along trails, such as benches
and shade features X X X X X
Hard-Surfaced
Trails
Provide paved multiuse trails to support the
development of the nonmotorized transportation
system and improve park
access.

Prioritize extensions
of existing trails and
connections to fill missing
linkages.

Provide looped internal
pathways or trails at parks.
• multi-use trails for biking, walking and jogging
• trailheads or access points with bike racks,
seating, shade, drinking, fountains, restrooms,
trash receptacles, and self-service bike repair
stations
• support amenities along trails, such as benches
and shade features

X X X X X

E V E N T V E N U E S
Improved
Outdoor Event
Space
Provide one new event
space with a stage or
amphitheater seating and
infrastructure and utilities
to support large group
events and programs
(500+ people).
• infrastructure
• utilities (electricity, water, restrooms, lighting)
• stage or amphitheater (may include portable
stage)
• loading and unloading zones
• large group amphitheaters
• event hardscape or lawn
• portable stage and other equipment
• improved park circulation
• support amenities (mix of permanent and
portable elements, including shade, seating,
restrooms, parking, bike parking, drinking
fountains, trash receptacles)
X X

FACILITY NEEDS POTENTIAL ELEMENTS

WHERE APPROPRIATE

CITYWIDE PARKCOMMUNITY PARKNEIGHBORHOOD PARKPOCKET PARKURBAN PLAZASPECIAL USE FACILITYTRAIL CORRIDORSJOINT-USE SCHOOL SITE

FACILITY TYPE

FACILITY NEEDS POTENTIAL ELEMENTS

WHERE APPROPRIATE

CITYWIDE PARKCOMMUNITY PARKNEIGHBORHOOD PARKPOCKET PARKURBAN PLAZASPECIAL USE FACILITYTRAIL CORRIDORSJOINT-USE SCHOOL SITE

FACILITY TYPE

A T H L E T I C F A C I L I T I E S
Soccer Fields Add 10-11 new multi-use
rectangular fields. Strive
for regulation-sized fields
that can be divided into
smaller youth fields to
support both youth and
adult play. Allow youth
fields if the opportunity
arises to acquire/develop
a smaller field. Consider
rectangular field overlays
on ballfields where space
is available.

Consider partnership
opportunities with schools.
• regulation-size rectangular field painted for
soccer and potentially for other sports (football
and lacrosse)
• turf or artificial turf
• field lighting, if feasible
• amenities such as bleachers, concessions, and
shade
X X X
Ball Diamonds Consider adding one
new field to maintain the
existing level of service as
the community grows.
• regulation-size diamond field designed for
baseball/softball
• overlay on diamond field if feasible
• turf or artificial turf
• field lighting, if feasible
• amenities such as bleachers, dugouts,
concessions, and shade
X X X
Cricket Fields Provide at least one
cricket field. Given space
requirements, this will be
at a new citywide park.
• full-size courts are strongly preferred
• consider half-size courts or hoops where space
does not allow full-size X
Basketball
Court
(Outdoor)
Add six new basketball
courts to incrase the
level of service as the
community grows.

Consider lighted paired
courts in city-wide and
community parks.
• full-size courts are strongly preferred
• consider half-size courts or hoops where space
does not allow full-size
• lighting, if feasible X X X
Futsal Courts Provide at least six futsal
courts in a communityserving parks or large
neighborhood parks with
parking. Consider joint-use
opportunities with schools.
• one or paired regulation futsal court
• fencing
• permanent goals
• adjacent seating/bleachers
• lighting, if feasible

X X X X
116 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 117 Exhibit A Exhibit 1
City Council 14 – 72 5/17/2022

FACILITY NEEDS POTENTIAL ELEMENTS

WHERE APPROPRIATE

CITYWIDE PARKCOMMUNITY PARKNEIGHBORHOOD PARKPOCKET PARKURBAN PLAZASPECIAL USE FACILITYTRAIL CORRIDORSJOINT-USE SCHOOL SITE

FACILITY TYPE

FACILITY NEEDS POTENTIAL ELEMENTS

WHERE APPROPRIATE

CITYWIDE PARKCOMMUNITY PARKNEIGHBORHOOD PARKPOCKET PARKURBAN PLAZASPECIAL USE FACILITYTRAIL CORRIDORSJOINT-USE SCHOOL SITE

FACILITY TYPE

A T H L E T I C F A C I L I T I E S ( C O N T )
Sports Court
Variety
Add multi-use sport
courts, basketball, tennis/
pickleball, badminton,
volleyball, shuffleboard,
bocce, lawn bowling or
other active use amenity
in new parks to support
active recreation and
sports.

When renovating existing
parks, diversify sports
courts to expand active
recreation opportunities.
• full-size courts are strongly preferred
• consider half-size courts or hoops where space
does not allow full-size
• lighting, if feasible
X X
Tennis/
Pickleball
Courts
Provide at least six new
pickleball courts to
diversify recreation and
sports opportunities.

Consider converting
existing tennis courts
to pickleball courts as
demand increase.
• paired pickleball courts (paired if possible)
• tournament-friendly pickleball venue (6+ courts)
at community park only
• lighting, if feasible
X X X
Fitness Courts
or Outdoor
Fitness
Equipment
Provide four new
outdoor fitness areas,
with equipment either
grouped in a court or
potentailly spread out as
stations along a trail.
• fitness equipment
X X X

S P E C I A L I Z E D F A C I L I T I E S
Dog Parks/
Dog Off-Leash
Areas
"Provide four dog parks in
Santa Ana with separate
large and small dog areas.

Consider small dog runs
and/or off-leash areas in
lieu of a full scale dog
park where space is
limited. Coordinate popup dog parks, including
puppy training courses.
• unfenced off-leash area; may be temporary or
permanent and demarcated by signage, cones
or similar features
• smaller dog run, mid-size dog area, or full size
dog park with different fenced areas for small
and large dogs
• fence, suited to character of park
• double entry gate
• turf, decomposed granite, other suitable
surfacing, or combination
• dog waste dispensers
• dog drinking stations
• seating and picnic tables
• shade shelter
• lighting
• topography and landscaping"
X X

S P E C I A L I Z E D F A C I L I T I E S ( C O N T )
Picnic Areas "Provide picnic areas
in all new citywide,
community, and
neighborhood parks,
considering a vareity
of styles of tables and
chairs.

Provide at least one
picnic pavilion or large
group shelter in new
citywide parks, plus
additional medium
and small covered
picnic areas as per park
guidelines."
• large group shelter or pavilion with support
amenities such as barbecues, sinks, and food
prep areas
• small and medium sized shelters
• long tables or mixed table sizes
• uncovered grouped or individual tables

X X X X X X
Community
Gardens
"Establish 2 more
community gardens
city-wide, either with
reservable plots or
adjacent to a school site.

Coordinate with partner
groups or volunteers
on garden upkeep and
maintenance.

Consider opportunities
for gardens of other
types in parks, such as
demonstration gardens,
rain gardens and water
conservation gardens."
For community gardens:
• combination of in-ground, raised beds, and
accessible planting areas
• individual reservable plots and group spaces
• fencing, water, composting/green waste
recycling
• seating, shade
Other gardens:
• demonstration garden showcasing methods
of gardening or different plant palettes such
as organic gardening techniques, xeriscaping,
native species, plantings for pollinators, birds
and wildlife
• bird baths and bird houses
• rain garden and stormwater garden elements
X X X
118 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 119 Exhibit A Exhibit 1
City Council 14 – 73 5/17/2022

FACILITY NEEDS POTENTIAL ELEMENTS

WHERE APPROPRIATE

CITYWIDE PARKCOMMUNITY PARKNEIGHBORHOOD PARKPOCKET PARKURBAN PLAZASPECIAL USE FACILITYTRAIL CORRIDORSJOINT-USE SCHOOL SITE

FACILITY TYPE

FACILITY NEEDS POTENTIAL ELEMENTS

WHERE APPROPRIATE

CITYWIDE PARKCOMMUNITY PARKNEIGHBORHOOD PARKPOCKET PARKURBAN PLAZASPECIAL USE FACILITYTRAIL CORRIDORSJOINT-USE SCHOOL SITE

FACILITY TYPE

S P E C I A L I Z E D F A C I L I T I E S ( C O N T )
Indoor
Recreation
Facilities
Consider advantageous
opportunities to add more
capacity to existing indoor
facilities or convert an
existing building to support
indoor recreation and
community use. Conduct
a financial feasibility and
operations study and
create a business plan
to program this facility.

Identify any potential
equity partner or partners
to share renovation and
operations costs.

Amenities and program
spaces will depend on
the size and scale of
the building. Consider
needs for social space,
active recreation/fitness
space, program/meeting
space, senior space, and
administrative and storage
space. Ideally, the facility
will also have outdoor
plaza or space to support
indoor/outdoor programs
and events.
• full size basketball court with bleachers and
dividing walls
• badminton, futsal, and pickleball overlays
• fitness studio(s)
• multipurpose banquet room / lunch room with
kitchen
• flexible classrooms and meeting rooms
• social space (senior space)
• childcare room
• possible features such as climbing wall or track
• locker rooms, family style restrooms
• office space
• lobby/front desk/reception
• equipment room and storage
• outdoor space for indoor/outdoor programs
• drop-off zone for accessible entry
• nearby parking"
X
Swimming
Pool
Consider partnerships
to add one additional
aquatic facility or pool.
• lap and swimming pool with at least 6 lanes,
potentially designed with a shallow end to
accommodate swimming lessons and a deep
end for diving
• leisure or recreation pool designed for water
play, with zero-depth entry, slides and water
play features. This pool typically has a more
free-form design and is maintained at a higher
temperature than the lap pool. Popular elements
of leisure pools include splash or spray areas,
slides, or other water play features. Generous
poolside deck space for lounging and socializing
• entry point and reception desk. These may be
co-located with the recreation center to support
efficient staffing and operations
• office space for lifeguards and aquatics staff
• storage space for supplies and equipment
• locker rooms with showers, restrooms, changing
rooms and locker areas. Current trends favor
single occupancy changing rooms, which are
more flexible and offer more privacy than
traditional gender-separated locker rooms.

These may be co-located with the recreation
center to support efficient sharing of facilities
• reservable party/training room or pavilion
• rental cabanas
X X

S P E C I A L I Z E D F A C I L I T I E S ( C O N T )
Sprayground Provide spraygrounds
at several community
serving-parks or
neighborhood parks to
support water play.

Provide one new water
play area in an accessible
park with nearby parking.

Consider a different type
of water play activity,
such as a hand pump
and water channel for a
different type of water
play experience.
• interactive water play feature
• playable water channel
• spray play areas
• splash pads
• hand pump and sand play area"

X X X X
Outdoor
Recreation
Variety
Integrate a greater variety
of recreation facilities and
opportunities to appeal
to Santa Ana's diverse
population and reflect the
city's unique character.

Plan and develop one
pilot project at one park
to add a unique element
in the first 1-2 years. Then
rotate through parks
and update one park
every two years with new
elements (or add new
elements in a new park).
• loop paths & mile markers
• skate parks or spots
• outdoor table tennis (ping pong)
• outdoor chess
• badminton
• tai chi
• disc golf
• bike skills area/pump track
• parkour obstacle course
• climbing spire
• zip line
• outdoor "living rooms”
• family-style long tables
• thematic play areas
• sound garden
• self-directed hike/app stations
• other facilities to respond to new trends and
diverse cultural needs

X X X X X X X
120 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 121 Exhibit A Exhibit 1
City Council 14 – 74 5/17/2022

FACILITY NEEDS POTENTIAL ELEMENTS

WHERE APPROPRIATE

CITYWIDE PARKCOMMUNITY PARKNEIGHBORHOOD PARKPOCKET PARKURBAN PLAZASPECIAL USE FACILITYTRAIL CORRIDORSJOINT-USE SCHOOL SITE

FACILITY TYPE

O T H E R A M E N I T I E S
Shade Shelters
and Elements
Add shade to all new and
existing parks. Consider
covering new play areas
and outdoor fitness
equipment, adding shade
to seating areas, and/or
covering picnic areas.

Identify needs to improve
shade in existing parks
upon renovation or facility
replacement.
• seating with shade through structures or
plantings
• shade shelters (with movable tables/chairs,
picnic tables, or other seating)
• shade sails over play areas
• pergolas, gazebos, or other shaded structure
• Canopies, umbrellas and temporary shade
elements in high-use parks, plazas and events
spaces
• Added tree canopy

X X X X X X X
Improved
Comfort &
Amenities
Update amenities and
furnishings to create
welcoming, inclusive, safe,
and comfortable parks
for people of all ages and
cultural groups. Integrate
amenities to reflect park
character.
• variety of seating options and groupings
• restrooms where appropriate
• drinking fountains/ bottle fillers/ dog drinking
dishes
• lighting
• trash/recycling receptacles
• parking
• permeable paving
• bike racks, docking stations
• alternative transportation pickup/drop offs
• art (playable, integrated, stand-alone, and/or
temporary displays)
• signage and wayfinding
• interpretive elements, information kiosks
• WIFI
• co-working stations/outdoor work space
• multilingual or icon-based signage"

X X X X X X X

N A T U R E
Integrated
Natural
Areas and
Vegetation
Enhancements
Introduce a pollinator
patches with interpretive
signage in parks to
support nature education.

Integrate natural
elements into parks
upon renovation or
development.

Reduce turf areas where
not used for recreation.

Consider replacing with
a range of alternative
plantings while
considering maintenance
needs.
• native plantings
• natural area protection/restoration
• habitat enhancements
• bioswales
• lawn reduction
• invasive plant removal
• tree preservation and protection (including
orchards, park forests)
• successional tree plantings
• pollinator patches, gardens and corridors
• bee hives
• bird habitat, baths and houses
Xz X X X X X X

PROGRAMS AND SERVICE NEEDS
Santa Ana has become known for its events and recreation programs including Movies in the Park, the 4th of July Celebration, scheduled classes and camps, sports league play and activities, and community services. The City’s facilitates these types of programs and services, including:

While the availability of recreation programming is strong in Santa Ana, there are several opportunities for the City to strengthen and diversify other programs and services to meet the needs of the community.

Program needs are noted below. An increase in both indoor and outdoor programs will be needed. • Sports
• Aquatics
• Health, Wellness & Fitness
• Arts, Music & Culture
• Special Events
• Zoo Programs
• Special Interest & Enrichment
• Preschool Programs
• Youth Programs
• Teen Development & Leadership
• Senior Services
• Volunteerism
Expand Special Events: As noted in outreach findings, special events are the top type of program desired. More citywide, community and neighborhood-scale events, fairs, festivals, markets, and social activities are needed. Specifically, community events celebrating the culture of Santa Ana are desired, including exhibits, competitions, movies, garden days, parades, and local art showcases. 122 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 123 Exhibit A Exhibit 1
City Council 14 – 75 5/17/2022
Activate New Facilities: Especially as new facilities are added, there will be a need to staff and operate new facilities and provide programs such as aquatics, arts and crafts, music and performance, health and wellness, and community enrichment programs.

Connect People to Nature: As more natural areas are integrated into parks, the City will have an opportunity to provide nature interpretation, environmental education, and gardening programs.

Increase Sports Field and Facility Rentals and Programs: The diversification of sports courts will provide opportunities for introductory and skill-building classes for futsal, bocce, badminton, pickleball and others. As more sports fields are developed—particularly multi-use rectangular fields and a cricket pitch—sports providers will have greater opportunities to support league play, with the City continuing to provide camps and classes for youth and adults.

Empower Disadvantaged Youth and Residents: While the City focuses mainly on the provision of recreation programs, community outreach noted a need for community and social services provided at local recreation centers. These include empowerment and skill-building classes for youth and young adults, resource connections for seniors and disadvantaged residents, homeless outreach and services in parks, shuttles or transportation to recreation facilities, parenting and caretaker programs, etc. The City will continue to provide and grow more traditional programs for youth and teens such as before and after school programs and enrichment, and teen programs or classes. 124 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 125 Exhibit A Exhibit 1
City Council 14 – 76 5/17/2022
Affirm Market Position: Competitive pricing
strategies for programs at existing sites may be
able to increase program reviews. The following
programs and facilities were identified for affirm
market position:
• Zoo camps
• El Salvador Center
• Garfield Community Center
• Jerome Center
• Lawn Bowling Clubhouse
• Roosevelt-Walker Community Center
• Salgado Center
• Santa Ana Senior Center
• Southwest Senior Center
• Pre-school classes
Advance Market Position: There are several
types of programs that the City could expand
and increase fees to capture more of the market.

Examples include:
• Film permits
• Concessions
• Vendor agreements
• Equipment rentals
• Sports field and facility reservations
• Zoo programs, and admissions
• Arts, music and culture programs, such as
Creative Drawing, Salsa, Ballroom & Line
Dancing, Jewelry Making, Hip Hop, Ballet
• Fitness and wellness classes, such as Toning,
Yoga, Zumba, Brain Wellness, Judo,
• FOSAZ rentals and events
• Sports, including boxing tournaments and
multi-sport camps
• Most special events

MARKET POSITION AND FINANCIAL SUSTAINABILITY
Santa Ana’s programs are in part limited by the funding available to invest in programs and services. While some programs are anticipated to generate revenues and offset costs, the City typically subsidizes most programs and services. To identify an appropriate cost recovery strategy for providing and managing recreation programs, the City of Santa Ana conducted a Service and Financial Sustainability Study in 2020. It identified facilities and programs where the City should strive to increase revenues, coordinate activities, or divest programs. Programs were categorized as follows:

Complementary Development: Recognizing
that other providers are active in these areas,
Santa Ana should carefully plan the following
types of programs to avoid duplication:
• Youth Leagues
• Camps and After School Programs
• Youth Classes and Sports
• Preschool Classes and Sports
• All Ages Classes and Sports
Investment: Investment is advised where
opportunities exist to strengthen the current
weak market position. This applies to:
• Picnic reservations
• Movies in the Park
Collaboration or Divestment: Santa Ana
may consider partnerships or divestment to
minimize or eliminate duplicative services.

Collaborate or Divest was identified for two
facilities that are out of date making them
less attractive for programs or rentals, as well
as a small number of programs in various
categories.
• Memorial Center
• Santa Anita Center
• Programs such as Aerobics and Zumba Latin
126 SANTA ANA PARKS MASTER PLAN CHAPTER 5: FACILITIES, TRAILS, AND PROGRAM NEEDS 127 Exhibit A Exhibit 1
City Council 14 – 77 5/17/2022
6 SYSTEMWIDE

RECOMMENDATIONS
This chapter defines the City’s values,
vision, mission, and key initiatives for parks,
recreation facilities, trails, programs, and
related services.

Santa Ana’s vision and priorities create
a framework for the policies and
implementation strategies that support
improvements, enhancements, and
investment throughout the City’s parks and
recreation system.
128 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 129 Exhibit A Exhibit 1
City Council 14 – 78 5/17/2022
Parks, recreation, and open space are integral to
the vision and values of the City of Santa Ana.

VISION
In the 2022 General Plan, the City of Santa Ana
defines a vision that expresses our community’s
aspirations and dreams.
“Santa Ana is a city that promotes the health and
wellness of all residents, with a civic culture that
actively embraces the power of diversity. Our
City invests in resources that create economic
opportunities for the next generation, and it is a
community that celebrates our past while working
together to create a sustainable future.”
VALUES
As part of the General Plan process, the
community defined its core values--those traits
or qualities that represent the community’s
highest priorities. The values for the parks
and recreation system, as articulated through
community outreach, support the City’s core
values for the future. The table on the next
page shows this relationship.
* From 2022 General Plan

OUR SHARED VISION AND VALUES
SANTA ANA’S CORE VALUES* COMMUNITY VALUES FOR PARKS & RECREATION HEALTH
The people of Santa Ana value
a physical environment that
encourages healthy lifestyles,
a planning process that
ensures that health impacts are
considered, and a community
that actively pursues policies and
practices that improve the health
of our residents
• Active Lifestyles: Great parks, recreation facilities, and trails contribute to active recreation, sports, and fitness.
• Safety: Our parks and facilities are designed and maintained to prioritize public safety, comfort, and well-being.
• Access to Nature: Parks and open space support
environmental health and opportunities to experience
nature.
• Connectivity: We promote a walkable, bikeable city by providing interconnected regional and local trails.

SANTA ANA’S CORE VALUES* COMMUNITY VALUES FOR PARKS & RECREATION

EQUITY & ENVIRONMENTAL

JUSTICE
Our residents value taking
all necessary steps to ensure
equitable outcomes, expanding
access to the tools and resources
that residents need, and to
balance competing interests in an
open and democratic manner.
• Equitable Access: Parks, facilities, and programs are located throughout the City to ensure easy and equitable access for all residents, no matter their age, income, race, culture, housing status, or ability.
• Inclusion: Our parks offer welcoming and inclusive spaces for people of all ages and backgrounds to gather, socialize, and recreate.
• Environmental Justice: We strive to offset the
disproportionate impacts of pollution and support the health of residents in our environmental justice communities.

SUSTAINABILITY
Santa Ana values land use
decisions that benefit future
generations, plan for the
impacts of climate change, and
incorporate sustainable design
practices at all levels of the
planning process.
• Stewardship: We are committed to the responsible and
sound maintenance and stewardship of our park assets.
• Environmental Protection: We protect our natural
resources, including our trees, lakes, rivers, and greenspaces, to promote ecological benefits.
• Resiliency: We manage our parks, facilities, and programs to be adaptable and responsive to challenges such as climate change, pandemics, pollution, and housing shortages.

CULTURE
Our community values efforts
that celebrate our differences as
a source of strength, preserve
and build upon existing cultural
resources, and nurture a citywide
culture of empowered residents.
• Diversity: We respect residents of diverse cultures,
languages, and interests, offering a variety of recreation opportunities to respond to diverse community needs.
• Vibrancy: We provide unique events and facilities to attract residents and visitors to our business districts and support the economic vitality of our community.
• Social Cohesion: Our residents are connected through
events, programs and gathering spaces that foster a sense of community.
• Culture and Identity: Our parks reflect our community’s heritage, identity, and culture to cultivate civic pride.

EDUCATION
We are a city that values the
creation of lifelong learners,
the importance of opening
educational opportunities to
all residents and investing in
educational programs that
advance our residents’ economic
wellbeing.
• Enrichment: By providing activities, programs, and
“thinkscapes” in our parks, we are committed to supporting lifelong learning, personal development and growth, and a high quality of life.
• Play: We support play and recreation as essential
components of human development and well-being.
• Youth Empowerment: We create and help navigate critical pathways for youth development, leadership, safety, and health.

TABLE 6-1: COMMUNITY VALUES FOR PARKS AND RECREATION
130 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 131 Exhibit A Exhibit 1
City Council 14 – 79 5/17/2022
The Parks Master Plan identifies eight key initiatives for the park and recreation system, along with the polices and implementation strategies that will guide the provision of parks, recreation, and related services over the next ten years. Key policies and strategies are numbered for ease of reference; they do not appear in priority order. Several are directly aligned with policies and implementation actions noted in the 2022 General Plan. These are marked with the symbol (GP).

PARKS AND RECREATION MISSION

KEY INITIATIVES

MISSION
We steward our parks, offer engaging recreation opportunities, and connect our diverse community through trails and programs to create a vibrant, livable city.

INITIATIVE 1: PARKLAND
Acquire and develop parks to increase the amount of parkland and create an integrated park and open space system.

INITIATIVE 1: EQUITY, ACCESS, AND ENVIRONMENTAL JUSTICE Ensure that all residents in Santa Ana have equitable access to inclusive parks and healthy recreation opportunities that serve all ages, abilities, and unserved or underserved areas in the City.

INITIATIVE 3: TRAIL CONNECTIVITY
Create a walkable, bikeable, and interconnected city by providing a network of offstreet bicycle and pedestrian trails.

INITIATIVE 4: RECREATION DIVERSITY
Create unique and vibrant recreation facilities that reflect the character, identity, and needs of Santa Ana’s diverse community.

INITIATIVE 5: ACTIVITY
Facilitate events, programs, sports, and indoor and outdoor recreation activities to support community health, fitness, empowerment, development, and lifelong learning.

INITIATIVE 6: STEWARDSHIP
Manage and maintain Santa Ana’s parks and recreation assets through good stewardship, proactive asset management, and the wise use of resources to support a sustainable, resilient, safe, and comfortable park system.

INITIATIVE 7: COLLABORATION
Engage residents, partners, volunteers, local businesses, and other agencies in enhancing parks and recreation opportunities.

INITIATIVE 8: INVESTMENT
Diversify funding, generate revenues, and support the capital and operational investment needed to enhance the park and recreation system.

The initiatives, policies, and strategies represent a mix of systemwide recommendations that should be taken to enhance the park and recreation system. The eight initiatives include:
132 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 133 Exhibit A Exhibit 1
City Council 14 – 80 5/17/2022
INITIATIVE 1: PARKLAND
Acquire and develop parks to create an
integrated park and open space system.

1.1 Support an integrated network of parks,
recreation facilities, and trails as a critical
components of Santa Ana’s open space
system.
a. Distinguish parkland from other types
of open space, as defined in the PMP.
b. Acquire parkland primarily to provide
recreation and social gathering
opportunities, and secondarily to
support other open space benefits,
such as greenspace protection,
ecological function, beautification,
visual aesthetics, and buffers between
land uses.
c. Prioritize park resources to acquire
parkland that supports the values and
initiatives of the PMP. Avoid acquiring
open space, such as landscaped areas
or vacant lands, which are not suitable
for park uses.
d. Coordinate with Public Works in the
provision of a comprehensive trail and
bikeway system. (See Initiative 3.)

1.2 Increase the amount of parkland in Santa
Ana to meet the needs of City residents.
a. Provide parkland at a minimum level of
service of 1.5 acres per 1,000 residents.
b. Re-evaluate and, if possible, reclaim
the use of City parkland that is currently
designated as “park resources” (spaces
managed by others for non-park uses).
c. Where feasible, such as in new
development or redevelopment areas,
strive to provide 2 or 3 acres of parkland
per 1,000 residents to serve residents,
employees, and visitors.
d. Create a level-of-service report card to
annually track and report on progress in
achieving the City’s parkland standards.
e. Establish land use provisions in the
Municipal Code that prevent a net loss
of public parkland in the City. Require
at least a 1:1 replacement if there is any
loss of public parkland due to public or
private development. (GP)
f. Collaborate with other agencies,
community leaders, and public and
private groups to identify opportunities
for acquisition. (See Initiative 7.)

1.3 Augment the City’s park level of service
through the provision of trail corridors and
joint-use sites that support recreation.
a. Maintain Class I and Class IV trails to
support park access, recreation, and
active transportation. (See Initiative 3.)
b. Collaborate with public school
districts, private schools, faith-based
organizations, and community
organizations to expand shared-use
sites and facilities through cooperative
agreements to maximize recreation
options. (GP)

1.4 Balance the types of parkland and
recreation options provided across the
City.
a. Adopt new park classifications to plan
and provide a comprehensive and
integrated network of parkland. Provide
citywide parks, community parks,
neighborhood parks, pocket parks,
urban plazas, and special use facilities.
b. Balance needs to provide close-tohome recreation opportunities with needs for larger parks that have
spaces for specialized and unique
recreation options.
c. Select new park sites to support
recreation, as well as preserve and
interpret the City’s natural resources,
landmarks, urban tree canopy, and
designated historical and cultural
features. (GP)

1.5 Protect natural areas, water resources, the
urban tree canopy, and greenspace through
the provision of parkland.
a. Maintain, protect, and program the
City’s lakes, river, and creek to support
recreation, resource and water quality
protection, and community aesthetics.
(GP)
b. Explore options to designate Santiago
Park, Santiago Creek, Centennial Lake
and Thornton Park Lake, and park sites
adjacent to the Santa Ana River to
be Environmentally Sensitive Habitat
Areas (ESHAs) to protect these sites
against significant disruption of habitat
values, prevent impacts which would
significantly degrade those areas and
only allow for development which is
compatible with the continuance of
those habitat and recreation areas. (GP)
c. Reintroduce natural elements, increase
habitat, and provide more recreational
opportunities along the Santa Ana River.

Update the Santa Ana River Vision Plan.
(GP)
d. Maintain, preserve, and enhance the
City’s urban forest as an environmental,
economic, and aesthetic resource to
improve residents’ quality of life. (GP)
134 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 135 Exhibit A Exhibit 1
City Council 14 – 81 5/17/2022

1.6 Implement the park acquisition, design,
and development guidelines provided in
the PMP to guide the provision of quality
parks.
a. Consider unique neighborhood and
demographic needs in the design and
development of local parks, such as
neighborhood parks and pocket parks.
(GP)
b. Consider the City’s brand and identity
in the design and development of
citywide parks, community parks,
urban plazas, and special use facilities.
c. Ensure that land acquisition initiatives
consider the following: Land
Suitability, Land Value, Recreation
Value, and Location. (See Chapter 7.)
d. Incorporate the following principles
into park design, development, and
renovation: Inclusivity, Universal
Access, Heritage, Diverse Gathering
Places, Comfort and Use, Safety,
Recreation Variety, Quality Landscape
Design, Park Greening and Native
Plantings, Connections to Nature,
Sustainability, Functionality, Continuity
in Furnishings, Impact, Flexibility, and
Adaptability. (See Chapter 7.)
e. Ensure that all parks and recreation
facilities incorporate placemaking
elements that foster social connections
and community pride such as art,
landscaping, murals, and amenities and
facilities that reflect site character and
local needs. (GP)
f. Create a safe environment through
implementation of Crime Prevention
through Environmental Design (CPTED)
principles in public spaces. (GP)
g. Coordinate with the Community
Development Agency to integrate art in
parks, in recreation facilities, and along
trails.

1.7 Adopt and regularly update the PMP to
guide the provision and management of
parks, recreation facilities, and trails to meet
community needs.
a. Conduct a parks and recreation needs
assessment and update the PMP every
ten years.
b. Create a strategic plan every five years
to redefine action items, roles, and
responsibilities to achieve Master Plan
initiatives.
136 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 137 Exhibit A Exhibit 1
City Council 14 – 82 5/17/2022
INITIATIVE 2: EQUITY, ACCESS, AND

ENVIRONMENTAL JUSTICE
Ensure that all residents in Santa Ana have
equitable access to inclusive parks and healthy
recreation opportunities that serve all ages,
abilities, and unserved or underserved areas in
the City.

2.1 Distribute parkland to support equitable
park access throughout Santa Ana.
a. Ensure City residents have access to
public or private parks, recreation
facilities, or trails in the City of Santa
Ana within 10-minute walking and
cycling distance of home. (GP)
b. Where feasible, strive to provide
access to City parkland within a
10-minute walk (1/2 mile) from home.
c. Renovate existing pocket parks and
develop new pocket parks to provide
more neighborhood-serving parks
amenities that attract residents from
1/2 mile (rather than the current
standard of ¼ mile).
d. Ensure that all new development
effectively integrates parks and trails.

For new development within park
deficient and environmental justice
areas, prioritize the creation and
dedication of new public parkland over
the collection of impact fees. (GP)

2.2 Prioritize park provision, programs,
and partnerships in park deficient and
environmental justice areas. (GP).
a. Consider a variety of park interventions,
illustrated in Map 6-1, to improve access
to parks and recreation opportunities in
park deficient and unserved areas. (See
also Chapter 4.)
b. Prioritize the development of new parks
in unserved areas characterized by a
“high severity of need.” These tend to
be environmental justice areas or Land
Use Element (LUE) focus areas that are
higher density, more diverse, and with
a greater proportion of residents living
below the poverty level. (See Chapter

4.)
c. Explore options to acquire land through
purchase, land dedication, easements,
and land leases that would allow for
permanent or temporary use of land for
recreational opportunities. (GP)
d. Evaluate opportunities to convert Cityowned properties, public rights-of-way, and easements for railroads to parkland
or trail corridors. (GP)
e. Reclaim park resources that are located
within park deficient or unserved areas
for use as parkland. Examples include
Griset Park.

MAP 6-1: INTERVENTIONS TO INCREASE ACCESS TO PARKS AND TRAILS 138 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 139 Exhibit A Exhibit 1
City Council 14 – 83 5/17/2022

2.4 Provide diverse, welcoming, inclusive
parks, facilities, and programs to support
equitable park experiences.
a. Provide parks, recreation facilities, and
programs that reflect the demographics
of the Santa Ana community, including
diverse races, ethnic groups, identities,
family configurations, abilities, and
incomes. (GP)
b. Design new and renovate existing parks,
recreation facilities, and trails to provide
access to residents of varying abilities,
including people with special needs.

Consider multigenerational groups and
people with mobility issues, sight and
hearing impairments, allergies, autismspectrum disorders, and other special needs. (GP)
c. Develop and renovate parks to ensure
these spaces meet or exceed the
requirements of the Americans with
Disabilities Act (ADA). Explore options
for the systematic completion of ADA
compliance upgrades in Santa Ana’s
parks. (GP)
d. Integrate all-inclusive, universally
accessible recreation elements into
destination play areas, as well as
accessible play components into
recreation elements citywide.
e. Design and develop parks, greenspace,
and trail corridors to support community
respite, wellness, and the mental health
and stress reduction benefits found in
connections to nature. (GP)
f. Balance cost recovery with affordability
when providing programs and services.

Define and integrate scholarships, credit
for volunteerism, reduced fees, and
similar programs to offset costs.
g. Diversify signage and information,
providing information in easy-to-interpret
graphics and multiple languages to
make parks welcoming to residents of all
cultures.
h. Provide Intentional outreach to historically
underrepresented groups and nearby
neighbors when designing, developing,
and conducting major park renovations to
ensure diverse community needs are met.
f. Collaborate with the SAUSD through
joint-use agreements to ensure public
access to outdoor recreation facilities
at schools located in park deficient
and environmental justice areas. (See
Initiative 7.)
g. Develop creative and flexible solutions
to provide greenspace and recreation
activities in neighborhoods where
traditional parks are not feasible.

Encourage public, private, and
commercial recreational facilities in areas
that are park deficient. (GP) (See Models
for Transformative Projects in Chapter 7.)
h. Implement programmatic solutions to
provide recreation activities in park
deficient and environmental justice
areas. These may include, but are not
limited to, mobile or pop-up programs
(staff-led activities and supplies) and
movable facilities (e.g., climbing wall,
dance floor, movie screen that can be
set up in various locations.)
i. Partner with community organizations
to offer programs that are accessible to
residents who live in park deficient and
environmental justice areas. (GP)
j. Explore shuttle/transportation support
at selected times/locations to transport
residents in park deficient and
environmental justice areas to community
or citywide parks and programs.

2.3 Support the health of residents in
environmental justice areas to offset the
disproportionate impacts of pollution.
a. Prioritize the protection of natural
areas and integrate natural features in
environmental justice areas to support
environmental health benefits.
b. Coordinate park acquisition, renovation,
and development to address air quality,
urban heat, and climate impacts by
providing green infrastructure and shade
and reducing air pollution by providing
vegetation that removes pollutants and
air particles. (GP)
c. Explore options to incentivize or require
the provision of indoor recreation space,
particularly in environmental justice
areas that experience elevated levels of
exposure to air pollution. (GP)
140 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 141 Exhibit A Exhibit 1
City Council 14 – 84 5/17/2022
INITIATIVE 3: TRAIL CONNECTIVITY
Create a walkable, bikeable, and interconnected
city by providing a network of off-street bicycle
and pedestrian trails.

3.1 Collaborate with other agencies to provide
an integrated trail system.
a. Collaborate with other City agencies,
partners, and regional entities to provide
an interconnected system of regional
and local trails, travelways, and access
corridors to support recreation, active
transportation, and park and program
access. (GP)
b. Work with the Public Works Agency to
implement the Bicycle Master Plan and
provide a system of Class I, II, III, and IV
trails.
c. Coordinate with adjacent cities to
connect existing and planned trail
corridors to surrounding regional and
local trail networks.

3.2 Prioritize off-street trail connections to
support park access, recreation, and active
transportation.
a. Increase pedestrian and bicycle
connectivity to and between parks and
recreation facilities as noted in the PMP
to improve park access. Prioritize trail
connections to citywide parks, community
parks, major facilities, and regional parks
such as Mile Square Park. (See Chapter 4).
b. Complete the City’s “Golden Loop” Trail
by constructing trail segments to address
existing gaps. (GP)
c. Focus off-street trail development on the
“Key Connections” that provide internal
trail loops and access to key destinations.
d. Create, adopt, and implement a “Safe
Routes to Parks” program that promotes
walking and bicycling to parks through
infrastructure improvements, enforcement,
tools, and safety education, and improves
accessibility to parks, facilities, trails, and
open space. (GP)
e. Develop park entries, trail access points,
and trail rest stops to foster walking and
bicycling to parks.
f. Coordinate with Public Works to evaluate
and improve pedestrian travel routes
to parks, providing sidewalks, painted
crosswalks, and signalized crossings where
needed, while also removing barriers that
impede park access.

3.3 Provide greenspace, parks, and rest stops
along trails to enhance trail experiences.
a. Where feasible, create landscaped or
natural buffers between trails and adjacent
uses, including streets.
b. Explore options to acquire linear pocket
parks along trails, providing recreation
activity stations and social gathering
space, especially in park deficient and
environmental justice areas.
c. Consider wider greenways along the Orange
County Streetcar route, flood control
channels, and other underutilized sites. (GP)
d. Identify parks to serve as trailheads and
provide trail rest stops along the corridor.

Provide bicycle racks, seating, shade,
trash receptacles, and self-service bicycle
repair stations where appropriate. Provide
restrooms and drinking fountains (or water
bottle filling stations) at citywide parks,
community parks, or special use parks
with trail connections

3.4 Increase trail-related recreation
opportunities in parks.
a. Provide looped internal trails or
promenades of sufficient width to support
multiple uses in parks (pedestrians,
bicycles, scooters, strollers, skateboards)
and space to pass each other comfortably.

These looped trails should be wider than
access paths to facilities.
b. Establish a mix of soft-and hard-surfaced
trails in parks that provide a variety of
recreational hiking and bicycling options,
such as nature trails, mountain biking
trails, bicycle pump tracks, jogging trails,
big wheel and tricycle tracks, walking
tracks, etc.

3.5 Foster walking and bicycling opportunities
through signage, branding, education, and
programs.
a. Coordinate with Public Works to provide
a comprehensive wayfinding and signage
program along trails, at trail rest stops,
and in parks that serve as trailheads.

Provide directional and informational
signage, as well as mileage markers.
b. Brand and market the “Golden Loop”
through a public awareness campaign
which highlights the route and trail
access points. (GP)
c. Publish a trail system map and post this
on the City’s website, in the recreation
program guide, and at trail rest stops.
d. Enable and encourage children to walk
and bicycle to school and parks by
embracing “Safe Routes to Parks” and
“Safe Routes to Schools” objectives.
e. Implement bicycle safety programs to
educate children, youth and families
about trail etiquette and use.
f. Develop a multi-modal “share the road”
public awareness program.
g. Develop a citywide database to monitor
bicycle and pedestrian accidents.
h. Coordinate trail programs, drop-in walks,
nature hikes, and community-wide trail
events and bicycle rides to encourage
use of the pedestrian-bicycle network.
i. Explore a trail sponsorship program that
encourages or incentivizes businesses
to sponsor the development and/or
maintenance of trail links that provide
nearby bicycle and pedestrian access.
142 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 143 Exhibit A Exhibit 1
City Council 14 – 85 5/17/2022
INITIATIVE 4: RECREATION DIVERSITY
Create unique and vibrant recreation facilities
that reflect the character, identity, and needs
of Santa Ana’s diverse community.

4.1 Provide a variety of recreation facilities to
meet the diverse needs of the community.
a. Use the PMP design and development
guidelines, facility level of service
standards, and recommendations to
guide decisions and incorporate new
trends in facility replacement. (See
Chapters 5 and 7 and Appendix D.
b. Provide a variety of amenities and
facilities to support active and passive
recreation, indoor and outdoor
recreation, as well as traditional and
trending activities. (GP)
c. Consider the distribution and the
location of existing facilities when
adding new ones to improve access
and equitable use.
d. Consider trends and changing
needs before making like-for-like
replacements of old, worn, or damaged
facilities. Ensure that best practices and
current and future recreation needs are
addressed.
e. Integrate playable art and customized
features in citywide parks and
community parks to support recreation
interest.

4.2 Strategically invest in the renovation,
expansion, or development of major
facilities to meet community priorities.
a. Prepare business and operations plans
prior to developing or renovating major
facilities to help identify the optimal
size, amenities, location, programming,
revenue-generating strategies, cost
recovery, and operating model for
facilities with high operating costs.
b. Evaluate options for joint-use
partnerships to use or improve existing
facilities prior to building new ones.
c. Explore potential equity partners,
operating partners, and sponsors
before planning and designing major
facilities, including aquatic facilities and
recreation centers.
d. Provide multi-use, multi-generational
facilities that address a variety of indoor
needs, including active recreation and
fitness, arts and culture, community
meetings and social gatherings.
e. Avoid investing in smaller singlepurpose or limited use buildings, such as neighborhood and community
centers, senior centers, teen centers.

Design facilities such as nature centers
with flexible use space to support
other types of programs, rentals, and
reservations.
f. Provide flexible spaces and
programmable spaces with revenuegenerating capacity.
g. Ensure that facility design,
development and operations factor in
best practices and costs for routine/
preventative maintenance as well as
longer-term asset management.
h. Evaluate all costs before acquiring and
repurposing any existing building or
facility for recreation uses. Factor in
the return on investment, balancing
renovation and ADA accessibility costs
with the building’s recreation or social
gathering value, recognizing any
limitations the building may have to
desired functionality.
i. Consider whether smaller buildings
or facilities should be phased out
or repurposed once uses can be
incorporated into a facility that better
accommodates programs.

4.3 Diversify park experiences by supporting
unique and varied facilities.
a. Test or pilot options for new or
expanded facilities as defined in the
PMP. (See Chapter 5).
b. Provide at least one differentiating
feature or facility at each neighborhood
park, so that each park offers something
unique in addition to the traditional park
features of playgrounds, play fields, and
picnic tables.
c. Provide innovative play opportunities
for all ages and abilities. Incorporate
nature play, adventure play, imaginative
play, and water play opportunities, plus
universal, all-inclusive play elements.
d. Increase adventure play opportunities
for older children and teens, adding
facilities such as challenge courses, zip
lines, rope swings, net climbers, and
climbing spires.
e. Increase the variety of sport courts
and recreation options, including court
complexes to support programs and
tournaments.
f. Increase sports options by renovating
fields and courts to provide lighted,
multi-use fields, sports fields with
overlays, and designated fields that
respond to needs for year-round play.
g. Expand urban agriculture opportunities
in parks, including community gardens
and, potentially, urban farms. (GP)
h. Provide dog parks and designated dog
off-leash areas to support dog walking
and minimize conflicts between parks
users.
i. Provide activity hubs in parks, such as
game tables, outdoor chess and table
tennis, skate spots, etc.
144 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 145 Exhibit A Exhibit 1
City Council 14 – 86 5/17/2022
INITIATIVE 5: ACTIVITY
Facilitate events, programs, sports, and indoor
and outdoor recreation activities to support
community health, fitness, empowerment,
development, and lifelong learning.

5.1 Diversify recreation programs, events, and
activities to meet the varied needs of the
community.
a. Activate parks, recreation facilities, and
trails to support active lifestyles, mental
health, youth development, lifelong
learning and environmental health
benefits that support individual and
community well-being. (GP)
b. Provide a variety of programs and
events to support active and passive
recreation, indoor and outdoor recreation
opportunities, as well as traditional and
trending activities. (GP)
c. Diversify types of activities to respond
to busy lifestyles, including a mix
of programmed and self-directed
opportunities, as well as scheduled and
drop-in activities.
d. Provide and promote a variety of
events, programs and activities for
residents and visitors to create inclusive,
multigenerational, family-friendly
recreation and art experiences for all ages,
interests, abilities, incomes, and cultures.
e. Continue to support events, activities,
fairs, and festivals that celebrate Santa
Ana’s heritage, history, and racial and
cultural diversity.

5.2 Provide, facilitate, or expand programs to
offer the types of opportunities desired.
a. Continue to support the program service
areas noted in the PMP. (See Chapter 5.)
b. Expand special events, sports, and
activities such as aquatics, arts and crafts,
music and performance, health and
wellness, and community enrichment
programs as new facilities are developed.

Increase programming staff, materials,
supplies, and support services (marketing,
communications, technology, human
resources) to support this expansion.
c. Coordinate with partners to expand
“educational” enrichment programs
to respond to City goals. Consider
partnerships with theater, art, and music
groups and Santa Ana educational
institutions to support science, technology,
engineering, art, and math (STEAM)
programs and camps, as well as history
programs and youth homework support in
afterschool programs. Coordinate with the
goals and initiatives of the Community Arts
and Cultural Master Plan to support art
programs for children and youth.
d. Invest in mobile recreation and pop-up
activities to bring recreation, art, nature
interpretation, social activities and games
to community events and areas not served
by park land within a 10-minute walk.

Provide pop-up programs periodically
throughout the City to creatively involve
residents who might not otherwise be
aware of or participate in programs.
146 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 147 Exhibit A Exhibit 1
City Council 14 – 87 5/17/2022
f. Explore options to improve the
efficiency, consistency, and user
experience of the registration and
reservations process.
g. Evaluate program and facility rental
fees to ensure that programming is
sustainable, and fees are equitable
and appropriate. (GP)
h. Enhance recreation program quality
by ensuring that staff receive
program training, certifications,
and professional development
opportunities, as well as direction,
retention support, and mentorship.
i. Re-evaluate contracts for facility
operations to assess revenue-sharing
arrangements, subsidies, maintenance
levels, and support for long-term asset
reinvestment.

5.4 Promote Santa Ana’s parks and programs
through media, social media, and
communications.
a. Provide dedicated staff time to
enhance public information, marketing,
and promotions regarding park and
recreation activities, programs, and
services to increase participation and
park and facility use.
b. Regularly update the City’s parks and
recreation webpage and social media to
communicate information related to City
parks, recreation events and activities,
programs, policies, and services.
c. Collect contact information for people
who would like to be on mailing lists to
receive updates about programs, events,
and services.
d. Continue to offer communication support
in multiple languages to diverse groups.

In the long term, continue to monitor
needs to provide information, signage,
and materials in different languages.

5.5 Track, monitor, and report participation
data to measure performance.
a. Evaluate recreational programming
through participant service assessment
and online public opinion surveys on a
periodic basis to identify needed and
desired programs. (GP)
b. For major facilities, track recreation
participation, programs offered,
revenues, and expenditures to use
in annual business and operations
planning. For each facility, identify gross
and net per-capita expenditures to
compare operational investment.
c. Request demographic and geographic
data from participants where feasible
to track which segments of the City’s
population are being served.
e. Increase outdoor programs and events
that support health, wellness, and
fitness, such as races, walkathons,
walking groups, boot camps, outdoor
yoga, and tai chi, and 10,000 step
challenges—in addition to sports
leagues, camps, and classes for all ages.
f. Increase nature interpretation and
environmental education programs
in parks through initiatives such as
programming at Centennial and
Thornton Park lakes (e.g., fishing
derby, paddleboards), activating a new
nature center, expanding community
gardening (in conjunction with the Zoo’s
Lil’ Farmers Program), and connect park
habitat conservation projects to the
Zoo’s conservation initiatives.
g. Teach outdoor skills by providing
nature-based activities in parks, such
as tree climbing, orienteering, learnto-camp programs, and canoe/kayak programs in pools and lakes.
h. Consider whether the City should
expand programs beyond recreation
to include more focused community
services. Provide empowerment and
skill-building classes for youth, teens,
and young adults, resource connections
for seniors and disadvantaged
residents, homeless outreach
and services in parks, shuttles or
transportation to recreation facilities,
parenting, and caretaker programs, etc.

5.3 Provide high-quality recreation services
through customer service, staffing, and
facility operations.
a. Develop an outreach mechanism
to solicit and evaluate community
suggestions for new programs,
activities, or offerings.
b. Evaluate hours of operation for parks,
community centers, and other facilities.

Consider the option to extend hours of
operation to meet community needs.
(GP)
c. Increase drop-in programs, shortduration programs with three or fewer classes, and flexible program
registration options to meet the needs
of busy residents.
d. Periodically re-evaluate options for park
and facility rentals to expand options
for partial, half, and full-day reservations
to support more family gatherings and
group activities and minimize conflicts.
e. Encourage all staff who have customer
contact (including maintenance,
administrative, and recreation staff)
to participate in customer service and
cultural diversity training to strengthen
staff ’s ability to deliver a positive,
welcoming experience for all customers.
148 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 149 Exhibit A Exhibit 1
City Council 14 – 88 5/17/2022
INITIATIVE 6: STEWARDSHIP
Manage and maintain Santa Ana’s parks and
recreation assets through good stewardship,
proactive asset management, and the wise use
of resources to support a sustainable, resilient,
safe, and comfortable park system.

6.1 Ensure that all parks, recreation facilities,
and trails are well-maintained. (GP).
a. Proactively anticipate and schedule
routine maintenance tasks, task
frequencies, and staffing needed to
take care of City parks and facilities.
b. Create a maintenance management
plan to guide the long-term
maintenance of parks and trails. This
plan will identify the maintenance
tasks, frequencies, staffing, and
resources needed to manage and
maintain facilities and landscaping.
(GP)
c. Implement the maintenance tiers
identified in the PMP to align
maintenance efforts with varying levels
of park use, visibility, and the presence
of specialized amenities and facilities.
d. Ensure that funding, staffing, and
other resources are available to
maintain existing parks and facilities,
as well as new ones when added to
the park and open space system. (GP)

6.2 Establish maintenance teams and protocols
for addressing “urgent” maintenance and
park needs.
a. Add flexible maintenance staff or
contracted staff teams who can respond
to maintenance issues prioritized by safety
needs and urgency, so that “urgent tasks”
do not preempt the routine maintenance
required in all park sites.

6.3 Enhance the condition of parks and facilities
by implementing an asset management plan.
a. Prioritize improvements for parks in fair
to poor condition as identified in the
PMP park evaluation. (See Map 6-2.):
i. Friendship Park
ii. 17th Street Triangle Park
iii. Santiago Park
iv. Dan Young Soccer Complex
v. Sasscer Park
b. Establish an annual dedicated funding
allocation to have funds on hand
when needed to repair or replace
landscaping, infrastructure, facilities, and
equipment. Set aside sufficient funds
for issues associated with plumbing,
electrical, irrigation, maintenance
equipment, fabrication, and construction
management. (See Appendix E.)
c. Periodically assess the condition of
parks and facilities, identifying deferred
maintenance projects, deficiencies,
repairs, and replacements needed,
including cost estimates. Include
facility improvements in the Capital
Improvement Program. (GP)
d. Document and track facility lifecycles
to plan for the ongoing needs for
park and landscaping renovations and
replacement. (GP)
e. Consult with major facility business
plans before investing in major repairs
or replacements in facilities such as
recreation centers, community centers,
senior centers, aquatic facilities,
stadiums, and other park buildings.
f. When replacing facilities, avoid “likefor-like” replacements. Use the PMP design and development guidelines,
facility level of service standards, and
recommendations to guide decisions
and incorporate trends in facility
replacement. (See Chapters 5 and 7 and
Appendix D.)
The approximate life cycle (in years) of
typical park facilities:

Shade Shelters, 20
Bike Racks, 20
Backstops, 20
Outdoor Fitness Equipment, 15
Playground Equipment, 15
Benches and Picnic Tables, 15
Trash Receptacles, 15
Skatepark, 15
Asphalt Parking, 15
Irrigation Equipment, 12
Drinking Fountain, 10
Sports Court Surfacing, 10
Splashpad, 10
Path (Decomposed Granite), 10
Barbecues, 10
Interpretive Signage, 5
150 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 151 Exhibit A Exhibit 1
City Council 14 – 89 5/17/2022
MAP 6-2: PARK CONDITION

6.4 Support community health through
effective maintenance protocols.
a. Reduce or eliminate, where feasible,
the use of pesticides and herbicides
that negatively impact human health
at parks and recreation facilities (GP).
b. Continue to use of pesticides and
herbicides selectively to maintain
specialized recreation greenspace,
such as sports fields.
c. Prior to treating parks with
pesticides or herbicides, inform the
public through signage posted in
impacted areas, direct mailers, and
announcements on the City website,
cable channels, publications, and the
City’s social media platforms. (GP)
d. Prioritize maintenance tasks such
as sanitation, janitorial care, trash
and litter pickup, illegal dumping,
debris removal, human and pet waste
removal in parks.
e. Install pet waste bag dispensers in all
parks, especially near sports fields.
f. Consider placing sharps disposal
containers in key locations to minimize
the health risk to staff and park visitors
associate with used needles left in
trash receptacles, landscaping, and
playground safety surfacing.
g. Steward trees and other shade
features to protect community health
by minimizing heat and direct sun
exposure.

6.5 Steward natural resources and the City’s
tree canopy to support community safety,
aesthetics, habitat, and ecological functions.
a. Give added attention to the stewardship
of natural resources in parks identified
in the PMP. (See Appendix C.)
b. Improve existing infrastructure that
supports access to Santa Ana’s natural
areas and lakes, especially in highuse parks such as Centennial Park, as recommended in the PMP.
c. Coordinate with other City agencies
to develop, implement and maintain
a citywide tree preservation ordinance
and Urban Forestry Plan for parks and
open space that supports air pollution
mitigation, microclimate modification,
noise reduction, recreation, and
education. (GP)
152 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 153 Exhibit A Exhibit 1
City Council 14 – 90 5/17/2022

6.6 Implement best practices to support
sustainability, climate resiliency, and green
infrastructure in parks.
a. Integrate drought tolerant or native
plantings, waterwise irrigation,
energy-efficient fixtures, design
and maintenance efficiencies, and
sustainable development practices
to reduce water use and energy
consumption. (GP)
b. Implement environmental design
practices such as integrating and
maintaining native plants, additional
trees, bioswales, and other natural and
green infrastructure into targeted sites
to support sustainability, reduced water
and maintenance costs, natural resource
protection, environmental education/
interpretation, and connections to
nature. (GP)
c. Work with partners to inventory,
assess, protect, and restore habitat
and significant natural resources in
parks, trail corridors, and open space
throughout the City to preserve vital
ecological functions, improve water
quality, protect habitat, and increase
biodiversity.
d. Implement long-term climate adaptation
strategies to prepare parks and natural
resources for future climate change (e.g.,
increased extreme weather, warmer
temperatures, wildfires, droughts, etc.).
e. Encourage the planting of native and
diverse tree species in public and
private spaces to reduce heat island
effect, reduce energy consumption, and
contribute to carbon mitigation. (GP)

6.7 Manage parks to support park safety.
a. Ensure the safety of park visitors and
staff through facility upkeep, landscaping
maintenance, surveillance, recreation and
social service programs, and partnerships
with public and private entities that
address public safety and related issues
in parks. (GP)
b. Conduct public safety audits every three
years to determine areas with the highest
levels of crime; pursue funding to create
public safety programs based on the
recommendations from the audits. Avoid
aspects of public safety that privatize or
segregate open space and recreation
facilities. (GP)
c. Provide enhanced lighting, cameras,
or other security features that would
enhance the safety or perceived safety
of parks, trails, and other public spaces.
(GP)
d. Establish and expand a Park Rangers
Program, staffed and operated by
through PRCSA or Public Works in
collaboration with SAPD, to strengthen
the park security, address park safety
as new parks and trails are developed,
and enforce park rules and regulations.
e. Consider the formation and/or
strengthen neighborhood watch groups,
park hosts, adopt-a-park volunteers,
and similar program to increase eyes in
parks. (GP)
f. Create clear processes and tools for
park visitors to report non-emergency
park safety issues, facility condition
issues, and maintenance concerns to
staff.

6.8 Separate responsibilities and funding for
open space maintenance, management, and
beatification.
a. To have a clearer picture of park
investment needs, define and budget
separately for the provision, maintenance,
and management of non-park areas
such as street medians and corridors,
City gateways, landscaped areas,
plantings around public buildings, hazard
maintenance for vacant lands, etc.
b. Audit funds spent on these additional
open space areas, including acquisition,
development, maintenance, and
management, to see if adjustments are
warranted to better support the City’s
investment in parks, recreation facilities,
and trails.
154 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 155 Exhibit A Exhibit 1
City Council 14 – 91 5/17/2022
INITIATIVE 7: COLLABORATION
Engage residents, partners, volunteers, local
businesses, and other agencies in enhancing
parks and recreation opportunities.

7.1 Increase community involvement
through effective volunteer and partner
engagement and management.
a. Encourage residents, stakeholders,
neighborhood groups, businesses,
schools, social organizations,
and public agencies to volunteer
and partner or provide resources
and support in the development,
maintenance, and activation of
publicly owned parks and recreation
facilities. (GP)
b. Develop a comprehensive partnership
policy to guide protocols for
establishing park and recreation
partnership with public, private, and
non-profit entities.
c. Improve relationships and
communication with partners,
volunteers, and contract providers
by providing dedicated staff time
for volunteer/partner recruitment,
coordination, and recognition.
d. Identify and utilize multilingual and
interactive community engagement
tools, initiated through the PMP,
for residents and facility users to
provide ongoing input about open
space needs, park design, facility
improvements, and programming. (GP)
e. Explore formal public/public and public/
private partnerships with an equity
investor or contracted operators for
major facility planning, development,
operations, and reinvestment.

7.2 Expand joint-use opportunities with schools.
a. Coordinate with public school districts,
private schools, and other community
organizations to provide community
members with access to recreational
resources. (GP)
b. Continue coordinating with Santa Ana
educational institutions to identify
joint-use opportunities for indoor and
outdoor facilities, co-development
opportunities for new parks and
facilities, coordinated sport field
scheduling, and opportunities to
support joint program initiatives by
sharing information and facilitating
regular coordination meetings.
c. Update the joint-use agreement with
SAUSD to explore options to ensure
public access to sports fields and
outdoor facilities especially in park
deficient and unserved areas.

7.3 Coordinate with others to identify
potential solutions for improving
recreation opportunities and greenspace
in park deficient areas and for
underserved demographic groups.
a. Convene a work group that brings
together City interagency staff,
community leaders, and private
enterprise to identify and evaluate
acquisition opportunities, creating a
status report and metrics to measure
progress. (GP)
b. Convene an interagency forum to
coordinate and evaluate the feasibility
for converting City-owned properties
to parkland, with special focus in park
deficient and environmental justice
areas. (GP)
c. Coordinate with public agencies,
railroads, and utilities to determine the
feasibility of acquiring the use of rightsof-way for restricted use as parks or trail corridors. (GP)
d. Coordinate with property owners
to explore permanent or temporary
options to provide recreational
opportunities in park deficient
areas, including land purchases,
land dedication, easements, land or
facility leases, and/or temporary use
agreement. (GP)
e. Partner with community organizations
to offer programs that are accessible to
residents who live in areas underserved
by open space and recreational facilities.
f. Continue building partnerships with
community-based organizations that
administer social services to the elderly,
youth, and other special needs groups;
create use agreements for these
providers to use public park facilities to
meet the recreational and educational
needs of these groups. (GP)

7.4 Continue coordinating with existing and
new partners in the provision of recreation
opportunities.
a. Renew long-term lease agreements
with the Orange County Flood Control
District for the provision of bikeway and
pedestrian trails.
b. Continue the long-term lease agreement
with the Delhi Center to provide
programs in health, education, financial
stability, and community engagement.
c. Continue agreements with the
Orange County Water Division and
Centennial Education Center/SAUSD
for the provision of land and facilities at
Centennial Park.
d. Strengthen relationships with
surrounding cities to discuss potential
options for coordinated trail, park and
program planning.
156 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 157 Exhibit A Exhibit 1
City Council 14 – 92 5/17/2022
INITIATIVE 8: FUNDING
Diversify funding, generate revenues, and
support the capital and operational investment
needed to enhance the park and recreation
system.

8.1 Increase funds and resources to enhance
the parks and recreation system.
a. Explore and pursue all available
funding, including nontraditional
funding sources, for park acquisition,
facility development, programming,
and maintenance of existing and new
parks and trails. (GP)
b. Establish a 501(c)(3) Parks and
Recreation Foundation to establish
fundraising support for Santa Ana’s
park system. Identify communication
protocols, roles and responsibilities,
and bylaws. (GP)
c. Continue to leverage and support the
efforts of the Friends of the Santa Ana
Zoo (FOSAZ).
d. Expand staff capacity for grant writing,
grant management, solicitation of
sponsorships and donations, and
exploration of new revenue sources.
e. Collaborate with Public Works to
encourage the use of transportation
funding, (State and Federal), matching
grants, private funds, and other
funding sources to build the trail
network.
f. Implement the funding and
implementation strategies described in
the PMP. (See Chapter 8.)
g. When pursuing voter-approved tax
initiatives, diversify the funding request
to include a mix of projects that will
increase popular support. Consider
new park acquisition and development,
improvements to popular existing parks,
Santa Ana Zoo enhancements, sports
projects, and trail development.

8.2 Create a cohesive strategy for land
dedication, acquisition, maintenance and
operations for new parks and trails.
a. Set aside park funding in an established
Park Opportunity Fund to leverage
for matching grants and have monies
available when opportunities arise
for new park acquisition. Incorporate
General Funds, cannabis revenues, and
private donations (GP)
b. Complete a Nexus Study to evaluate the
fees required by the City’s Residential
Development Fee Ordinance and adjust
them to better reflect current costs and
needs. Update requirements regarding
where fees are spent. (GP) (See Chapter

8.) As part of this process, consider the
following:
i. Revisit Santa Ana’s Quimby
requirements as defined by the
Santa Ana Municipal Code. Under
the Quimby Act, Government
Code Section 66477, cities may
require that subdivisions dedicate
three (3) acres per 1,000 residents
for neighborhood and community
park use.
ii. Update the Residential
Development Fee Ordinance for
large residential projects to require
public parkland within the City
limits and a 10-minute walking
distance of the new residential
projects. (GP)
iii. Allow developers a reduction
in on-site open space by giving
credits for park land for public use.

Establish a process and program
to incentivize developers to
provide additional on-site and/or
publicly accessible open space to
create public park land and open
space. Research and collaborate
with residents, developers, and
community organizations to design
and implement an open space
density bonus to incentivize the
creation of additional on-site
open space in exchange for more
density in the project. (GP)

8.3 Identify dedicated funds for maintenance,
operations, and asset management.
a. Ensure that funding is earmarked for
the repair, replacement, and renovation
of old or worn amenities, facilities and
landscaping in parks when needed or
at the end or their lifecycles. This would
include deferred maintenance and new
capital projects. (GP)
b. Ensure that funding, staffing, and other
resources are available to maintain,
operate, and program existing parks
and facilities, as well as new ones when
added to the park system. (GP)
c. Seek grant funding to improve park
safety and facility condition, integrating
projects into the Capital Improvement
Program each year. (GP)
d. Identify and implement permitting fees
for vendors, concessionaires, sport
trainers, private recreation providers,
photographers, filmmakers, and others
who use City parks and facilities to
support their businesses or affiliated
services.
e. Increase the financial sustainability of the
Santa Ana Zoo by increasing operational
revenue streams (admission, programs,
membership, rides, rentals, gifts, events)
and donations.
158 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 159 Exhibit A Exhibit 1
City Council 14 – 93 5/17/2022

8.4 Identify funding efficiencies and strategies
through sound planning and financial
decisions.
a. Develop a fee philosophy and cost
recovery strategy for programs and
rental facilities to reflect changing
market conditions and the community’s
ability to pay.
b. Develop annual business and
operations plans, including tracked
recreation participation revenues, to
inform annual budgeting and facility
operations.
c. Prior to the development, renovation,
or assumption of a major new facility
(e.g., one that requires and investment
in staffing and programming), develop a
business plan and market study to assess
funding and operational requirements.
d. Carefully evaluate proposed partnerships
to minimize the City’s short- and longterm risk and operational commitments. e. Enhance and leverage parks and
events to support City prosperity,
economic impacts from visitation, and
the recruitment of new residents and
businesses.
160 SANTA ANA PARKS MASTER PLAN CHAPTER 6: SYSTEMWIDE RECOMMENDATIONS 161 Exhibit A Exhibit 1
City Council 14 – 94 5/17/2022
7 SITE

RECOMMENDATIONS
This chapter summarizes recommendations
for existing and proposed parks, introduces
park acquisition and development
guidelines, and shares case studies to model
options for future park transformations.

Strategically acquired, developed, and
renovated parkland and recreation
facilities will enhance Santa Ana’s park and
recreation system.
162 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 163 Exhibit A Exhibit 1
City Council 14 – 95 5/17/2022

PARKLAND RECOMMENDATIONS BY

CATEGORY
Appendix C defines recommended projects by
type and presents a matrix to show how these
recommendations apply to each existing and
proposed park site.

Recommended Site Interventions
• Site Intervention: Explore opportunities to
expand existing parks, enhance recreation
features to attract residents from greater
distances, and/or improve access to existing
sites where noted. These are the interventions
to existing parks that will help serve the park
gap areas and increase parkland as noted in
Chapter 4. The following apply to existing
sites only:
• Expand site
• Enhance the park to serve a greater area
(and attract residents from farther away)
• Improve access
Over the next 10 years, the City of Santa Ana
will enhance its park system through new
park acquisition and development, as well as
through improvements, enhancements, and/
or restoration of existing sites. All parks and
facilities also will require quality maintenance,
and the desired maintenance level of service
for a site may change once a park is developed
or improved. All sites also will require the
City’s ability to replace or reinvest in amenities
and facilities at the end of their lifecycles. The
Park Master Plan describes these types of
recommendations to support quality parks and
recreation opportunities for all.

A detailed site recommendations matrix,
presented in Appendix C, identifies site
interventions, capital projects, and maintenance
needs for every existing and proposed park site
for the City’s future park system. It categorizes
recommended capital projects to make it
easier to identify the range and types of
funding that may be needed to carry out these
recommendations. (See Chapter 8 for details on
estimated costs and funding options.)

PARKLAND RECOMMENDATIONS
Recommended Capital Projects
• Acquire/Develop: Where noted, obtain new
parkland, design and develop parks (either
alone or through partnership), and build new
major facilities where recommended. Action
items include:
• Acquire or expand park
• Master plan or design park
• Develop park
• Develop park or facility through partnership
• Add major facility
• Improve/Enhance: Renovate key parks to
improve aging and old infrastructure and add
to the recreation opportunities available at
key sites. As noted in Appendix C, the scale
of improvements may range from improving
comfort amenities, to making minor or major
site renovations, to renovating major facilities.

Action items include:
• Improve comfort amenities (benches,
tables, restrooms, etc.)
• Make minor enhancements
• Make major enhancements
• Renovate a major facility
• Repair/Restore: Revitalize declining
landscape areas and convert turf to native
plantings to reduce water costs. Action items
include:
• Convert turf to native plantings
• Enhance landscaping and plantings
Ongoing Stewardship
• Maintain: Provide a standard or enhanced
level of maintenance for developed facilities
and steward natural areas, lakes, and the tree
canopy with particular attention on key sites
with more extensive natural features. Different
levels of maintenance are noted:
• Standard maintenance
• Enhanced maintenance
• Natural resource stewardship
• Reinvest/Replace: Set aside funding for
the replacement of old, damaged, or worn
facilities in all existing, planned, proposed
and expanded parks to have funds on hand
when needed. All sites should be included in
asset management.
164 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 165 Exhibit A Exhibit 1
City Council 14 – 96 5/17/2022

SUMMARY OF PARKLAND RECOMMENDATIONS
Over the next ten years, most parkland in Santa Ana will need some level of improvements to continue to meet growing recreation demands and needs. Additionally, extensive resources should be invested in the acquisition, design, and development of new parkland to serve residents in currently unserved areas. As shown in Table 7-1, the PMP recommends various capital projects and maintenance at 48 existing parks and 34 new parks.

To see where the greatest efforts are needed, Figure 7-1 summarizes the percent of existing, planned, proposed and expanded park sites recommended for the capital projects.

Specifically, the most sites (35) are recommended for park master planning and design, because site plans and construction documents will be needed for all new parks plus existing parks slated for extensive renovations. Thirty (30) sites should be acquired or expanded, and because some sites have already been acquired, 33 sites are recommended for development.

RECOMMENDED CAPITAL PROJECTS ONGOING STEWARDSHIP
SITE

INTERVENTION ACQUIRE/DEVELOP IMPROVE/ ENHANCE

REPAIR/

RESTORE MAINTAIN REINVEST/ REPLACE

EXPAND SITE ENHANCE TO SERVE GREATER AREAIMPROVE ACCESSACQUIRE/EXPANDMASTER PLAN OR DESIGNDEVELOP PARKDEVELOP THROUGH PARTNERSHIPADD NEW MAJOR FACILITY IMPROVE COMFORT AMENITIESMAKE MINOR ENHANCEMENTMAKE MAJOR ENHANCEMENTRENOVATE MAJOR FACILITYCONVERT TURF ENHANCE LANDSCAPINGSTANDARD MAINTENANCEENHANCED MAINTENANCENATURAL RESOURCE STEWARDSHIPASSET MANAGEMENT AND REPLACEMENT

EXISTING PARK SITES
Citywide Parks (5) 2 3 1 3 5 5 3 3 5 3 5
Community Parks
(17) 4 3 1 1 9 7 4 10 10 17 17
Neighborhood
Parks (11) 8 2 3 6 1 2 11 11
Pocket Parks (8) 1 1 5 1 8 8
Urban Plazas (3) 1 1 2 3
Special Use
Facilities (4) 2 1 4 4
SUBTOTAL 7 8 6 0 4 1 0 3 1 19 21 9 14 15 20 28 3 48

PLANNED, PROPOSED AND EXPANDED PARK SITES
Citywide Parks (3) 3 1 3 3 1 3
Community Parks
(6) 5 5 6 6 6
Neighborhood
Parks (10) 9 10 10 10 10
Pocket Parks (13) 13 13 13 13 13
Urban Plazas (0) 0
Special Use
Facilities (2) 2 1 2 2 2
SUBTOTAL 0 0 0 30 31 32 1 2 0 0 0 0 0 0 23 11 1 34
TOTAL 7 8 6 30 35 33 1 2 1 19 21 9 14 15 43 39 4 82
TABLE 7-1: NUMBER OF PARKS PROPOSED FOR IMPROVEMENT BY PARK TYPE FIGURE 7-1: RECOMMENDED CAPITAL PROJECTS BY CATEGORY (PERCENT OF SITES INVOLVED) 0%
50%
43%
37% 40%
1% 2% 1%
23%
26%
11%
17% 18%
40%
30%
20%
10%
Acquire/Expand
Master Plan or Design
Develop Park
Add Major Facility
Improve Comfort Amenities
Make Minor Enhancements
Make Major Enhancements
Major Facility Renovations
Convert Turf
Enhance Landscaping/Plantings
Develop through Partnership
% OF SITES RECOMMENDED FOR THESE CAPITAL PROJECTS
166 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 167 Exhibit A Exhibit 1
City Council 14 – 97 5/17/2022
While the types of capital projects emphasized are new acquisition, design, and development, all capital projects together will affect more existing sites and existing park acreage (Figure 7-2).

FIGURE 7-2: PERCENT OF EXISTING AND PROPOSED SITES AND

ACREAGE IDENTIFIED FOR CAPITAL PROJECTS
FIGURE 7-3: RECOMMENDED PARKLAND ACQUISITION AND EXPANSION BY PARK TYPE FIGURE 7-4: MAINTENANCE NEEDS AT EXISTING AND PROPOSED SITES 41%
59%
SITES
33%
67%
ACRES
Existing Parks Planned, Proposed, and Expanded Parks

ACQUISITION AND EXPANSION
The Parks Master Plan recommends an aggressive strategy to acquire more parkland over the next ten years. Specifically, the City of Santa Ana should strive to add approximately 173 additional acres of parkland, which would grow the park system to 532 acres. If achieved, this would increase the City’s park system by 32.5%. It would provide parkland level of service of 1.5 acres per 1,000 residents. While residents would like to see the City of Santa Ana invest in more parkland over time, this represents and aggressive 10-year acquisition strategy.

Figure 7-3 shows the amount of acreage recommended for acquisition or expansion by park type.

The greatest opportunity for adding park acreage is associated with acquiring and developing the Willowick Golf Course as a Citywide Park.

PARK MAINTENANCE
All parks will require some level of park maintenance. The City of Santa Ana should identify the additional operations funding needed before developing new parks. Figure 7-4 illustrates recommended maintenance. All Citywide and Community Parks should receive an enhanced level of maintenance to take care of specialized assets and support heavier or more frequent use, including events and programs. All other sites should receive a standard level of maintenance. Natural resource stewardship applies to parks with significant natural resources. (See Appendix C for details on recommended maintenance tasks and frequencies).

NEW PARKLAND (ACRES)
0 20 40 60 80 100 120
Special Use Facilities
Pocket Parks
Neighborhood Parks
Community Parks
Citywide Parks
Additional Acres
0%
50%
60%
48%
52%
5%
40%
30%
20%
10%
Standard
Maintenance
Enhanced
Maintenance
Natural Resource
Stewardship
MAINTENANCE RECOMMENDATIONS (% OF SITES)
168 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 169 Exhibit A Exhibit 1
City Council 14 – 98 5/17/2022

ACQUISITION GUIDELINES
Appendix D presents clear guidelines for
land acquisition. These consider the following
principles:
• Land Suitability: Ensure the intended site has
the topography, size and shape desired for
recreation use and is not overly hampered by
easements or development restrictions.
• Land Value: Before investing in a site, ensure
the return on investment warrants the cost.

Avoid sites affected by contamination, safety
hazards, or existing development that is too
costly to renovate and revitalize.
• Recreation Value: Seek sites that support
park uses and community recreation needs.

Avoid acquiring “landscaped areas” intended
only for beautification.
• Location: Seek sites that are reasonably
centralized to the areas they intend to serve,
avoiding adjacencies such as busy roadways
and nearby uses that may restrict site uses.

While not counted as City parkland, off-street trail corridors and joint-use school sites are anticipated to play an important role in the future park system. As noted in Chapters 4 and 5, trails are proposed to enhance connectivity and access to parks. Increasing the number of joint-use school sites is proposed as a cost-effective way to ensure recreation opportunities are available in park gap areas where schools are well situated to meet local needs. Table 7-2 presents the recommended and current mileage and/or acreage associated with these existing and proposed assets.

The City of Santa Ana is poised to increase
its investment in parks, providing more and
better greenspace and recreation facilities
across the community. The magnitude of
this investment is huge, as shown in the
numbers of recommended planned, proposed
or expanded parks noted. To guide new
park acquisition and development, plus the
renovation of existing parks, the PMP defines
Level of Service (LOS) standards and policies
(Chapters 5 and 6) and introduces new
guidelines for park acquisition, design and
development (Appendix D). Park guidelines
channel the values and aspirations of Santa
Ana residents to help the City make decisions
about future recreation and open space
acquisitions, improvements, and adjacent uses.

Given Santa Ana’s deficiency in park space, the
City of Santa Ana should consider all options to
acquire additional parkland. However, this does
not suggest that the City should acquire any or
all lands available. The new guidelines present a
strategic approach to expanding and enhancing
parkland.

RECOMMENDATIONS FOR TRAILS AND JOINT-USE

SCHOOL SITES

ACQUISITION, DESIGN AND DEVELOPMENT

GUIDELINES
SITES

TRAIL CORRIDORS ACREAGE MILES --
Existing Trail Corridors 23.3 12.8 --
Proposed Golden Loop Trail 8.2 4.5 --
Proposed Key Connection Trails 37.5 20.6 --
Subtotal 68.9 37.9 --

JOINT-USE SITES ACREAGE -- NUMBER OF SITES
Existing Joint-Use School Sites 13.3 -- 9
Proposed Joint-Use School Sites 42.0 -- 26
Subtotal 55.3 -- 35
Grand Total 124.2 37.9 35
Note(s):
1 Acreage for Key Connection Trails and the Golden Loop Trail is calculated based on an average corridor width of 15 feet. 2 Acreage for Joint-Use Schools are based on counts of 18 elementary sites at one acre each, plus eight intermediate or high school sites at three acres each. These planning level estimates are based on the range of sizes of existing joint-use sites.

TABLE 7-2: SUMMARY OF RECOMMENDATIONS FOR PROPOSED TRAIL CORRIDORS

AND JOINT-USE SCHOOL SITES
170 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 171 Exhibit A Exhibit 1
City Council 14 – 99 5/17/2022
• Park Greening, Trees, and Native Plantings:

Protect green space in parks by balancing
the use of native plantings, turf, trees, and
landscaping to promote aesthetics, connect
people to nature, reduce stress, and improve
site ecological function. Plant and protect native
or large canopy trees to provide shade, break
the wind, and reduce urban heat in the summer.
• Connections to Nature: Create opportunities
for residents and visitors to connect with
nature, both physically and visually, including
the expansion of pollinator patches, protection
or integration of native plants, and protection
and access to natural areas. Note by park type
what portion of a site could remain natural vs.
developed for recreation uses.
• Sustainability: Incorporate sustainable
landscaping and facilities that limit water
usage and energy consumption, such as
drought-resistant landscaping and low impact
development.
• Function over Form or Space: Balance
artistic design and site beauty with needs to
provide functional park spaces and facilities
with reasonable maintenance costs and a high
return on the investment. Avoid acquiring
spaces that cannot be enhanced to provide
quality park space and recreation value.
• Continuity in Furnishings: Establish
and integrate a consistent furnishing
palette systemwide and by site for ease of
maintenance (including items such as seating,
light fixtures, trash receptacles, bike racks,
etc.), but allow for variations in high-use parks
to signify key nodes within a given park or to
emphasize a unique park theme or identity.
• Maximizing Impact: Consider the ability
of parks to support community aesthetics,
support quiet spaces separate from the busy
urban buzz, provide cooling spaces, preserve
trees and ecological quality, while also
meeting recreation needs.
• Flexibility of Use: Allow for a variety of
programmed and self-directed activities
to occur by not precluding activities
with unnecessary physical constraints or
regulations.
• Adaptability: Design multi-use spaces and
facilities to be easily adaptable to address
changing community needs over time.

These guidelines build on the information
presented in Chapter 5 regarding the
integration of recreation elements that will add
to the diversity, character, social experiences,
and recreation value of Santa Ana’s parks.

DESIGN AND DEVELOPMENT

GUIDELINES
The guidelines presented in Appendix D provide
direction for park development systemwide
as well as parks by classification. In addition
to these guidelines, site master plans, facility
designs, and business plans may be needed
to provide additional design guidance, and all
projects should adhere to national, state and
local regulations. Guidelines are built on the
following principles:
• Inclusivity: Integrate design features and
facilities to ensure parks are welcoming and
engaging for residents and visitors of all ages,
ethnicities, cultures, abilities, and incomes.
• Universal Access: Create equitable points of
access and opportunities for people of different
abilities, ages, and incomes to experience each
site, considering all options of modality and
accessibility. Meet and, where possible, exceed
the standards of the Americans with Disabilities
Act (ADA) to provide parks and facilities that
accommodate multigenerational groups and
people with mobility issues, sight, and hearing
impairments, allergies, and other special needs.
• Heritage and Diversity: Integrate Santa
Ana’s culture and identity within the thematic
approach to site design, the use of materials,
the inclusion of public art and interpretive
elements, and/or the choice of recreation
elements and support features.
• Gathering Places: Diversify and provide
various scales and types of gathering
spaces throughout the park system, creating
opportunities for individuals to pause, for
groups to gather, and for residents and
visitors to celebrate and play. Consider both
reservable and drop-in gathering spaces.
• Comfort and Use: Provide support amenities
such as shade, bike racks, trash receptacles,
benches, and restrooms where appropriate by
park type to allow people to gather and stay
for longer periods.
• Safety: Implement Crime Prevention through
Environmental Design (CPTED) strategies
and enhance park safety through playground
design, crime prevention technology, night
lighting, natural surveillance, unobtrusive
landscaping, and increased staff, police, and
community-based patrols if needed.
• Recreation Variety: Provide a mix of active
and passive recreation opportunities to serve
a variety of recreation interests. Balance
energetic, programmed active use sites with
spaces designed for contemplation and quiet
social gatherings.
• Landscape Design: Balance both natural
and manicured landscapes as appropriate
in each park. Reserve ornamental plantings
and annuals for the City’s most visible, highuse parks. Integrate more low-maintenance, drought-tolerant plantings and native
plant species into other parks to reduce
systemwide maintenance costs.
172 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 173 Exhibit A Exhibit 1
City Council 14 – 100 5/17/2022
Santa Ana’s parks should incorporate various styles of shade features, including trees, shelters, umbrellas, sails, and lattices to support community health and add to the character of the site.

New and different styles of seating in parks, in addition to traditional picnic tables and benches, will enhance opportunities for social gatherings. Long tables, movable chairs, Adirondack chairs, seatwalls, and quiet “respite” areas along trails are recommended. 174 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 175 Exhibit A Exhibit 1
City Council 14 – 101 5/17/2022
New trends in park design favor diversifying play opportunities to include playable art, pop-up play spaces, nature play elements, colorful safety surfacing, unique climbers, sand + water play, added topography, and universal play elements.

A variety of active recreation opportunities should be provided in Santa Ana’s parks to support community health, fitness, and diverse cultural needs. New trends include the provision of futsal, pickleball, bocce, badminton, sepak takraw, tai chi, tricycle and big wheel tracks, bike pump tracks, fitness equipment, and other features in addition to more traditional sports fields and courts. 176 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 177 Exhibit A Exhibit 1
City Council 14 – 102 5/17/2022
The City of Santa Ana will enhance its park and recreation system by improving existing sites and adding several new ones over the next 10 years. The projects summarized in this chapter and noted in Appendix C include several that stand out as unique opportunities to transform parks, recreation facilities, and programs.

Other cities have faced similar deficiencies in the amount of parkland available. This chapter showcases five projects that may serve as models to transform Santa Ana’s park system. • Converting a golf course into a community or citywide park • Converting parking lots into park space
• Developing a pocket park or neighborhood park along a Class I trail • Expanding an existing park
• Integrating small-scale recreation features into greenspaces

MODELS FOR TRANSFORMATIVE PROJECTS
Trail rest areas along Class I and Class IV trails should include seating and/or tables, shade, bike repair stations, trash receptacles, drinking fountains, bike racks, wayfinding signage, and similar features to encourage biking, walking, and other forms of active transportation.

GOLF COURSE CONVERSION
CASE STUDY: CRAIG RANCH REGIONAL PARK, NORTH LAS VEGAS, CA As recreational leisure trends have changed through the years and water conservation has become critical, the conversion of aging golf courses to parkland has become a welcome option for many cities.

The following project showcases a 40-year-old, 132-acre private golf course that was transformed into a well-loved landscape to serve the Las Vegas community’s diverse population. A similar prospect exists with the Willowick Golf Course and presents opportunities to incorporate larger recreational features that typically require more land. These include features such as soccer and cricket fields, space for large open outdoor events, larger dog parks that can create two to three areas for different sized dogs, disc golf, full-size basketball courts, restroom and concession buildings, natural areas for passive recreation, and ecological improvements such as bioswales, butterfly gardens, bird habitats, and native plantings.

A custom children’s play area referenced the local flora and fauna, creating a popular destination for families.

The City of North Las Vegas re-purposed the acreage inherited from a former golf course to create an extensive regional park with sports fields, skatepark, playgrounds, dog park and gathering spaces.

A 50,000 square-foot skatepark was designed to accommodate both skaters and BMX riders with similar elements. 178 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 179 Exhibit A Exhibit 1
City Council 14 – 103 5/17/2022

PARKING LOT CONVERSION
CASE STUDY: TOWN AND COUNTRY RIVER PARK, SAN DIEGO, CA
In most cities, surface parking lot pavement traps heat and creates an impervious surface where oils and pollutants run off into the surrounding environment. To address deficiencies in park acreage, more efficient parking solutions can be developed allowing surface lots to be reclaimed as park landscapes. In San Diego, underutilized surface parking lots were converted to Town and Country River Park. The new park provides both recreational and ecological benefits for the community.

The existing site for T +C Park consisted of extensive surface parking lots located adjacent to the San Diego River.

The City of North Las Vegas re-purposed the acreage inherited from a former golf course to create an extensive regional park with sports fields, skatepark, playgrounds, dog park and gathering spaces.

Where there was once a parking lot, San Diego residents now enjoy spending time in a beautiful new park that helps to support the health of the nearby river habitat.

NEIGHBORHOOD/POCKET PARK ALONG TRAIL
CASE STUDY: ORION PARK, CHULA VISTA, CA
These smaller sites provide opportunities to bring recreational park space into existing trail systems.

These smaller parks are accessible to the neighborhood community and enhance the trail experience.

Orion Park is an excellent example of a greenbelt trail that ties seamlessly into a neighborhood park, providing recreational opportunities for all ages. This project also demonstrates the trend through which parks are funded and built by private developers and turned over to the city as a public parks after construction. Additional opportunities include the ability to include amenities such as dog runs, par courses, picnic areas, outdoor fitness stations, and active and passive play areas for all age groups.

A custom children’s play area referenced the local flora and fauna, creating a popular destination for families.

This is a view of Orion Park looking south from adjacent residences. A 50-mile regional greenbelt runs through the park, connecting it to adjacent residential areas. Orion Park serves 10,000 residents within a 15-minute walk.

Orion Park features a colorful play area and restrooms surrounded by a rain garden that filters stormwater. 180 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 181 Exhibit A Exhibit 1
City Council 14 – 104 5/17/2022

EXISTING PARK EXPANSION
CASE STUDY: SANTA ANITA PARK, SANTA ANA, CA
Where existing parks occur, surrounding may become available for acquisition by the City, providing potential opportunities for park expansion. This may be achieved through building support, funding and partnerships as illustrated in the example below of the Santa Anita Park.

The existing site for T +C Park consisted of extensive surface parking lots located adjacent to the San Diego River.

The City of North Las Vegas re-purposed the acreage inherited from a former golf course to create an extensive regional park with sports fields, skatepark, playgrounds, dog park and gathering spaces.

If expanded, visibility into Santa Anita Park would be improved and additional recreational opportunities could be provided.

The existing Santa Anita Park highlighting surround views and access to the park.

Where there was once a parking lot, San Diego residents now enjoy spending time in a beautiful new park that helps to support the health of the nearby river habitat.
182 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 183 Exhibit A Exhibit 1
City Council 14 – 105 5/17/2022

ADDITION OF SMALL-SCALE RECREATION AMENITIES
CASE STUDY: EL CAJON 2030: CONNECTING PEOPLE WITH PARKS, EL CAJON, CA As a recipient of the first round of NRPA and TPL’s 10-Minute Walk Planning and Technical Assistance grants, the City of El Cajon created a plan to increase access to parks for everyone in the city. El Cajon is a built- out city with diverse residents and a legacy of limited and varyingly distributed parkland.

Consequently, the new plan introduced innovative options to add parkland, including creating smallfootprint parks, adding small-scale park amenities to available spaces, repurposing underperforming spaces, and increasing joint-use opportunities with schools and public facilities.

The City explored adding small recreation and gathering spots that support fitness and play near homes, along trails, at the edge of school campuses, in utility corridors, and in other public spaces. For smaller settings, specific play elements may stand alone or be one of a series of experiences linked by a trail system.
184 SANTA ANA PARKS MASTER PLAN CHAPTER 7: SITE RECOMMENDATIONS 185 Exhibit A Exhibit 1
City Council 14 – 106 5/17/2022
8 ACTION PLAN
This chapter presents capital and
operations costs, prioritization
criteria, and potential funding
strategies to create a short-term
action plan for implementation.

A substantial investment in
existing and new parks and
facilities is needed to achieve
the community’s vision for
parks and recreation.
186 SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN 187 Exhibit A Exhibit 1
City Council 14 – 107 5/17/2022
The total planning-level capital cost
for implementing the improvements
recommended in Chapter 7 and Appendix C
is approximately $679.2 million (Table 8-1).

Nearly $5.2 million annually would be needed
to maintain the system when built out. Another
$6.3 million should be set aside annually to
have funds on hand to repair and replace old
or worn facilities at the end of their lifecycle.

Building Santa Ana’s future park and recreation
system will require substantial funding beyond
the resources the City currently invests in parks,
facilities, and programs. Appendix E introduces
the planning-level cost estimates associated with
PMP recommendations. The estimates are based
on order-of-magnitude costs to assist in evaluating
and prioritizing projects for future consideration in
the City’s Capital Improvement Plan (CIP). Costs
are in 2022 dollars not accounting for inflation.

Recognizing the current volatility of pricing and
supply chain issues, these costs provide general
guidance for project planning.

These costs will inform conversations, budgeting,
and level of service decisions for parkland only.

The PMP does not include costs for:
• Trail corridor acquisition, development,
or maintenance, which are calculated in
conjunction with transportation planning
• Capital or operations dollars for any type of
partner investment in joint-use school sites
• Programs and events to activate parks

PARKLAND CAPITAL AND OPERATIONS COSTS
Total Capital and
Operations Costs for
Recommended Projects
$679,150,000
Total Capital Costs
$5,194,000
Annual Maintenance Costs
$6,330,000
Annual Reinvestment &
Replacement Costs

CAPITAL COSTS MAINTENANCE
COSTS

REINVESTMENT &

REPLACEMENT
Existing Park Sites $127.8 million $3.7 million $4.4 million Planned, Proposed, and
Expanded Parks
$551.4 million $1.5 million $1.9 million
TOTAL $679.2 million $5.2 million $6.3 million
TABLE 8-1: CAPITAL AND OPERATIONS COST SUMMARY FOR EXISTING AND PROPOSED PARKS 188 SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN 189 Exhibit A Exhibit 1
City Council 14 – 108 5/17/2022

CAPITAL COSTS
Capital costs represent one-time costs to acquire, develop, build, or renovate park infrastructure and features. Because some funding sources are restricted in the type of expenditures they can support, it is important to consider capital costs separately from operations costs. The high capital costs shown in the Park Master Plan reflect the current costs of land acquisition in Santa Ana, plus the higher-than-normal development costs that park agencies are seeing in 2022.

While Chapter 7 noted that more recommended projects affect existing park sites and acreage, the greatest cost by far is associated with planned, proposed, and expanded parks (Figure 8-1).

The greatest investment by park type for both existing and proposed parks is in Citywide Parks (Figure 8-2). The greatest cost is associated with land acquisition, followed by the development of new or expanded parks (Figure 8-3).

FIGURE 8-1: CAPITAL COST BREAKDOWN FOR EXISTING AND PROPOSED PARKS $0
$500,000,000
$600,000,000
$400,000,000
$300,000,000
$200,000,000
$100,000,000
Existing Parks Planned, Proposed, and Expanded Parks

CAPITAL INVESTMENT
Capital Investment
FIGURE 8-2: CAPITAL COST BREAKDOWN FOR EXISTING AND PROPOSED PARKS BY PARK TYPE

CAPITAL COSTS FOR

EXISTING PARKS

CAPITAL COSTS FOR PLANNED,

PROPOSED & EXPANDED PARKS
Citywide Parks
Pocket Parks
Community Parks
Urban Plazas
Neighborhood Parks
Special Use Facilities

ACQUIRE/EXPAND IMPROVE/ ENHANCE REPAIR/

RESTORE

ACQUIRE/EXPANDMASTER PLAN OR DESIGNDEVELOP PARKDEVELOP THROUGH PARTNERSHIPADD NEW MAJOR FACILITY IMPROVE COMFORT AMENITIESMAKE MINOR ENHANCEMENTMAKE MAJOR ENHANCEMENTCONVERT TURF ENHANCE LANDSCAPING Existing Park Sites $5.3 $14.3 $20.0 $0.3 $19.9 $56.3 $8.3 $3.4 Planned, Proposed,
and Expanded Parks
$372.1 $12.5 $154.3 $7.5 $5.0
TOTAL $372.1 $17.8 $168.6 $7.5 $25.0 $0.3 $19.9 $56.3 $8.3 $3.4 TABLE 8-2: CAPITAL COSTS BY RECOMMENDATION (DOLLARS IN MILLIONS) 190 SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN 191 Exhibit A Exhibit 1
City Council 14 – 109 5/17/2022
These capital costs—and associated operations cost—exceed what the City will be likely to implement in the next ten years. To assist the City in focusing on priority projects, the PMP introduces a two-step evaluation process for evaluating and prioritizing recommended capital projects. Since this Master Park cannot anticipate all project needs as circumstances change over the next ten years, this evaluation framework will help vet new projects as they arise. Projects that are consistent with PMP initiatives may advance to Step 2.

Projects aligned with multiple PMP initiatives are important. However, projects that meet multiple criteria in Step 2 are most likely to be implemented quickly. For this reason, Step 2 is weighted more heavily. Final scores should be used to sequence capital projects in annual capital improvement planning and budgeting.

PROJECT EVALUATION AND PRIORITIZATION

CRITERIA CHECK SCORE
STEP 1: ALIGNMENT WITH PMP INITIATIVES
Does the proposed project address one or more of the following Parks Master Plan Initiatives?
Check if
Yes
1 point
each
Parkland: Acquire and develop parks to create an integrated park and recreation system.

Equity, Access, and Environmental Justice: Ensure that all residents in Santa Ana have equitable access to inclusive parks and healthy recreation opportunities that serve all ages, abilities, and unserved or underserved areas in the city.

Trail Connectivity: Create a walkable, bikeable, and interconnected city by creating a network of off-street bike and pedestrian trails.

Recreation Diversity: Create unique and vibrant parks and recreation facilities that reflect the character, identity, and needs of Santa Ana’s diverse community.

Activity: Facilitate events, programs, sports, and indoor and outdoor recreation activities to support community health, fitness, empowerment, development, and lifelong learning.

Stewardship: Manage and maintain Santa Ana’s parks and recreation assets through good stewardship, proactive asset management, and the wise use of resources to support a sustainable, resilient, safe, and comfortable park system.

Collaboration: Engage residents, partners, stakeholders, volunteers, and local businesses in enhancing parks and recreation opportunities.

Investment: Diversify funding, generate revenues, and support the capital and operational investment needed to enhance the park and recreation system.

CRITERIA CHECK SCORE
STEP 2: ALIGNMENT WITH PARK SYSTEM REALITIES
How well does the proposed project address the following criteria? Check if
Yes
2 points
each
Safety and Use: Does the project improve park safety or restore use? Feasibility: Does the project use or leverage available resources, such as existing staffing or volunteers, equipment, sites, and facilities? Existing Opportunity: Can the City implement the project using existing park space or available public space (e.g., property already acquired, vacant lands, existing rights of way)?
Funding Availability: Does the project leverage existing funding for implementation, such as City capital and operations funding, grants, partnerships, and donations?
Cost Savings: Does the project reduce costs, increase revenues, increase sustainability, or increase maintenance and operational efficiencies? Ease of Implementation: Can the project be done quickly and easily (i.e., are advanced planning, feasibility studies, and permitting already completed)? Acquisition Urgency: Does the project acquire parkland while the opportunity exists to do so? (or before the opportunity is lost?)
Value: Does the project deliver high value for the cost or resources needed, relative to other projects?
City Priority: Does the project coincide with or support another City project or City Council initiative?
Community Priority: Does the project provide or renovate a high-use, popular park or facility to address top community needs (e.g., sports fields, event space, play areas, trails, dog parks)?
Multiple Benefits: Does the project benefit a large number of people and/or support multiple or flexible uses?
Underserved or Underrepresented Groups: Does the project serve underrepresented groups or unserved geographic areas to balance park access and provide equitable opportunities for all?
TOTALS
TABLE 8-3: TWO-STEP PROJECT EVALUATION AND PRIORITIZATION SCORECARD (CON’T) TABLE 8-3: TWO-STEP PROJECT EVALUATION AND PRIORITIZATION SCORECARD 192 SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN 193 Exhibit A Exhibit 1
City Council 14 – 110 5/17/2022

SEEK SPONSORSHIPS AND

DONATIONS
In addition to traditional partnerships
for facility development, the City should
explore all options to increase philanthropic
contributions to Santa Ana’s park system.

The establishment of a 501(c)(3) Parks and
Recreation Foundation would introduce new
fundraising support for City parks, facilities,
and programs. In addition, the City of Santa
Ana could offer to sell naming rights to large
new parks and/or major facilities. Business
sponsorships—in exchange for marketing
promotion through signage, the agency’s
website, or other agency materials such as the
recreation guide—present another opportunity
to increase revenues.

PURSUE GRANTS STRATEGICALLY
Several recommended projects may be eligible
for grants tied to Land & Water Conservation
Fund (LWCF) or transportation grants. Typically,
grants applications are competitive processes
that fund only capital costs. Some grants
require a City to commit to the maintenance
and operation of the resulting facilities into
perpetuity (as in the case with LWCF grants).

Most grants also require matching funds. To be
effective at competing for grant funding, the
City will need to invest staff time in tracking
and applying for grants.

The City of Santa Ana does not have the
capital or operations funding needed to
provide the parkland level of service desired
by the community. To build recommended
features, sustain the community’s investment in
existing resources, and keep Santa Ana’s parks
safe, clean, and green, the City must identify
additional sources of funding. Eight funding
strategies are noted below.

DEVELOP PARTNERSHIPS
The City has active and ongoing partnerships
and long-term lease agreements that support
existing parks and joint-use school sites. As
noted in Chapters 4 and 5, the City should
consider additional joint-use agreements to
support access to greenspace and recreation
facilities in many gap areas, since it is not
financially feasible to the City to acquire
parkland in all unserved areas.

In addition, recommendations in Appendix E
show where additional partnerships may be
warranted to share costs with the SAUSD in
the development of a new Aquatic Facility at
Centennial Park. In addition, the City of Santa
Ana should actively seek equity partners for all
major facility development and/or renovations,
plus identify other partnerships to expand
Santa Ana’s recreation opportunities. For
outdoor facility development, the City should
look for community-based organizations
willing to sponsor facilities aligned with group
interests. Typically, this involves a donation
of capital funds, but it may also include
operations funding or volunteer support.

GENERAL FUNDING STRATEGIES

INCREASE RESOURCES FOR NEW

DEVELOPMENT
The City should update its Residential
Development Fee Ordinance to increase
funds available for park acquisition and
development. Since this is a critically important
source of funding for implementing the PMP,
the next section of this chapter provides
guidance on fee changes.

In conjunction with the park impact fee
study, Santa Ana’s Municipal Code should be
revisited to determine whether Santa Ana’s
parkland dedication requirements should be
amended under the Quimby Act, Government
Code Section 66477, which allows cities
to require subdivisions dedicate parkland
sufficient to provide up to three (3) acres of
park area per 1,000 subdivision residents.

DIVERSIFY FUNDING
In addition to the General Fund dollars that
typically support Santa Ana’s parks and related
services, Proposition 68 funding, cannabis
funding, and funding reserved for stormwater
and non-motorized transportation projects
all provide additional revenues that could
support park projects. Most of these funds
are restricted in how they can be spent. For
example, Santa Ana’s cannabis funding is
earmarked for youth services, but these funds
may be used to support infrastructure that
support youth programs.

CONSIDER BONDS AND DEBT FOR

CAPITAL IMPROVEMENTS
For the portion of park projects left unfunded by
fees and charges, the primary alternative to consider
is bonded debt. The City has two options for
funding bonds to provide the capital resources
needed for projects. The first and most common is
the General Obligation (GO) bond which requires
voter approval for property taxes to cover the
repayment. The second, called full faith and credit,
or bonds approved by the City Council only, require
repayment from the general operating funds of the
City (with income from existing taxes and fees).

INCREASE FEES AND CHARGES
As noted in Chapter 5, RCSA recently completed
a Service and Financial Sustainability Study
to evaluate cost recovery targets for facility
operations, programs, and services. That
document provides guidance for increasing
revenues through fees and charges.

IDENTIFY SUSTAINING FUNDING
As the City brings new parks and facilities
online, it will need additional maintenance and
operations funding to maintain and sustain city
parks. Landscape and Lighting districts (LLD’s) and
Community Facilities District (CFD’s) establish a tax
basis to collect maintenance funding. However,
these districts are typically established when new
residential areas are developed. It is more difficult
to obtain voter approval for maintenance districts
in established residential areas. They City should
explore various taxing strategies, such as operational
levies, which may support park maintenance.
194 SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN 195 Exhibit A Exhibit 1
City Council 14 – 111 5/17/2022

CURRENT FEE PROGRAM
Chapter 35, Article IV of the City’s Municipal
Code states: “Development of parks within
the city will require the construction of park
and recreation facilities sufficient to provide
two (2) acres of such facilities per one
thousand (1,000) population in the city…
Any person adding net residential units or
converting apartments to condominiums
in the City of Santa Ana shall pay to the
City fees…for the purpose of preserving an
appropriate balance between the demand
by residents for use of park and recreational
facilities and the availability of such park
and recreational facilities and to preclude
residential development which would create
an excess demand on such facilities.”1
The City of Santa Ana’s Residential Development
Impact Fee is an important source of funding
for parks and recreation facility improvements.

The fee program, originally adopted in the
1980s, levies development impact fees on new
residential development projects for the purpose
of constructing parks and recreation facilities to
serve the needs of new City residents associated
with those projects.

As part of the PMP development, Economic &
Planning Systems (EPS) evaluated Santa Ana’s
park impact fees to consider their current and
future capacity to fund parks and recreational
facilities. Preliminary findings are noted here. A
full Nexus Study process as prescribed by the
State’s Mitigation Fee Act (AB 1600) should be
undertaken to fully consider the ways in which
impact fees may fund parks and facilities.

RESIDENTIAL DEVELOPMENT IMPACT FEE
2 Santa Ana, CA Municipal Code, Section 35-108. 1 Santa Ana, CA Municipal Code, Section 35-108 and 35-110.

Impact Fees for Fiscal Year 2020-2021
5 Bedrooms $7,902.00/unit
4 Bedrooms $7,103.00/unit
3 Bedrooms $6,415.00/unit
2 Bedrooms $4,781.00/unit
1 Bedroom or Fewer $3,588.00/unit
The Code further specifies that the fees paid
under this article “shall be placed in a special
fund to be known as the ‘Park Acquisition and
Development Fund.’ Moneys in such fund shall
be expended for the acquisition, construction
and renovation of park and recreation facilities.

In the event the City meets the standard of two
(2) acres of such facilities per one thousand
(1,000) population, and will meet such criterion
following all developments for which fees have
been collected, any moneys remaining in such
fund may be used for renovation of the City’s
existing parks.”2
Fee Structure and Level
The Residential Development Impact Fee is levied
specifically on new residential development in
Santa Ana. The fee levels are calculated based on
the number of bedrooms in the new residential
units. Since program adoption, the fee levels have
been regularly increased based on the Consumer
Price Index (CPI) to keep pace with escalating
costs over time.

The City collects Residential Development
Impact Fees in four districts (Figure 8-3). The
fees collected from each district are deposited
into a district-specific A&D Fund and can only
be used to fund parks and recreation facilities
within that specific district. The intention of
the district structure is to target fee revenues
towards the development of parks and facilities
in close proximity to new residents.

Recent Fee Collection
Table 8-4 summarizes the City’s Residential
Development Impact fee collections from 2018
to 2021, broken out by district. As shown, the
City collected approximately $11.7M over these
three fiscal years, an average of $3.9 million
annually. However, the fee collection was not
evenly distributed across the four districts.

Nearly three-quarters of the total fee collection
took place in District 3, while fees collected in
Districts 1 and 4 accounted for less than ten
percent each of the total fee amount.

FISCAL YEAR
DISTRICT 2018-2019 2019-2020 2020-2021 TOTAL
District 1 $433,682.66 $57,793.46 $451,702.00 $943,178.12 District 2 $270,284.17 $876,298.48 $529,089.00 $1,675,671.65 District 3 $4,796,801.94 $84,567.71 $3,557,383.00 $8,438,752.65 District 4 $486,576.03 $131,245.58 $46,052.00 $663,873.61 TOTAL $5,987,344.80 $1,149,905.23 $4,584,226.00 $11,721,476.03 TABLE 8-4: SANTA ANA PARKS ACQUISITION AND DEVELOPMENT FUND COLLECTIONS, 2018-2021 Source: City of Santa Ana; EPS
196 SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN 197 Exhibit A Exhibit 1
City Council 14 – 112 5/17/2022
MAP 8-1: PARK DEVELOPMENT DISTRICT MAP

FUTURE PARKS NEEDS AND FEE
LEVELS
While a development impact fee is only one
of the financing tools typically used to fund
parks and recreation capital improvements,
it is often a critical funding source and
the most frequently used mechanism for
ensuring new development contributes
funding proportional to its needs/ demands
and associated improvement costs.

To explore the ways in which the current fee
program would contribute to covering the
$551.4 million in capital costs identified for
planned, proposed, and expanded parks,
EPS considered the potential of the current
fee levels on a citywide basis (not on a
district-level) to fund these projects. A formal
Nexus Study as prescribed by the State’s
Mitigation Fee Act (AB 1600) is needed to
precisely determine the potential updated
parks and recreation fee levels.

Projected Fee Collection
EPS calculated a planning-level estimate of
the potential Citywide fee collection based on
the existing fee levels and population growth
projections. As shown in Table 8-5, the City is
projected to add approximately 28,000 new
residents through 2030 – an 8.3% increase
over the current population. This translates
into approximately 6,700 new residential units,
based on the City’s average household size of

4.15 persons.

ITEM FORMULA AMOUNT
2019 City Population [1] a 334,774
Projected Population Growth through 2030 [1] b 27,817
Percentage Growth in Population, 2019–2030 c=b/a 8.3%
Average Persons Per Household for City [2] d 4.15
Projected New Residential Units e=b/d 6,703
Median Unit Bedroom Size 3
2020-2021 Fee on Median Unit b $6,415
Est. Fee Revenue Generated by New Units g=3*f $42,999,049 TABLE 8-5: PROJECTED FEE GENERATION ESTIMATE THROUGH 2030 BASED ON CURRENT FEE LEVELS 1 2019 population and population growth projections provided by City of Santa Ana. 2020 U.S. Census data show that population growth in Santa Ana has been slower than the 2018 Orange County projections. When State and Orange County projections are updated in 2022, these trends may change
2 Based on 2016–2020 American Community Survey Data
Sources: City of Santa Ana; American Community Survey; EPS Using the median fee level of $6,415.00
for a three-bedroom unit, EPS estimated
that, at current impact fee levels, future
development will generate approximately
$43 million in fee revenues through 2030.

This only covers approximately 7.8% of
the proposed $551 million investment for
new and expanded parks.
198 SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN 199 Exhibit A Exhibit 1
City Council 14 – 113 5/17/2022
If the City updated its Nexus Study to include
these higher acreage costs, the maximum
justifiable fee could increase by close to three
times. If such a fee increase were justified and
adopted, the expected fee revenues would
increase substantially, and fee funding from
new residential development would cover
a larger proportion of the City’s envisioned
parks and recreation investments.

The City’s current fees are inadequate to
support the investments needed to achieve
PMP recommendations for new residential
developments. Impact fees also do not
address the current deficiencies in parkland
in existing residential areas.

Implied Costs Per Acre of Parkland
Another approach to assessing the
appropriateness of the current fee level is to
focus more specifically on the future parks
needs of new residents and the costs and fees
associated with meeting those needs. While the
PMP recommends 1.5 acres per 1,000 residents
for parkland, the City’s Municipal Code sets
a parkland standard of two acres per 1,000
residents. To meet this standard for the projected
new residents, the City would need to provide
nearly 56 additional acres of parkland. If the
current fee levels generate $43M in revenues,
then the City could provide this additional park
acreage only if parkland acquisition costs are
approximately $775,000 per acre (Table 8-6).

However, the City of Santa Ana estimates that park
acquisition will cost approximately $2.25 million
per acre (see Appendix E) – three times the cost
that could be funded through current fee levels.

ITEM FORMULA AMOUNT
Projected Population Growth through 2030 [1] a 27,817
Parkland Acreage Standard Per 1,000 People [2] b 2
Parkland Acreage Needs for New Population c=(a/1000)*b 55.63 Est. Fee Revenue Generated by New Units [3] d $42,999,049 Implied Cost Per Parkland Acre e=d/c $772,892
TABLE 8-6: IMPLIED PARKLAND ACREAGE COSTS BASED ON CITY SERVICE STANDARD 1 2019 population and population growth projections provided by City of Santa Ana. 2020 U.S. Census data show that population growth in Santa Ana has been slower than the 2018 Orange County projections. When State and Orange County projections are updated in 2022, these trends may change.
2 As adopted in City of Santa Ana’s Municipal Code, Chapter 35, Article IV. 3 See Table 2.

Sources: City of Santa Ana; American Community Survey; EPS time. To set the fee at an appropriate level, the
City should compare current and potential new fees
with neighboring and peer cities in the region.

Remove the District Structure
The current district structure for fee collection
and expenditures targets new park investments
in the same areas that experience new residential
growth. While there is a logic to this “return-tosource” approach, it is also limiting. For example, the distribution of fee revenues in recent years
has been weighted towards one district. The City
must spend fee revenues in that district. This is
true even if there are no realistic opportunities for
parkland acquisition in that district and even if a
new park may serve residents in several districts or
Citywide. If the City were to shift to a citywide fee,
it would have more flexibility in directing financial
resources to areas with the best opportunities
for developing new parks. A citywide fee is more
common approach among California jurisdictions.

Charge Fee to Additional Land Uses
The existing Residential Development Impact Fee
is only charged on new residential development.

However, there are cities throughout California
that also charge park impact fees on nonresidential land uses, such as hotel, office, and industrial uses (among others). Charging nonresidential impact fees recognizes that workers and visitors use City parks as well. If the City is
expecting significant new employment growth,
it should consider this change. Depending on
City policy, this shift may not increase the total
fee revenue generation, but spreads the costs
associated with new development more widely
across new projects. The result, however, is that
fees for residential land uses might decrease.

FEE UPDATE OPTIONS
To implement the Master Plan, the City should
consider three primary changes as part of a
potential fee program update:
• Increase the fee;
• Remove the district structure; and
• Charge fees on wider range of land uses.

These changes are not mutually exclusive, and
the City may undertake them in any combination.

Approaches to these potential changes are
detailed below. However, the fee program, even
when updated, will be limited in its potential
to fund recommended improvements. The City
will have to pursue additional funding sources,
including other municipal revenue sources and
grant programs, to fully realized the community’s
vision for the park and recreation system.

Increase the Fee Level
The City of Santa Ana should complete a
Development Impact Fee Nexus Study to
determine the appropriate level for impact fees
to help implement PMP recommendations. The
Nexus Study would consider the appropriate
approach to determining the parks and recreation
facility costs associated with new development.

It would also determine the legally supportable
fee level that the City could charge based on the
requirements of the Mitigation Fee Act.

As part of a Nexus Study, the City should consider
the impact that an increased fee level would have
on the costs of new development. If the potential
fee increase is significant, the City may choose to
increase the fee but not to the maximum allowable
level and/or to phase in the fee increase over
200 SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN 201 Exhibit A Exhibit 1
City Council 14 – 114 5/17/2022

1. Prioritize Maintenance and Asset
Management: Ensure that the City of Santa
Ana can continue to steward existing park
assets and replace facilities at the end of
their lifecycles to sustain their use. Identify
maintenance funds for new parks prior to
development.

2. Increase Park Resources for New
Development: Undertake a Nexus Study and
increase impact fees so that Santa Ana can
provide parks and facilities that support new
residential development. Consider changes
to other fee program parameters/policies,
such as districting, to have more flexibility
in spending funds where lands may be
available. Review the City’s land dedication
requirements as per the Quimby Act to
determine overarching City requirements for
new residential development through both
land dedication and impact fees.

3. Redirect Other Funds to Parks: Even if
an impact fee increase is enacted, earmark
and invest a greater amount of existing
funds in parks and recreation. As part of the
annual budgeting process, prioritize park
projects funding through sources such as
cannabis funding and increase General Fund
support for ongoing staffing, operations and
maintenance as the City’s parks and facilities
expand.

The Santa Ana community – including neighbors,
stakeholders, activists, organized groups, City
staff, and elected leaders – together recognize
the value of parks and recreation. Key groups
and City leaders have endorsed the notion of
providing a higher level of service. As part of the
General Plan update, conversations continue
around setting a parkland standard at 2 or even 3
acres per 1,000 residents. The Parks Master Plan
takes a more realistic approach, identifying the
key unserved areas and opportunities to increase
the City’s level of service to 1.5 acres per 1,000
residents for parkland, with trail corridors and
other joint-use school sites adding important
recreation opportunities.

Still, the costs outlined in this plan are exorbitant
– likely far more than the City can implement
over the next ten years. The PMP advises
focusing on the following actions to make
progress towards the community’s vision for
the parks and recreation system. Although
numbered, the following actions do not appear
in priority order. Together, they represent first
steps in implementing the Park Master Plan.

ACTION PLAN

4. Explore Voter-Approved Tax Measures and
Other Public and Private Support: Given
current community demands to provide
more parkland, begin a public information
and communications campaign to share the
results of the Parks Master Plan—so that
residents and groups are clear about their
role and the level of community support that
will be required to make this investment.
a. Establish a Parks Foundation to raise funds
for parks and recreation.
b. Create a park sponsorship program for
all parks to leverage local investment into
individual sites. Similar to an “Adopt-aPark” program that recruits volunteers to support park operations and maintenance,
the “Park Sponsorship” program will
recruit one-time or ongoing donors and
sponsors to fund capital projects and
operations at a particular site.
c. Conduct a random-sample voter survey
to measure public support for a bond
measure or other voter-approved funding
measures.
d. Track, recognize, and promote community
support for park projects and program,
calling attention to the individuals, groups,
and businesses supporting parks and
recreation.

5. Create a Park Opportunity Fund:

Incorporate General Funds, cannabis
revenues, private donations, and other
available funding into an established Park
Opportunity Fund to leverage for matching
grants and have monies available when
opportunities arise for new park acquisition.

6. Pursue Key Land Acquisition
Opportunities: Aggressively pursue
opportunities to acquire available lands that
meet multiple PMP criteria for enhancing the
park and recreation system. Explore options
to acquire the Willowick Golf Course as the
greatest singular opportunity to increase the
City’s level of service and to provide sufficient
space for the larger-scale recreation options
desired by residents. Also, prioritize park
acquisition in the key park gaps noted for
their “high severity of need” to support the
City’s equity and environmental justice goals.

7. Develop the Golden Loop and Key
Trail Corridors: Coordinate with Santa
Ana’s Public Works Agency to prioritize
development of the Class I and Class IV trails
noted in the PMP. While these linear trails do
not count as parkland per City definitions,
recognize that these trail corridors—even
when located along streets or in street rightsof-way—represent one of the most valuable opportunities to increase recreation options
and improve park access.
202 SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN 203 Exhibit A Exhibit 1
City Council 14 – 115 5/17/2022

8. Evaluate Park Acquisition Opportunities:

Convene a work group that brings together
City interagency staff, community leaders,
and private enterprise to identify and evaluate
acquisition opportunities, creating a status
report and metrics to measure progress.

9. Explore Other Acquisition Mechanisms:

Consider code updates or City policy
changes that support options beyond direct
purchase or donations to acquire parkland.

Consider easements, conditions of approval,
land swaps, conversion of uses, land trusts,
long-term leases, building code changes, and
similar mechanisms to be vetted by the City.

10. Update Joint-Use Agreements with
SAUSD: Begin conversations with the Santa
Ana United School District to ensure that
outdoor recreation facilities located in areas
that are unserved by parks remain publicly
accessible. Explore cost-share options for
the maintenance of these recreation spaces
or consider a trade-off such as the one-time
City partnership investment in a new SAUSD
aquatic facility.

11. Evaluate the ROI on Major Facility
Development: Before renovating or building
major new facilities, complete a business
plan and operations study that considers
revenue-generating options and measures
the return on investment (ROI). Identify and
involve equity partners in the development
and renovation of all new major facilities.

12. Extend Cost Recovery Recommendations
to New Programs and Services: Expand
recreation programs to support additional
community-wide events, connect people
to nature, increase sports to support health
and fitness, and empower residents living
in identified Environmental Justice Areas.

Apply the cost recovery findings from the
Service and Financial Sustainability Study to
strengthen the City’s market presence and
ensure affordable programs for all.

The Parks Master Plan is a community-driven document, created because of the substantial community interest in enhancing Santa Ana’s park and recreation system. It is the City’s first guiding document and strategy for making park improvements and focusing the City’s investment where most needed. The level of service recommended in this plan is not as high as some Santa Ana residents would like to see.

However, a substantial investment is needed for Santa Ana to provide 1.5 acres of parkland per 1,000 residents, plus the quality facilities, trails, programs, events, and services desired.

What should be clear from the action plan noted above is that the City of Santa will not be able to implement this plan alone. The involvement of elected officials, voters, businesses, community organizations, volunteers, donors, and residents will be critical to achieving the community’s vision for parks and recreation. By working together, we can make progress in enhancing the parks and recreation opportunities that are central to Santa Ana’s quality of life.

CALL TO ACTION
204 SANTA ANA PARKS MASTER PLAN CHAPTER 8: ACTION PLAN 205 Exhibit A Exhibit 1
City Council 14 – 116 5/17/2022

GLOSSARY
206 SANTA ANA PARKS MASTER PLAN GLOSSARY 207
Exhibit A Exhibit 1
City Council 14 – 117 5/17/2022
208 SANTA ANA PARKS MASTER PLAN GLOSSARY 209
A
• All-Purpose Field: All-purpose fields, often
called an open turf area, are grass areas of
various shapes, sizes and configurations
intended for sports and non-sports play, social
gathering, and similar recreation uses (e.g.,
playing catch, throwing a frisbee, sunbathing,
etc.).
• Amenities: These support features facilitate
the comfort, functionality, and use of
parks. Amenities include elements such as
restrooms, parking lots, trash receptacles,
benches and tables, barbecues, lighting, bike
racks, drinking fountains, art, and signage.
• Americans With Disabilities Act (ADA):

A federal law that prohibits discrimination
based on disability. Titles II and III of the ADA
Act of 1990 include enforceable accessibility
standards called the 2010 ADA Standards for
Accessible Design. The standards set minimum
requirements for state and local government
facilities, public accommodations, and
commercial facilities to be readily accessible to
and usable by individuals with disabilities.

B
• Ball Diamond: Ball diamonds include
designated baseball, softball, Little League,
and T-ball fields. Typically, does not include
playfield back stops (e.g., for kickball).
• Baseball Fields: Baseball fields must have
a backstop and dugouts and may have a
grass or dirt infield. Outfield and baseline
dimensions vary according to intended age
group and league. An outfield fence, although
desirable, is not required. Fields must be level
without hazards or major variations in grade.
• Bicycle facilities: A general term used
to describe all types of bicycle-related
infrastructure, including linear bikeways
and other provisions to accommodate or
encourage bicycling, such as bicycle racks
and lockers, bikeways, and showers at
employment destinations. On- and off-street
spaces delineated for safe use by bicycles,
designated in one of four classes:
• Class I (shared use or bike path). This
type of bike path or multi-use trail is
physically separated from any street or
highway. Shared use paths are intended
to support use by pedestrians, bicyclists,
skaters, wheelchair users, joggers, and
other nonmotorized users.
• Class II (bike lane). A bike lane is a portion
of roadway that has been designated by
striping, signaling, and pavement markings
for the preferential or exclusive use of
bicyclists.
• Class III (bike route). A generic term for any
road, street, path, or way that is specifically
designated for bicycle travel, but shared with
other transportation modes.
• Class IV (cycle track or separated
bikeway). Designated for the exclusive use
of bicycles, Class IV bikeways are corridors
along or in roadways that are separated
from vehicular traffic. The separation
may include, but is not limited to, grade
separation, flexible posts, inflexible posts,
inflexible barriers, or on-street parking.
• Bikeway: A generic term for any road, street,
or path that is designed for bicycle travel,
regardless of whether it is designated for the
exclusive use of bicycles or is to be shared
with other transportation modes. A bikeway
network refers collectively to all types of
bikeways and facilities.

C
• Capacity: The ability to provide a service in
the desired manner or at a desired level of
service.
• City Parks or Parkland: These publicly
accessible sites and green space are owned
by the City of Santa Ana and managed by
PRCSA to support recreation and social
gathering (or were acquired for this purpose).
• Citywide Parks: This park classification
includes Santa Ana’s largest parks. Typically
more than 15 acres in size, Citywide Parks
provide major recreation facilities, cultural
venues and natural areas that serve as
citywide destinations for events, programs
and activities, attracting visitors from across
the entire city and beyond. Typical facilities
and features include recreation centers,
amphitheaters, swimming pools, sports
courts and fields, skate parks, lakes, trails
and trailheads, destination playgrounds and
group picnic areas. In addition to a variety
of support facilities, city parks may also
include concessions, reservable facilities
or other revenue-generating activities and
infrastructure.
• Community Parks: This park classification
includes mid-size parks, typically 5 to10
acres in size, which support sports and group
gatherings for several neighborhoods or a
portion of the city. Typical facilities include
sports fields and courts, small group picnic
areas, and specialized or unique facilities
such as swimming pools, recreation/
community centers and senior centers that
support programming. Community parks
typically include on-site parking, restrooms
and similar support amenities for longer site
visits. However, these sites typically have less
variety and less greenspace than larger city
parks.
• Community-Serving Parks: City parkland
that provide recreation opportunities
for all or a substantial portion (several
neighborhoods) of the Santa Ana community.

Santa Ana has two types of communityserving parks (Citywide Parks and Community Parks).

Exhibit A Exhibit 1
City Council 14 – 118 5/17/2022
210 SANTA ANA PARKS MASTER PLAN GLOSSARY 211
D
• Density: Dwelling units per acre; a measure
of residential development.

E
• Environmental Justice (EJ) Community
or Area: The City uses a mapping tool
from CalEPA called CalEnviroScreen
(CES) to identify the most vulnerable
and disadvantaged areas in Santa Ana
(in the context of SB 1000). The CES tool
measures indicators for every census tract
in California related to people’s exposure
to pollution and quality of life. The results
for each census tract are combined and
measured against every other census tract,
producing a composite score that ranks
census tracts from the least impacted to the
most impacted. Those ranked in the top 25
percent—shown with values between 75 and
100 percent—are considered disadvantaged
or environmental justice communities. These
communities are frequently discussed in
terms of the geographic areas where they are
located.
• Equitable: A condition or treatment that
is fair and impartial. Equity recognizes
individuals, neighborhoods and communities
have different circumstances and needs,
and therefore different groups of people
need different resources and opportunities
allocated to them in order to thrive.

F
• Facilities: Facilities are elements or
structures that provide recreation
opportunities in parks. Examples of outdoor
facilities include playgrounds, sports fields,
sports courts, picnic shelters, outdoor
fitness equipment, dog parks, skate parks,
amphitheaters, and community gardens.

Because of their specialized uses and
operational requirements, some larger
facilities, such as pools and recreation
centers, are classified as major facilities or
specialized facilities.

H
• High Need Unserved Area: Unserved
areas were further evaluated to determine
the severity of community need. Unserved
residential gap areas were considered
“high severity of need” if three or more
of the equity metrics applied per area
(Environmental Justice Community, Land
Use Element Focus Area, Below the Poverty
Level, Majority Non-White, and/or High
Projected Population Density).

J
• Joint-Use Sites: Owned by other agencies,
joint-use sites are managed or maintained
by PRCSA through a joint use agreement, to
increase access and opportunities for fitness
and recreation. Examples include school
sports fields and other facilities owned by the
School District.

L
• Landscaped Areas: Landscaped Areas are
a type of open space that is maintained for
community aesthetics and beautification, but
not for park use. These may include medians,
street rights-of-way, gateways, public grounds
around buildings, etc.
• Land Use Element (LUE) Focus Areas: LUE
Focus Areas were defined in the 2022 General
Plan as areas targeted for more specific land
use planning and design guidance. These
areas were selected based on their ability
to provide new housing options, encourage
a range of businesses, promote access
and linkages to leisure amenities, preserve
industrial land, and concentrate development
along transit corridors.
• Level of Service (LOS): LOS is qualitative or
quantitative measure describing the scale or
amount of service desired or provided. For
parkland, LOS is typically measured as a ratio
of acres per 1,000 residents. For facilities,
LOS is measured in terms of one facility
per number of people served. “Existing
LOS” is calculated based on the City’s
current inventory and population numbers.
“Proposed LOS” is based on anticipated
future needs and future population forecasts.

M
• Major Facilities: Some facilities in parks
require a greater investment in maintenance,
operations, and programming. These are
referred to as “major facilities.” They include
facilities such as amphitheaters, recreation
and community centers, senior centers,
gymnasiums, the zoo, indoor and outdoor
swimming pools, sports stadiums, and tennis
centers.
• Multi-Use Fields: Multi-use fields typically
are rectangular sports fields with dimensions
and markings that accommodate a variety of
sports, such as soccer, football, and lacrosse.

Fields may include amenities such as lighting,
bleachers and permanent or movable goals of
multiple configurations.

N
• Neighborhood Parks: This park classification
includes small parks, typically 1 to 5 acres
in size, intended to serve nearby neighbors.

These sites provide small-scale opportunities
for play, picnicking and leisure activities for
residents that live within walking or biking
distance. Typical facilities include playgrounds,
picnic tables and open lawn areas. Sports
fields, sports courts and trailheads also may
be located within neighborhood parks to
provide opportunities for local recreation.

Exhibit A Exhibit 1
City Council 14 – 119 5/17/2022
212 SANTA ANA PARKS MASTER PLAN GLOSSARY 213
O
• Open Space: Recreational and green spaces,
including parks, commercial open space,
manicured landscaped areas, and public
facilities such as trail corridors, water channels,
and rail infrastructure.
• Overlay: Overlay is a term used to describe
athletic facilities where part of one sport field
lays over part of a second sports field, so that
the two cannot support games at the same
time. Typically, these are fields of different types
that have different primary playing seasons,
e.g., a youth soccer field over a softball
outfield, or a cricket field over the end of a
soccer field. To be counted as two fields, both
fields must meet individual field requirements.

P
• Park and Parkland: Publicly accessible
sites and green space that are owned and/
or managed to support recreation and social
gathering. Parks owned by the City of Santa
Ana are collectively called City parkland.
• Park Deficient Area: Typically, an area of
the community that is outside the standard
public parkland service radius such as ½
mile for Community Parks and ¼ mile for
Neighborhood Parks, respectively. This term
may also be used more broadly to describe
an area where parks are deficient in one or
more ways, such as being too small or in poor
condition, having insufficient acreage or no
park acreage, or having land not developable
for recreation uses.
• Park Resources: This park classification includes
City parkland managed by other entities for nonpark use as defined through long-term leases or agreements with PRCSA. Examples include
sites operated by Santa Ana Unified School
District (School District) and the Santa Ana Police
Department (SAPD). Depending on the terms
of the joint use agreement, these sites are not
accessible to the general public.
• Pocket Parks: This park classification includes
small sites, typically less than 1 acre, which
provide greenspace, passive social space, and
in some cases a small-scale recreation feature.
• Practice Fields: Practice fields are fields that
are not game quality and do not support
regulation league play. They may be deficient
in size, shape, condition, amenities, etc., but
still suitable for use as practice space.

R
• Regulation Fields: Regulation fields are
a standardized fields in (in terms of size,
condition and amenities) suitable for league
play. These may be youth regulation or adult
regulation-sized fields.

S
• Soccer Fields: Soccer fields can vary in
dimension according to the intended age group.

However, in order to support regulation play, a
soccer field must be at least 50 yards x 80 yards
for youth and 60-75 yards x 110-120 yards for
adults. Portable goals may be used. Fields must
be level without holes or mounds. Soccer fields
may be used for other sports, such as ultimate
Frisbee or football.
• Softball Fields: Softball fields must have a
backstop and a skinned infield, as well as
dugouts or player benches. Outfield and
baseline dimensions vary with intended use.

An outfield fence is not required, but fields
must be level without holes or mounds.
• Specialized Facilities: Some facilities have
a singular function or use that may require
specialized maintenance or operations,
although these may not require as extensive
resources as a Major Facility. Examples include
concession stands, formal gardens, and stages.
• Special Use Facilities: This park classification
includes sites that support stand-alone major
recreation facilities not located within a larger
park. These facilities are typically fee-based
and only open when programmed or reserved
for use. Their hours of operation and public
use are limited. Examples include the Santa
Ana Zoo, stadium and tennis centers.
• Synthetic/Artificial Turf Fields: Synthetic/
artificial turf fields have a non-natural, artificial
surfacing. Sports fields of various types may
have artificial surfacing. Unlike grass fields,
these are playable year-round and do not
require field rest.

T
• Temporary Programming Spaces: Some
spaces may be identified to support temporary
and/or pop-up activities and community
events. Examples may include neighborhood
streets or parking lots for schools, businesses
and public buildings. These temporary spaces
do not count as parks or as recreation facilities.
• Trail Corridors: This classification describes
linear corridors with Class I trails that support
non-motorized transportation, recreation,
and bicycle and pedestrian access to parks.

These may be located in street ROWs, flood
control channels, or lands owned by other
entities.
• Trails: Considered a facility, trails can be softor hard-surfaced linear paths intended for recreation and active transportation. Trails in
Santa Ana consist of both on- and off-street
multi-use trails, including off-street (Class I)
bike paths.

U
• Undeveloped Parkland: This park
classification includes unimproved Cityowned properties being held for future park development and recreation use. Sites may
not allow current park access.
• Unserved Area (Also Called a Park
Gap): Residential areas that fall beyond a
10-minute walk (1/2-mile access) to City and
Community Parks, and a 5-minute walk (1/4-
mile access) to Neighborhood Parks and all
similar small parks.
• Urban Plazas: This park classification
includes small parks with hardscape and
greenspace that provide social gathering
opportunities in urban and commercial areas.

Exhibit A Exhibit 1
City Council 14 – 120 5/17/2022

APPENDIX A
This appendix presents guidelines for
the acquisition, design, development,
and renovation of existing and new
parks systemwide.

Quality parks are noted by how
successfully they provide welcoming,
inclusive greenspace and facilities
that support safety, sustainability,
access, maintenance efficiencies,
ecological values, community
character, and diverse needs.
214 SANTA ANA PARKS MASTER PLAN APPENDICES 215
Exhibit A Exhibit 1
City Council 14 – 121 5/17/2022
TABLE A-1: CITY OF SANTA ANA PARK INVENTORY BY CLASSIFICATION RCSA Sites
Total
Acreage
Ball DiamondSoccer Field
Cricket Field
Sports Ligh�ng
Basketball CourtShu
ffleboard Court
Tennis Court
Volleyball CourtHandball CourtFitness CourtArcheryAll-Purpose Field Fitness Equipment
Community GardenPlaygroundPicnic Area
Skate Park
Lawn Bowling Green
Recrea�on / Community
CenterSenior Center
Log CabinMunicipal Pool
Tennis CenterFormal GardenStage/AmphitheaterConcession StandZoological GardenTrailTrail Head/Rest Stop LakeBridge Wildlife Viewing
Art**Restroom (permanent)Shade ShelterParking (o
ff-street)
Rentable Facili�es
Outdoor ProgrammingPassive Park Site
Joint-Use Agreement
Long-Term Lease
School Adjacencies
Community-Serving Parks
City Parks
Centennial Park 65.3
2***
2* 4 *9 *1 111 1 1 48 1
San�ago Park 34.6 1 2 1 11 21 1 1 11 11 2 3
Carl Thornton Park 32.7 3 1 1 12 11 1 1 1 232
Jerome Park 19.3
3***
1* 4 12 111 12 1 1 1 3
Memorial Park 16.3 *4 3 22 1 11 1 1 11 11 1
City Parks Subtotal 168.2 16 40 0 17 022421111651 1 5 1120033 0 2121 3 1 10 11 10 Community Parks
Windsor Park 10.8 *1 2 11 1 1
Bomo Koral Park 10.4 1 1 1 1
Lillie King Park 10.4 11 1 1 1
Delhi Park 9.9
1*
1*** 2 ***212 11 1 1
Portola Park 9.1 1 1 1 11 1 1
El Salvador Park 8.9 ***2 2 12 111 1 1 1 11 3
Rosita Park 8.7 ***1 1 11 1 1 1 1 1
Riverview Park 8.3 4 1 11 1 1 1 1
Sandpointe Park 7.7 1 12 11 1 1
Cabrillo Park 7.6 1 1 1 1 11 1 1 1
Cesar Chavez Campesino Park 6.5 1 2 1 11 1 1 1
Heritage Park 6.4 ***1 1 11 1 1
Madison Park 6.0
1*
2 1.5 111 1 1 1
Adams Park 5.7 ***1 4 11 1 1 1
Morrison Park 5.1 1 1 2 11 1
Santa Anita Park 5.1 ***1 1 1 11 1 1 1 1
Birch Park 2.4 2 1 1 1
Community Parks Subtotal 129.0 18 10 0 16.5 28276051 2 16 16 0 0 4 1030116 0 0100 0 2 12 0 16 Community-Serving Parks Subtotal 297.2 34 50 0 33.5 2 10 4 11 8162 3 22 21 1 1 9 2150149 0 2221 3 3 22 11 26 Neighborhood-Serving Parks
Neighborhood Parks
Mabury Park 5.5 1
Edna Park 3.6 11 11 1
Jack Fisher Park 2.6 11 1 1 1
Angels Community Park 1.6 ***1 2 11 1
Pacific Electric Park 1.4 1111 1 1 11
Saddleback View Park 0.9 1 1 1
Memory Lane Park 0.6 1 11 11 1
Chepa's Park 0.4 1 11 1 1
Mariposa Park 0.4 11 1
Colonel William W. Eldridge Park 1.2
Segerstrom Triangle Park 1.3
Neighborhood Parks Subtotal 19.5 1 00 0 3 000000021891 0 1 0100110 0 2201 0 133 1 Table A-1: City of Santa Ana Park Inventory by Classifica�on Athle�c / stropS roodtuO noitaerceR Major/Specialized Facili�es /sliarT Natural Features Park Ameni�es Other 216 SANTA ANA PARKS MASTER PLAN APPENDICES 217
Exhibit A Exhibit 1
City Council 14 – 122 5/17/2022
TABLE A-1: CITY OF SANTA ANA PARK INVENTORY BY CLASSIFICATION (CON’T) PRCSA Sites
Total
Acreage
Ball Diamond
Soccer Field
Cricket Field
Sports Lighting
Basketball CourtShuffleboard CourtTennis CourtVolleyball CourtHandball CourtFitness Court ArcheryAll‐Purpose Field
Fitness Equipment
Community Garden
PlaygroundPicnic Area
Skate Park
Lawn Bowling Green
Recreation / CommunityCenterSenior Center
Log CabinMunicipal PoolTennis CenterFormal Garden
Stage/AmphitheaterConcession Stand
Zoological GardenTrailTrail Head/Rest Stop
LakeBridgeWildlife Viewing
Art**Restroom (permanent)Shade ShelterParking (off‐street) Rentable Facilities
Outdoor ProgrammingPassive Park Site
Joint‐Use Agreement
Long‐Term Lease
School Adjacencies
Table A‐1: City of Santa Ana Park Inventory by Classification Athletic / Sports Outdoor Recreation Major/Specialized Facilities Trails/ Natural Features Park Amenities Other Other Parks and Facilities
Pocket Parks
Sarah May Downie Herb Garden 0.1 1 
French Park 0.2 
17th Street Triangle Park 0.7 11  
Fairview Triangle Habitat Restoration 0.7 11  
McFadden Triangle Park 0.8 
Maple and Occidental Exercise Park 1.0 1 1
Friendship Park 0.1 11 1 
Garfield Fitness Park 0.1 1 
Pocket Parks Subtotal 3.7 0 000 0 0000000201100 0 00001000 33000 0000 Urban Plazas
Plaza Calle Cuatro 0.2 1 11 
Sasscer Park 0.9 
Civic Center 4.9
Urban Plazas Subtotal 6.0 0 000 0 0000000000000 0 00000100 00000 1100 Special Use Facilities
Santa Ana Zoo at Prentice Park* 18.8 11 311 3 1 
Santa Ana Stadium* 7.0 11 1 41
Cabrillo Tennis Center* 3.6 9 1 1
Neal Machander Tennis Center* 3.3 11 1  
Special Use Facilities Subtotal 32.7 0 1 0 1 0 0 20 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 2 0 3 2 1 00000 0703 Other Parks and Facilities Subtotal 42.4 0 1 0 1 0 0 20 0 0 0 0 0 2 0 2 2 0 0 0 0 0 0 2 1 4 2 1 33000 1803 Other Resources
Park Resources
Griset Park* 6.5 1 
SAPD Training Center (at Centennial Park)* 1.3 
SAPD Canine Training Facility (at Santiago Park)* 1.4  Park Resources Subtotal 9.2 0 000 0 0000001000000 0 00000000 00000 0000 Undeveloped Parkland
Myrtle and Raitt Park 1.1
Standard and McFadden Park 0.7
Flower & 10th Park 0.7
Undeveloped Parkland Subtotal 2.5 0 000 0 0000000000000 0 00000000 00000 0000 Other Resources Subtotal 11.7 0 000 0 0000001000000 0 00000000 00000 0000 GRAND TOTAL 370.8 35 6 0 1 36.5 2 30 4 11 8 1 7 6 4 32 32 2 1 10 2 2 5 2 3 9 11 1 7 7 2 2 3 5 33 14 30 *Note: Facility (or part of) has limted access to the public. **Note: Art includes plaques, murals, monuments, and sculptures. ***Note: Indicates a sports field overlay.
218 SANTA ANA PARKS MASTER PLAN APPENDICES 219
Exhibit A Exhibit 1
City Council 14 – 123 5/17/2022
TABLE A-2: EXISTING TRAIL CORRIDORS (CLASS I BIKE TRAILS) TABLE A-3: JOINT-USE SCHOOL SITES Trail Corridors
(Class I Bike Trails)
Length
(Mi) Terminus Terminus
Ownership / Maintenance
Santiago Creek Bike Trail 1.0
Westfield Mall parking lot @
Broadway Ave. (west) City limits (east)
Owned and maintained by City
Pacific Electric (Maple Street) Bike
Trail 2.1 Chestnue Ave. (north) Adams Ave. (south)
Owned and maintained by City
Alton Avenue Bike Trail 2.9 Susan St. (west) Adams Ave. (east) Owned and maintained by City (except for portion at
Bristol St. owned by SCE); CSA/SCE License
Agreement
Raitt Street Bike Trail 0.2 Edinger Ave. (north) Occidental Ave. (south) Owned and maintained by City
Bear Street Bike Trail 0.7 Segerstrom Ave. (north)
Divided (striped lane becomes sidewalk, just
north of MacArthur Blvd.)
Owned and maintained by city
MacArthur Bike Trail 0.1 City limits (west) / SA River 400' east of SA River Maintained by City; CSA/SCE License Agreement
Santa Ana River Bike Trail 3.6 Memory Ln. (north) MacArthur Blvd. (south) Owned and maintained by OCFCD
Flower Street Bike Trail 1.5 Warner Ave. (north) Sunflower Ave. (south) Owned by OCFCD and maintained by City
Santa Ana Gardens Bike Trail 0.7 First St. (north) Monte Vista Ave. (south) Owned by OCFCD; maintained by City
GRAND TOTAL 12.8
Table A‐2: Existing Trail Corridors (Class I Bike Trails) Park and Facility Inventory | A‐3
Table A‐3: Joint‐Use School Sites
Joint‐Use School Sites
Total
Acreage Owner
Agreement
Garfield Elementary School 0.4 SAUSD
‐ Community Center (Use of 2nd floor lobby, restrooms, classrooms, plus 1st floor lobby and multi‐purpose room after school hours
‐ Parking lot (at Brown and Garfield)
Madison Elementary School (Madison Park) 0.03 SAUSD
‐ Ballfield
‐ Teaching area adjacent to community garden
Monroe Elementary School (Delhi Park) 2.9 SAUSD ‐ Ballfield (Overlay field) Monte Vista Elementary School (Jerome Park) 2.4 SAUSD ‐ 4 basketball courts and one lighted ballfield (CSA can use after school hours) Roosevelt‐Walker Elementary School* 1.5 SAUSD
‐ Community Center
‐ Parking lot
‐ On‐site facilities (basketball courts, playgrounds, exercise area, hydroponics) Roosevelt‐Walker Elementary School 1.1 SAUSD ‐ Athletic field Willard Intermediate School* 0.1 SAUSD ‐ Playground
Willard Intermediate School 4.9 SAUSD
‐ Athletic field with lighting
‐ Running track
‐ 4 basketball courts
Godinez High School (Centennial Park) CSA ‐ Used as school property, no longer accessible as recreation space (18.6 acres) GRAND TOTAL 13.3
*Note: SAUSD has priority use of facilities unless noted with (*), in which case the site is considered a public facility and has "City Hours" (full time public use).

Park and Facility Inventory | A‐4
220 SANTA ANA PARKS MASTER PLAN APPENDICES 221
Exhibit A Exhibit 1
City Council 14 – 124 5/17/2022
TABLE A-4: MAJOR FACILITIES INVENTORY
Table A-4: Major Facilities Inventory
Construction Renovation
Major Facilities Address Park
Area
(Sq Ft)
Multi-purpose / Community RoomMeeting / Classroom Weight RoomComputer RoomDance Studio/FloorGymnasiumFitness / Weight RoomSwimming PoolKitchen Stage / AuditoriumBalconyDeckOutdoor PlazaRestroomLocker RoomOffice SpaceParking Year Built
Last Renovation
Date and Upgrades
Recreation / Community Centers
Santiago Wildlife & Watershed Center 600 E. Memory Lane Santiago Park 1,000       2007 Albert D. Salgado Recreation Center 706 N. Newhope St. Rosita Park 19,069            1995 Santiago Lawn Bowling Clubhouse 2615 Valencia St. N Santiago Park 4,161         1990 1994 Corbin Center 2215 W. McFadden Ave. Jerome Park 6,914        1973 Jerome Recreation Center 726 S. Center St. Jerome Park 15,932             1970 2008 Sandpointe Mini Center 3700 S. Birch St. Sandpointe Park 1,210  1970 1992 Santa Anita Center 300 S. Figueroa St. Santa Anita Park 2,770      1970 1992 Logan Community Center 1009 N. Custer St. Chepa's Park 1,380     1965 2002 El Salvador Center 1825 W. Civic Center Dr. El Salvador Park 8,504          1959 2008 Memorial Recreation Center 2102 S. Flower St. Memorial Park 5,701       1955 Senior Centers
Southwest Senior Center 2201 W. McFadden Ave. Jerome Park 10,264         1989 2020 Santa Ana Senior Center 424 W. 3rd St. Birch Park 9,447   1976 2020 Log Cabins
Santiago Cabin* 2535 N. Main St. Santiago Park 1,201   1967 2016 Fisher Park Cabin* 2501 N. Flower St. Fisher Park 567  1966 no records Swimming Pools
Salgado Pool 706 N. Newhope St. Rosita Park    1996 2019 El Salvador Pool 1825 W. Civic Center Dr. El Salvador Park    1974 2020 Santa Anita Pool 300 S. Figueroa St. Santa Anita Park    1974 2019 Jerome Pool 726 S. Center St. Jerome Park    1969 2020 Memorial Pool 2102 S. Flower St. Memorial Park    1956 2019 Tennis Centers
Cabrillo Tennis Center 800 N. Cabrillo Park Dr. 156,816    1974 2007 Neal Machander Tennis Center 722 W. First St. 152,460 1971 Special Use Facilities
Santa Ana Stadium 602 N. Flower St. 
Santa Ana Zoo at Prentice Park 1801 E. Chestnut Ave.

Urban Plazas
Plaza Calle Cuatro 325 E. 4th St.

Sasscer Park 600 W. Santa Ana Blvd.

Civic Center Plaza
W Santa Ana Blvd. &
Civic Center Plaza
Specialized Outdoor Amenities
*Note: Facility is only open by reservation.
222 SANTA ANA PARKS MASTER PLAN APPENDICES 223
Exhibit A Exhibit 1
City Council 14 – 125 5/17/2022
APPENDIX B: PARK

ACCESS AND

EQUITY ANALYSIS
This chapter presents the detailed
analysis of the parkland to identify
the characteristics of areas that are
unserved by parks.

The City of Santa Ana must establish
priorities and make data-informed
decisions to determine how to invest
in park deficient areas.
224 SANTA ANA PARKS MASTER PLAN APPENDICES 225
Exhibit A Exhibit 1
City Council 14 – 126 5/17/2022
A park access analysis evaluates park service
based on the actual routes and distances
people must travel to get to parks or
recreation facilities. It is based on the notion
that everyone benefits from living within
walking distance of park. The park equity
analysis evaluates level of need to help
inform and prioritize future investment in the
park system. Together, they provide a more
detailed snapshot of Santa Ana’s need and
opportunities.

The maps and analysis tables in Appendix
B inform the findings presented in Chapter

4. Maps and supporting analysis tables are
described below.

ACCESS ANALYSIS
Using ArcGIS Network Analyst™, the following
maps take into account the actual paths of
travel to parks to identify residential areas that
are served and unserved by parks.
• Map B-1: Park Access (City Parks): This
map notes the areas that served with walking
distance to Citywide, Community and
Neighborhood parks.
• Map B-2: Park Access (All Parks and
Facilities): This map notes the areas
that served with walking distance to all
classifications and types of Santa Ana parks.
• Map B-3: Park Access (Service Areas
and Gaps): Unserved residential areas are
illustrated by applying current City of Santa
Ana standards, as noted below:
• Provide Citywide and Community Parks
within a 10-minute walk (1/2 mile)
• Provide smaller parks, including
Neighborhood Parks, joint-use school sites
and special use facilities, within a 5-minute
walk (1/4 mile)

EQUITY ANALYSIS
The 43 unserved residential areas were further
evaluated using equity-based characteristics
to note areas with a higher severity of need.

All equity analysis maps are shown with the
unserved residential areas (identified in the
access analysis).
• Map B-4: Environmental Justice + LUE
Focus Areas: Environmental Justice (EJ)
Communities were identified through the
General Plan process using CalEnviroScreen

4.0 data. See Chapter 4 for additional detail.

The City has identified five focus areas
along major corridors as most suitable for
new development. Focus Area boundaries
are taken from the General Plan, Land Use
Element (LUE).
• Map B-5: Below Poverty Level: Using U.S.

Census data, tracts with greater than 20%
of its residents living below the poverty
threshold were noted. (The overall U.S.
5-year ACS poverty rate from 2015-2019 was

13.4%).

EVALUATING PARK ACCESS AND EQUITY
• Map B-6: Majority Non-White or Hispanic/
Latino: Block groups with populations for
which the racial majority (51% or more)
is non-white or Hispanic/ Latino were
identified.
• Map B-7: Projected Residential Unit
Density: High density areas with 15 dwelling
units per acre or more were identified
based on General Plan residential land use
designations and densities.
• Table B-1: Analysis of Severity of Need:

This table summarizes the characteristics of
each unserved area, indicating which are
impacted by the equity metrics outlined
above. If three or more the equity analysis
characteristics were present, the area was
considered as having a greater need.

SYNTHESIS
Results of the combined access and equity
analysis identified a baseline for the
opportunities analysis.
• Map B-8: Park Access and Equity Analysis
Synthesis: This map summarized the access
and equity analysis, highlighting 43 unserved
residential areas with limited access to parks
and recreation opportunities. Of which, 23
unserved residential areas were considered
“high severity of need.”

OPPORTUNITIES ANALYSIS
All underserved areas were further assessed to
identify recreation opportunities. Considering
Santa Ana’s built-out nature and limited
resources, acquiring new parkland was only
considered as an option if the combination
of identified opportunities did not have the
potential to serve the entire gap area. The
following tables include details that support
this analysis. Map B-8: Park Access and Equity
Analysis Synthesis: This map summarized
the access and equity analysis, highlighting
43 unserved residential areas with limited
access to parks and recreation opportunities.

Of which, 23 unserved residential areas were
considered “high severity of need.”
• Table B-2: Analysis of Opportunities to Serve
Park Gaps: This table describes other park
or recreation opportunities in each of the 43
park deficient areas.
• Table B-3: Detailed Summary of Key Needs
and Alternative Interventions: This table
summarizes opportunities and key needs
used to inform systemwide recommendations
(see Chapter 6).
226 SANTA ANA PARKS MASTER PLAN APPENDICES 227
Exhibit A Exhibit 1
City Council 14 – 127 5/17/2022
• Table B-4: Areas Served with Joint-Use
School Agreement Opportunities: This table
includes a detailed summary of unserved
areas that have schools in the park gap or
nearby. These may create an opportunity to
ensure public access to school recreation
facilities during non-school hours through
a school joint-use agreement (JUA). The
presence of a public school(s) with is an
opportunity for the City of Santa to explore.

However, it does not guarantee that the
SAUSD is open to this type of arrangement,
nor does it add greenspace in these deficient
areas. Unserved areas with more than one
school listed as a Key Need or Alternative
Intervention in Table B-2 is meant to provide
options. More than one JUA per unserved
area is not necessarily recommended. The
location of schools makes some suitable to
serve the entire gap area, while others on
the periphery may only serve part of the park
gap. ‘Full’ and ‘partial’ service is noted to
provide additional detail.
• Full Service areas are ones where all
residents within the identified unserved
residential area would gain public access
to recreation space with a joint-use school
agreement.
• Partial Service areas are ones where only
a portion of the unserved residential area
would benefit from a joint-use school
agreement.
• Table B-5: Summary of Joint-Use School
Agreement Priorities: The table summarizes
the opportunities to consider a JUA for each
unserved area, indicating where this may
be a preferred option (a Key Need) or an
additional solution (Alternative Intervention)
in an area that may have more than one
opportunity to meet needs. The table
also highlights which unserved areas are
characterized as “high need.”
• Key Needs summarize the most costeffective and likely interventions to serve a gap area, recognizing that acquiring
park land is not feasible in all areas. In
some areas, both trail development and
another intervention are warranted. Some
acquisition opportunities for larger parks
may serve more than one gap area.
• Alternative Interventions describe
opportunities to consider if the Key
Need(s) identified is not feasible.
228 SANTA ANA PARKS MASTER PLAN APPENDICES 229
Exhibit A Exhibit 1
City Council 14 – 128 5/17/2022
MAP B-1: ACCESS ANALYSIS-CITY PARKS
230 SANTA ANA PARKS MASTER PLAN APPENDICES 231
Exhibit A Exhibit 1
City Council 14 – 129 5/17/2022
MAP B-2: ACCESS ANALYSIS-ALL PARKS + FACILITIES
232 SANTA ANA PARKS MASTER PLAN APPENDICES 233
Exhibit A Exhibit 1
City Council 14 – 130 5/17/2022
MAP B-3: ACCESS ANALYSIS-SERVICE AREAS + GAPS
234 SANTA ANA PARKS MASTER PLAN APPENDICES 235
Exhibit A Exhibit 1
City Council 14 – 131 5/17/2022
MAP B-4: EQUITY ANALYSIS-EJ+LUE
236 SANTA ANA PARKS MASTER PLAN APPENDICES 237
Exhibit A Exhibit 1
City Council 14 – 132 5/17/2022
MAP B-5: EQUITY ANALYSIS-POVERTY STATUS
238 SANTA ANA PARKS MASTER PLAN APPENDICES 239
Exhibit A Exhibit 1
City Council 14 – 133 5/17/2022
MAP B-6: EQUITY ANALYSIS-MAJ NON-WHITE
240 SANTA ANA PARKS MASTER PLAN APPENDICES 241
Exhibit A Exhibit 1
City Council 14 – 134 5/17/2022
MAP B-7: EQUITY ANALYSIS-RES DENSITY
242 SANTA ANA PARKS MASTER PLAN APPENDICES 243
Exhibit A Exhibit 1
City Council 14 – 135 5/17/2022
MAP B-8: ACCESS + EQUITY ANALYSIS-SYNTHESIS
244 SANTA ANA PARKS MASTER PLAN APPENDICES 245
Exhibit A Exhibit 1
City Council 14 – 136 5/17/2022

Santa Ana City CouncilMay 17, 2022

Santa Ana City Council
May 17, 2022