9. A regular program of “hand removal” or “mechanical removal” and mulch applications shall be used to control weed growth. If necessary, the program shall be supplemented by a regular program of pre-emergent/post-emergent “chemical application” of noxious weeds or grasses if physically or productively possible.
a) Chemical control of broadleaf weeds shall be employed as often as necessary to maintain turf areas in a “weed free” condition. b) In addition, turf grass areas shall be treated as follows:
− Between January 15 and February 15, pre-emergent crabgrass control compound (such as Dimension 270-G) shall be applied to all areas. The product application shall be placed at the highest rate per label to control the broadest number of weeds in the turf.
− Between November 1 and November 30, a broadleaf preemergent weed control compound (such as Dimension 270-G) shall be applied to all areas. The product application shall be placed at the highest rate per label to control the broadest number of weeds in the turf. Applicator shall follow all instructions as described on the manufacturer’s product label.
− Twice per year, a broad-spectrum fungicide (such as Insignia or Tekken) shall be applied at the manufacturer’s recommended coverage rate in December and June. All fungicides shall be rotated by use for future efficacy and managing resistance.
10. Pesticides shall only be applied under the supervision of persons possessing a valid California Pest Control Operators license in the appropriate category.
11. All turf areas shall be fertilized four (4) times per year (March, May, July and October). Turf shall be free of moisture at the time of fertilizer application.
Application of the fertilizer shall be done in sections, determined by the areas covered by each irrigation system. All fertilized areas shall be thoroughly soaked immediately after the fertilizer broadcast.
12. All Fescue blended, Hybrid Bermuda blended, and Kikuya blended turf areas shall be de-thatched when the turf exhibits an accumulation of heavy thick thatch. De-thatching shall be accomplished by use of a “vertical cut type” de-thatch machine. All thatch and debris shall be picked up and disposed of prior to the end of the workday.
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13. All Fescue blend turf areas shall be aerated two (2) times per year, once between February 15 and March 15 and one between September 1 and October 1 immediately following de-thatching and prior to overseeding (note: overseed the following day).
14. All sports turf areas shall be aerated five (5) times per year, once during Spring Recess, once beginning of Summer Recess, once prior to end of Summer Recess, once during Thanksgiving Recess, and once during Christmas Recess.
15. Aeration shall be accomplished by removing ¾” diameter by 3” deep cores at a maximum spacing of 6” by use of a mechanical aeration machine.
Aerate entire area, first from east to west, then repeat north to south.
16. Fescue Turf Areas: All cores should be processed with mechanical mowers within 24 hours.
17. Sports Turf Areas: All cores shall be removed from the sports turf and disposed of by the end of the workday. Turf Sweeper/Power Vacuum should be used to pick up and remove all aeration plugs.
18. All irrigation heads, valves, quick couplers and other improvements that can be damaged by the aeration operation shall be flagged and/or protected prior to starting.
19. Overseeding: All common and park turf areas (all areas that are fescue blend and Kikuya turf) shall be overseeded immediately (within 24 hours/the next working day) after aeration once per year from September 1 to October 1.
20. Sports Turf Interseeding: All sports turf shall be interseeded in two (2) cross directions. Interseeding shall take place the Monday after Thanksgiving and be completed by Christmas.
21. All seed used in interseed/overseed operations shall be Perennial Rye (Stovers VIP, Pennington Smart Seed Pro, or equal). Seed shall be applied at a rate of 10 lbs./1,000 sf. Seed quality shall meet the following criteria. a) Minimum purity shall be 98% weed free for all grasses. b) Minimum germination rate shall be 85% for all grasses.
22. All seeding equipment shall be calibrated to deliver the desired seeding rate for the specific species or seed mixture to be used prior to each overseeding operation.
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23. Once the seed has been applied, apply periodic supplemental irrigation to ensure seed germination. Supplemental irrigation shall continue until 90% of all seed has sprouted and is in a vigorous state of growth.
24. All bare, worn, or sparse areas in the turf shall be reseeded to reestablish turf to an acceptable condition annually between February 15 and March 15 and between April 1 and April 30 in all other areas.
25. Reseeding shall be performed in accordance with the following criteria:
a) All areas reseeded shall be raked or verticut to remove all thatch and to provide a rough (scarified) seedbed suitable for seeding. b) Seed shall be of a type to match existing turf and applied at a rate of 10 lbs. of product per 1,000 square feet.
c) Grass seed shall be applied at the rate specified on the label for the type of seed being used for reseeding. Seed quality shall meet the criteria provided in 21 a) and b).
d) All seeding equipment shall be calibrated to deliver the desired seeding rate for the specific species or seed mixture to be used prior to each reseeding operation.
e) Once seed has been applied, cover all seed and firm the soil with a water ballast roller either empty or partially filled depending upon soil conditions. Seed shall then be lightly covered with an organic seed topper to prevent erosion and reduce evaporation of soil moisture.
26. Fall common turf renovations shall begin on September 1 and should be completed by October 1. The sequencing of the work shall be de-thatch, aeration, and overseeding, in that order.
27. Top Dressing: All sports turf areas shall be top dressed once per year typically June 1 through mid-August. All top dressing shall encompass the entire athletic playing surface.
28. Verticutting: All sports turf areas shall be verticut every one to two years as needed for turf with an accumulation of heavy thick thatch. a) The vertical cutting shall encompass the entire athletic playing surface. b) The vertical cutting machine shall be hydraulically or P.T.O. driven from the attached tractor with fixed 1/8" thick, 12" diameter, 8 to 10-pointed slicing blades spaced a maximum of 2" apart.
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789.05 Stanton Parks Master Plan/Operations and Maintenance Plan Page 10 of 24 c) All debris shall be picked up and disposed of at end of the workday with a Turf Sweeper or Power Vacuum. Note: Mulching/recycling mowers or mowers equipped with vacuums shall not be utilized for this purpose.
d) All irrigation heads, valves, quick couplers, and other improvements that can be damaged by the verticutting operation shall be flagged and/or protected prior to starting.
29. Sod Renovations: Sports turf sod renovations may be required on all turf areas, some areas of the field, or as patch work throughout the year. Typically, renovations of soccer fields shall be completed June 1 – August 15 and baseball fields shall start the Monday after Thanksgiving and be complete and ready for play on February 1 each year.
a) Sod Materials – All sod areas shall receive soil amendments and fertilizers for sod as needed to establish the new sod and to promote healthy growth and appearance. The use of a mechanical track or rubber turf tire machine will be required to place this product. b) Finish Grading – Prior to beginning the grading operation, sod-cut the area to be worked on to the minimum thickness of the new sod. This may require the actual removal of sod and soil at the same time. All sod and soil shall be removed from the site to a legal authorized dump site.
Before any planting operations start in any area, all trash and deleterious materials on the surface of the ground shall be removed and disposed of. After completion of fine grading and prior to soil preparation, the installation shall adhere to the Agronomic Soils Test and Report recommendations as required or what is shown above, except for the minimums specified herein.
Turf areas shall be graded so that after cultivation, amendment and settlement, the soil shall be 1” below the top of curb, walks, existing turf areas etc. All flow lines shall be maintained to all for free flow of surface water. Displaced material which interfaces with drainage shall be removed and placed as directed. Low spots and pockets shall be graded to drain properly.
All turf planting areas shall be cultivated until the soil is brought to a loose friable condition to a minimum depth of 6”. Note: The final depth of the loose soil shall be 6” after rolling and light compaction. Remove all rocks and debris 1” or larger in size. Evenly distribute soil amendments Tool 12: Operations & Maintenance Plan 201
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All planting areas shall be finish graded in accordance with the standards above. Finish grades shall be graded to ensure settlement does not affect the grade at the end of the project maintenance period.
c) Sod Installation – Grade smooth all surfaces where sod is to be placed.
The soil surface shall be 1” below adjacent curb, gutter, walks, existing turf, etc. after settling. Roll lightly with a sod/landscape roller and fill in all soil depressions compact to bedding. The lightly compacted depth shall be 6”. DO NOT use roller designed for use of compacting aggregates or asphalt concrete.
Soil shall be at established grade, smooth, and moist before sod placement.
Begin sod installation immediately after delivery. As sod is rolling off the installation equipment remove all nylon mesh backing. Start laying sod along a straight edge such as a sidewalk, driveway, curb, etc. Butt joints tightly together, do not overlap. All joints to be staggered. Use a sharp knife to cut and shape around curves, trees, and borders. Do not bend sod to fit.
After sod installation, the area shall be rolled to eliminate depressions and lower rills. This operation will also lightly compact the sod.
The final sod product shall be uniform in grade. All edges shall be even and tight. The sod shall be green and vigorous in growth. In all edge areas that are not even and tight, apply a fine top dressing of sand uniformly to all exposed edges and gaps.
d) Watering – Water shall be applied within 30 minutes, even if the sod placement is not complete. Complete initial watering when there is saturation of the top 6”-8” of soil.
Apply water in sufficient quantities and as often as seasonal conditions require to keep the sod wet at all times, well below the root system of the sod.
e) Final Rolling – Watering shall be decreased or ceased for this operation.
DO NOT perform this work in this section on a wet or saturated turf field.
Prior to opening of the field(s), roll the entire surface with a 1-Ton Steel Roller to provide a uniform and smooth play surface.
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SHRUBS/GROUNDCOVER MAINTENANCE
1. All shrubs/groundcover areas shall be maintained to promote healthy growth and appearance of the plant material.
2. A regular program of “hand removal” or “mechanical removal” and mulch applications shall be used to control weed growth, if necessary, supplemented by a regular program of pre-emergent/post-emergent “chemical application” of noxious weeds or grasses if physically or productively possible.
a) A broad spectrum pre-emergent weed control shall be applied twice each year, once in April and once in September, to all shrub and groundcover beds. This includes all irrigated/non-irrigated natural groundcover areas.
b) A post-emergent weed control shall be applied as needed in all irrigated/non/irrigated natural groundcover areas.
c) A 3” minimum layer of mulch groundcover as a weed control shall be applied concurrently with the mulching process as described in Section
63.4 D in all irrigated/non/irrigated natural groundcover areas.
3. Weeds and grasses shall be removed from all planted areas within seven (7) days from the time that they are first visible. Methods for removal shall be hand removal or cultivation, dependent upon planting concentration.
4. When necessary, non-restricted materials shall be used to perform weed control in shrub and groundcover areas.
a) Prior to application, a licensed Pest Control Operator shall read product label to identify all potential dangers, hazards, and risks to the health of humans, domestic and wild animals inherent with the use of the chemical and to address all contact prevention measures to ensure contamination of these areas is avoided.
b) Prior to application, a licensed Pest Control Operator shall read product label, to identify weed pests in area to be sprayed and identify potential environmental hazards such as waterways, eating and food preparation areas, sensitive ornamental, and production agricultural sites, and to take all precautionary measures necessary to ensure contamination of these areas is avoided.
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789.05 Stanton Parks Master Plan/Operations and Maintenance Plan Page 13 of 24 c) Prior to application, a licensed Pest Control Operator shall read product label, to identify all personal protective equipment required for employees to handle the pesticide to ensure employee safety and protection.
5. All shrubbery shall be trimmed, shaped, and thinned every 30 days. a) Full Slope Prune/Trim: All slope shrubs shall receive a full pruning/trimming semi-annually between September 1 and October 1, and March 1 and April 1. Slope shrubs should be pruned/trimmed to maintain desired height, as directed by the City Representative. b) All shrubs aligning the hardscape edge shall be shear-cut at a 45° angle. Note: Vertical 90° cuts are not acceptable.
c) Power hedge shears shall be used for cutting of all shrubs. Note: Line trimmers shall not be utilized for cutting purposes.
d) Shrubs and groundcover shall be trimmed to restrict growth or encroachments on sidewalks, trees, shrubs, trails behind curbs, and from private property. In addition, all shrubs and groundcover shall be trimmed to maintain horizontal clearance 12” behind walkways, trails, and roadways to prevent encroachment onto private property and to remove dead, damaged or diseased limbs as necessary.
e) Pruning Procedures
− All cuts shall be made sufficiently close, flush, if possible, to the parent stem so that healing can readily start under normal conditions.
− All limbs over 1” or greater in diameter shall be undercut to prevent splitting.
− All shrubs aligning paths, curbs, gutters, property lines, etc. shall be cut at a 45° angle starting at 12” – 18” from path, curb, and/or gutter/edge. NOTE: Vertical 90° cuts are not acceptable. − A minimum of 12”–18” and a maximum of 36” clearance shall be maintained of shrubbery away from all adjacent private property (walls, fences, etc.).
− A maximum height of 36” shall be maintained of all shrubbery that is immediately adjacent to private property (wall, fences, etc.).
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789.05 Stanton Parks Master Plan/Operations and Maintenance Plan Page 14 of 24 − All plant material shall be removed from all private property that is encroaching onto public property.
− All equipment utilized shall be clean, sharp and expressly designed for shrub pruning.
6. All leaves shall be raked from under the shrubs after each pruning.
7. Mulching: All irrigated, non-irrigated, and bare groundcover areas shall have a uniform mulch layer throughout for erosion control, weed control, and moisture control.
a) All groundcover mulch shall be 0”-2” forest floor mulch laid uniformly 3” minimum thick. All mulch to be approved by City Representative prior to application.
b) All groundcover mulch shall be applied two (2) times per year, once in April and once in October.
8. Fertilization: All shrubs/groundcover shall be fertilized to promote healthy growth and appearance of the plant material. Area shall be free of moisture at the time of application. Application shall be completed in sections, determined by the areas covered by each irrigation system. All fertilized areas shall be thoroughly soaked immediately after the fertilizer is broadcast.
RODENT/PEST CONTROL
1. All turf, trees, and landscaped areas shall be maintained free of rodents to include gophers and ground squirrels and pests to include but not limited to snails, grubs, sow bugs, aphids, adelgids, caterpillars, scales, etc., that could cause damage to any plants, shrubs, groundcover, trees, irrigation systems, facilities, or cause erosion.
2. All methods to perform Rodent/Pest Control shall conform to all Federal, State and County environmental regulations.
3. Rodent Control shall be performed in accordance with the following criteria:
a) All rodents to be controlled shall be identified and feeding habits determined prior to treatment.
b) All mounds shall be raked level a minimum of twenty-four (24) hours prior to treatment.
c) Soil shall be checked in the area to be treated to ensure proper soil moisture exists prior to treatment with treated baits.
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789.05 Stanton Parks Master Plan/Operations and Maintenance Plan Page 15 of 24 d) All treated bait, traps and gases used to control rodents shall be placed in the tunnel. Traps shall be covered with soil once inserted in the tunnel, to prevent vandalism and to ensure public safety.
e) Any and all spilled bait shall be picked up or buried immediately. f) All bait containers and/or applicators shall be of the type that will minimize spills.
g) All treated areas shall be inspected for dying animals after treatment.
Remove all dying animals and/or carcasses, and dispose of them offsite prior to the end of each workday until area no longer requires further treatment.
4. Pest control shall be performed in accordance with the following criteria:
a) All insect pests to be treated shall be identified and life stage determined prior to treatment.
b) All areas which may be adversely affected by chemical treatment operation shall be identified (i.e., ways, food preparation sites and eating areas, and agricultural production areas) and all precautionary measures necessary shall be taken to prevent contamination of these areas.
c) All pesticides shall be applied in accordance with the label recommendations and shall be applied to infested plants only.
TREE CARE
1. Trees (less than 5 years old) to be structurally pruned as needed for proper health and shape of the tree.
2. Newly planted trees shall be properly staked utilizing 3-inch stakes. Trees shall be supported by double-staking with cinch ties applied at the lower and upper portions of the trunk and inspected on a regular basis to prevent rubbing and girdling. Cinch ties or VIT braces shall be used to prevent bruising.
3. Trees (5 year and older) to be pruned as needed for structural health and safety; pruning shall include removal of dead and damaged branches, thinning of canopy or required aesthetics. Branches shall be pruned as needed to maintain an 8-foot clearance over sidewalks and 14 feet clearance over bicycle lanes and streets. No more than ¼ of the foliage may be removed at any single pruning.
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4. Special emphasis shall be placed upon public safety during pruning operations, particularly when adjacent to roadways.
5. Pruning criteria:
a) Initial step shall include removal of all deadwood and weak, diseased, insect infected, and damaged limbs.
b) All trees shall be pruned for vertical and horizontal clearance. c) All crossed or rubbing limbs shall be removed unless removal will result in large gaps in the general outline.
d) All trees shall be thinned of smaller limbs to distribute the foliage evenly. e) All trees shall be trimmed and shaped to provide a symmetrical appearance typical of the species.
f) All suckers and sprouts shall be cut flush with the trunk or limb.
6. All trees shall be inspected and thinned as needed to prevent damage during wind storms.
7. A regular program of “hand removal” or “mechanical removal” shall be used to control weed growth; tree wells shall remain weed free.
8. All pest control measures shall be complete by recommendation of a Pest Control Operator and recommendation of an ISA certified Arborist. Control of aphids and other seasonal pests shall be removed in a timely manner to prevent health or aesthetic problems with neighboring residences.
9. Fertilization: Young, rapidly growing trees should be fertilized annually to promote rapid establishment. Mature trees may need fertilization every two or three years to maintain foliage color, healthy growth, and appearance.
PICNIC SHELTERS, GAZEBOS AND RESERVATION SPACES MAINTENANCE
1. All structures shall be inspected daily and maintained in a neat, clean and safe condition at all times.
2. Immediately address closing of facilities, which are not safe for public use.
3. Structures shall be graffiti-free. Graffiti shall be removed within 24 hours of discovery.
4. Picnic tables, benches, outdoor cooking receptacles, and other similar amenities shall be clean, in good working order, and safe for use at all times.
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5. All reservation spaces shall be inspected daily and shall be inspected before each scheduled reservation to ensure the site is customer ready.
IRRIGATION SYSTEM MAINTENANCE
1. The entire irrigation system, to include all components from connection at meters, shall be maintained in an operational state at all times. This coverage applies to all controllers and remote-control valves, gate valves and backflow devices, main and lateral lines, irrigation pumps, sprinkler heads, and moisture sensing devices.
2. All irrigation systems shall be tested and inspected a minimum of once per week for sports fields and bi-weekly for all other irrigation and in accordance with the following:
All systems shall be adjusted in order to:
a) Provide adequate coverage of all landscape areas;
b) Prevent excessive runoff and/or erosion; and
c) Prevent watering roadways and facilities, such as tennis, basketball, or handball courts, walkways, parking lots, trails, fences and private property.
3. All irrigation systems shall comply with State and local laws regarding backflow prevention and protection of the public water system.
4. In addition to weekly and bi-weekly testing, all irrigation systems shall be tested and inspected as necessary when damage is suspected, observed or reported, daily, if necessary.
5. Irrigation controllers shall be programmed according to the specific site conditions to promote proper plant health and growth.
6. Irrigation shall be accomplished after hours. Irrigation system testing shall occur when park areas are not in use.
7. Broken heads and lateral lines shall be repaired within 48 hours after work is approved by the Department. Mainline breaks shall be secured as soon as they are discovered/reported. Mainline breaks shall be repaired within 72 hours after work is approved by the Department. Irrigation valves shall be repaired or replaced within 96 hours after work is approved by the Department.
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8. Special emphasis shall be placed upon public safety during irrigation repair operations. When excavation and digging are required for repair of irrigation lines, plywood and other safety barriers shall be used to maintain public safety. Such holes shall remain open no longer than 96 hours unless approved by the Department.
GENERAL PARK MAINTENANCE
Applies to all hardscape and softscape maintenance areas.
1. All areas shall be inspected daily and maintained in a neat, clean and safe condition at all times.
2. All animal feces or other materials detrimental to human health shall be removed from the park daily.
3. All broken glass shall be removed daily.
4. All areas shall be raked, swept or blown to remove leaves and debris daily.
5. All sand and wood chip areas abutting maintained areas shall be cleaned when dirtied by maintenance operations and at other times as required.
6. All play/sports equipment, bleachers, benches, tables, drinking fountains, trash cans, gates, rails, posts, fences, barbeques, gazebos, signs and all other park amenities, shall be monitored for vandalism, safety hazards, and serviceability daily. Deficiencies shall be addressed to ensure patron safety and reported.
7. All right-of-way sidewalks, curbs, and gutter are City property and shall be included with all inspections and maintenance efforts.
PLAYGROUNDS, SPORTS COURTS, SPLASH PADS, AND OTHER PARK AMENITIES
1. All playgrounds, sports courts, splash pads, water features, and other park amenities shall be visually inspected daily.
2. Trash cans shall be emptied daily, and washed when necessary.
3. All areas shall be maintained debris and weed-free.
4. All sand and wood chips shall be inspected and raked level daily by 10 a.m.
5. All tot-lot rubber safety surfacing and play equipment shall be swept/blown free of all debris daily by 10 a.m.
6. A complete playground inspection shall occur at least two times each month.
All inspections shall be completed under the supervision of a Certified Tool 12: Operations & Maintenance Plan 209
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7. During the first week of every month, all sand areas shall be rototilled, and wood chips (Engineered Wood Fiber) shall be raked to the maximum depth that will allow complete loosening of the sand/wood chips.
8. Sand and wood chips (Engineered Wood Fiber) shall be replenished as necessary to maintain optimum level of material in each area, generally level to six (6) inches below the top of the concrete curb. Depth of material may be dependent upon play equipment footing and final level shall be determined by the maintenance team. Replacement playground sand shall be at least equivalent to washed and screened plaster sand (standard designation of rock product suppliers to denote a type and cleanliness of sand) for playgrounds. Replacement wood chips shall be “playground chips” appropriate for safe play in and around playgrounds.
9. Splash Pads/Water Features: Water chemistry/sanitation levels shall be tested in accordance with County and State Public Health Department standards.
10. Timers shall be set for optimal use with water conservation in mind.
11. Water feature structures shall remain graffiti-free. Graffiti shall be removed within one day of discovery.
12. Park Drainage: All concrete “V” drains and other drainage facilities, to include drains under sidewalks, shall be kept free of vegetation, debris and algae to allow unrestricted water flow. “V” drains shall be cleared a minimum of once per year and completed by October 15 annually.
13. Intensive inspections and clean up shall be completed prior to and after each storm event.
a) All V-drains shall be maintained in a debris-free condition. b) All V-drains shall be continuously cleared of all overgrown vegetation. c) All V-drains shall be continuously monitored for separations and structural failures.
d) All other drainage facilities shall be cleared of all vegetation and debris.
All grates shall be tested for security and refastened as necessary.
Missing or damaged grates shall be reported to the department office.
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SPORTS FIELD/COURT LIGHT MAINTENANCE
1. Park staff scheduled in the evenings shall inspect the working condition of all park lights monthly. Inspection includes recording all inoperable lamps and shall include a light meter reading with recording of the footcandle readings in key areas of each field and court.
2. Inspection records shall be immediately forwarded to the City’s maintenance team.
TENNIS, BASKETBALL, AND SPORTS COURTS
1. Court surfacing will require professional repairs and resurfacing every four to eight years. The amount of use, types of use, and ongoing maintenance practices will directly impact the expected lifespan.
2. Court surfacing shall be blown free at least once per week and as needed following winds and inclement weather. Courts shall be properly washed at least once per month, as needed. Court surfacing shall be free of leaves, grit, and other debris to ensure an attractive safe playing surface. Participants using shoes with marking soles should be prohibited and enforced by park staff.
3. Court surfacing with a higher sand base will last longer than a court surface with a lighter sand base.
4. Nets shall be set at correct playing height and free of tears or holes.
5. Backboards, rims, nets, fences, windscreen, and gates shall remain in good repair.
6. Monitor and adjust irrigation to ensure water does not reach court surfaces.
COMMUNITY CENTERS/BUILDINGS/CONCESSION STANDS
1. Inspection of overall maintenance of facility shall occur daily.
2. Floors, countertops, sinks, and restroom amenities shall be cleaned daily.
3. Windows shall be cleaned as needed, with buildings receiving a comprehensive window cleaning at least two times each year.
4. All buildings shall be graffiti-free, and graffiti shall be removed within one day of discovery.
5. Food handling areas shall remain in compliance with County and State Public Health Department requirements and standards.
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6. Stored items shall be stored safely and shall not block access to fire extinguishers, pull stations, light switches or exit routes.
7. Roofs, and roof vents shall not leak and shall remain operable and free of limbs, litter, and debris.
8. Exterior surfaces shall be free of holes, gaps, and peeling paint.
9. Lighting fixtures and electrical outlets shall be in proper working order and timers set per schedule or activated by photocell.
10. The Maintenance Department shall be notified of all problems within 24 hours of discovery.
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RECOMMENDED ANNUAL WORK PLAN
Maintenance tasks shall be completed consistent with the Performance Standards.
The core tasks are provided below for daily, weekly, bi-weekly and monthly maintenance tasks.
Daily Tasks
1. Park Inspections consistent with Performance Standards;
2. Daily Inspections include park grounds and landscape, park amenities and playground safety inspections, vandalism and graffiti;
3. Park Opening and Closing Checklist; and
4. Pick up litter and empty containers at least once daily, and during/following special events.
Weekly Tasks
1. Mow and edge turf consistent with Performance Standards;
2. Complete irrigation inspections and testing on sport fields consistent with Performance Standards; and
3. Complete inspection of park grounds for invasive plants, and remove/treat per Performance Standards.
Bi-Weekly Tasks
1. Complete irrigation inspections and testing on common turf areas consistent with Performance Standards Inspect and remove debris/organic material from drain covers twice monthly, and prior to/immediately following inclement weather; and
2. Complete playground safety inspections at least bi-monthly per Performance Standards.
Monthly Tasks
1. Complete an inspection of all sports courts and address safety concerns;
2. Complete an inspection of all hard and soft surface trails for erosion and other safety hazards;
3. Complete an inspection of all park lighting systems; Tool 12: Operations & Maintenance Plan 213
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4. Complete an inspection of park grounds for “V” drains and other drainage facilities consistent with Performance Standards; and
5. Check park grounds for rodent/pest activity and respond consistent with Performance Standards.
Semi-Annual Tasks (2-3 times annually)
1. Complete inspections of all fences, gates, and bollards at least twice annually; and
2. Deep-clean/ power wash park amenities such as drinking fountains, restrooms, concrete and walkways near high traffic areas.
Annual Tasks
1. January: Audit each playground to ensure compliance with the current version of ASTM Performance Standard F1487 and the Consumer Product Safety Commission “Handbook for Public Playground Safety.”
2. February: Complete inspections and deep cleaning of concession facilities prior to opening of the spring sports season. Items to address include the following:
a) Facilities deep-cleaned, wiped down, and sanitized;
b) Concession appliances inspected for compliance;
c) Concession lighting inspected and repaired;
d) Inspect facilities for rodent/pest activity and address as appropriate; e) Food service operating permits secured before opening; and f) Clean and sanitize concession supplies before opening.
3. February: Clean and restock trash receptacles, as needed, to address increased usage near baseball and softball fields.
4. May/June: Begin the scheduled turf renovations of sports fields in preparation of the fall sports season. Establish a renovation schedule in conjunction with Community Services in December to begin with soccer fields. The renovation schedule should conclude with baseball/softball fields starting the work at the end of baseball/softball post-season.
5. September: Complete inspections, clean up, and clearing of all “V” drains consistent with Performance Standards.
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1. Turf, shrub, and tree weed/pest control, fertilization, aerifying, dethatching, verticutting, pruning, and trimming shall be completed as recommended in the Performance Standards.
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CITY OF STANTON
PARKS MASTER PLAN
FINANCIAL REVIEW AND RECOMMENDATIONS
The Parks Master Plan will provide a road map to ensure Stanton’s parks and recreation programs are provided and available to everyone in the community now and into the future. A thorough review and analysis of the Community Services Department, the Stanton community, its parks, programs, and services guided the Consultant Team to a variety of recommendations and opportunities for future park development, programs and services, and a sustainable park maintenance program. These opportunities will provide tangible improvements for the City’s Park system and its service to the community but will also drive increased costs and demand for financial resources. The Master Plan won’t provide a benefit for the community if funding is not secured to implement recommendations.
Following a Parks Master Plan process, funding will be needed for the acquisition and development of new parklands and facilities, and for the renovation projects in existing park spaces. Long-term sustainable resources are also needed for the operation and maintenance of current and the proposed new facilities.
Several financial resources are available, and the city must be strategic as it considers initial costs for new park development and the ongoing financial needs associated with the ongoing maintenance, and operations of the parks, programs, and any new services for the community. This document will review current funding mechanisms and opportunities for enhanced financial resources to meet the future needs of the City and to accomplish the vision and goals of the Master Plan.
Meeting these challenges will require equal amounts of vision, resourcefulness, partnership, and hard work.
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789.05 Stanton Parks Master Plan/Financial Review Page 2 of 31 FISCAL SUMMARY – REVIEW OF BUDGET AND CURRENT FUNDING
Budget and Personnel
The City’s Public Works Department maintains its public parks and manages its capital construction projects. The Community Services Department and its Budget are displayed below in Exhibit 1a. It is important to acknowledge the actual spending and revenues for Fiscal Year 19/20, and for the two fiscal years following, experienced significant impacts and long-term effects following the COVID-19 pandemic.
EXHIBIT 1a
Budget Comparisons (Community Services)
Exhibit 1a and 1b summarize spending for the Community Services and Public Works Departments from FY 2018/19 to the Adopted Budget of FY 2022/23. As Exhibit 1a shares, the FY 2022/23 Adopted Budget represents a 48% increase from the actual spending in FY 2018/19.
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789.05 Stanton Parks Master Plan/Financial Review Page 3 of 31 EXHIBIT 1b
Budget Comparisons (Park Maintenance)
Exhibit 1b shares the spending specifically for park maintenance. With FY 2018/19 as a benchmark, park maintenance spending increased by 26% from FY 2018/19 to the FY 2022/23 budget.
The NRPA Agency Performance Review for 2022 reports the median agency (20,000 to 49,999 residents) having operating expenditures equal to $110.32 per capita. In comparison, the City of Stanton’s budget for spending in FY 2022/23 includes operating expenditures of $61.38 per capita in support of its park and recreation.
NRPA’s Agency Performance Review for 2022 reports the median operating expenditures as $7,823 per acre of parkland. Agencies serving a community similar to the size Stanton, with a population range between 20,000 and 49,999 residents, the median figure is $9,817 with the lower quartile of agencies at $4,458 and the upper quartile at $23,983. In comparison, the City of Stanton provides an operating budget for Community Services equal to $73,473 per acre of parkland.
The NRPA report also identified the typical park and recreation agency with $93.01 of annual operating expenses, per capita. The denser the population served by an agency, the higher the per capita operating expenses. A typical agency serving a jurisdiction with less than 500 people per square mile has per capita operating expenses of $57.53, while one serving an area with more than 2,500 people per square mile has per capita operating expenses of $108.36. The City of Stanton has an estimated population density of 12,301 residents per square mile and as shared earlier has per capita operating expenses of $61.38.
Community Center Impact Fees Fund (#263)
The City of Stanton has a Community Center Impact Fees Fund among its Special Revenue Funds. The fiscal year 2022/23 projected year-end balance is provided below and describes the Fund as restricted for a new community center facility.
These funds may be a source of funding for the City to use on recommended projects within this Parks Master Plan.
FUND #263 FY 2022/23
Projected Year-End Balance $168,393
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789.05 Stanton Parks Master Plan/Financial Review Page 4 of 31 Park In-Lieu Fund (#310)
As described further in this document, the "Quimby Act" enables local governments to require the dedication of land or park in‐lieu fees as part of the subdivision approval process. The fiscal year 2022/23 projected year-end balance is provided below and may be a source of funding for the city to use on recommended projects within this Parks Master Plan.
FUND #310 FY 2022/23
Projected Year-End Balance $2,765,762
Statewide Park Program (SPP) Grant - Proposition 68
The City of Stanton received Proposition 68 grant funding of $7,691,059 from the State of California to improve the Norm Ross Sports Complex. Under the grant proposal to the state, the renovations could include a:
− Community Building
− Water Play Area
− Community Garden Upgrade
− Playground
− Skate Park
− Little League Field with an under-12 Soccer Field
− Outdoor “Flex Space”
− Perimeter Walkway
− Picnic Area
− Dog Park
− Basketball Court
− Exercise Equipment
Note: California’s SSP Grants are also included among the grant opportunities outlined later in this document.
EXHIBIT 2a
Community Services Department Personnel
Position FTE’s
Community Services Director 1
Community Services Manager 1
Community Services Coordinator 3
Administrative Clerk 1
Department Assistant 1
Marketing Assistant 1
Part-time Community Services Personnel 9
Grand Total FTE 17
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789.05 Stanton Parks Master Plan/Financial Review Page 5 of 31 EXHIBIT 2b
Public Works Department Personnel (Park Maintenance)
Position FTE’s
Facilities Maintenance Worker 1.5
Grand Total FTE 1.5
Exhibit 2a provides a summary of the personnel dedicated to the Community Services Department and Exhibit 2b provides a summary of the Public Works personnel dedicated to park maintenance.
As Exhibit 2a and 2b share, the City’s budget provides 18.5 FTE’s in support of its parks and recreation facilities and programs. Among its key findings, NRPA’s 2022 Agency Performance Review reported the median agency serving 20,000 to 49,999 residents having 34.2 FTE’s, with the lower quartile of these cities having 18 FTE’s and the upper quartile having 70.8 FTE’s.
NRPA’s report also identifies the median of these cities (20,000 to 49,999 residents) having 11.1 FTE’s per 10,000 residents. With 38,134 residents in Stanton, the city currently provides 4.87 FTE’s per 10,000 residents to support the City’s 9 parks, 31.82 acres of parkland, and the programs and services offered for its 38,000 plus residents.
Revenue Analysis and Tracking
Typical of every municipality, the budget process involves competing interests from each of the departments for support from the General Fund. The General Fund typically covers usual and on-going municipal expenses that are generally not supported by a direct stream of revenue.
Tracking revenue is an important component for all programs and services, as is comparing participation, cost-of-services, and cost per participant year-to-year. A year-to-year analysis of this nature provides a tool to evaluate the successes within the City’s operation.
The year-end revenues generated by the programs and services of the Community Services Department are shown below in Exhibit 3.
EXHIBIT 3:
Community Services Revenues
FY 2021/22
Department Revenue $148,267
The NRPA Agency Performance Review for 2022 reports the median agency (20,000 to 49,999 residents) with revenues equal to $26.99 per capita. The revenues shown above do not meet this threshold. The Community Services Department year-end revenues for FY 2021/22 provided revenues equal to less than $4 per capita.
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789.05 Stanton Parks Master Plan/Financial Review Page 6 of 31 Exhibit 3 shares the actual revenues collected for the programs and services offered by the Community Services Department as it navigated through the pandemic and the closure of parks, facilities, and programs.
Many programs in the City’s Stanton Express were found to be free or below the norm. Fees and program revenues vary by agency, just as the parks, facilities, and types of programs offered are different from one agency to another. While fees in neighboring communities should be evaluated, the revenues and cost recovery should be specific to the needs, goals, and the priorities of the community.
With limited resources, cities cannot offer every program and must carefully consider the programs and services they offer at low or no cost to its residents. The agency should carefully consider, review, and monitor the programs offered, the fees, and the City’s cost recovery goals should be carefully considered and established to make the most efficient use of the funding available.
Recreation programs generally fall within a range of benefits from individual-based benefits to community-wide benefits. An example of a program with an individualbased benefit would be a round of golf on a public golf course, while programs with community-wide benefits might focus on teens, after-school programs, seniors, swim lessons, and CPR/First Aid Classes.
A common approach to cost recovery for programs with individual-based benefits involves user fees equivalent to the net cost to deliver the service, while fees for programs with a community-based benefit are often partially or fully supported by the General Fund.
Factors to consider when determining what price to charge for a service:
− It is important to understand the cost of providing a service when establishing fees with an individual-based benefit. Cost should include direct costs, indirect costs, and fixed costs. Indirect costs should include administrative costs and other general overhead costs, such as utilities and maintenance. Fees for programs with an individual-based benefit will recover all or a high percentage of the true cost to provide the service.
− Value to the Community – There is subjectivity in determining the benefits to the community from park and recreation programs when setting fees for a program or service with a community-based benefit. With this said, programs considered to provide a community-wide benefit include fees generally designed to recover the direct cost for services.
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789.05 Stanton Parks Master Plan/Financial Review Page 7 of 31 − Competitors' Pricing. When considering program fees, it is critical to understand what other cities or competitors are charging for similar services in the marketplace. Consideration should also consider the value of the service offered and the demand and/or need for the program offering in the marketplace.
The City’s FY 2022/23 Annual Budget includes a Fee and Cost Recovery Guideline (Guideline) on Page 196 within its Appendix. As the Guideline states, “user fees and charges shall be established at a level related to the direct and indirect cost of providing the service, wherever possible”. The Guideline also commits the city to annually recalculating the full cost of activities supported by user fees.
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789.05 Stanton Parks Master Plan/Financial Review Page 8 of 31
REVIEW OF FUNDING OPPORTUNITIES
A variety of financing methods are used by special districts and other governmental agencies to finance the acquisition, development, maintenance, and operation of parks and recreation facilities. Many of these will require cooperation and collaboration with other agencies or organizations. This listing of funding opportunities is a summary and is not intended to make specific recommendations as to which mechanisms are most appropriate.
General Fund
The General Fund is the primary fund used to account for all revenue and expenditures without legal restrictions on its use. The General Fund Budget is a projection and an accounting of the revenues and expenditures dedicated to providing and managing a variety of the City’s programs and services.
The General Fund revenue sources include sales tax, property tax, transient occupancy tax, program and service fees, license and permit fees, unrestricted revenues from the state, fines and forfeitures, and interest income.
The General Fund expenditures include personnel salaries and benefits, contract services, maintenance and repair of City facilities, supplies, training expenses, utilities, capital equipment, and other miscellaneous expenses. The General Fund includes the majority of the City’s routine operating expenses.
While parks and recreation services are highly valued, a limited General Fund will always be in demand and highly competitive among City departments. As priorities and needs change for City services, forecasting available funding for parks and recreation can be a challenge. While the General Fund will continue to be an important funding source for parks and recreation, there are other opportunities and potential sources of funding to consider.
The City’s General Fund revenues are expected to increase by approximately $443,739 (2%) in Fiscal Year 2022/23, compared to the Fiscal Year 2021/22 Amended Budget. Property taxes, sales taxes, and transaction and use taxes (Measure GG) are projected to increase collectively by approximately $864,650 in Fiscal Year 2022/23. The City’s projected cannabis tax revenues for Fiscal Year 2022/23 are not expected to reach the revenues in the adopted budget. This tax was approved by Stanton voters in November 2019, and may provide a funding source for the master plan recommendations in future years.
Property Tax Proceeds
Additional funding for special projects can be secured with a vote for a “special tax”. The tax is assessed on commercial and residential property. This type of tax offers a steady stream of revenue to develop and maintain parks.
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789.05 Stanton Parks Master Plan/Financial Review Page 9 of 31 A voter-approved “special tax” may be used to build a public recreation center or park. The tax is intended to last for a set number of years. Once the project has been paid for, the tax is discontinued.
Property taxes can be accurately predicted and the financial burden is equally distributed among property owners. Despite the dislike of property taxes, voters in many communities have been willing to accept an increase when revenues are specifically earmarked for parks and public amenities.
The City of Stanton experienced more than a 30% increase in property tax proceeds from FY 2018/19 to the budget projections for FY 2022-23.
EXHIBIT 4
Property Tax Revenue
Adopted
Budget
Amended
Budget
FY 2022‐23 FY 2021‐22 FY 2020‐21 FY 2019-20 FY 2018-19
$8,412,650 $7,995,000 $7,561,830 $6,816,387 $6,433,534
Sales Tax Proceeds
Sales tax is a significant and substantial source of income for most local governments. Sales taxes are levied on the sale of goods or services at the retail level. Excise or selective sales taxes are imposed on specific items such as alcohol, tobacco, gasoline, gambling, and marijuana and are sometimes earmarked for specific projects.
In 2019, Assembly Bill (AB 147) amended the Revenue and Taxation Code Section 6203 to impose sales tax on all online sales and transactions for delivery with retailers inside or outside California if, during the preceding or current calendar year, the total combined sales in California by the retailer and all persons related to the retailer exceed $500,000. To understand the impact of AB 147, estimates are that between $1.0 and $1.7 billion of California sales taxes went unpaid in 2017. With trending online sales growth, this revenue stream will continue to make its impact on local tax proceeds and City budgets.
In 2014, the City Council approved and adopted Resolution No. 1045 to place a general tax measure before the voters of Stanton. On November 4, 2014, Stanton voters approved a one percent (1%) Transactions and Use Tax (TUT) on the retail sale and use of goods within the City. In 2014, the TUT projected an increase in annual revenues in excess of $3.7 million, today these revenues are project an additional $5.8 million to the City’s General Fund each year.
With these added revenues, the largest revenue source for the City of Stanton is its Sales and Use Tax, contributing more than 37% of the City’s General Fund revenue.
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789.05 Stanton Parks Master Plan/Financial Review Page 10 of 31 Exhibit 5 displays a summary of sales tax revenues received and the projection for FY 2022/23.
EXHIBIT 5
Sales Tax Revenue
As Exhibit 5 illustrates, the pandemic did not create a drop-off in the City’s sales tax revenues in FY 2019/20 or any year following. The City’s revenues have remained consistent with increases of 31.6% from FY 2018/19 to the projections in the adopted budget for FY 2022/23.
Transient Occupancy Tax (TOT)
Transient Occupancy Tax (TOT), often referred to as a bed tax, is assessed on hotel rooms, campgrounds, and other lodging facilities. TOT is generally imposed on persons staying 30 days or less in a hotel, inn, motel, VRBO, Air BNB, and other lodging facilities.
In 2019, the City Council approved and adopted Resolution No. 2019-34 to place a general tax measure before the voters of Stanton. On November 5, 2019, Stanton voters approved Measure B, an increase in the TOT from 8% to 12%. Several cities in Orange County remain below 12%, but several cities in Orange County, including the neighboring cities of Anaheim, Buena Park, Garden Grove, La Palma, and Seal Beach are two to three percent higher. Exhibit 6 shows the revenue collected the past four years and the projected year-end revenues for this year.
EXHIBIT 6
Transient Occupancy Tax (TOT)
Adopted
Budget
Amended
Budget
FY 2022‐23 FY 2021‐22 FY 2020‐21 FY 2019-20 FY 2018-19
$610,000 $590,000 $558,843 $512,492 $483,233
As Exhibit 6 displays, the TOT revenues have shown consistent growth the past four years with a 9% growth the year following the passing of Measure B, and 3% to 6% growth the years following.
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789.05 Stanton Parks Master Plan/Financial Review Page 11 of 31 Note: This growth occurred as the City worked on the conversion of three Stanton hotels to provide permanent supportive housing in the community. The City of Stanton, in partnership with the County of Orange and Jamboree Housing Corporation was awarded $6,070,000 in funding under round two of the State’s Homekey program to acquire the former 21-unit Riviera Motel. The project is the second award for the City of Stanton. The first awarded provided 23.1 million for 132 units created from the Tahiti Motel and Stanton Inn & Suites Project.
Real Estate Transfer Tax
A real estate transfer tax is a tax levied on the sale of certain classes of property:
residential, commercial, or industrial. Many California cities are considering an increase in the real property transfer tax rates and some municipalities included voter initiatives on the November 2022 ballot that, if approved, would significantly escalate transfer tax rates.
Real estate transfer taxes can provide funding for park and open space acquisition, particularly in fast‐growing communities. As with other tax increases, this type of tax also requires voter-approval.
Utility User Tax
Cities and counties may impose Utility Users Tax (UUT) on users' consumption of certain utility services. On January 1, 2021, California City Finance reported 158 cities, four counties, and one special district with a utility user tax in California. This accounted for more than 50 percent of the state's population. The report stated that the total revenues from UUTs amounted to nearly $2 billion. Proposition 218 also requires voter-approval for utility user taxes.
Utility user taxes may be applied to any of the services below:
− Electricity
− Gas
− Water
− Sewer
− Telephone (including cell phones and long distance services) − Sanitation
− Cable television
In 2001, the City Council lowered and voters approved a reduction in the UUT from 6% to 5%. The UUT is applied to all telephone use, electricity, gas and water for residents and commercial properties. As Exhibit 7 shares below, Stanton’s UUT generates nearly $2 million annually to support City services funded by its General Fund.
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789.05 Stanton Parks Master Plan/Financial Review Page 12 of 31 EXHIBIT 7
Utility Users Tax (UUT)
Adopted
Budget
Amended
Budget
FY 2022‐23 FY 2021‐22 FY 2020‐21 FY 2019-20 FY 2018-19
$1,961,000 $1,881,000 $1,990,690 $1,791,561 $1,850,880
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PROPERTY ASSESSMENTS
Benefit Assessments
An assessment district creates a property tax and a funding mechanism for cities to cover costs associated with the development, maintenance, and improvements of public facilities in a defined geographic area. Examples include lighting, landscaping, and maintenance costs associated with city parks, streets, and medians.
The California Constitution defines a Benefit Assessment as “any levy or charge upon real property by an agency for a special benefit conferred upon the real property” (Article XIIID Section 2 [b]).
The Lighting and Landscape Act of 1972 (L&L), Mello-Roos Community Facilities Act of 1982, California Proposition 218, and the Mitigation Fee Act (Assembly Bill 1600) all provide guidance and governance for the purpose of financing the costs and expenses associated with the development, maintenance, and improvements of public facilities.
The assessments are made on a cost per lot, per acre, or some other parcel‐byparcel basis. With the passage of Proposition 218, these assessments require voterapproval of the projects and any new or increased tax assessment. These assessment districts ensure each property owner pays a fair share of the costs of such improvements.
Landscape and Lighting Maintenance Districts, Business Improvement Districts, and Mello-Roos Community Facilities Districts are common examples of these Benefit Assessment Districts. These special assessments or levies are placed on a property to finance improvements and/or maintenance that specifically benefit the properties in the geographic area.
Landscape and Lighting Maintenance Districts
The Landscaping and Lighting Act of 1972 provides local government agencies a flexible tool to pay for landscaping, lighting and other improvements and services in public areas.
This legislation (Streets & Highways §22500) allows local governmental agencies to form Landscape & Lighting Maintenance Districts for the purpose of financing the costs and expenses of landscaping and lighting public areas. The approved uses include installation and maintenance of landscaping, statues, fountains, general lighting, traffic lights, recreational and playground courts and equipment, and public restrooms. Additionally, the Act allows acquisition of land for parks and open spaces, plus the construction of community centers, municipal auditoriums or halls to be financed. Notes or bonds can be issued to finance larger improvements under the Act.
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789.05 Stanton Parks Master Plan/Financial Review Page 14 of 31 The City of Stanton has two assessment districts of this nature; however, these funds are earmarked for lighting, medians, and landscape on streetscapes, and are not available for use within the City’s park system.
Mello-Roos Community Facilities District (CFD)
In 1978, Proposition 13 was approved by Californians, which limited the ability of many public agencies to finance new public projects. In 1982, Senator Henry Mello and Assemblyman Mike Roos assisted in the passage of the "Mello-Roos Community Facilities Act of 1982" authorizing local governments and developers to create Community Facilities Districts (CFDs) for the purpose of selling tax-exempt bonds to fund public improvements.
Mello‐Roos Community Facilities Districts are primarily found with new developments and used in combination with other developer-based funding. Mello-Roos bond financing provides some unique advantages to local governments as projects are initiated, approved, and operated for and by the local community, so that only projects, which are truly positive additions to the area will be financed.
Business Improvement Districts
This is a direct tax levy on business license holders and/or property owners. Like other special assessment districts, BID’s assess residents within set boundaries for additional services, such as park maintenance and public safety. They are unique, however, in that they establish a partnership between property owners and businesses in downtown or commercial areas for the purpose of improving the business climate in a defined area. The motivation for the BID generally comes from business and property owners hoping to attract tourists and new customers by cleaning up sidewalks, improving parks, increasing lighting, etc. These business owners want better services within their neighborhood and are willing to pay for it.
The cities and communities experience the benefits from funding these businessrelated improvements, maintenance, and activities. It is in the public’s best interests to promote the economic revitalization and physical maintenance of the business districts of its cities to create jobs, attract new businesses, and to prevent the deterioration of the business district.
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DEBT FINANCING AND BONDS
General Obligation Bonds
A general obligation bond is secured by the public agency's pledge to use all available resources to repay holders of the bond. A general obligation bond is essentially a loan taken out by a city, county, or special district against the value of the taxable property in the locality. A bond also requires voter-approval. If passed by voters, taxes are increased by a specific amount for a specific defined period.
Bond measures require strong support from the community to pass. As an advantage, these bonds allow for immediate purchase of land, renovation of existing or development of new facilities. Bond proceeds cannot be used for maintenance and operations.
Revenue Bonds
Revenue bonds are a class of municipal bonds issued to fund public projects, which then repay investors from the income created by that project. For instance, a golf course, sports or ice complex, or performing arts theater can be financed with municipal bonds with creditors' interest and principal repaid from the fees collected from the public facility.
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DEVELOPMENT RELATED FUNDING
Development Impact Fees
Development Impact Fees (AB 1600) on new development is another option for local agencies. The fees or exactions are based on the premise that new development generates new demand for park and recreation facilities. The fees only apply to new development and may only be assessed for new capital cost related to the development. The fees are paid by the developer to offset costs for the infrastructure caused by the new development. The fees are not limited to the cost of land and can be assessed for improvements. The fees are often used in combination with development agreements. Fees can be assessed under the premise that tourists, employers, and employees all benefit from and use community parks. This allows for assessment of commercial and industrial development.
Quimby Parkland Dedication
The "Quimby Act" enables local governments to require the dedication of land or in‐lieu fees for parks as part of the subdivision approval process. Although the Act has provided for the acquisition of land for parks in new subdivisions; it has limitations when an area is built out. The Quimby Act can require funds for improvements, but not maintenance. The dedication or fee is based on the local agencies adopted park standards per thousand population. Local cities and counties must pass an ordinance to enact Quimby provisions.
In‐Lieu Fees are based on the cost of land and do not provide adequate funding for park development. In 2013 the state Quimby ordinance was amended to permit cities and counties to use developer paid Quimby Act fees to provide parks in neighborhoods other than the one in which the developer’s subdivision is located.
This amendment based on Assembly Bill 1359, provided cities and counties with opportunities to improve parks and to create new parks in areas that would not have benefited before.
As shared earlier, the City of Stanton has more than $2.7 million available within its Park In-Lieu Fund (#310). These funds may be an available source the City can utilize to complete projects recommended within this Park Master Plan.
Development Agreements
Development Agreements are contracts negotiated between a city and land developer. Although subject to negotiation, allowable land uses must be consistent with local planning policies and the City’s general plan. These Agreements may include public utilities, parks, and recreation facilities. These are voluntary agreements, and the agency can negotiate public facility improvements beyond those required by state or local mandates.
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STATE AND FEDERAL GRANTS
Numerous state and federal governmental agencies provide grant opportunities for local park and recreation agencies. The availability of funds can vary from year to year, and each grant program includes specific requirements and project criteria.
Although there are grants available for recreation and educational programs, and park operations, most state and federal grant programs focus on the acquisition, development, and improvement of parks, amenities, and recreation facilities.
Some government entities, such as the Department of Education, Department of Health Services, and the Environmental Protection Administration provide funding for educational programs. The City can increase its potential for grants by collaborating with other public agencies and/or local school districts.
Land and Water Conservation Act/ The Great American Outdoors Act The Land and Water Conservation Fund (LWCF) was established by Congress in 1964 to fulfill a bipartisan commitment to safeguard natural areas, water resources and cultural heritage, and to provide recreation opportunities to all Americans. The fund invests earnings from offshore oil and gas leasing to help strengthen communities, preserve history, and protect the national endowment of lands and waters.
The LWCF provides matching grants to help states and local communities protect parks and recreation resources. Money from the LWCF goes to a variety of programs that support a nationwide legacy of high-quality recreation and conservation areas. These grants can be used for a range of projects from establishing baseball fields and community green spaces; to providing public access to rivers, lakes and other water resources; to protecting historic and cultural sites; and for conserving natural landscapes.
The Great American Outdoors Act (GAOA) was enacted on August 4, 2020. GAOA is the single largest investment in public lands in U.S. history. This landmark legislation established:
− A new National Parks and Public Land Legacy Restoration Fund (LRF) to address the deferred maintenance and repair (DM&R) backlog on public lands. It was authorized at up to $1.9 billion annually for five years from Fiscal Year 2021 to Fiscal Year 2025; and
− Permanent funding for the existing Land and Water Conservation Fund of $900 million.
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789.05 Stanton Parks Master Plan/Financial Review Page 18 of 31 Prevention and Public Health Grants
Grant programs administered through the Centers for Disease Control support state and community level programs that prevent and control obesity and other chronic diseases.
Older Americans Act
The Supporting Older Americans Act of 2020 (OAA) reauthorizes programs for FY 2020 through FY 2024. The OOA addresses the health, welfare, and economic needs of older individuals by promoting senior center modernizations and the delivery of social and nutrition services. Although older individuals may receive services under many other federal programs, today the OAA is considered to be a major vehicle for the organization and delivery of social and nutrition services to this age group and their caregivers.
Community Development Block Grants (CDBG)
The Community Development Block Grant (CDBG) Program supports community development activities to build stronger and more resilient communities. To support community development, activities are identified through an ongoing process.
Activities may address needs such as infrastructure, economic development projects, public facilities installation, community centers, housing rehabilitation, public services, clearance/acquisition, microenterprise assistance, code enforcement, homeowner assistance, etc.
The Community Development Block Grant (CDBG) program provides federal funding for projects to improve the quality of life for people with low or moderate incomes, to revitalize urban centers, and to address the urgent health and safety needs of low-income communities. The CDBG program has been administered by the U.S. Department of Housing and Urban Development (HUD) since 1974.
Other Federal Grants
There are some federal agencies that directly manage grant programs that provide funding that can benefit local parks and recreation including the following:
• Department of Agriculture
• National Endowment for the Arts
• National Endowment for the Humanities
• Environmental Protection Agency
• Institute of Museum and Library Services
• Department of Energy
• Department of Education
• NOAA Coastal Zone Estuaries
• North America Wetlands Conservation Act
• Health and Human Service Department
• Center for Disease Control (CDC)
• Housing and Urban Development
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789.05 Stanton Parks Master Plan/Financial Review Page 19 of 31 State, County, Pass-Through, and Other Philanthropic Grants State agencies historically have managed the legislative funding and voter‐ approved propositions that provide funds for park and recreation agencies. In addition, federal funds are often funneled through state agencies that manage these grant programs. For example, the Land and Water Conservation (LWCF) grants and federal transportation enhancement funds SAFETEA‐LU are managed by the California State Department of Parks and Recreation.
Some of the key state departments that manage grants benefitting local parks and recreation include the following:
− Office of Grants and Local Services
− Department of Parks and Recreation
− California Natural Resources Agency
− Department of Water Resources
− California Conservation Corps
− California State Library
− Department of Education
− Department of Public Health
− California Arts Council
− California Department of Aging
− Housing and Community Development
− Department of Fish and Wildlife
− Wildlife Conservation Board
− Department of Boating and Waterways
− Department of Forestry and Fire Prevention
California Department of Housing and Community Development (HCD) The State of California HCD’s Housing-Related Parks Program uses voter-approved funds from the Housing and Emergency Shelter Trust Fund Act of 2006 (California Health and Safety Code Section 53545) to expand or enhance parks and/or recreation facilities within communities.
California Statewide Park Program (SPP)
California Department of Parks and Recreation and the Office of Grants and Local Services (OGALS) develops grant programs to provide funding for local, state and nonprofit organization projects. Since 1964, more than 7,700 community parks throughout California have been developed or improved from OGALS' grant funding. Since 2000, the program has administered approximately $3.8 billion in grant funding throughout California.
FaCT, Family Resource Centers
Families and Communities Together (FaCT) is a County of Orange Social Services Agency program. Since 1994, FaCT has provided support services to children and families through community-based collaboratives operating family resource centers. FaCT supports these community-based centers by providing program Tool 13: Financial Review & Recommendations 234
789.05 Stanton Parks Master Plan/Financial Review Page 20 of 31 development and administration, funding, and training. FaCT receives federal, state, and county funds including U.S. Department of Health and Human ServicesPromoting Safe and Stable Families (PSSF), Office of Child Abuse Prevention (OCAP), the County of Orange as well as volunteer, in-kind support and private foundations and donations.
The City of Stanton receives funding annually through this grant program and operates a Family Resource Center for the community of Stanton. The grant provides approximately $300,000 annually and the City provides additional financial support and resources to support the following services:
− Family Counseling and Case Management
− Parent Education
− Citizenship Classes
− Out of School Time Recreation Program
− Tutoring
− Snack & Food Distribution Programs
− Emergency Assistance and Referrals
− Information and Referral Services
− Family Reunification
− Foster/Adopt/ Kinship Services
− Domestic Violence Education and Intervention
Senior Mobility Program
Orange County Transportation Authority’s (OCTA) OC Go Senior Mobility Program (SMP) is designed to fill the gap between local fixed-route buses and ADA paratransit, or ACCESS service, by providing local transportation services to seniors in participating cities in Orange County. Under the program, participating cities are eligible to receive funds and vehicles from OCTA to help design and operate a transit program that best fits the needs of older adults in their communities.
OCTA and the participating cities contribute financially to the program. Funding for the Senior Mobility Program comes from Measure M2, Orange County's local ½-cent transportation sales tax measure. Measure M provides funding for senior/disabled programs including the SMP. One percent of Measure M2's net revenue is allocated to the SMP, and participating cities receive a formula allocation based on their share of Orange County's population of seniors age 60 years and older.
The City of Stanton receives funding and provides free shuttle/bus services for City residents, 60 years and older, for on demand, door-to-door transportation to-andfrom the Stanton Community/Civic Center for activities and the senior nutrition program.
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789.05 Stanton Parks Master Plan/Financial Review Page 21 of 31 Trails, Greenways, and Bicycle Transportation
A number of grants are available for trails, greenways and bicycle transportation infrastructures. Grant opportunities are outlined by the Rails to Trails Conservancy on their website at www.railstotrails.org, People for Bikes at www.peopleforbikes.org, and the California Bicycle Coalition at www.calbike.org.
Outdoor Equity Grants Program
In 2019, AB 209 established the Outdoor Equity Grants Program in the California Department of Parks and Recreation to provide funding for outdoor recreation and environmental education opportunities, particularly for youth in under-resourced communities, and focused on providing transportation and programming. $57 million was awarded from this grant in round one. A round two application guide will be available in the spring of 2023 and applications will be due no earlier than November 2023.
Clean California Local Grant Project
The California Department of Transportation (Caltrans) developed the Clean California Local Grant Program through which funds will go to local communities to beautify and improve local streets and roads, tribal lands, parks, pathways, and transit centers. Through the combination of adding beautification measures and art in public spaces along with the removal of litter and debris, this effort will enhance communities and improve spaces for walking and recreation.
The goals of the Clean CA Local Grant Program are to:
− Reduce the amount of waste and debris within public rights-of-way, pathways, parks, transit centers, and other public spaces.
− Enhance, rehabilitate, restore, or install measures to beautify and improve public spaces and mitigate the urban heat island effect. − Enhance public health, cultural connection, and community placemaking by improving public spaces for walking and recreation.
− Advance equity for underserved communities.
The grant program announced Cycle 2 of the program is anticipated to provide $100 million in grant funding to local agencies in 2023, contingent upon funds being made available in the FY 2023/24 California State Budget.
Public Health and Safety Grant Program
The Public Health and Safety Grant Program was established with the passing of Proposition 64. Proposition 64 permits adults aged 21 years or older to possess and use marijuana for recreational purposes. Proposition 64 created two new taxes, one levied on cultivation and the other on retail price. Among the proposed uses for these new taxes, Proposition 64 was designed to provide grant funding for the Public Health and Safety Grant Program.
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789.05 Stanton Parks Master Plan/Financial Review Page 22 of 31 To date, numerous California agencies received grants through this program.
Pomona and Los Angeles received grant awards of $1 million from Proposition 64.
California Drought, Water, Parks, Climate, Coastal Protection, and Outdoor Access For All Act
Proposition 68, the California Clean Water, Climate, Coastal Protection and Outdoor Access for All Act was approved by the voters in 2018. This act authorized the issuance of bonds in the amount of $4,100,000,000 to finance a clean water, climate, coastal protection, and outdoor access for all programs. According to the Proposition 68’s website, $281,260,953 of the $4.1 billion remains uncommitted.
Foundation Grants
There are many foundations offering funding opportunities to benefit the programs, services, and facilities of park and recreation agencies. The foundations often focus on community programs with current interests in environmental education, arts, health, and wellness. The National Park and Recreation Association (NRPA) has numerous grants made available through partnerships with various foundations.
The current opportunities promoted by NRPA include:
− Supporting Healthy Aging Through Parks and Recreation (SHAPR) NRPA, with the support of the Centers for Disease Control and Prevention (CDC), announced the availability of the Supporting Healthy Aging Through Parks and Recreation (SHAPR) grant. The grant supports park and recreation professionals to increase access, availability, participation, and sustainable support for programs that improve physical activity, engagement, and the quality of life for older adults. The goal of this project is to increase the equitable dissemination, delivery and sustainability of arthritis-appropriate, evidence-based interventions in park and recreation agencies. The SHAPR grant provides applicants with opportunities for instructor trainings for one of five Arthritis-Appropriate EvidenceBased Interventions (AAEBIs) and membership in a health equity focused Community of Practice.
− MLB-MLBPA Youth Development Foundation
Also known as the Baseball Tomorrow Fund, this program was created to increase participation in and expand access to youth baseball and softball. The program prioritizes bold, innovative, and creative ideas that increase opportunities for youth, particularly those who are minorities, girls, and/or located in under resourced communities. Funds may be used to support capital projects (e.g., field renovations), baseball/softball programs, and education initiatives.
Applications are accepted on a rolling basis.
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789.05 Stanton Parks Master Plan/Financial Review Page 23 of 31 − United States Tennis Association (USTA) Facility Services Program The USTA offers business development, advocacy, technical and financial support to improve or construct tennis facilities across the country. In addition, each applicant will be appointed a project consultant from the USTA national staff who will deliver personalized support and service. Service applications are accepted on a rolling basis.
− Yamaha Outdoor Access Initiative
The Yamaha Outdoor Access Initiative accepts applications quarterly from nonprofit or tax-exempt groups (clubs and associations), public riding areas (local, state and federal), outdoor enthusiast associations and land conservation organizations, and communities with an interest in protecting, improving, expanding and/or maintaining access for safe, responsible and sustainable use by motorized off-road vehicles. The Initiative has contributed more than $3.5 million in funding and equipment across more than 300 projects during the past 10 years to assist outdoor recreationists working to protect and improve access to public land and educate the public on its safe, sustainable, recreational use.
Applications are accepted quarterly.
− Waste Management Charitable Giving
Waste Management offers charitable gifts to promote civic pride, economic development and revitalization. Waste Management primarily supports environmental initiatives, including promoting parklands and green spaces for people to enjoy and play, and environmental education initiatives targeted at middle and high school students. Eligible entities include 501(c)(3) nonprofit organizations and public organizations. Applications are accepted on an ongoing basis.
− Lisa Libraries Grant Program
Nonprofit organizations that serve low-income or underserved areas are eligible to apply for in-kind donations from The Lisa Libraries. The Lisa Libraries provides donations of free books for community facilities to host their own small libraries or to operate programs where children can take the book home. While book donations are free, The Lisa Libraries requests that recipients cover the shipping and handling costs, which are based on the destination and quantity of books.
Applications are accepted on an ongoing basis.
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789.05 Stanton Parks Master Plan/Financial Review Page 24 of 31 − The Fruit Tree Planting Foundation Grant Program
Municipal entities, local nonprofits, and public schools are eligible to apply to support the planting of fruitful trees and plants to alleviate hunger, combat global warming, strengthen communities and improve the surrounding environment. Trees can be planted at community gardens, city and state parks, low-income neighborhoods, Native American reservations, schools, and other locations where they will serve the greater community. The Foundation provides high-quality trees and shrubs, equipment, on-site orchard design expertise and oversight, horticultural workshops, and aftercare training and manuals.
Applications are accepted on an ongoing basis.
− The Out-of-School Time Youth Mentoring Grant
The Grant will provide funding, training and peer networking opportunities to support park and recreation agencies as they develop and implement mentoring practices in park and recreation settings. Leveraging existing youth programs, agencies are encouraged to submit proposals that integrate more intentional one-on-one and group mentoring services and activities into their existing youth and out-of-school time offerings (afterschool care, STEAM, youth sports, outdoor recreation, arts and cultural activities). In alignment with NRPA’s equity goals, programs should prioritize mentoring services to reach youth who have historically faced barriers to youth development opportunities including historically disenfranchised populations, specifically Black, American Indian/Alaska Native; Hispanic/Latino; Asian American; LGBTQ+ youth; and youth living in low-income and rural communities. The Grant will provide $50,000 in funding over 2.5 years to organizations in 20 communities nationwide. This grant is focused on delivering mentoring services through park and recreationbased out-of-school time programs to the target populations above. − Saucony Run for Good Foundation
The Saucony Run for Good Foundation is committed to reversing the increasing rate of obesity among U.S. youth by offering children the opportunity to enjoy the benefits of running and a healthier lifestyle. Saucony provides funding to community organizations that promote running and fitness programs for children.
Grants of up to $10,000 will be awarded. There are two rounds of grants made per year. Applications are due June 15 and December 15. − The Skatepark Project Grants
The Skatepark Project is dedicated to promoting the construction of new, quality skateparks located in underserved communities throughout the United States.
The Skatepark Project primarily supports projects that can demonstrate a strong grassroots commitment, particularly in the form of planning and/or fundraising by local skateboarders and other community groups. Priority is given to projects that are designed to increase equity in underserved areas, are built from concrete by experienced skatepark contractors, and include local skaters in the planning, fundraising, and design process. Grants of $1,000 to $300,000 are Tool 13: Financial Review & Recommendations 239
789.05 Stanton Parks Master Plan/Financial Review Page 25 of 31 provided to nonprofit organizations and state or local agencies, including public school systems and public projects. The Skatepark Project accepts Letters of Inquiry year-round and has quarterly award cycles.
− Quadratec Cares Energize the Environment Grant Program Quadratec is offering two $3,500 grants annually to applicants pursuing a program or initiative designed to benefit our environment. Examples include trail building or restoration projects, park beautification events, litter prevention initiatives, sustainable land management activities, community environmental educational projects and youth educational engagement events. There are two rounds of grants provided each year.
− WIC Community Innovation and Outreach Subgrants
The Special Supplemental Nutrition Program for Women, Infants and Children’s (WIC’s) Community Innovation and Outreach (CIAO) project team is accepting applications for subgrants to assist organizations in developing, implementing, and evaluating innovative outreach strategies to increase WIC awareness, participation, benefit redemption, and to reduce disparities in program delivery.
Technical assistance will be provided through the applicant process and the subgrant period. Subgrants range from $100,000 to $1 million over 18 months. − USDA Office of Urban Agriculture and Innovative Production (OUAIP) Planning and Implementation Projects
The U.S. Department of Agriculture (USDA) Office of Urban Agriculture and Innovative Production (OUAIP) Planning and Implementation grants will support the development of urban agriculture and innovative production projects.
Planning projects will initiate or expand efforts of stakeholders in urban areas and suburbs.
Projects may target areas of food access, education, business and start-up costs for new farmers, and the development of plans related to zoning and other needs of urban production. Implementation projects will accelerate existing and emerging models of urban, indoor and other agricultural practices that serve farmers and communities. Projects may improve local food access, include collaboration with partner organizations, and support infrastructure needs, emerging technologies and educational endeavors.
Fundraising and Marketing Resources
When looking for funding and grants, there are many resources available on the internet. Below are a few suggestions on where to start your research.
1. Candid (Formerly, Foundation Center and Guidestar): Provides training and research information on corporate and foundation grant programs as well as access to IRS 990 forms for foundations and other nonprofit organizations. The grants database is a collection of thousands of grants.
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789.05 Stanton Parks Master Plan/Financial Review Page 26 of 31
2. Yearly offers a free tool to create engaging, digital annual reports, donor reports and event recaps to impress your stakeholders. Yearly is a fun and easy way to design unlimited reports and integrate your stories, videos, social media posts, polls and more. Yearly is currently offering their basic level of service to agencies for free.
3. Chronicle of Philanthropy: The Chronicle is a newspaper for nonprofit news publishing, fundraising trends, resources, and recent grants.
4. NRPA Crowdfunding Toolkit
5. Nonprofit Times: Nonprofit management newspaper.
6. Fortune Magazine: A resource for identifying companies by state and industry.
7. Google, Yahoo Finance and other general search engines.
8. Newspapers and magazines like the Wall Street Journal, Newsweek, New York Times.
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789.05 Stanton Parks Master Plan/Financial Review Page 27 of 31
OPERATIONS REVENUE
User Fees
Fees for use of park and recreation facilities and programs are common throughout the nation. User fees include programs, events, reservations of outdoor parks spaces, indoor facility rentals, parking, and entry fees. Many public agencies charge additional nonresident fees for participants and users outside their jurisdiction.
Property and Facility Leases
With extensive land holdings, park agencies have the potential to lease land for special uses compatible with parks and recreation generating additional revenue.
Grazing leases, radio and cell phone tower lease agreements, land-leases for commercial recreation programs and facilities have become prevalent throughout California.
Programs, Events and Facility Sponsorships (Naming Rights) These sponsorships are financial transactions and opportunities for a public agency and a private-sector business to work together and connect for the purpose of establishing a partnership, sponsorship, or naming rights agreement. The public agency receives funding and the corporate partner receives tangible benefits with positive exposure and an association with a public agency, or a popular facility or program.
Negotiations can include a number of benefits, including the right to name a facility, object, location, program, or event, typically for a defined period of time. Properties such as multi-purpose arenas, performing arts venues, or large sports complexes typically involve terms ranging from three to 20 years. Longer terms are more common for higher profile venues, such as professional sports facilities.
Seeking corporate and philanthropic funding to construct, improve, or rehabilitate physical structures in parks is relatively easy; however, contributions to acquire naming or licensing rights from the City to promote or advertise the corporate partner or their product should be given thoughtful and careful consideration. These ventures can include the naming of buildings, advertising on public property, and/or licensing rights to the agency’s name and other intellectual property. Typically, the agency and corporate partner negotiate and document the specific terms in a formal agreement. This can be an effective tool particularly for highly visible facilities or events.
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789.05 Stanton Parks Master Plan/Financial Review Page 28 of 31
NONPROFIT AND PRIVATE GIVING
Individuals, private foundations, and nonprofit corporations will contribute to park and recreation agencies and programs to improve their community. Donations can be made for capital campaigns, projects, programs, and services. This method of funding can be enhanced when the public agency has established a community foundation, 501(c)(3) nonprofit organization. The community foundation provides a vehicle for fundraising campaigns and a means to build community support.
Capital campaigns should provide well-defined projects and specific monetary needs for the fundraising efforts. The foundation acts as a conduit to receive donations from individuals and/or entities, which might otherwise be reluctant to donate to a public entity.
Stanton Central Park Maintenance Fund (#280)
As an example, the City’s Stanton Central Park Maintenance Fund is supported by donations of $50,0000 annually from W Power to augment the maintenance provided at this park location.
Voluntary Donations through Utility Providers or Local Retailers Municipalities have partnered with Utility Providers allowing customers to make a donation for park improvements and/or recreation programs as part of their monthly bill. Other agencies have partnered with local retailers to allow customers to make a similar donation at the register.
Adopt‐A‐Park Programs
This type of program could generate funds from corporate or individual donations, or could identify volunteers to provide maintenance support for parks or facilities.
Individual
Donors will include a provision in their will directing that a gift be paid to an organization after their death or the death of one of their survivors. Donors can give the organization either a specific amount of money or item of property (a “specific” bequest), or a percentage of the balance remaining in their estate after taxes, expenses, and specific bequests have been paid (a “residual” bequest). Donors can also designate how to use their bequest for a particular program or activity at an organization or can allow its use to be discretionary (“restricted” and “unrestricted” bequests).
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789.05 Stanton Parks Master Plan/Financial Review Page 29 of 31
COLLABORATIVE AGREEMENTS AND FINANCING
Joint Development and Joint Use Agreements
Public agencies can enter joint development and/or joint use agreements with other local public agencies, most often a school district, special district, city, or county for development or use of land and facilities. Both agencies may participate in the funding of the improvement in exchange for use of the facilities. The agencies negotiate terms of the agreements. The land usually remains in the ownership of one agency. Generally, one agency will assume responsibility for maintenance of the facilities.
Public/Private Partnership Ventures
This type of venture takes advantage of the potential revenue generating facilities such as golf courses, multi‐sports complexes, restaurants and snack facilities. Projects can be jointly funded using public and private financing. Another opportunity involves the public agency providing land and outsourcing the development and operation to a private company to build and operate turn‐key facilities through lease or concession agreements. Private capital is used for the improvements to the public facility and in turn the developer makes a profit from the fee-based recreation activity. This concept works well for large regional parks or large planned developments that can accommodate the specialized uses.
Public/Nonprofit Partnerships
Joint ventures with local nonprofit organizations can be an effective approach for some recreation facilities. These might be youth serving organizations or special interest groups such as bicycling clubs, dog owners and other community organizations that need facilities. By joining forces, fundraising ability can be enhanced and joint development of community recreational facilities in public parks can be accomplished. With strong volunteer support, these organizations often provide in‐kind labor to support city services, programs and to improve facilities.
Nonprofit Conservation Organizations
Organizations such as Land Trusts, Friends of the River, and the Sierra Club can be instrumental in working with public agencies to acquire and preserve open space, sensitive habitats, or natural areas.
Volunteerism
Californians have shown desire and a willingness to contribute to their communities by volunteering. Volunteer labor and donations of money, services, or materials can be attractive resources for agencies that cannot afford to pay additional staff or make purchases beyond the approved budget. As cities expand and promote these volunteer opportunities, and as baby boomers age and retire, there will be a growing pool of talented volunteers.
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789.05 Stanton Parks Master Plan/Financial Review Page 30 of 31 Examples of volunteer projects at senior facilities include meal deliveries, gift shop management, front desk, and other office assistance.
Agencies can consider developing or expanding a youth volunteer program, such as a Leaders In Training Program, or can approach service-based organizations such as the National Charity League, or scout groups for specific Eagle Scout projects, such as picnic table slabs, painting projects, trails, murals, gardens, or gazebos.
Service Organizations
Most communities have service clubs, such as Rotary, Kiwanis, Lions, Soroptimists, a Chamber of Commerce and business associations, faith‐based and neighborhood associations who can contribute to the betterment of park and recreation programs in the community. These organizations are often looking for ways to contribute and to support their community. It is strategic to provide personnel to be a liaison and to actively participate as members of the organization and/or serve on the boards of directors, and likewise to invite these organizations to serve on park and recreation committees and advisory boards.
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789.05 Stanton Parks Master Plan/Financial Review Page 31 of 31
FUTURE OPERATION AND MAINTENANCE COSTS
The City will need to develop new revenue sources beyond those currently in use and/or increase funding levels for park maintenance and capital expenditures.
Funding needs can be satisfied through a variety of potential revenue sources as described earlier in the Review of Potential Funding Opportunities.
Proposals for future park operations must include adequate funding at a level necessary to sustain quality and safety in the City’s parks, and cost-effective maintenance practices as described in the Operations and Maintenance Management Plan provided within this Parks and Open Space Master Plan.
The specific funding source to be considered will depend on the timing of the new development, the funding sources available, and/or those which may be more easily pursued at the time. For major improvements which include such facilities as community centers, tennis complexes, gymnasiums, sports complexes, etc., the use of a fund-raising effort to be conducted on behalf of a City’s non-profit foundation could be beneficial. Sponsorships/naming rights for major corporate or other private donors can be offered. In some cases, the use of a professional fund-raising firm should be considered once a facility or project is identified. Other sources of funding may include development agreements, public/private partnerships, and/or grant opportunities.
Tool 14: Final Presentation 246
Parks Master Plan
City of Stanton
Parks & Recreation Commission
City Council Chambers
July 17, 2023
PURPOSE:
Parks Master Plan
• Guide and implementation
tool for the management
and development of parks,
recreation facilities, and
programs.
• Identifies local community
needs
• Offers recommendations to
support the Local Stanton
Community
Tool 14: Final Presentation 247
PROCESS:
Parks Master Plan
Inventory of Existing Conditions
Extensive Community Engagement
Needs Analysis
Recommendations
Funding and Implementation
Timeline: • 11 Month Timeline
June 2022 – May 2023
• Parks, Facilities, and
Program Inventory &
Assessment
• Extensive Community
Outreach
• Reporting
• Final Presentations
Tool 14: Final Presentation 248
Demographics
2022 TOTAL
POPULATION:
38,134
Source: ESRI forecast data set 2022/2027
Inventory
of Parks &
Facilities Norm Ross Sports Park
Harry M. Dotson Park
Hollenbeck Park
37.5 Acres of Parkland
Tool 14: Final Presentation 249
Community Center/Civic Center
Central Community Center
Family Resource Center
Inventory
of Parks &
Facilities
Architectural ReviewFacility Condition
Assessment
Program
Inventory
Tool 14: Final Presentation 250
Extensive
Community
Engagement
• Stakeholder Interviews
• Statistically-Valid, Multimodal
Survey
• Community Workshops (3)
• Project Website Feedback
Comments
Outreach Summary
• Stakeholder Interviews: 10
• Website Total Views: 1,647
• Feedback Submittals: 11
• Workshop 1 Survey: 51
• Workshop 2 Survey: 40
• Workshop 3 Survey: 105
• Staff Survey: 9
• Multi-Modal Survey: 400
(Representing 1,040 residents)
Tool 14: Final Presentation 251
Participation Distribution
Staff
Multimodal Workshop 1 Workshop 2
Workshop 3
Stakeholder
Interviews
Tool 14: Final Presentation 252
Parks Master Plan
Statistically Valid Multimodal Survey
35%
believe that
homelessness
is the most
important
issue facing
the City
67%
get their news
and information
about the City
from social
media
26%
list maintaining
public
landscapes
and parks as a
top priority
84%
say community
engagement
programs are
important for
feeling safe
Parks Master Plan
Statistically Valid Multimodal Survey
Which of the following
recreation opportunities
would you like to see the City
of Stanton improve or
expand?
Which of the following programs
do you wish the City of Stanton
provided, improve, or could
expand?
Tool 14: Final Presentation 253
Workshop #1 Summary
What are the most important
community characteristics that
make Stanton a great place to live,
work, and play?
Q1
What are the issues or trends
that may be negatively
affecting these important
characteristics?
Q2
• Parks (10)
• Community (10)
• Diversity (9)
• Safety (9)
• Community Events (8)
• Homeless (32)
• Crime (10)
• Safety (7)
• Lighting (5)
• Maintenance (4)
• Park Ranger Program (4)
What role can Community Services
play in addressing these issues?
Q3
• Community Involvement /
Engagement (20)
• Police Presence/Park Rangers (11)
• Safety (8)
• Homeless Programs (7)
• Address Concerns / Issues (6)
• More Staff/Staff Presence (6)
Workshop #2 Summary
Q1 Park most visited?
Q2 Why do you visit this park the most often?
Tool 14: Final Presentation 254
Workshop #2 Summary
Park feature or recreation facility to add or improve?
Q3
• Bike Trails
• Dog Park
• Pickleball
• Playground improvements
• Pool
Program, class, activity or service to add or improve?
Q4
• Dance class
• Movies
• Robotics class
• Skateboard class
• Yoga
• Youth sports
• Zumba
Workshop #3 Summary
• Top 5 programs, classes, or activities added or improved? Q1 • Top 5 park feature and/or recreation facility added or improved? Q2 Tool 14: Final Presentation 255
City Staff Summary
• Top 5 programs, classes, or activities added or improved? Q1 • Top 5 park feature and/or recreation facility added or improved? Q2 Next…Take the Survey!
• September 8th through September 24th
• https://arcg.is/yLL9n
Project Website (over 1,000 views) and Feedback Comments (11) StantonParksMasterPlan.com
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Community Program Needs - Prioritization
Area of maximum community impact
Small Group
Stakeholder Interviews
City Staff Survey
Public / Community
Workshop 1/Workshop 2/
Workshop 3/Feedback
Comments
Surveys
Multimodal Community
Survey
Community Program Needs - Prioritization
Area of maximum community impact
• Adult Sports
• Affordable Programs
• Art Classes
• Community Events
• Dance Classes
• Exercise and Fitness Classes
• Homeless Outreach
• Mental Health Program
• Park Ranger Program
• Senior Programs
• Teen Programs
Tool 14: Final Presentation 257
Community Facility Needs - Prioritization
Area of maximum community impact
Small Group
Stakeholder Interviews
City Staff Survey
Public / Community
Workshop 1/Workshop 2/
Workshop 3/Feedback
Comments
Surveys
Multimodal Community
Survey
Community Facility Needs - Prioritization
• Bike Paths / Trails
• Dog Park
• Community Garden
• Fitness / Exercise Equipment
• Green, Open Space Areas
• Parking
• Picnic Shelters
• Restroom Improvements
• Security Cameras / Lighting
• Shade / Trees
• Sports Fields
• Swimming Pool
• Walking Paths or Trails
Area of maximum community impact
Tool 14: Final Presentation 258
GIS Mapping Analysis
Key Strategies &
Recommendations
Tool 14: Final Presentation 259
7 Key
Strategies
Key Strategy #1:
Promote healthy
mind and body
development by
enhancing fitness
opportunities
throughout the
City
Fitness and Exercise Equipment
Exercise and Fitness Classes
Tool 14: Final Presentation 260
Key Strategy #2:
Support
competitive
sportsmanship
through facility
improvements and
joint use
agreements
Sports Fields
Adult Sports
Swimming Pool
Key Strategy #3:
Modernize existing
facilities and
develop new
recreation
amenities
Restroom Improvements
Parking
Community Garden
Picnic Shelters
Dog Park
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Key Strategy #4:
Develop a wellconnected trail
network that
promotes
multimodal
transportation
opportunities
Walking Paths and Trails
Bike Paths and Trails
Key Strategy #5:
Establish a
collaborative
community
network focused on
promoting safety
and awareness
Security Cameras and Lighting
Park Ranger Program
Homeless Outreach
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Key Strategy #6:
Promote an urban
climate initiative to
reduce heat island
effect and increase
tree canopy
diversity
Green, Open Space
Shade
Trees
Key Strategy #7:
Provide diverse
program
opportunities for all
ages and abilities
Affordable Programs
Art Classes
Community Events
Dance Classes
Mental Health Program
Senior Programs
Teen Programs
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Maintenance Recommendations
Computerized
Maintenance
Management
System
Turf, Shrub and
Groundcover
Maintenance
Rodent / Pest
Control Tree Care
Playgrounds, Sports
Courts, and Splash
Pads
Picnic Shelters,
Gazebos, and
Reservation Spaces
Maintenance
Sports Courts &
Lighting
Maintenance
Irrigation System
Funding and Implementation
Funding Sources for Parks and Recreation
Current and Projected Capital Project Costs
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Funding Sources
City’s General
Fund Budget for
Park
Maintenance
City’s General
Fund Budget for
Parks and
Recreation
Development
Impact Fees
Sponsorships or
Naming Rights
• The Great American Outdoors Act
• CDC Prevention and Public Health Grants
• Older Americans Act of 2020 (OAA)
• Community Development Block Grants (CDBG)
• California HCD’s Housing-Related Parks Program
• California Statewide Park Program (SPP)
• Outdoor Equity Grants Program
• Clean California Local Grant Project
• Public Health and Safety Grant Program (Proposition 64) • California Clean Water, Climate, Coastal Protection and Outdoor Access for All Act
• Supporting Healthy Aging Through Parks and Recreation (SHAPR)
• MLB-MLBPA Baseball Tomorrow Fund
• United States Tennis Association (USTA) Facility Services Program
• Waste Management Charitable Giving
Capital Project Costs
$9.4 million in funded park and facility
improvements
$5.5 million in unfunded Parks Master
Plan park and facility recommendations
$9.4 M
$5.5 M
Funded Unfunded
Note: There is an additional $6.2 million in
existing park improvements and $3.4 million in
new park projects that are unfunded for
mid-term (5-10 years) and long-term (over 10
years) recommendations.
Tool 14: Final Presentation 265
Roadmap
• Parks and Recreation have a positive
impact on the lives of people every day.
• Cutting budgets can deprive people of
open space to exercise, to reconnect
with nature, and important community
resources.
• Local park and recreation agencies’
operations and capital spending
generated nearly $218 billion in
economic activity and supported 1.3
million jobs across the United States in
2019.*
*Source: https://www.nrpa.org/parks-recreationmagazine/2022/july/the-economic-impact-of-local-parks Tool 14: Final Presentation 266
Parks Master Plan
Questions?
Photo by City of Stanton
CITY OF STANTON
REPORT TO CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
DATE: October 10, 2023
SUBJECT: UPDATE ON REGULATIONS RELATING TO LOST, STOLEN, OR
ABANDONED SHOPPING AND LAUNDRY CARTS
REPORT IN BRIEF:
The City Council requested staff to provide a report regarding whether there have been any updates to the law regarding lost, stolen, or abandoned shopping and laundry carts and to advise whether the City could make any changes to its Municipal Code. Stanton’s current ordinance generally represents the current state of best practices under shopping cart regulations found in Bus. & Prof. Code section 22435 et seq.
RECOMMENDED ACTION:
1. City Council find that the ordinance is exempt from the requirements of the California Environmental Quality Act (“CEQA”) pursuant to State CEQA Guidelines Sections 15378(a) (the ordinance is not a “project” and has no potential for resulting in physical change to the environment, directly or indirectly) and 15061(b)(3) (there is no possibility that the ordinance or its implementation would have a significant negative effect on the environment) (14 Cal. Code Regs.); and
2. Consider whether to direct the City Attorney to bring back modifications to the City’s shopping cart control ordinance.
BACKGROUND:
Business and Professions Code Sections 22435, et seq., prohibit, among other things, individuals from removing a shopping cart from a retail property or otherwise possessing a shopping cart unless the cart is on a retailer’s property. Section 22435.8 of the Business and Professions Code allows municipalities to enact ordinances that regulate or prohibit the removal of shopping carts or laundry carts from the premises or parking area of a retail establishment unless the local ordinance expressly conflicts with the Business and Professions Code sections relating to shopping carts.
Item: 12D
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2 In October 2013, the City adopted its most recent changes to Chapter 9.92 of the Municipal Code which regulates shopping and laundry carts.
At the May 23, 2023 Council meeting, the Council requested staff to provide an update regarding whether there have been any updates to the law regarding shopping and laundry carts and to advise whether the City could make any changes to its Code.
ANALYSIS/JUSTIFICATION:
Current Law
The City Attorney’s Office reviewed Chapter 9.92 of the Municipal Code against the current provisions of the Business and Professions Code and found that the City’s regulations remain up-to-date. Therefore, there are no recommended changes to the Municipal Code based on California law.
Other Jurisdictions
The City Attorney’s Office also reviewed the Municipal Codes of Garden Grove, Anaheim, Buena Park, and Westminster regarding their shopping cart ordinances. After reviewing these ordinances, it found that the City’s regulations substantially reflect the process and procedures outlined in the neighboring cities. Therefore, there are no recommended changes to the Municipal Code based on other cities’ provisions.
Shopping Cart Plan
The City’s more prominent protection against lost, stolen, or abandoned shopping carts is the requirement that every owner of a retail business that provides more than 10 shopping carts must submit, implement, and comply with the terms of a shopping cart control plan to prevent the unauthorized removal of any shopping cart from the owner’s premises and, if removed, provide for the retrieval of the shopping cart within time periods set forth in the Municipal Code. (Section 9.92.030.) The Municipal Code establishes the minimum requirements of the shopping cart plan. It further mandates that the plans must be submitted and approved by the City. (Section 9.92.040.) There is no exception to Chapter 9.92 and the Code specifically provides that it is unlawful for retail owners to:
1. Provide or offer any shopping carts for customers without an approved shopping cart plan;
2. Conduct business contrary to the terms of an approved shopping cart plan; and,
3. To provide any shopping cart for customer use that does not contain the signage required by Chapter 9.92. (Sections 9.92.030(I) & (J).) 3 Therefore, to the extent that abandoned shopping carts continue to be problematic, the City has available tools to bring businesses into compliance. One such tool is the City’s ability to modify or revoke shopping cart plans. (Section 9.92.100.) To the extent a shopping cart plan was revoked, the business would be prohibited from offering shopping carts at its retail establishment.
Alternatives to Shopping Cart Plans
While the Code provides no exceptions to the shopping cart plan requirement, the Code does permit an in-lieu option for retail businesses. Owners who utilize an “electronic locking system or other similar disabling/prevention device” are not required to submit a shopping cart control plan. (Section 9.92.030(H).) Therefore, to the extent a business does not want to comply with the requirements of a shopping cart plan, the City has afforded it an opportunity. The City’s experience with encouraging use of such technology is that the businesses generally express that such implementation is too costly.
Preliminary research places the cost of installing an electronic locking system at $50 - $200 per shopping cart.
City Retrieval, Storage, and Disposal of Shopping Carts Since the activation of the Public Safety Pilot Program, the number of abandoned shopping carts reported within City limits has significantly declined. When a report of an abandoned shopping cart does come in, staff retrieve the cart as quickly as possible. The cart is then taken to the City Yard and stored in a designated area. If the abandoned cart contains any personal belongings, those items are stored per the City’s policy. A private collection company comes by per a set schedule, collects any carts, and returns them to the appropriate retailer.
FISCAL IMPACT:
There is no fiscal impact related to this item.
ENVIRONMENTAL IMPACT:
In accordance with the requirements of California Environmental Quality Act (“CEQA”), the project is exempt pursuant to Section 15061(b)(3) of the State CEQA Guidelines (Title 14 of the California Code of Regulations).
PUBLIC NOTIFICATION:
Public notice was made through the regular agenda process. 4 STRATEGIC PLAN OBJECTIVE:
Obj. No. 1: Provide a safe community.
Prepared by: HongDao Nguyen, City Attorney
Approved by: Hannah Shin-Heydorn, City Manager
Attachment:
A. SMC Chapter 9.92 Shopping Cart Control