Agenda — Stanton City Council, October 10, 2023 (part 1 of 2)

NOTICE AND CALL

CITY COUNCIL / SUCCESSOR AGENCY / STANTON HOUSING AUTHORITY

SPECIAL MEETING

TO THE MEMBERS OF THE CITY COUNCIL / SUCCESSOR AGENCY / STANTON HOUSING AUTHORITY FOR THE CITY OF STANTON AND TO THE CITY CLERK / SECRETARY:

NOTICE IS HEREBY GIVEN that a Special Meeting of the City Council / Successor Agency / Stanton Housing Authority for the City of Stanton is hereby called by the Mayor / Chairman, to be held on October 10, 2023, commencing at 5:30 p.m. at 7800 Katella Avenue, Stanton, CA 90680.

The Agenda for the Special Meeting is attached to this Notice and Call.

Dated: October 5, 2023
s/ Patricia A. Vazquez, City Clerk / Secretary

IN COMPLIANCE WITH THE AMERICANS WITH DISABILITIES ACT, IF YOU NEED SPECIAL ASSISTANCE TO PARTICIPATE IN THIS MEETING, PLEASE CONTACT THE OFFICE OF THE CITY CLERK AT (714) 890-4245. NOTIFICATION PRIOR TO THE MEETING WILL ENABLE THE CITY TO MAKE REASONABLE ARRANGEMENTS TO ENSURE ACCESSIBILITY TO THIS MEETING.

PUBLIC ACCESS IN-PERSON AND VIA TELECONFERENCE
(Electronically / Telephonically)
Attendance by the members of the public may view the meeting live in one of the following ways:
• Attend in person - City Council Chambers: 7800 Katella Avenue, California 90680. • Via Teleconference (electronically / telephonically) - Zoom:

In order to join the meeting via telephone please follow the steps below:

1. Dial the following phone number +1 (669) 444-9171 (US).

2. Dial in the following Meeting ID: (833 9190 7278) to be connected to the meeting.

In order to join the meeting via electronic device please utilize the Zoom URL link below:
• https://us02web.zoom.us/j/83391907278?pwd=MWJiQ1N6TWtQS2Q4UmE3K3A5TkUwQT09

ANY MEMBER OF THE PUBLIC WISHING TO PROVIDE PUBLIC COMMENT FOR ANY ITEM ON THE AGENDA MAY DO SO AS FOLLOWS:
• Attend in person and complete and submit a request to speak card to the City Clerk. • Via Teleconference (electronically / telephonically) – Zoom. • E-Mail your comments to [email protected] with the subject line “PUBLIC COMMENT ITEM #” (insert the item number relevant to your comment). Comments received no later than 5:00 p.m. before the scheduled meeting will be compiled, provided to the City Council, and made available to the public before the start of the meeting. Staff will not read e-mailed comments at the meeting. However, the official record will include all e-mailed comments received until the close of the meeting.

Should you have any questions related to participation in the City Council Meeting, please contact the City Clerk’s Office at (714) 890-4245 or via e-mail at [email protected].

Stanton City Council Agenda Prepared by the Office of the City Clerk October 10, 2023

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AGENDA

CITY COUNCIL/SUCCESSOR AGENCY/STANTON HOUSING AUTHORITY

SPECIAL & JOINT REGULAR MEETING
STANTON CITY HALL, 7800 KATELLA AVENUE, STANTON, CA
TUESDAY, OCTOBER 10, 2023
SPECIAL CLOSED SESSION - 5:30 P.M.

JOINT REGULAR SESSION - 6:30 P.M.

In compliance with the Americans With Disabilities Act, if you need special assistance to participate in this meeting, please contact the Office of the City Clerk at (714) 890-4245 or via e-mail at [email protected]. Notification prior to the meeting will enable the City to make reasonable arrangements to assure accessibility to this meeting.

In order to join the meeting via telephone please follow the steps below:

1. Dial the following phone number +1 (669) 444-9171 (US).

2. Dial in the following Meeting ID: (833 9190 7278) to be connected to the meeting.

In order to join the meeting via electronic device please utilize the Zoom URL link below:
• https://us02web.zoom.us/j/83391907278?pwd=MWJiQ1N6TWtQS2Q4UmE3K3A5TkUwQT09

Should you have any questions related to participation in the City Council Meeting, please contact the City Clerk’s Office at (714) 890-4245 or via e-mail at [email protected].

Stanton City Council Agenda Prepared by the Office of the City Clerk October 10, 2023

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The City Council agenda and supporting documentation is made available for public review and inspection during normal business hours in the Office of the City Clerk, 7800 Katella Avenue, Stanton California 90680 immediately following distribution of the agenda packet to a majority of the City Council. Packet delivery typically takes place on Thursday afternoons prior to the regularly scheduled meeting on Tuesday. The agenda packet is also available for review and inspection on the city’s website at www.StantonCA.gov.

1. CLOSED SESSION (5:30 PM)

2. ROLL CALL Council / Agency / Authority Member Taylor Council / Agency / Authority Member Torres
Council / Agency / Authority Member Warren
Mayor Pro Tem / Vice Chairperson Van
Mayor / Chairman Shawver

3. PUBLIC COMMENT ON CLOSED SESSION ITEMS
Closed Session may convene to consider matters of purchase / sale of real property (G.C. §54956.8), pending litigation (G.C. §54956.9(a)), potential litigation (G.C. §54956.9(b)) or personnel items (G.C. §54957.6). Records not available for public inspection.

4. CLOSED SESSION
4A. CONFERENCE WITH LEGAL COUNSEL- EXISTING LITIGATION
Pursuant to Government Code section 54956.9(d)(1)
Number of cases: 1

Case Name: Tina Pacific Residents Association, et al. v. City of Stanton Case Number: OCSC 39-2023-01316300-CU-WM-CXC
4B. THREAT TO PUBLIC SERVICES OR FACILITIES
(Pursuant to Government Code Section 54957)
Consultation with: Hannah Shin-Heydorn, City Manager, City of Stanton

5. CALL TO ORDER STANTON CITY COUNCIL / SUCCESSOR AGENCY / HOUSING AUTHORITY JOINT REGULAR MEETING (6:30 PM)

6. ROLL CALL Council / Agency / Authority Member Taylor Council / Agency / Authority Member Torres
Council / Agency / Authority Member Warren
Mayor Pro Tem / Vice Chairperson Van
Mayor / Chairman Shawver
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7. PLEDGE OF ALLEGIANCE

8. SPECIAL PRESENTATIONS AND AWARDS
Presentation by the Public Safety Committee, sharing their mission with the City Council and providing information on their current operations.

9. CONSENT CALENDAR
All items on the Consent Calendar may be acted on simultaneously, unless a Council/Board Member requests separate discussion and/or action.

CONSENT CALENDAR
9A. MOTION TO APPROVE THE READING BY TITLE OF ALL ORDINANCES AND RESOLUTIONS. SAID ORDINANCES AND RESOLUTIONS THAT APPEAR ON THE

PUBLIC AGENDA SHALL BE READ BY TITLE ONLY AND FURTHER READING WAIVED
RECOMMENDED ACTION:

City Council/Agency Board/Authority Board waive reading of Ordinances and Resolutions.
9B. APPROVAL OF WARRANTS
City Council approve demand warrants dated September 8, 2023 – September 21, 2023, in the amount of $1,955,272.84.
9C. APPROVAL OF MINUTES
City Council/Successor Agency/Housing Authority approve Minutes of Joint Regular Meeting – September 26, 2023.

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9D. AUGUST 2023 INVESTMENT REPORT
The Investment Report as of August 31, 2023, has been prepared in accordance with the City’s Investment Policy and California Government Code Section 53646.

RECOMMENDED ACTION:

1. City Council find that this item is not subject to California Environmental Quality Act (“CEQA”) pursuant to Sections 15378(b)(5) (Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment); and

2. Receive and file the Investment Report for the month of August 2023. 9E. AUGUST 2023 INVESTMENT REPORT (SUCCESSOR AGENCY)
The Investment Report as of August 31, 2023, has been prepared in accordance with the City’s Investment Policy and California Government Code Section 53646.

RECOMMENDED ACTION:

1. Successor Agency find that this item is not subject to California Environmental Quality Act (“CEQA”) pursuant to Sections 15378(b)(5) (Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment); and

2. Receive and file the Investment Report for the month of August 2023. 9F. AUGUST 2023 GENERAL FUND REVENUE AND EXPENDITURE REPORT; HOUSING AUTHORITY REVENUE AND EXPENDITURE REPORT; AND STATUS OF

CAPITAL IMPROVEMENT PROGRAM
The Revenue and Expenditure Report for the month ended August 31, 2023, has been provided to the City Manager in accordance with Stanton Municipal Code Section

2.20.080 (D) and is being provided to City Council. This report includes information for both the City’s General Fund and the Housing Authority Fund. In addition, this report includes a status of the City’s Capital Improvement Projects (CIP) as of August 31, 2023. The figures reported represent preliminary figures through August 31, 2023. The fiscal year end closing process is still in progress and the final figures are pending completion of the City’s annual financial statement audit.

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RECOMMENDED ACTION:

2. Receive and file the General Fund and Housing Authority Fund’s August 2023 Revenue and Expenditure Report and Status of Capital Improvement Projects for the month ended August 31, 2023.

END OF CONSENT CALENDAR

10. PUBLIC HEARINGS None.

11. UNFINISHED BUSINESS
11A. APPROVAL OF ORDINANCE NO. 1133
This Ordinance was introduced at the regular City Council meeting of September 26, 2023.

RECOMMENDED ACTION:

1. City Clerk read the title of Ordinance No. 1133, entitled:
“AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF STANTON, CALIFORNIA, ADDING CHAPTERS 10.34 AND 10.36 TO TITLE 10 OF

THE STANTON MUNICIPAL CODE REGARDING MEDIAN ISLANDS

AND DRIVE-THROUGHS AND FINDING THE ORDINANCE TO BE

EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT
PURSUANT TO SECTIONS 15378 AND 15061(B)(3) OF THE STATE CEQA GUIDELINES”; and

2. City Council adopt Ordinance No. 1133.

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12. NEW BUSINESS
12A. PILOT PROGRAM PARTNERSHIP WITH RODEO 39 FOR 2023 HOLIDAY “SHOP & DINE 39” ECONOMIC DEVELOPMENT PROGRAM
The SHOP & DINE 39 pilot program encourages residents and visitors to support local retailers and businesses within the Stanton community. With Highway 39/Beach Boulevard being one of the most recognizable thoroughfares through the City, the program aims to attract visitors from throughout the region to look to Stanton as a destination for shopping and dining throughout the holiday season.

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. Authorize a pilot program partnership with Rodeo 39 for the months of October, November, and December 2023 to co-host a variety of free public events at Rodeo 39 as part of “SHOP & DINE 39” and to authorize the promotion of City holiday events on the Rodeo 39 electronic marquis.
12B. PRESENTATION REGARDING MITIGATION EFFORTS OF THE THEFT OF

CATALYTIC CONVERTERS WITHIN THE CITY
At its meeting of August 8, 2023, Council directed staff to prepare an item regarding mitigation efforts related to the theft of catalytic converters. This evening Public Safety Director Jim Wren will be providing a presentation highlighting practices adopted by other communities for the Council’s consideration.

RECOMMENDED ACTION:

2. Provide direction to staff.

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12C. ADOPTION OF RESOLUTION NO. 2023-26 APPROVING THE PARKS MASTER PLAN
As recommended by the Parks, Recreation and Community Services Commission, adopt Resolution No. 2023-26 approving the City of Stanton Parks Master Plan.

RECOMMENDED ACTION:

1. City Council declare that this item is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections Section 15061(b)(3) and Section 15378(b)(5); and

2. Adopt Resolution No. 2023-26, approving the City of Stanton Parks Master Plan, entitled:
“A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF STANTON,

CALIFORNIA, APPROVING THE CITY OF STANTON PARKS MASTER
PLAN”.
12D. UPDATE ON REGULATIONS RELATING TO LOST, STOLEN, OR ABANDONED

SHOPPING AND LAUNDRY CARTS
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:

2. Consider whether to direct the City Attorney to bring back modifications to the City’s shopping cart control ordinance.

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13. ORAL COMMUNICATIONS - PUBLIC
At this time members of the public may address the City Council/Successor Agency/Stanton Housing Authority regarding any items within the subject matter jurisdiction of the City Council/Successor Agency/Stanton Housing Authority, provided that NO action may be taken on non-agenda items.
• Members of the public wishing to address the Council/Agency/Authority during Oral Communications-Public or on a particular item are requested to fill out a REQUEST TO SPEAK form and submit it to the City Clerk. Request to speak forms must be turned in prior to Oral Communications-Public.
• When the Mayor/Chairman calls you to the microphone, please state your Name, slowly and clearly, for the record. A speaker’s comments shall be limited to a three (3) minute aggregate time period on Oral Communications and Agenda Items.

Speakers are then to return to their seats and no further comments will be permitted. • Remarks from those seated or standing in the back of chambers will not be permitted. All those wishing to speak including Council/Agency/Authority and Staff need to be recognized by the Mayor/Chairman before speaking.

14. WRITTEN COMMUNICATIONS None.

15. MAYOR/CHAIRMAN COUNCIL/AGENCY/AUTHORITY INITIATED BUSINESS 15A. COMMITTEE REPORTS/ COUNCIL/AGENCY/AUTHORITY ANNOUNCEMENTS At this time Council/Agency/Authority Members may report on items not specifically described on the agenda which are of interest to the community provided no discussion or action may be taken except to provide staff direction to report back or to place the item on a future agenda.
15B. COUNCIL/AGENCY/AUTHORITY INITIATED ITEMS FOR A FUTURE MEETING At this time Council/Agency/Authority Members may place an item on a future agenda. 15C. COUNCIL/AGENCY/AUTHORITY INITIATED ITEMS FOR A FUTURE STUDY

SESSION
At this time Council/Agency/Authority Members may place an item on a future study session agenda.

Currently Scheduled: None.

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16. ITEMS FROM CITY ATTORNEY/AGENCY COUNSEL/AUTHORITY COUNSEL

17. ITEMS FROM CITY MANAGER/EXECUTIVE DIRECTOR
17A. ORANGE COUNTY FIRE AUTHORITY
At this time the Orange County Fire Authority will provide the City Council with an update on their current operations.

18. ADJOURNMENT
I hereby certify under penalty of perjury under the laws of the State of California, the foregoing agenda was posted at the Post Office, Stanton Community Services Center and City Hall, not less than 72 hours prior to the meeting. Dated this 5th day of October, 2023. s/ Patricia A. Vazquez, City Clerk/Secretary

September 8, 2023 - September 21, 2023
Electronic Transaction Nos. $ 1,644,216.30
Check Nos. $ 311,056.54
TOTAL $ 1,955,272.84
Demands listed on the attached
registers are accurate and funds
are available for payment thereof.
/s/ Hannah Shin-Heydorn /s/ Michelle Bannigan

CITY OF STANTON

ACCOUNTS PAYABLE REGISTER
2815-2830
conform to the City of Stanton Annual
Budget as approved by the City Council.
137026-137075
Demands listed on the attached registers
City Manager Finance Director
Item: 9B
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Joint Regular Meeting – September 26, 2023 - Page 1 of 12

THESE MINUTES ARE ISSUED FOR INFORMATION ONLY AND ARE SUBJECT TO

AMENDMENT AND APPROVAL AT NEXT MEETING

MINUTES OF THE CITY COUNCIL / SUCCESSOR AGENCY / HOUSING AUTHORITY

OF THE CITY OF STANTON
JOINT REGULAR MEETING SEPTEMBER 26, 2023

1. CLOSED SESSION None.

2. CALL TO ORDER STANTON CITY COUNCIL / SUCCESSOR AGENCY /

HOUSING AUTHORITY JOINT REGULAR MEETING
The City Council / Successor Agency / Housing Authority meeting was called to order at 6:30 p.m. by Mayor Shawver.

3. PLEDGE OF ALLEGIANCE
Led by Council Member Donald Torres.

4. ROLL CALL

Present: Council/Agency/Authority Member Taylor, Council/Agency/Authority Member Torres, Council/Agency/Authority Member Warren, Mayor Pro Tem/Vice Chairperson Van, and Mayor/Chairman Shawver.

Absent: None.

Excused: None.

5. SPECIAL PRESENTATIONS AND AWARDS
A. The City Council proclaimed October 8-14, 2023 as Fire Prevention Week in the City of Stanton and presented a proclamation to Division Chief Steve Dohman, Orange County Fire Authority.

B. Presentation by Mr. Eric O’Donnell, Deputy Director, Townsend Public Affairs, providing the City Council with an update on State and Federal Legislation.

6. CONSENT CALENDAR
Motion/Second: Taylor/Torres
ROLL CALL VOTE: Council/Agency/Authority Member Taylor AYE Council/Agency/Authority Member Torres AYE
Council/Agency/Authority Member Warren AYE
Mayor Pro Tem/Vice Chairperson Van AYE
Mayor/Chairman Shawver AYE
Motion unanimously carried:

Item: 9C
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CONSENT CALENDAR
6A. MOTION TO APPROVE THE READING BY TITLE OF ALL ORDINANCES AND RESOLUTIONS. SAID ORDINANCES AND RESOLUTIONS THAT APPEAR ON

THE PUBLIC AGENDA SHALL BE READ BY TITLE ONLY AND FURTHER

READING WAIVED
The City Council/Agency Board/Authority Board waived reading of Ordinances and Resolutions.
6B. APPROVAL OF WARRANTS
The City Council approved demand warrants dated August 25, 2023 – September 7, 2023, in the amount of $3,493,370.74.
6C. APPROVAL OF MINUTES
The City Council/Successor Agency/Housing Authority approved Minutes of Joint Special and Regular Meeting – September 12, 2023.
6D. JUNE 2023 GENERAL FUND REVENUE AND EXPENDITURE REPORT; HOUSING AUTHORITY REVENUE AND EXPENDITURE REPORT; AND STATUS

OF CAPITAL IMPROVEMENT PROGRAM
The Revenue and Expenditure Report for the month ended June 30, 2023, has been provided to the City Manager in accordance with Stanton Municipal Code Section

The fiscal year end closing process is still in progress and the final figures are pending completion of the City’s annual financial statement audit.

1. The City Council finds that this item is not subject to California Environmental Quality Act (“CEQA”) pursuant to Sections 15378(b)(5) (Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment); and

2. Received and filed the General Fund and Housing Authority Fund’s June 2023 Revenue and Expenditure Report and Status of Capital Improvement Projects for the month ended June 30, 2023.

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6E. JULY 2023 GENERAL FUND REVENUE AND EXPENDITURE REPORT; HOUSING AUTHORITY REVENUE AND EXPENDITURE REPORT; AND STATUS

OF CAPITAL IMPROVEMENT PROGRAM
The Revenue and Expenditure Report for the month ended July 31, 2023, has been provided to the City Manager in accordance with Stanton Municipal Code Section

The fiscal year end closing process is still in progress and the final figures are pending completion of the City’s annual financial statement audit.

2. Received and filed the General Fund and Housing Authority Fund’s July 2023 Revenue and Expenditure Report and Status of Capital Improvement Projects for the month ended July 31, 2023.
6F. CONTINUE APPROPRIATIONS FOR BUDGETED ACTIVITIES THAT WERE IN PROCESS AS OF JUNE 30, 2023
At the end of the fiscal year, City staff reviews the available budget balances in the operating budget to determine whether any unspent budget appropriations should be carried forward to the subsequent fiscal year. City Resolution No. 2023-19, which was approved by the City Council on June 13, 2023, authorizes all appropriations for outstanding encumbrances, unspent operating grant funds, and projects that remain unspent as of June 30, 2023, to be reappropriated to the Fiscal Year 2023/24 Operating and Capital Budget upon approval by the City Manager. The items listed in Attachment A require City Council approval for reappropriation to the Fiscal Year 2023/24 Operating Budget because they do not represent an outstanding encumbrance, unspent operating grant fund, or unspent project. Therefore, staff is seeking City Council approval to carryover the $234,455 in unspent budgeted funds to the Fiscal Year 2023/24 Operating Budget.

1. The City Council finds that this item is not subject to California Environmental Quality Act (“CEQA”) pursuant to Section 15378(b)(5) (Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment); and

2. Amended the Fiscal Year 2023/24 Operating Budget to continue the appropriation of unexpended funds for activities that were budgeted in Fiscal Year 2022/23, but were not completed by year end, as set forth in Attachment A.

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6G. AUTHORITY TO ADVERTISE FOR CONSTRUCTION OF CERRITOS AVENUE

RESURFACING PROJECT
The plans and specifications for the Cerritos Avenue Resurfacing Project are complete. The City Engineer is recommending City Council approve the specifications and plans for bidding, subject to revision by the City Engineer and the City Attorney, to ensure the construction contract is awarded in an efficient and timely manner. The Project plans and specifications are available in the City Engineer’s Office for review.

RECOMMENDED ACTION:

1. The City Council finds that this project is exempt from the California Environmental Quality Act (“CEQA”), Class 1, Section 15301(c) as repair, maintenance, and minor alteration of existing public structures; and

2. Approved the bid specifications and plans, subject to revisions required by the City Engineer and the City Attorney; and

3. Authorized and advertise for bids the Cerritos Avenue Resurfacing Project. 6H. AUTHORITY TO ADVERTISE FOR CONSTRUCTION: STANTON CENTRAL

PARK SHADE STRUCTURE INSTALLATION PROJECT
The plans and specifications for the Stanton Central Park Shade Structure Installation Project are complete. The City Engineer is recommending City Council approve the specifications and plans for bidding, subject to revision by the City Engineer and the City Attorney, to ensure the construction contract is awarded in an efficient and timely manner. The Project plans and specifications are available in the City Engineer’s Office for review.

1. The City Council finds that this project is exempt from the California Environmental Quality Act (“CEQA”), Class 1, Section 15301 as a minor exterior alteration of an existing public facility; and

2. Approved the bid specifications and plans, subject to revisions required by the City Engineer and the City Attorney; and

3. Authorized and advertise for bids the Stanton Central Park Shade Structure Installation Project.

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6I. LANDSCAPE MAINTENANCE AGREEMENT WITH CALIFORNIA DEPARTMENT OF TRANSPORTATION FOR IMPROVEMENTS ADJACENT TO 12331-12435

BEACH BOULEVARD
The development of the property at 12331-12435 Beach Boulevard (Bonanni Development) will include improvements along the frontage of the property on Beach Boulevard, including landscaping, sidewalk, driveways, and a bus pad. The California Department of Transportation (Caltrans) owns the right of way where these improvements will be placed. They are requiring the City enter into an agreement to maintain this area of their right-of-way in the event it is not properly maintained by the adjacent property owner (“Caltrans Landscape Maintenance Agreement”). To protect the City’s interests, staff recommends a companion Maintenance Agreement transferring maintenance responsibility from the City to the developer.

1. The City Council declared that the project is categorically exempt under the California Environmental Quality Act, Class 1, Section 15301(h) as maintenance of existing landscaping; and

2. Approved the Caltrans Landscape Maintenance Agreement and authorized the Mayor and City Manager to bind the City and Caltrans, to maintain the landscape improvements in the public right-of-way on Beach Boulevard; and

3. Approved the Maintenance Agreement and authorized the City Manager to bind the City and Bonanni Development in a companion Maintenance Agreement, subject to revisions deemed necessary by the City Attorney and the Public Works Director.
6J. MAYOR’S REQUEST TO REMOTELY PARTICIPATE IN COUNCIL MEETINGS PURSUANT TO ASSEMBLY BILL 2449
Mayor David J. Shawver (Mayor) recently submitted a request to the City Council requesting that he be allowed to virtually participate at City Council meetings pursuant to Assembly Bill (AB) 2449. His request falls under an “emergency circumstances” provision in AB 2449, and if approved, would cover meetings through mid-November, including the meetings of October 10, 2023, October 24, 2023, and November 14, 2023.

2. Approved the Mayor’s request to participate in City Council meetings remotely through November 15, 2023, including the meetings of October 10, 2023, October 24, 2023, and November 14, 2023, pursuant to Government Code section 54953’s emergency circumstances exception.

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6K. EQUIPMENT LEASE AND PROFESSIONAL SERVICES AGREEMENTS WITH C3

TECHNOLOGY SERVICES FOR OFFICE COPIERS AND MANAGED PRINT

SERVICES
The City Council will consider entering into an Equipment Lease Agreement and Professional Services Agreement with C3 Technology Services (C3 Tech) for office copiers and managed print services. These two agreements will allow the City to upgrade to new multi-function printing devices that will meet the needs of City staff at a cost savings to the City.

1. The City Council declared that this item is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(c)(2) and 15060(c)(3); and

2. Approved the Equipment Lease Agreement for a five-year term and authorized the City Manager to execute said Agreement in a form approved by the City Attorney; and

3. Approved the Maintenance Agreement for a five-year term and authorized the City Manager to execute said Agreement in a form approved by the City Attorney.

END OF CONSENT CALENDAR

7. PUBLIC HEARINGS None.

8. UNFINISHED BUSINESS
8A. SPECIAL PROJECTS QUARTERLY UPDATE PRESENTATION
Staff will provide a special projects quarterly update presentation regarding general funds expended to date and progress on projects currently underway or completed.

Introduction by Ms. Hannah Shin-Heydorn, City Manager.

Presentation by Mr. Jason Huynh, Management Analyst.

1. The City Council declared that this item is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(c)(2) and 15060(c)(3); and

2. Received and filed the presentation.

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9. NEW BUSINESS
9A. INFORMATIONAL REPORT ON CALIFORNIA JAYWALKING LAW AND

CONSIDERATION OF ORDINANCE REGULATING PEDESTRIANS ON STREET

MEDIAN ISLANDS AND DRIVE-THROUGHS
Earlier this year, the City Council directed the City Attorney’s office to provide a report on California’s new jaywalking law, which limits law enforcement’s ability to cite pedestrians who cross outside of a crosswalk or do not obey certain traffic signals. While the City acknowledges the State’s authority to relax restrictions on pedestrian road crossings, the local evidence demonstrates that vehicle versus pedestrian incidents have been and continue to be a public danger and concern within the City. To strengthen the health, safety, and welfare of the community, the Council will consider an ordinance to prohibit pedestrians from standing, lying, sitting or otherwise remaining on street median islands. For the reasons stated herein, the ordinance would also prohibit pedestrians from standing, lying, sitting or otherwise remaining in retail or service business drive-throughs and adjacent areas.

Staff report by Ms. HongDao Nguyen, City Attorney.

Motion/Second: Shawver/Warren
ROLL CALL VOTE: Council Member Taylor AYE
Council Member Torres AYE
Council Member Warren AYE
Mayor Pro Tem Van AYE
Mayor Shawver AYE
Motion unanimously carried:

1. The City Council finds 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. Introduced Ordinance No. 1133 for its first reading, to be read by title only, and waive further reading:
“AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
STANTON, CALIFORNIA, ADDING CHAPTERS 10.34 AND 10.36 TO TITLE 10 OF THE STANTON MUNICIPAL CODE REGARDING

MEDIAN ISLANDS AND DRIVE-THROUGHS AND FINDING THE

ORDINANCE TO BE EXEMPT FROM THE CALIFORNIA
ENVIRONMENTAL QUALITY ACT PURSUANT TO SECTIONS 15378
AND 15061(B)(3) OF THE STATE CEQA GUIDELINES”; and
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Joint Regular Meeting – September 26, 2023 - Page 8 of 12

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3. Set said ordinance for adoption at the regular City Council meeting of October 10, 2023.
9B. MAYORAL/CITY COUNCIL TERM LIMITS; OVERVIEW AND POLICY OPTIONS Staff is seeking direction from the City Council as to the language that the City should place on a ballot to amend Measure RR – the City’s current two-term lifetime limit on City Councilmember service. Moreover, staff seeks direction on, among other things, when to bring the measure or measures to the voters, which could be the March 5, 2024 or November 5, 2024 Municipal elections. The legal deadlines to place such a measure or measures on the ballot are December 8, 2023 and August 9, 2024, respectively.

Staff report by Ms. HongDao Nguyen, City Attorney.

Shall the City Council proceed with a ballot measure that would impose a three-term limit on City Councilmember service?
Motion/Second: Warren/Shawver
ROLL CALL VOTE: Council Member Taylor NO
Council Member Torres NO
Council Member Warren AYE
Mayor Pro Tem Van NO
Mayor Shawver AYE
Motion failed.

Shall the City Council proceed with a ballot measure that would impose a two-term limit on Mayoral service?
Motion/Second: Taylor/Torres
ROLL CALL VOTE: Council Member Taylor AYE
Council Member Torres AYE
Council Member Warren AYE
Mayor Pro Tem Van AYE
Mayor Shawver NO
Motion carried:

1. The City Council declared that the project is not subject to CEQA in accordance with Sections 15378(b)(5) and 15061(b)(3) of the State CEQA Guidelines; and

2. The City Council voted to proceed with a ballot measure that would impose a two-term limit on Mayoral service.

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Shall the City Council proceed with separate term limits or combined term limits on Mayoral and Council service?
Motion/Second: Warren/Van
ROLL CALL VOTE: Council Member Taylor Combined
Council Member Torres Separate
Council Member Warren Separate
Mayor Pro Tem Van Separate
Mayor Shawver Separate
Motion carried:

1. The City Council declared that the project is not subject to CEQA in accordance with Sections 15378(b)(5) and 15061(b)(3) of the State CEQA Guidelines; and

2. The City Council voted to proceed with placement of separate two-term lifetime limits on Mayoral and Council service.

Shall the City Council proceed with placement of the aforementioned ballot measure or measures on either the March or November 2024 Municipal Election ballot? Motion/Second: Van/Taylor
ROLL CALL VOTE: Council Member Taylor November
Council Member Torres November
Council Member Warren November
Mayor Pro Tem Van November
Mayor Shawver March
Motion carried:

1. The City Council declared that the project is not subject to CEQA in accordance with Sections 15378(b)(5) and 15061(b)(3) of the State CEQA Guidelines; and

2. The City Council voted to proceed with placement of the aforementioned ballot measure or measures on the November 2024 Municipal Election ballot.

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Joint Regular Meeting – September 26, 2023 - Page 10 of 12

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10. ORAL COMMUNICATION
• Mr. Jose L. Guerrero, resident, expressed his concerns and frustrations with the emitting noise levels and increased odor being produced by CR&R, excessive speeding/traffic safety within his neighborhood, and inquired as to when the Santa Rosalia pedestrian bridge would be repaired for community access. • Mr. Mike Pierce, resident, expressed his continuing concerns regarding speeding and traffic safety within the Santa Rosalia neighborhood and near the Carver Early Childhood Education Center, requested that the City install additional speed limit signs as well as adding school zone signs, further reported concerns with the increased odor being produced by CR&R, as well as CR&R’s upkeep of landscape maintenance of CR&R’s walkways/sidewalks.

11. WRITTEN COMMUNICATIONS None.

12. MAYOR/CHAIRMAN/COUNCIL/AGENCY/AUTHORITY INITIATED BUSINESS 12A. COMMITTEE REPORTS/COUNCIL/AGENCY/AUTHORITY ANNOUNCEMENTS • Mayor Pro Tem Van reported on her attendance at the League of California Cities Annual Conference and Expo, which was held in Sacramento, California on September 20-22, 2023.
• Mayor Pro Tem Van reported on the Orange County Community Resource / Housing and Community Development’s announcement that the Orange County Housing Authority (OCHA) has opened the Housing Choice Voucher Program (Section 8) waiting list and that they will continue to accept applications until September 29, 2023 (11:59 p.m.).
• Mayor Pro Tem Van reported on the upcoming 4th Annual Mid-Autumn Festival (Tết Trung thu) 2023, which is scheduled to take place on October 1, 2023, from 10:00 AM – 12:00 PM at Stanton Central Park.
• Council Member Torres reported on his attendance at the League of California Cities Annual Conference and Expo, which was held in Sacramento, California on September 20-22, 2023.
• Council Member Warren reported on her attendance at the Boys and Girls Club of Stanton’s Annual Casino Night event, which was held at the Mancave in Anaheim, California on September 23, 2023.
• Mayor Shawver reported on the success of the St. Polycarp Catholic Church’s Annual St. Polycarp Family Festival event, which was held on September 15-17, 2023 at the St. Polycarp Catholic Church.

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• Mayor Shawver reported on the success of the September 2023 drive through food distribution event and expressed his gratitude to the volunteers who assisted with the event, which was held at Stanton Park. • Mayor Shawver reported on the upcoming Annual Harry's Cafe Thanksgiving Dinner event, which is scheduled to be held on November 23, 2023. • Mayor Shawver reported on his efforts to address transient activity and public health issues near the CA-22 Freeway and Garden Grove Boulevard, as well as his efforts in working with partner agencies such as the office of Senator Janet Nguyen, Caltrans, California Highway Patrol, City of Westminster, and the City of Garden Grove.
12B. COUNCIL/AGENCY/AUTHORITY INITIATED ITEMS FOR A FUTURE COUNCIL

MEETING
None.
12C. COUNCIL/AGENCY/AUTHORITY INITIATED ITEMS FOR A FUTURE STUDY

SESSION
None.

13. ITEMS FROM CITY ATTORNEY/AGENCY COUNSEL/AUTHORITY COUNSEL None.

14. ITEMS FROM CITY MANAGER/EXECUTIVE DIRECTOR
None.
14A. ORANGE COUNTY SHERIFF’S DEPARTMENT
At this time the Orange County Sheriff’s Department will provide the City Council with an update on their current operations.

Ms. Hannah Shin-Heydorn, City Manager provided the City Council with an update on the Orange County Sheriff’s Department’s current operations.

Mayor Shawver expressed his gratitude to the Orange County Fire Authority and applauded their service and care to him and his family during his most recent need for their assistance. Mayor Shawver further expressed his gratitude to City staff and his fellow Council Members for filling in and representing for him while he has been away from office duties and further thanked the Stanton community for their thoughts and prayers and expressed his appreciation for each and every community member.

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Joint Regular Meeting – September 26, 2023 - Page 12 of 12

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15. ADJOURNMENT in memory and honor of former Stanton City Council Member, Honorable Enrique “Henry” Mendez.

Motion/Second: Shawver/Van
Motion carried at 8:25 p.m.
_______________________________________

MAYOR/CHAIRMAN
ATTEST:
_______________________________________

CITY CLERK/SECRETARY
1 CITY OF STANTON

REPORT TO THE CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
DATE: October 10, 2023
SUBJECT: AUGUST 2023 INVESTMENT REPORT
REPORT IN BRIEF:

The Investment Report as of August 31, 2023, has been prepared in accordance with the City’s Investment Policy and California Government Code Section 53646.

RECOMMENDED ACTIONS:

2. Receive and file the Investment Report for the month of August 2023.

BACKGROUND:

Changes in the City’s cash and investment balances during the month of August are summarized below:

Between July 31, 2023, and August 31, 2023, the City’s total cash and investments increased by $1.8 million, primarily due to the receipt of property, sales, and transaction and use taxes during the month.

The City’s cash and investment balances by fund type are presented in Attachment A. A summary of the City’s investment portfolio is included as Attachment B. The detail of the City’s investments by type that are managed by City staff are shown in Attachment C.

The detail of investments by type that are managed by Chandler Asset Management, LLC Beginning Balance Net Change Ending Balance
Cash and Investment Accounts (Pooled-All Funds) $ 62,260,309.91 $ 1,871,252.60 $ 64,131,562.51 Cash (Non-Pooled) 4,404,034.70 (79,711.86) 4,324,322.84 Total Cash and Investments $ 66,664,344.61 $ 1,791,540.74 $ 68,455,885.35 Item: 9D
Click here to return to the agenda.
2 (“Chandler”), of which we determined provide a net advantage to the City, are shown in Attachment D.

ANALYSIS:

The monthly cash and investment report provides a summary of the cash and investment accounts held by the City as of the end of that month. In order to manage its cash and investments, the City combines cash resources from all funds into a single pool consisting of a variety of accounts and securities. The balance in the pooled cash account includes cash and certain liquid investments that are available to meet the City’s current cash needs. Cash in excess of the City’s current cash needs is invested in interest-bearing investments with various maturities.

As of August 31, 2023, the market value of the City’s total investment portfolio was $58.6 million, of which $33.3 million (57%) was managed by City staff and $25.3 million (43%) was managed by Chandler (Attachment B). Detailed information regarding the securities contained in the City’s investment portfolio is provided in Attachments C and D. As of August 31, 2023, City investments consisted of the following:

The City’s investment portfolio is well-diversified with investments spread across nine different security types. Likewise, the average maturity of the City’s portfolio (except for LAIF) is approximately 2 years, which is within the 3.5 years target in the City’s investment policy.

Market Value as of
August 31, 2023
Percentage of
Portfolio Invested
by Type
Maximum
Percentage of
Portfolio
Permitted by
Investment Policy In Compliance?
Local Agency Investment Fund (LAIF) $ 29,477,825.23 50.28% 100.00% Yes U.S. Treasury Notes 9,865,651.40 16.83% 100.00% Yes
Corporate Notes 6,423,597.14 10.96% 30.00% Yes
Commercial Paper 246,530.83 0.42% 25.00% Yes
Federal Agency Securities 3,910,353.25 6.67% 100.00% Yes Negotiable Certificates of Deposit 3,151,296.39 5.37% 30.00% Yes Asset Backed Securities 1,774,928.23 3.03% 20.00% Yes
Collateralized Mortgage Obligations 2,576,409.33 4.39% 20.00% Yes Municipal Bonds 693,320.35 1.18% 100.00% Yes
Supranational 447,111.35 0.76% 30.00% Yes
Money Market Funds 62,277.99 0.11% 20.00% Yes
Total Investments $ 58,629,301.49 100.00%
3 FISCAL IMPACT:

All deposits and investments have been made in accordance with the City's Fiscal Year 2023/24 Investment Policy. The portfolio will allow the City to meet its expenditure requirements for the next six months. Staff remains confident that the investment portfolio is currently positioned to remain secure and sufficiently liquid.

ENVIRONMENTAL IMPACT:

None.

LEGAL REVIEW:

None.

PUBLIC NOTIFICATION:

Through the normal agenda posting process.

STRATEGIC PLAN OBJECTIVE ADDRESSED:

Obj. No. 4: Ensure fiscal stability and efficiency in governance.

Prepared by: Michelle Bannigan, Finance Director
Approved by: Hannah Shin-Heydorn, City Manager
Attachments:

A. Cash and Investment Balances by Fund
B. Investments Portfolio Summary
C. Investment Portfolio Detail (Managed by City Staff)
D. Investment Portfolio Detail (Managed by Chandler)
Fund/ Account
No. Fund/Account Name Beginning Balance Increases Decreases Ending Balance 101-various General Fund $ 34,030,794.85 $ 2,734,616.19 $ (2,304,637.09) $ 34,460,773.95 102-111101 General Fund (Transactions & Use Tax) (895,947.29) 1,480,612.71 (370,625.00) 214,040.42210-111101 Certified Access Specialists (CASP) Program Fund 61,129.96 - - 61,129.96211-111101 Gas Tax Fund 1,876,172.38 196,471.32 (89,665.15) 1,982,978.55215-111101 Road Maintenance and Rehabilitation act (RMRA) Fund 939,518.74 74,928.61 1,014,447.35 - 220-111101 Measure M Fund 1,042,555.62 - (353.20) 1,042,202.42222-111101 Community Development Block Grant Fund (135,112.41) - - (135,112.41) 223-111101 Protective Services Fund (2,057.84) - - (2,057.84) 224-111101 Lighting Maintenance 1919 Act Fund 1,283,251.38 5,212.86 (11,346.12) 1,277,118.12225-111101 Lighting/Median Maintenance 1972 Act Fund 919,012.70 - (51,878.71) 867,133.99 226-111101 Air Quality Improvement Fund 228,943.82 13,098.76 - 242,042.58227-111101 Other Grants Fund 83,452.28 - (3,764.47) 79,687.81 242-111101 Supplemental Law Enforcement Grant Fund 279,018.29 - (13,333.34) 265,684.95 245-111101 Justice Assistance Grant (JAG) Grant Fund - 37,941.92 (70,305.88) (32,363.96)250-111101 Families and Communities Together (FaCT) Grant Fund 6,666.31 449.31 (45,470.55) (38,354.93) 251-111101 Senior Transportation Fund 76,074.48 54.59 (272.95) 75,856.12 261-111101 Street Impact Fees Fund 109,910.52 119,400.00 - 229,310.52262-111101 Traffic Signal Impact Fee 1,463.55 26,700.00 - 28,163.55 263-111101 Community Center Impact Fees Fund 177,090.68 88,500.00 - 265,590.68 264-111101 Police Services Impact Fees Fund 160,013.04 80,100.00 - 240,113.04 271-111101 Public Safety Task Force Fund (City Funds) 83,000.27 - - 83,000.27 280-111101 Stanton Central Park Maintenance Fund 4,250.42 5,397.91 (6,860.12) 2,788.21 285-various Stanton Housing Authority Fund 9,923,779.67 73,201.12 (48,471.18) 9,948,509.61 305-111101 Capital Projects Fund 265,068.93 10,005.18 (91,821.94) 183,252.17 310-111101 Park and Recreation Facilities Fund 3,965,689.84 - (1,318.90) 3,964,370.94 501-111101 Sewer Maintenance Fund 6,615,022.66 2,368.48 (8,258.39) 6,609,132.75502-111101 Sewer Capital Improvement Fund 3,003.97 - - 3,003.97602-111101 Workers' Compensation Fund 770,663.58 9,066.07 - 779,729.65 603-111101 Liability Risk Management Fund 28,434.62 - (16,264.00) 12,170.62 604-111101 Employee Benefits Fund (131,087.99) 148,665.62 (120,600.25) (103,022.62)605-111101 Fleet Maintenance Fund 522,846.50 14,839.40 (18,515.35) 519,170.55801-111101 Expendable Deposits Fund (32,313.62) 23,385.14 - (8,928.48) 901-111101 North Orange County Public Safety Collaborative (NOC) Fund - 44,150.00 (44,150.00) - Total Pooled Cash and Investments(1) $ 62,260,309.91 $ 5,189,165.19 $ (3,317,912.59) $ 64,131,562.51 Less: Investments(1) $ (58,999,352.94) $ (130,267.33) $ 500,318.78 $ (58,629,301.49) Cash - Bank of the West General Checking Account $ 3,260,956.97 $ 5,058,897.86 $ (2,817,593.81) $ 5,502,261.02

CITY OF STANTON

CASH AND INVESTMENTS REPORT
MONTH ENDED AUGUST 31, 2023

ATTACHMENT A

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Fund/ Account
No. Fund/Account Name Beginning Balance Increases Decreases Ending Balance

CITY OF STANTON

CASH AND INVESTMENTS REPORT
MONTH ENDED AUGUST 31, 2023

CASH-NON-POOLED
xxx-111103 Payroll Account $ - $ 421,892.81 $ (421,892.81) $ - 101-111109 Flexible Spending/AFLAC 6,331.04 - (495.60) 5,835.44101-111505 Petty Cash 600.00 - - 600.00 285-111403 Cash with Property Management Company (QMG) 56,076.74 36,748.87 (41,076.740) 51,748.87 604-111404 Cash with Fiscal Agent (PARS) (2) - 4,341,026.92 (74,888.39) 4,266,138.53 Total Cash-Non-Pooled $ 4,404,034.70 $ 458,641.68 $ (538,353.54) $ 4,324,322.84

INVESTMENTS
POOLED ALL FUNDS $ 58,999,352.94 $ 130,267.33 $ (500,318.78) $ 58,629,301.49 Total Investments (3) $ 58,999,352.94 $ 130,267.33 $ (500,318.78) $ 58,629,301.49 TOTAL CASH AND INVESTMENTS $ 66,664,344.61 $ 5,647,806.87 $ (3,856,266.13) $ 68,455,885.35 Notes:
(3)
- Additional information regarding the City's investments are included in Attachments B through D. (1)
- Pooled cash includes: City's general checking and safekeeping accounts with BMO Harris Bank, the City's Local Agency Investment Fund (LAIF) account, the Housing Authority's LAIF account, and the City's investment portfolio account with Chandler Asset Management. (2)
- The Public Agency Retirement Services (PARS) account is an irrevocable trust that can be used for pension and other post employment benefits only. This fund is excluded from the compliance requirements set forth in the City's investment policy.

ATTACHMENT A

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Invested by City
Staff
$33.3M
57%
Invested by
Chandler
$25.3M
43%
Portfolio Summary
as of August 31, 2023
TOTAL = $58.6M

ATTACHMENT C ATTACHMENT D
ATTACHMENT B Click here to return to the agenda.

City of Stanton
Portfolio Holdings
Investment Portfolio | by Security Sector
Report Format: By Transaction
Group By: Security Sector
Average By: Face Amount / Shares
Portfolio / Report Group: All Portfolios
As of 8/31/2023
Description CUSIP/Ticker
Settlement
Date
YTM @
Cost
Face
Amount/Shares Cost Value Book Value Market Value
Maturity
Date
Days To
Maturity
Accrued
Interest
% of
Portfolio
Certificate Of Deposit
Bank Hapoalim NY 2.9 3/25/2024 06251AW48 4/24/2019 2.900 250,000.00 250,000.00 250,000.00 246,457.50 3/25/2024 207 3,158.22 0.74 Bank of New England NH 2.65
5/23/2024 06426KBE7 5/23/2019 2.650 249,000.00 249,000.00 249,000.00 243,967.71 5/23/2024 266 144.62 0.74 Cornerstone Community Bank CA

2.6 5/17/2024 219240BY3 5/17/2019 2.600 249,000.00 249,000.00 249,000.00 243,997.59 5/17/2024 260 248.32 0.74 Evansville Teachers FCU IN 2.25
7/22/2024 299547AV1 7/22/2019 2.250 249,000.00 249,000.00 249,000.00 241,858.68 7/22/2024 326 138.14 0.74 First Technology FCU CA 3.35
9/27/2023 33715LCJ7 9/27/2018 3.350 240,000.00 240,000.00 240,000.00 239,678.40 9/27/2023 27 88.11 0.71 First Tier Bank NE 1.95 8/23/2024 33766LAJ7 8/23/2019 1.950 249,000.00 249,000.00 249,000.00 240,392.07 8/23/2024 358 106.42 0.74 Healthcare Systems FCU VA 2.65
4/25/2024 42228LAD3 4/25/2019 2.650 246,000.00 246,000.00 246,000.00 241,603.98 4/25/2024 238 2,286.12 0.73 Main Street Bank VA 2.6 4/26/2024 56065GAG3 4/26/2019 2.600 249,000.00 249,000.00 249,000.00 244,410.93 4/26/2024 239 88.68 0.74 McGregor TX 2.3 6/28/2024 32112UDA6 7/12/2019 2.200 249,000.00 250,170.30 249,194.94 243,051.39 6/28/2024 302 47.07 0.74 Morgan Stanley NY 3.1 2/7/2024 61760AVJ5 2/7/2019 3.100 246,000.00 246,000.00 246,000.00 243,508.02 2/7/2024 160 501.44 0.73 Morgan Stanley UT 3.1 2/7/2024 61690UDW7 2/7/2019 3.100 246,000.00 246,000.00 246,000.00 243,508.02 2/7/2024 160 501.44 0.73 Raymond James Bank FL 2
8/23/2024 75472RAE1 8/23/2019 2.000 247,000.00 247,000.00 247,000.00 238,602.00 8/23/2024 358 108.27 0.73 Washington Federal Bank WA 1.95
8/28/2024 938828BN9 8/28/2019 1.950 249,000.00 249,000.00 249,000.00 240,260.10 8/28/2024 363 39.91 0.74 Sub Total / Average Certificate
Of Deposit 2.559 3,218,000.00 3,219,170.30 3,218,194.94 3,151,296.39 252 7,456.76 9.57 Local Government Investment Pool
LAIF | City LGIP LAIFCITY0895 2/29/2020 3.434 20,286,656.95 20,286,656.95 20,286,656.95 20,123,172.13 N/A 1 60.30 LAIF | Housing Authority LGIP LAIFHA0004 2/29/2020 3.434 9,430,652.24 9,430,652.24 9,430,652.24 9,354,653.10 N/A 1 28.03 Sub Total / Average Local
Government Investment Pool 3.434 29,717,309.19 29,717,309.19 29,717,309.19 29,477,825.23 1 0.00 88.34 Municipal
Fort Bragg CA 1.871 8/1/2024 347028JZ6 9/18/2019 1.750 205,000.00 206,150.05 205,217.21 198,290.35 8/1/2024 336 319.63 0.61 Riverside Pension CA 2.75
6/1/2024 769036BD5 8/28/2019 2.030 250,000.00 258,120.00 251,284.07 245,030.00 6/1/2024 275 1,718.75 0.74 Stockton CA 2.5 9/1/2023 861403AU7 5/1/2019 2.600 250,000.00 248,975.00 249,999.35 250,000.00 9/1/2023 1 3,125.00 0.74

ATTACHMENT C

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Description CUSIP/Ticker
Settlement
Date
YTM @
Cost
Face
Amount/Shares Cost Value Book Value Market Value
Maturity
Date
Days To
Maturity
Accrued
Interest
% of
Portfolio
Sub Total / Average Municipal 2.151 705,000.00 713,245.05 706,500.63 693,320.35 196 5,163.38 2.10 Total / Average 3.323 33,640,309.19 33,649,724.54 33,642,004.76 33,322,441.97 29 12,620.14 100 ATTACHMENT C- Page 2 of 2

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1 CITY OF STANTON

REPORT TO THE SUCCESSOR AGENCY TO THE

STANTON REDEVELOPMENT AGENCY
TO: Honorable Chairman and Members of the Successor Agency DATE: October 10, 2023
SUBJECT: AUGUST 2023 INVESTMENT REPORT (SUCCESSOR AGENCY) REPORT IN BRIEF:

The Investment Report as of August 31, 2023, has been prepared in accordance with the City’s Investment Policy and California Government Code Section 53646.

RECOMMENDED ACTIONS:

2. Receive and file the Investment Report for the month of August 2023.

BACKGROUND:

The attached report summarizes the Successor Agency’s investment and deposit balances as of August 2023. During the month of August, the Successor Agency’s cash and investments decreased by approximately $5,490. During the month of August, the Successor Agency reimbursed the City $5,500 for administrative costs per the approved Recognized Obligation Payment Schedule (ROPS). The Successor Agency’s cash and investment balances by fund are presented in Attachment A. The Successor Agency’s investments and deposits by financial institution are included as Attachment B.

ANALYSIS:

The Successor Agency’s share of the City’s investment in the State Treasurer’s Local Agency Investment Fund (LAIF) continues to be available on demand. The effective yield on LAIF for the month of August 2023 was 3.34%.

The Successor Agency’s investments are shown on Attachment B and have a weighted investment yield of 3.34%, which is equal to the benchmark LAIF return of 3.34%, as the entire portfolio (excluding funds held with the bond fiscal agents) represents the Item: 9E
Click here to return to the agenda.
2 Successor Agency’s portion of the City’s pooled cash and investments. With a completely liquid portfolio, the weighted average maturity of the Successor Agency’s investments on August 31, 2023, was 1 day. LAIF’s average maturity on August 31, 2023, was approximately 237 days.

FISCAL IMPACT:

All deposits and investments have been made in accordance with the City's Fiscal Year 2023/24 Investment Policy.

The portfolio will allow the Successor Agency to meet its expenditure requirements for the next six months.

ENVIRONMENTAL IMPACT:

None.

LEGAL REVIEW:

None.

PUBLIC NOTIFICATION:

Through the agenda posting process.

Prepared by: Michelle Bannigan, Finance Director
Approved by: Hannah Shin-Heydorn, City Manager
Attachments:

A. Cash and Investment Balances by Fund
B. Investments and Deposits
Fund/
Account No. Fund/Account Name
Beginning
Balance Increases Decreases Ending Balance

CASH-POOLED
712-111101 Redevelopment Obligation Retirement Fund $ 1,408,344.18 $ - $ (5,500.00) $ 1,402,844.18 Total Cash-Pooled (1) $ - 1,408,344.18 $ $ (5,500.00) $ 1,402,844.18 CASH-RESTRICTED (with Fiscal Agent)
712-111423 2016 Tax Allocation Bonds, Series A and B $ 1,151,435.50 $ 2.93 $ 1,151,438.43 - $ 712-111425 2016 Tax Allocation Bonds, Series C and D 1,854,562.50 4.49 - 1,854,566.99712-111426 2020 Tax Allocation Refunding Bonds, Series A 686,256.92 2.91 - 686,259.83 Total Cash-Restricted (with Fiscal Agent) $ 3,692,254.92 $ 10.33 $ 3,692,265.25 - $ TOTAL CASH AND INVESTMENTS $ 5,100,599.10 $ 10.33 $ (5,500.00) $ 5,095,109.43 Note:
(1) - Includes the Successor Agency's share of the City's pooled cash and investments.

SUCCESSOR AGENCY TO THE STANTON REDEVELOPMENT AGENCY

CASH AND INVESTMENTS REPORT
MONTH ENDED AUGUST 31, 2023
ATTACHMENT A Click here to return to the agenda.

SUCCESSOR AGENCY TO THE STANTON REDEVELOPMENT AGENC
Y

INVESTMENTS AND DEPOSITS
Investment Issuer/ Date of Market MV
Type Institution Broker Maturit
y Cost
Value Source
LAIF and BOW General Acct State of California/ BMO State of California On Demand 3.43% N/A $ 1,402,844 $ LAIF 1,402,844 Total Cash Investments and Deposits 1 3.43% $ 1,402,844 $ 1,402,844 Weighted Average Weighted Average
Bond Funds Held by Trustees: Maturity (days) Yield
Investment Issuer/ CUSIP Date of Interest Par Market MV Type Institution Broker Number Maturit
y Rate
Value Cost
Value Source
2016 Series A and BDebt Service:Cash Equivalents US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 1,151,437 $ $ 1,151,437 $ US Bank 1,151,437 Principal: Cash Equivalent US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 1 1 1 US Bank Total 2016 Series A and B $ 1,151,438 $ 1,151,438
Investment Issuer/ CUSIP Date of Interest Par Market MV Type Institution Broker Number Maturit
y Rate
Value Cost
Value Source
2016 Series C and DDebt Service:Cash Equivalent US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 1,854,565 $ $ 1,854,565 $ US Bank 1,854,565 Interest:Cash Equivalent US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 1 1 1 US Bank Principal: Cash Equivalent US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 1 1 1 US Bank Total 2016 Series C and D $ 1,854,567 $ 1,854,567 MONTH ENDED AUGUST 31, 2023
Rate
Interest

ATTACHMENT B

Page 1 of 2 ends

Investment Issuer/ CUSIP Date of Interest Par Market MV Type Institution Broker Number Maturity Rate Value Cost Value Source 2020 Tax Allocation Refunding Bonds Special Fund:Cash Equivalent US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 686,259 $ $ 686,259 $ US Bank 686,259 Principal:Cash Equivalent US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 1 1 US Bank 1 Total 2020 Tax Allocation Bonds (Tax-Exempt) $ 686,260 $ 686,260 Total Bond Fund Investments and Deposits (3) $ 3,692,265 3,692,265 $ TOTAL - ALL CASH AND INVESTMENTS $5,095,109 $5,095,109 Notes: (1) - There have been no exceptions to the Investment Policy. (2) - The Successor Agency is able to meet its expenditure requirements for the next six months. (3) - Restricted Bond Funds are held by the fiscal agent.

ATTACHMENT B

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2 1

CITY OF STANTON

REPORT TO THE CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
DATE: October 10, 2023
SUBJECT: AUGUST 2023 GENERAL FUND REVENUE AND EXPENDITURE REPORT; HOUSING AUTHORITY REVENUE AND EXPENDITURE
REPORT; AND STATUS OF CAPITAL IMPROVEMENT PROGRAM
REPORT IN BRIEF:

The Revenue and Expenditure Report for the month ended August 31, 2023, has been provided to the City Manager in accordance with Stanton Municipal Code Section

RECOMMENDED ACTIONS:

2. Receive and file the General Fund and Housing Authority Fund’s August 2023 Revenue and Expenditure Report and Status of Capital Improvement Projects for the month ended August 31, 2023.

ANALYSIS:

General Fund Revenue and Expenditure Reports
Attachments A and B summarize the General Fund’s revenue and expenditure activity through August 31, 2023. The reports include information for the month of August, on a year-to-date basis through August, the current fiscal year’s budgeted balance and the year-to-date as a percentage of the budget. In addition, for comparison purposes, the year-to-date amount, final amount, and a percentage of final for the previous fiscal year (through August) is included as well.

Item: 9F
Click here to return to the agenda.
2 As of August 31, total General Fund revenues received to date were approximately $1.1 million, which is 4% of the Fiscal Year 2023/24 budgeted amount and is approximately $92,818 (9%) higher than the revenues recognized for the same period last year (Attachment A, page 2). However, $317,650 of revenues collected through August represent one-time, unbudgeted developer fees (beautification and public benefit fees) received for the VRV residential project. After adjusting this amount, then actual revenues through August 31 were $750,054 (2%) of the Fiscal Year 2023/24 budgeted amount and $251,792 (25%) lower than the same period last fiscal year. The reduction in current year revenues through August 2023, compared to the revenues recognized in August 2022, are attributable to the fluctuation in unrealized investment income due to market fluctuation.

Total General Fund expenditures were approximately $3.8 million through August 31, which represents 11% of the Fiscal Year (FY) 2023/24 projected expenditures and is approximately $451,482 (14%) higher than the expenditures incurred for the same period last year (Attachment B, page 2). Approximately $164,408 of the increase is attributed to the “General Fund Special Projects” that were previously funded by the American Rescue Plan Act (ARPA) Fund. In addition, some increases are attributed to positions that were vacant between July 2022 and August 2022 that are now filled as of August 31, 2023. (For example, the Assistant Planner position was vacant in the previous fiscal year until August 29, 2022. Therefore, FY 2023/24 expenditures reported for the Planning Division were 92% higher than the same period in the previous fiscal year.

Per Attachment C, the City’s General Fund reserves and available fund balance (“discretionary fund balance”) is expected to be $38.9 million by June 30, 2024.

Excluding $1.5 million set aside for carryovers, the amount available for City Council appropriation is $36.4 million as shown in the table below:

Estimated
Balance
at 6/30/23
Set aside per Reserve Policy $ 14,300,000
Committed Developer Contributions 1,805,796
Assigned Fund Balance 2,449,222
Unassigned Fund Balance 17,869,654
Total Discretionary Fund Balance $ 36,424,672
Housing Authority Revenue and Expenditure Reports
Attachment D summarizes the Housing Authority Fund’s revenue and expenditure activity through August 31, 2023. The report includes information on the activity during the month of August, information on a year-to-date basis through August, the current fiscal year’s budgeted balance and the year-to-date as a percentage of the budget. In 3 addition, for comparison purposes, the year-to-date amount, final amount, and a percentage of final for the previous fiscal year (through August) is included as well.

As of August 31, total Housing Authority Fund revenues received to date were $173,001, which is 27% of the FY 2023/24 budgeted amount and is $110,791 (178%) more than the revenue collected through the same period last year due to the fluctuation in investment income as well as the timing of Tina/Pacific rental income. The Housing Authority began collecting rent payments monthly (instead of quarterly) in September 2022.

Total Housing Authority Fund expenditures were $111,313 through August 31, which is 9% of the FY 2023/24 budget and $71,926 (183%) higher than the expenditures incurred for the same period last year, primarily due to the timing of operating expenses for the Tina Pacific properties.

Per Attachment E, the City’s Housing Authority Fund’s available fund balance is expected to be $9.3 million by June 30, 2024.

Status of Capital Improvement Projects (CIP) (Attachment F) The FY 2023/24 CIP budget includes $7.0 million from the FY 2023/24 Adopted Budget and $12.7 million in carryover funding from FY 2022/23, and $7,000 in additional appropriations approved by Council since July 1, 2023, for a total amended budget of $19.7 million as of August 31, 2023. As of August 31, capital project expenditures totaled $11,115 (less than 1% of the amended budget) with an additional $1.9 million (10% of the amended budget) under contract (encumbered) for work currently underway, for a total amount spent or encumbered to date of $1.9 million (10% of the amended budget) as of August 31, 2023.

FISCAL IMPACT:

None.

ENVIRONMENTAL IMPACT:

None.

LEGAL REVIEW:

None.

PUBLIC NOTIFICATION:

Through the normal agenda posting process.
1 STRATEGIC PLAN OBJECTIVE ADDRESSED:

Obj. No. 4: Ensure fiscal stability and efficiency in governance.

Prepared by: Michelle Bannigan, Finance Director
Approved by: Hannah Shin-Heydorn, City Manager
Attachments:

A. August 2023 General Fund Revenues
B. August 2023 General Fund Expenditures
C. General Fund Reserve Balances
D. August 2023 Housing Authority Revenue and Expenditures E. Housing Authority Reserve Balance
F. Status of Capital Improvement Projects as of August 31, 2023 %
FY 2023/24 FY 2023/24 Activity Change
Adopted Amended During Year To Date Percent of FY 2022/23 From Budget Budget August Actual * Budget Actual* Prior Year TAXES
Property Tax $ 8,585,900 $ 8,585,900 $ 16,310 $ 16,310 0.19% 11,646 $ 40.05% Sales and Use Tax 5,471,900 5,471,900 ‐ ‐ 0.00% ‐ 0.00%Transactions and Use Tax 6,154,000 6,154,000 ‐ ‐ 0.00% ‐ 0.00% Transient Occupancy Tax 673,600 673,600 67,891 67,891 10.08% 72,356 ‐6.17%Franchise Fees 1,157,000 1,157,000 60,573 60,573 5.24% 62,002 ‐2.30% Business Licenses 158,000 158,000 2,097 4,329 2.74% ‐ 4,364 0.80% Utility Users Tax 2,176,400 2,176,400 162,214 162,214 7.45% 192,274 ‐15.63% Cannabis Tax 620,000 620,000 ‐ ‐ 0.00% ‐ 0.00% Tax Increment Pass‐thru Payment 577,200 577,200 ‐ ‐ 0.00% ‐ 0.00% TAXES‐TOTAL 25,574,000 25,574,000 309,085 311,317 1.22% 342,642 ‐9.14%

INTERGOVERNMENTAL
County WDA Shared Revenue 100,000 100,000 ‐ ‐ 0.00% ‐ 0.00% Mandated Cost Reimbursement 30,000 30,000 ‐ ‐ 0.00% ‐ 0.00% Motor Vehicle In Lieu 31,100 31,100 ‐ ‐ 0.00% ‐ 0.00% Public Safety Augmentation Tax 205,690 205,690 10,134 10,134 4.93% 9,887 2.50% Other Grants 4,200 4,200 653 653 15.55% ‐ 861 24.16%
INTERGOVERNMENTAL‐TOTAL 370,990 520,990 10,787 10,787 2.07% 10,748 0.36%CHARGES FOR SERVICES Charges for Services 108,230 108,230 12,920 20,894 19.31% 31,624 ‐33.93% Information Technology Charges 36,490 36,490 3,041 6,082 16.67% ‐ 6,267 2.95% CHARGES FOR SERVICES‐TOTAL 144,720 144,720 15,961 26,976 18.64% 37,891 ‐28.81%

FEES AND PERMITS
Solid Waste Impact Fees 1,150,000 1,150,000 95,330 95,330 8.29% 93,739 1.70% Building Permits and Fees 1,015,000 1,015,000 80,883 132,326 13.04% 147,013 ‐9.99% Planning Permits and Fees 70,150 70,150 10,745 16,100 22.95% 29,924 ‐46.20% Engineering Permits and Fees 119,000 119,000 7,690 12,650 10.63% 20,751 ‐39.04%Developer Fees ‐ ‐ 317,650 317,650 0.00% ‐ 100.00% Recycling Fees 87,700 87,700 ‐ ‐ 0.00% ‐ 0.00% Other Permits and Fees 276,025 276,025 15,485 26,960 9.77% 23,694 13.78% August 2023 General Fund Revenues (17% of year)

CITY OF STANTON
FY 2023/24

ATTACHMENT A

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%
FY 2023/24 FY 2023/24 Activity Change
Adopted Amended During Year To Date Percent of FY 2022/23 From Budget Budget August Actual * Budget Actual* Prior Year August 2023 General Fund Revenues (17% of year)

CITY OF STANTON
FY 2023/24
Community Services Fees 74,000 74,000 10,185 15,627 21.12% 16,657 ‐6.18% FEES AND PERMITS ‐TOTAL 2,791,875 2,791,875 537,968 616,643 22.09% 331,778 85.86%

FINES AND FORFEITURES
General Fines 6,700 6,700 21 21 0.31% ‐ 47 55.32% Motor Vehicle Fines 85,000 85,000 2,948 2,948 3.47% ‐ 5,605 47.40% Parking Citations 270,000 270,000 11,513 12,646 4.68% 9,447 33.86% DMV Parking Collections 71,000 71,000 4,388 4,388 6.18% ‐ 5,512 20.39% Administrative Citation 10,000 10,000 400 400 4.00% ‐ 3,218 87.57% FINES AND FORFEITURES‐TOTAL 442,700 442,700 19,270 20,403 4.61% 23,829 ‐14.38%

USE OF MONEY AND PROPERTY
Investment Earnings 190,000 190,000 ‐ ‐ 0.00% (12,202) ‐100.00% Unrealized Gains (Losses) ‐ ‐ ‐ ‐ 0.00% 146,940 ‐100.00% Interest on Loan to Landscape District Fund 9,000 9,000 ‐ ‐ 0.00% ‐ 0.00% Rental Income 221,085 221,085 6,042 32,244 14.58% 49,812 ‐35.27% USE OF MONEY AND PROPERTY‐TOTAL 420,085 420,085 6,042 32,244 7.68% 184,550 82.53%

MISCELLANEOUS REVENUE
Miscellaneous Revenue 180,955 180,955 160 20,235 11.18% 3,511 476.33% MISCELLANEOUS REVENUE‐TOTAL 180,955 180,955 160 20,235 11.18% 3,511 476.33%

TRANSFERS IN
From Gas Tax Fund 140,000 140,000 11,667 23,333 16.67% 34,167 ‐31.71% From Protective Services Fund 382,000 382,000 ‐ 6,059 1.59% ‐ 7,730 21.62% From Supplemental Law Enforcement Grants Fund 160,000 160,000 13,333 26,667 16.67% 25,000 6.67% TRANSFERS IN‐TOTAL 682,000 682,000 25,000 56,059 8.22% 66,897 ‐16.20% TOTAL REVENUES AND TRANSFERS IN 30,607,325 $ $ 30,757,325 $ 924,273 $ 1,094,664 3.56% 1,001,84 $ 6 9.26% * = Actual data is reported through August.

ATTACHMENT A

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FY 2023/24 FY 2023/24 Activity % Change
Adopted Amended During Year To Date Percent of FY 2022/23 From Acct. No. Description Budget Budget August Actual * Budget Actual* Prior Year 101 General Fund430100 Current Year‐Secured $ 1,096,100 $ 1,096,100 $ ‐ $ ‐ 0.00% $ ‐ 0.00% 430105 Current Year‐Unsecured 32,600 32,600 ‐ ‐ 0.00% ‐ 0.00% 430115 Property Tax‐Supplemental 24,400 24,400 1,145 1,145 4.69% 1,132 1.15% 430120 Residual Redevelopment Property Tax 1,777,300 1,777,300 ‐ ‐ 0.00% ‐ 0.00% 430121 In‐Lieu Vehicle License Fee 5,511,700 5,511,700 ‐ ‐ 0.00% ‐ 0.00% 430135 Homeowners Tax Relief 4,800 4,800 ‐ ‐ 0.00% ‐ 0.00% 430140 Property Transfer Tax 139,000 139,000 15,165 15,165 10.91% 10,514 44.24% 430200 Sales And Use Tax 5,471,900 5,471,900 ‐ ‐ 0.00% ‐ 0.00% 430300 Transient Occupancy Tax 673,600 673,600 67,891 67,891 10.08% 72,356 ‐6.17% 430405 Franchise Tax/Cable TV 200,000 200,000 ‐ ‐ 0.00% ‐ 0.00% 430410 Franchise Tax/Electric 244,000 244,000 ‐ ‐ 0.00% ‐ 0.00% 430415 Franchise Tax/Gas 75,000 75,000 ‐ ‐ 0.00% ‐ 0.00% 430420 Franchise Tax/Refuse 550,000 550,000 60,573 60,573 11.01% 62,002 ‐2.30%430425 Franchise Tax/Water 88,000 88,000 ‐ ‐ 0.00% ‐ 0.00%430500 Business License Tax 158,000 158,000 2,097 4,329 2.74% 4,364 ‐0.80% 430600 Util User Tax/Electricity 1,218,400 1,218,400 110,413 110,413 9.06% 122,738 ‐10.04% 430605 Util User Tax/Telephone 196,300 196,300 16,238 16,238 8.27% 16,071 1.04% 430610 Util User Tax/Gas 336,700 336,700 265 265 0.08% 377 ‐29.71% 430615 Util User Tax/Water 425,000 425,000 35,298 35,298 8.31% 53,088 ‐33.51% 430700 Cannabis Tax 620,000 620,000 ‐ ‐ 0.00% ‐ 0.00% 440100 AB 1389 Pass Through from RDA 577,200 577,200 ‐ ‐ 0.00% ‐ 0.00%101 General Fund 19,420,000 19,420,000 309,085 311,317 1.60% 342,642 ‐9.14% 102 General Fund (Transactions & Use Tax)430250 Transactions & Use Tax 6,154,000 6,154,000 ‐ ‐ 0.00% ‐ 0.00% 102 General Fund (Transactions & Use Tax) 6,154,000 6,154,000 ‐ ‐ 0.00% ‐ 0.00% TAXES ‐ TOTAL $ 25,574,000 $ 25,574,000 $ 309,085 $ 311,317 1.22% $ ‐ 342,642 9.14% TAXES
August 2023 General Fund Revenues (17% of year)
FY 2023/24
* = Actual data is reported through August.

ATTACHMENT A

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FY 2023/24 FY 2023/24 Activity % Change
Adopted Amended During Year To Date Percent of FY 2022/23 From Acct. No. Description Budget Budget August Actual * Budget Actual* Prior Year101 General Fund432121 County WDA Shared Revenue $ 100,000 100,000$ $ ‐ $ ‐ 0.00% $ ‐ 0.00% 432135 Mandated Cost Reimbursement 30,000 30,000 ‐ ‐ 0.00% ‐ 0.00% 432150 Motor Vehicle In Lieu 31,100 31,100 ‐ ‐ 0.00% ‐ 0.00% 432180 Public Safety Augmentation Tax 205,690 205,690 10,134 10,134 4.93% 9,887 2.50% 432245 Planning Grants ‐ 150,000 ‐ ‐ 0.00% ‐ 0.00% 432256 Other Grants 4,200 4,200 653 653 15.55% 861 ‐24.16% INTERGOVERNMENTAL ‐ TOTAL $ 370,990 $ 520,990 $ 10,787.000 $ 10,787.000 2.07% $ 10,748.000 0.36%

INTERGOVERNMENTAL
August 2023 General Fund Revenues (17% of year)
FY 2023/24
* = Actual data is reported through August.

ATTACHMENT A

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FY 2023/24 FY 2023/24 Activity % Change
Adopted Amended During Year To Date Percent of FY 2022/23 From Acct. No. Description Budget Budget August Actual * Budget Actual* Prior Year 101 General Fund433100 Charges For Services $ 108,230 $ 108,230 $ 12,920 $ 20,894 19.31% $ 31,624 ‐33.93% 433136 Information Technology Charges 36,490 36,490 3,041 6,082 16.67% 6,267 ‐2.95% CHARGES FOR SERVICES ‐ TOTAL $ 144,720 $ 144,720 $ 15,961 $ 26,976 18.64% $ ‐ 37,891 28.81%

CHARGES FOR SERVICES
August 2023 General Fund Revenues (17% of year)
FY 2023/24
* = Actual data is reported through August.

ATTACHMENT A

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FY 2023/24 FY 2023/24 Activity % Change
Adopted Amended During Year To Date Percent of FY 2022/23 From Acct. No. Description Budget Budget August Actual * Budget Actual* Prior Year 101 General Fund431100 Building Plan Check Fees $ 135,000 $ 135,000 $ 16,918 $ 38,369 28.42% $ 37,577 2.11%431105 Mechanical Permits 100,000 100,000 8,840 13,310 13.31% 10,755 23.76% 431110 Building Permits 600,000 600,000 42,917 60,064 10.01% 71,674 ‐16.20%431115 Plumbing Permits 80,000 80,000 1,795 3,970 4.96% 11,055 ‐64.09% 431120 Electrical Permits 100,000 100,000 10,413 16,613 16.61% 15,952 4.14% 431130 Engineering Plan Check Fees 35,000 35,000 1,445 1,445 4.13% 6,535 ‐77.89% 431135 Public Works Permits 84,000 84,000 6,245 11,205 13.34% 14,216 ‐21.18% 431140 S M I P ‐ Commercial Fees 400 400 ‐ ‐ 0.00% ‐ 0.00% 431145 S M I P‐Residential Permits 250 250 ‐ ‐ 0.00% ‐ 0.00% 431146 SB 1473 Fee 2,500 2,500 93 167 6.68% 58 187.93%
431160 Solid Waste Impact Fees 1,150,000 1,150,000 95,330 95,330 8.29% 93,739 1.70% 431180 P/W Inspections 15,000 15,000 2,134 3,201 21.34% 2,186 46.43% 431185 Parking Permits 45,000 45,000 375 990 2.20% 2,441 ‐59.44% 431190 Towing Franchise Fee 25,000 25,000 1,260 2,160 8.64% 7,020 ‐69.23% 431192 Beautification/Enhancement Fee ‐ ‐ 50,000 50,000 0.00% ‐ 100.00% 431194 Public Benefit Fee ‐ ‐ 267,650 267,650 0.00% ‐ 100.00%431195 Other Fees & Permits 15,000 15,000 7,219 11,842 78.95% 4,091 189.46% 431201 Cannabis Business Renewal Permit Fee 10,000 10,000 ‐ ‐ 0.00% ‐ 0.00% 433200 Conditional Use Permit 7,000 7,000 2,485 2,485 35.50% 2,160 15.05% 433205 Precise Plan Of Design 15,000 15,000 ‐ ‐ 0.00% 13,330 ‐100.00% 433220 Preliminary Plan Review 3,750 3,750 ‐ ‐ 0.00% ‐ 0.00% 433225 Environmental Services 4,400 4,400 75 75 1.70% 450 ‐83.33%433227 Foreclosure Registration 10,000 10,000 ‐ ‐ 0.00% 1,689 ‐100.00% 433235 Land Divisions 2,500 2,500 ‐ ‐ 0.00% 2,500 ‐100.00% 433240 Special Event Permits 500 500 ‐ 360 72.00% 180 100.00% 433245 Sign/Ban'R/Gar Sa/Temp Use Per 4,000 4,000 1,555 1,655 41.38% 795 108.18% 433250 Ministerial Services 12,000 12,000 950 2,320 19.33% 4,055 ‐42.79%433260 Landscape Plan Check 1,500 1,500 325 325 21.67% 975 ‐66.67% 433270 General Plan Maint Surcharge 10,000 10,000 5,355 9,240 92.40% 1,785 417.65%

FEES AND PERMITS
August 2023 General Fund Revenues (17% of year)
FY 2023/24

ATTACHMENT A

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FY 2023/24 FY 2023/24 Activity % Change
Adopted Amended During Year To Date Percent of FY 2022/23 From Acct. No. Description Budget Budget August Actual * Budget Actual* Prior Year 101 General Fund

FEES AND PERMITS
August 2023 General Fund Revenues (17% of year)
FY 2023/24
433285 Other Developmental Fees ‐ ‐ ‐ ‐ 0.00% 2,185 ‐100.00% 433305 General Recreation Programs 52,000 52,000 8,195 11,022 21.20% 14,499 ‐23.98% 433315 Sports Fields 22,000 22,000 1,990 4,605 20.93% 2,158 113.39% 437115 Recycling Fees 87,700 87,700 ‐ ‐ 0.00% ‐ 0.00% 430505 New/Moved Bus Lic Appl Rev 34,700 34,700 3,080 5,520 15.91% 5,260 4.94% 430510 Business Tax Renewal Process 125,500 125,500 1,120 2,340 1.86% 2,126 10.07% 430515 SB 1186 2,175 2,175 204 380 17.47% 332 14.46%
FEES AND PERMITS ‐ TOTAL $ 2,791,875 $ 2,791,875 $ 537,968 $ 616,643 22.09% 331,77 $ 8 85.86% * = Actual data is reported through August.

ATTACHMENT A

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FY 2023/24 FY 2023/24 Activity % Change
Adopted Amended During Year To Date Percent of FY 2022/23 From Acct. No. Description Budget Budget August Actual * Budget Actual* Prior Year101 General Fund434100 General Fines $ 6,700 $ 6,700 $ 21 $ 21 0.31% $ 47 ‐55.32% 434105 Motor Vehicle Fines 85,000 85,000 2,948 2,948 3.47% 5,605 ‐47.40% 434110 Parking Citations 270,000 270,000 11,513 12,646 4.68% 9,447 33.86% 434115 DMV Parking Collections 71,000 71,000 4,388 4,388 6.18% 5,512 ‐20.39% 434120 Administrative Citations 10,000 10,000 400 400 4.00% 3,218 ‐87.57% FINES AND FORFEITURES ‐ TOTAL $ 442,700 $ 442,700 $ 19,270 $ 20,403 4.61% $ ‐ 23,829 14.38%

FINES AND FORFEITURES
August 2023 General Fund Revenues (17% of year)
* = Actual data is reported through August.

FY 2023/24

ATTACHMENT A

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FY 2023/24 FY 2023/24 Activity % Change
Adopted Amended During Year To Date Percent of FY 2022/23 From Acct. No. Description Budget Budget August Actual * Budget Actual* Prior Year 101 General Fund435100 Interest Earned $ 190,000 $ 190,000 $ ‐ $ ‐ 0.00% $ (12,202) ‐100.00%435110 Unrealized Gains (Losses) ‐ ‐ ‐ ‐ 0.00% 146,940 ‐100.00% 435200 Interest on Loan to Landscape District Fund 9,000 9,000 ‐ ‐ 0.00% ‐ 0.00% 436115 Property Rental 7,200 7,200 1,200 2,400 33.33% ‐ 100.00% 436125 Indoor Facility Rental 164,000 164,000 1,980 22,670 13.82% 34,691 ‐34.65% 436127 Picnic Shelters 28,000 28,000 980 3,410 12.18% 9,758 ‐65.05%436135 Pac Bell Mobile Svcs‐Rent 21,885 21,885 1,882 3,764 17.20% 5,363 ‐29.82% USE OF MONEY AND PROPERTY ‐ TOTAL $ 420,085 $ 420,085 $ 6,042 $ 32,244 7.68% $ 184,550 82.53%

USE OF MONEY AND PROPERTY
August 2023 General Fund Revenues (17% of year)
* = Actual data is reported through August.

FY 2023/24

ATTACHMENT A

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FY 2023/24 FY 2023/24 Activity % Change
Adopted Amended During Year To Date Percent of FY 2022/23 From Acct. No. Description Budget Budget August Actual * Budget Actual* Prior Year 101 General Fund437100 Sale Of Publications $ ‐ $ ‐ $ 55 $ 102 0.00% $ 1 10100.00% 437105 Firework Services 475 475 ‐ ‐ 0.00% ‐ 0.00% 437110 Candidate Statements ‐ ‐ ‐ ‐ 0.00% ‐ 1,508 100.00% 437130 Insurance Reimbursement ‐ ‐ ‐ 326 0.00% ‐ 100.00% 437135 Expense Reimbursement 15,000 15,000 ‐ 19,642 130.95% ‐ 100.00% 437137 Loan Repayment from Landscape Maintenance District 135,480 135,480 ‐ ‐ 0.00% ‐ 0.00% 437195 Other Revenue 30,000 30,000 105 165 0.55% 2,002 ‐91.76% MISCELLANEOUS REVENUE ‐ TOTAL $ 180,955 $ 180,955 $ 160 $ 20,235 11.18% $ 3,511 476.33%

MISCELLANEOUS REVENUE
August 2023 General Fund Revenues (17% of year)
* = Actual data is reported through August.

FY 2023/24

ATTACHMENT A

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FY 2023/24 FY 2023/24 Activity % Change
Adopted Amended During Year To Date Percent of FY 2022/23 From Acct. No. Description Budget Budget August Actual * Budget Actual* Prior Year 101 General Fund439211 Transfer From Gas Tax Fund $ 140,000 $ 140,000 $ 11,667 $ 23,333 16.67% $ ‐ 34,167 31.71% 439223 Transfer From Protective Services Fund 382,000 382,000 ‐ 6,059 1.59% ‐ 7,730 21.62% 439242 Transfer Fr Supp Law Enf Grant 160,000 160,000 13,333 26,667 16.67% 25,000 6.67% TRANSFERS IN ‐ TOTAL $ 682,000 $ 682,000 $ 25,000 $ 56,059 8.22% 66,89 $ ‐ 7 16.20%

TRANSFERS IN
August 2023 General Fund Revenues (17% of year)
FY 2023/24
* = Actual data is reported through August.

ATTACHMENT A

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Division
No. Description
FY 2023/24
Adopted
Budget
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
Percent of
Budget
FY 2022/23
Actual*
1100 City Council 129,105 $ $ 129,105 $ 9,890 $ 44,663 34.59% 29,808 $ 49.84% 1200 City Attorney 300,000 ‐ 300,000 ‐ 0.00% ‐ 0.00% 1300 City Manager 588,165 593,265 50,010 92,736 15.63% 53,452 73.49% 1400 City Clerk 206,565 217,565 21,534 36,186 16.63% 27,871 29.83% 1410 Personnel/Risk Management 280,410 294,865 33,918 53,809 18.25% 23,884 125.29% 1510 Information Technology 1,039,515 1,147,749 50,633 218,173 19.01% 163,945 33.08% Administration 2,543,760 2,682,549 165,985 445,567 16.61% 298,960 49.04% 1500 Finance 1,080,775 1,087,825 88,996 155,191 14.27% 120,645 28.63% 1600 Non‐Dept (excludes Transfers) 390,000 390,000 ‐ ‐ 0.00% ‐ 0.00% Finance 1,470,775 1,477,825 88,996 155,191 10.50% 120,645 28.63% 1520 Emergency Preparedness 5,000 5,000 ‐ ‐ 0.00% ‐ 0.00% 2100 Law Enforcement 14,655,075 14,720,326 1,096,692 2,179,056 14.80% 2,167,764 0.52% 2200 Fire Protection 5,549,765 5,549,765 ‐ ‐ 0.00% ‐ 0.00% 2230 Contractual Ambulance Svcs 2,500 2,500 ‐ ‐ 0.00% ‐ 0.00% 2300 Homeless Prevention 422,385 393,785 21,934 35,578 9.03% ‐ 100.00% 2400 Animal Control Services 211,015 211,015 ‐ 17,017 8.06% 16,207 5.00% 2500 Public Safety‐Other 213,125 213,125 20,166 77,539 36.38% 32,972 135.17% 4300 Parking Control 258,050 272,355 28,320 37,147 13.64% 24,567 51.21% 6200 Code Enforcement 622,955 637,250 66,927 90,265 14.16% 72,495 24.51% Public Safety 21,939,870 22,005,121 1,234,039 2,436,602 11.07% 2,314,005 5.30% 3000 Public Works Administration 607,060 607,060 58,134 118,755 19.56% 90,374 31.40% 3100 Engineering 491,025 488,025 32,290 53,841 11.03% 28,878 86.44% 3200 Public Facilities 649,865 649,865 37,767 52,920 8.14% ‐ 56,452 6.26% 3300 Crossing Guard 46,000 46,000 2,022 2,022 4.40% 1,591 27.09% 3400 Parks Maintenance 503,140 503,140 26,301 35,933 7.14% 31,113 15.49% 3500 Street Maintenance 477,045 498,704 25,572 44,216 8.87% 44,094 0.28% 3600 Storm Drains 170,800 170,800 ‐ ‐ 0.00% ‐ 0.00%
City of Stanton
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
% Change
from Prior
Year
* = Actual data is reported through August.

ATTACHMENT B

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Division
No. Description
FY 2023/24
Adopted
Budget
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
Percent of
Budget
FY 2022/23
Actual*
City of Stanton
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
% Change
from Prior
Year
6300 Graffiti Abatement 129,800 129,800 8,612 12,598 9.71% 8,997 40.02% Public Works 3,074,735 3,093,394 190,698 320,285 10.35% 261,499 22.48% 4000 Community Development Administration 389,890 389,890 23,737 87,987 22.57% 76,700 14.72% 4100 Planning 515,740 710,645 34,052 45,642 6.42% 23,736 92.29% 4200 Building Regulation 602,190 598,190 8,506 11,748 1.96% 11,965 ‐1.81% 4400 Economic Development 12,500 ‐ 12,500 319 2.55% 570 ‐44.04% Community Development 1,520,320 1,711,225 66,295 145,696 8.51% 112,971 28.97% 5000 Public Information Office 116,640 196,840 30,837 35,113 17.84% 12,897 172.26% 5100 Community Services Administration 660,400 660,400 56,271 113,272 17.15% 118,875 ‐4.71% 5200 Community Center Operations 134,605 292,785 8,089 10,287 3.51% ‐ 13,721 25.03% 5300 Park Operations 360,365 360,365 40,914 56,200 15.60% 31,783 76.82% 5400 Senior Citizen Programs 77,535 77,535 6,729 9,024 11.64% 5,754 56.83% 5500 Recreation Programs 105,230 105,230 18,622 25,468 24.20% 14,237 78.89% Community Services 1,454,775 1,693,155 161,462 249,364 14.73% 197,267 26.41% Transfer to FACT Grant 46,865 ‐ 46,865 ‐ 0.00% ‐ 0.00% Transfer to Senior Transportation Fund 9,420 9,420 55 69 0.73% 1,219 ‐94.34% Transfer to SCP Maintenance 64,775 64,775 5,398 10,796 16.67% 9,867 9.42% Transfer to Capital Projects Fund 660,000 1,484,916 4,345 4,345 0.29% ‐ 100.00% Transfers to Other Funds 781,060 1,605,976 9,798 15,210 0.95% 11,086 37.20% TOTAL EXPENDITURES $ 32,785,295 $ 34,269,245 $ 1,917,273 $ 3,767,915 11.00% $ 3,316,433 13.61% * = Actual data is reported through August.

ATTACHMENT B

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Acct. No. Description % of Budget
FY 2022/23
Actual*
101 General Fund1100 City Council501105 Salaries‐Elected $ 52,200 $ 52,200 5,985$ $ 7,996 15.32% $ 8,107 ‐1.37% 502115 Unemployment Insurance 1,120 1,120 ‐ ‐ 0.00% ‐ 0.00% 502120 Medicare/Fica 755 755 87 116 15.36% 117 ‐0.85%502130 Other Benefit Charges 750 750 5 7 0.93% 61 ‐88.52%602100 Special Dept Expense 10,100 10,100 563 3,255 32.23% 2,478 31.36%602110 Office Expense 2,000 2,000 ‐ ‐ 0.00% ‐ 0.00% 607100 Membership/Dues 43,950 43,950 1,300 27,873 63.42% 16,656 67.35% 607110 Travel/Conference/Meetings 15,000 15,000 1,950 2,690 17.93% ‐ 100.00% 612115 Liability Insurance Charge 3,230 3,230 ‐ 2,726 84.40% 2,389 14.11% 1100 City Council Total 129,105 129,105 9,890 44,663 34.59% 29,808 49.84% 1200 City Attorney608105 Professional Services 300,000 300,000 ‐ ‐ 0.00% ‐ 0.00% 1200 City Attorney Total 300,000 300,000 ‐ ‐ 0.00% ‐ 0.00% 1300 City Manager501110 Salaries‐Regular 353,525 358,525 37,576 50,177 14.00% 20,090 149.76% 501115 Salaries‐Overtime 500 ‐ 500 ‐ 0.00% ‐ 0.00%502100 Retirement 66,695 66,695 8,200 10,941 16.40% 5,599 95.41% 502105 Workers Comp Insurance 5,275 5,275 628 838 15.89% 370 126.49%502110 Health/Life Insurance 26,625 26,625 2,128 3,192 11.99% 1,474 116.55% 502111 Medical In‐Lieu Pay 4,200 4,200 355 533 12.69% 150 255.33%502115 Unemployment Insurance 505 ‐ 505 ‐ 0.00% 137 ‐100.00% 502120 Medicare/Fica 4,775 4,875 541 722 14.81% 281 156.94% 502130 Other Benefit Charges 35 35 34 45 128.57% 177 ‐74.58% 602110 Office Expense 10,600 10,600 357 753 7.10% 595 26.55% Administration ‐ Shin‐Heydorn
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During
August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
% Change
From Prior
Year
* = Actual data is reported through August.

ATTACHMENT B

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Acct. No. Description % of Budget
FY 2022/23
Actual*
Administration ‐ Shin‐Heydorn
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During
August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
% Change
From Prior
Year
1300 City Manager, Continued602115 Postage 200 200 19 19 9.50% 3 533.33%602120 Books/Periodicals 100 ‐ 100 ‐ 0.00% ‐ 0.00% 607100 Membership/Dues 1,000 1,000 ‐ 475 47.50% ‐ 100.00% 607110 Travel/Conference/Meetings 4,800 4,800 ‐ ‐ 0.00% 675 ‐100.00% 608105 Professional Services 78,000 78,000 ‐ ‐ 0.00% 4,000 ‐100.00%612105 Vehicle Replacement Charge 2,065 2,065 172 344 16.66% 343 0.29% 612115 Liability Insurance Charge 29,265 29,265 ‐ 24,697 84.39% 19,558 26.28% 1300 City Manager Total 588,165 593,265 50,010 92,736 15.63% 53,452 73.49% 1400 City Clerk501110 Salaries‐Regular 124,505 124,505 14,276 19,034 15.29% 13,321 42.89%501115 Salaries‐Overtime 500 500 100 100 20.00% ‐ 100.00% 502100 Retirement 35,275 35,275 4,387 5,850 16.58% 4,678 25.05% 502105 Workers Comp Insurance 1,965 1,965 238 318 16.18% 245 29.80% 502110 Health/Life Insurance 20,535 20,535 1,676 2,510 12.22% 2,360 6.36% 502111 Medical In‐Lieu Pay ‐ ‐ 5 8 0.00% ‐ 100.00% 502115 Unemployment Insurance 245 ‐ 245 ‐ 0.00% ‐ 0.00% 502120 Medicare/Fica 1,790 1,790 204 271 15.14% 186 45.70%502130 Other Benefit Charges 15 15 13 17 113.33% 117 ‐85.47% 602110 Office Expense 2,250 2,250 240 240 10.67% 180 33.33% 602115 Postage 500 500 97 145 29.00% 73 98.63%602120 Books/Periodicals 100 ‐ 100 ‐ 0.00% ‐ 0.00%607100 Membership/Dues 415 415 250 250 60.24% 415 ‐39.76% 607110 Travel/Conference/Meetings 1,200 1,200 ‐ ‐ 0.00% ‐ 0.00% 608105 Professional Services 6,000 6,000 ‐ ‐ 0.00% 780 ‐100.00% 608135 Microfilming ‐ 11,000 ‐ ‐ 0.00% ‐ 0.00% * = Actual data is reported through August.

ATTACHMENT B

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Acct. No. Description % of Budget
FY 2022/23
Actual*
Administration ‐ Shin‐Heydorn
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During
August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
% Change
From Prior
Year
1400 City Clerk, Continued
607115 Training 2,500 ‐ 2,500 1,275 51.00% ‐ 100.00%608140 Elections 1,000 1,000 ‐ ‐ 0.00% ‐ 0.00% 612105 Vehicle Replacement Charge 575 575 48 96 16.70% 88 9.09%612115 Liability Insurance Charge 7,195 7,195 ‐ 6,072 84.39% 5,428 11.86%1400 City Clerk Total 206,565 217,565 21,534 36,186 16.63% 27,871 29.83% 1510 Information Technology
501110 Salaries‐Regular 101,935 101,935 11,326 15,101 14.81% 9,771 54.55% 501115 Salaries‐Overtime 6,000 6,000 1,982 2,501 41.68% 2,361 5.93%502100 Retirement Charges 28,070 28,070 3,481 4,641 16.53% 3,663 26.70%502105 Workers Comp Insurance 1,560 1,560 189 252 16.15% 205 22.93% 502110 Health/Life Insurance 17,335 17,335 1,431 2,139 12.34% 1,990 7.49% 502115 Unemployment Insurance 225 ‐ 225 ‐ 0.00% ‐ 0.00%502120 Medicare/Fica 1,425 1,425 182 239 16.77% 163 46.63% 502130 Other Benefit Charges 15 15 10 14 93.33% 98 ‐85.71% 602140 Materials & Supplies 15,000 15,000 174 174 1.16% 925 81.19%603105 Equipment Maintenance 50,000 50,000 ‐ ‐ 0.00% 1,620 ‐100.00% 604100 Communications 112,500 112,500 10,832 10,934 9.72% 7,256 50.69% 607100 Membership/Dues 35,410 35,410 580 937 2.65% ‐ 100.00% 608100 Contractual Services 358,575 466,809 19,944 175,643 37.63% 130,991 34.09% 612105 Vehicle Replacement Charge 6,020 6,020 502 1,003 16.66% 926 8.32% 612115 Liability Insurance Charge 5,445 5,445 ‐ 4,595 84.39% 3,976 15.57% 701050 Computer Software 300,000 300,000 ‐ ‐ 0.00% ‐ 0.00%1510 Information Technology Total 1,039,515 1,147,749 50,633 218,173 19.01% 163,945 33.08% TOTAL ADMINISTRATION‐SHIN‐HEYDORN $ 2,263,350 $ 2,387,684 132,067$ $ 391,758 16.41% $ 275,076 42.42% * = Actual data is reported through August.

ATTACHMENT B

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Acct. No. Description
101 General Fund1410 Personnel/Risk Management501110 Salaries‐Regular $ 123,500 $ 123,500 $ 9,261 $ 17,718 14.35% 12,066$ 46.84% 501120 Salaries‐Part‐Time 47,795 60,595 16,137 16,137 26.63% ‐ 100.00% 502100 Retirement 29,720 31,165 4,811 6,413 20.58% 2,983 114.98%502105 Workers Comp Insurance 2,575 2,575 424 565 21.94% 222 154.50% 502110 Health/Life Insurance 17,845 17,845 1,730 2,596 14.55% 2,011 29.09%502115 Unemployment Insurance 450 450 ‐ ‐ 0.00% ‐ 0.00% 502120 Medicare/FICA 2,400 2,610 362 481 18.43% 169 184.62% 502130 Other Benefit Charges 30 30 23 30 100.00% 106 ‐71.70%602110 Office Expense 1,400 1,400 133 133 9.50% 54 146.30% 602115 Postage 200 200 9 16 8.00% 27 ‐40.74%
607100 Membership/Dues 725 725 225 225 31.03% 150 50.00% 607110 Travel/Conference/Meetings 2,000 2,000 ‐ ‐ 0.00% ‐ 0.00% 607115 Training 6,000 6,000 (324) (324) 0.00% ‐ 0.00% 607120 Education Reimbursement Program 10,000 10,000 ‐ ‐ 0.00% ‐ 0.00% 608105 Professional Services 13,750 13,750 475 2,975 21.64% 943 215.48% 608125 Advertising/ Business Dev't 2,200 2,200 ‐ ‐ 0.00% ‐ 0.00% 609125 Employee/Volunteer Recognition 12,000 12,000 607 607 5.06% ‐ 100.00% 612105 Vehicle Replacement Charge 535 535 45 89 16.64% 83 7.23% 612115 Liability Insurance Charge 7,285 7,285 ‐ 6,148 84.39% 5,070 21.26% TOTAL ADMINISTRATION‐GUZMAN $ 280,410 $ 294,865 $ 33,918 $ 53,809 18.25% 23,884$ 125.29% Administration ‐ Guzman
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
FY 2022/23
% of Budget Actual*
FY 2023/24
Adopted
Budget
FY 2023/24
% Change
From Prior
Year
* = Actual data is reported through August.

ATTACHMENT B

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Acct. No. Description % of Budget
FY 2022/23
Actual*
101 General Fund1500 Finance501110 Salaries‐Regular $ 616,015 $ 616,015 $ 56,546 $ 73,268 11.89% $ 56,153 30.48% 501115 Salaries‐Overtime 1,000 1,000 28 61 6.10% 58 5.17% 501120 Salaries‐Part Time 64,810 64,810 7,236 8,882 13.70% 6,351 39.85% 502100 Retirement 117,395 117,395 12,611 16,266 13.86% 15,816 2.85%502105 Workers Comp Insurance 10,255 10,255 1,065 1,372 13.38% 1,151 19.20% 502110 Health/Life Insurance 78,245 78,245 4,901 8,410 10.75% 6,171 36.28% 502111 Medical In‐Lieu Pay 5,285 5,285 199 252 4.77% 686 ‐63.27% 502115 Unemployment Insurance 1,895 1,895 118 168 8.87% 79 112.66% 502120 Medicare/FICA 9,520 9,520 784 1,001 10.51% 778 28.66%502130 Other Benefit Charges 520 520 57 74 14.23% 498 ‐85.14% 602110 Office Expense 6,000 6,000 242 330 5.50% ‐                 100.00% 602115 Postage 3,500 3,500 133 236 6.74% 205 15.12%
602120 Books/Periodicals 100 100 ‐                 ‐                0.00% ‐                 0.00% 607100 Membership/Dues 1,100 1,100 25 25 2.27% 95 ‐73.68% 607105 Mileage Reimbursement 100 100 ‐                 ‐                 0.00% ‐                 0.00%607110 Travel/Conference/Meetings 5,845 5,845 ‐                 ‐                 0.00% ‐                 0.00% 607115 Training 1,400 1,400 290 290 20.71% 320 ‐9.38%
608105 Professional Services 86,180 93,230 3,014 6,084 6.53% 550 1006.18%608107 Financial Services 20,600 20,600 1,468 4,018 19.50% 1,734 131.72% 611116 Payment to Other Agencies 1,000                ‐                 1,000 ‐                 0.00% ‐                 0.00% 612105 Vehicle Replacement Charge 3,345 3,345 279 558 16.68% 518 7.72% 612115 Liability Insurance Charge 40,165 40,165 ‐                   33,896 84.39% 29,482 14.97% 1500 Finance Total 1,074,275 1,081,325 88,996 155,191 14.35% 120,645 28.63% Finance‐Bannigan
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During
August
Year to Date
Actual *
% Change
From Prior
Year
FY 2023/24
Adopted
Budget
FY 2023/24
* = Actual data is reported through August.

ATTACHMENT B

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Acct. No. Description % of Budget
FY 2022/23
Actual*
Finance‐Bannigan
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During
August
Year to Date
Actual *
% Change
From Prior
Year
FY 2023/24
Adopted
Budget
FY 2023/24
1600 Non‐Departmental
610235 Economic Development Loan Repayment 350,000 350,000 ‐ ‐ 0.00% ‐ 0.00% 611105 Revenue Sharing‐City of Anaheim 40,000 40,000 ‐ ‐ 0.00% ‐ 0.00% 1600 Non‐Departmental Total 390,000 390,000 ‐ ‐ 0.00% ‐ 0.00% 101 GENERAL FUND TOTAL $ 1,464,275 $ 1,471,325 $ 88,996 $ 155,191 10.55% $ 120,645 28.63% 102 General Fund (Transactions & Use Tax)1500 Finance608105 Professional Services 6,500 6,500 ‐ ‐ 0.00% ‐ 0.00% 1500 Finance Total 6,500 6,500 ‐ ‐ 0.00% ‐ 0.00% 102 TRANSACTIONS AND USE TAX TOTAL $ 6,500 $ 6,500 $ ‐ $ ‐ 0.00% $ ‐ 0.00% TOTAL FINANCE $ 1,470,775 $ 1,477,825 $ 88,996 $ 155,191 10.50% $ 120,645 28.63% * = Actual data is reported through August.

ATTACHMENT B

Page 8 of 25 ends

Acct. No. Description % of Budget
101 General Fund1520 Emergency Services602140 Materials & Supplies $ 5,000 $ 5,000 $ ‐ $ ‐ 0.00% $ ‐ 0.00%1520 Emergency Services 5,000 5,000 ‐ ‐ 0.00% ‐ 0.00%2100 Law Enforcement602100 Special Dept Expense 1,500 2,500 1,011 1,011 40.44% ‐ 100.00% 602110 Office Expense 4,000 3,000 162 162 5.40% 646 ‐74.92% 602145 Gas/Oil/Lube 3,000 3,000 123 123 4.10% 59 108.47% 604100 Communications 44,000 44,000 10,182 10,182 23.14% ‐ 100.00% 608100 Contractual Services 18,700 18,700 2,850 2,850 15.24% ‐ 100.00% 608160 O.C.S.D. Contract 10,130,355 10,195,606 711,237 1,422,475 13.95% 1,524,683 ‐6.70% 612105 Vehicle Replacement Charge 6,020 6,020 502 1,003 16.66% 926 8.32% 2100 Law Enforcement Total 10,207,575 10,272,826 726,067 1,437,806 14.00% 1,526,314 ‐5.80%2200 Fire Protection602100 Special Department Expense 45,950 45,950 ‐ ‐ 0.00% ‐ 0.00%608185 O.C.F.A. Contract 4,003,815 4,003,815 ‐ ‐ 0.00% ‐ 0.00%2200 Fire Protection Total 4,049,765 4,049,765 ‐ ‐ 0.00% ‐ 0.00% 2230 Ambulance Services608190 Contractual Ambulance Svcs 2,500 2,500 ‐ ‐ 0.00% ‐ 0.00% 2230 Ambulance Services Total 2,500 2,500 ‐ ‐ 0.00% ‐ 0.00%2300 Homeless Prevention501110 Salaries‐Regular 307,350 280,195 16,807 27,123 9.68% ‐ 100.00% 502100 Retirement 55,635 55,635 3,184 5,071 9.11% ‐ 100.00% 502105 Workers Comp Insurance 4,665 4,245 281 453 10.67% ‐ 100.00%502110 Health/Life Insurance 45,215 44,815 1,050 1,898 4.24% ‐ 100.00% 502111 Medical In‐Lieu Pay 4,200 4,200 350 525 12.50% ‐ 100.00% 502115 Unemployment Insurance 895 670 ‐ 85 12.69% ‐ 100.00% % Change
From Prior
Year
FY 2022/23
Actual*
Public Safety‐Wren
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
* = Actual data is reported through August.

ATTACHMENT B

Page 9 of 25 ends

Acct. No. Description % of Budget
% Change
From Prior
Year
FY 2022/23
Actual*
Public Safety‐Wren
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
2300 Homeless Prevention, Continued502120 Medicare/Fica 4,365 3,965 247 399 10.06% ‐ 100.00% 502130 Other Benefits 60 60 15 24 40.00% ‐ 100.00%2300 Homeless Prevention Total 422,385 393,785 21,934 35,578 9.03% ‐ 100.00%2400 Animal Control Services608170 Animal Control Services 211,015 211,015 ‐ 17,017 8.06% 16,207 5.00%2400 Animal Control Services Total 211,015 211,015 ‐ 17,017 8.06% 16,207 5.00% 2500 Public Safety‐Other
501110 Salaries‐Regular 106,670 106,670 11,468 15,314 14.36% 6,876 122.72% 502100 Retirement Charges 22,200 22,200 2,809 3,747 16.88% 1,761 112.78% 502105 Workers Comp Insurance 1,550 1,550 192 256 16.52% 127 101.57%502110 Health/Life Insurance 5,840 5,840 458 689 11.80% 53 1200.00%502111 Medical In‐Lieu Pay 2,100 2,100 184 276 13.14% 263 4.94% 502115 Unemployment Insurance 190 190 ‐ ‐ 0.00% ‐ 0.00% 502120 Medicare/FICA 1,445 1,445 169 226 15.64% 104 117.31% 502130 Other Benefit Charges 15 15 10 14 93.33% 61 ‐77.05% 602110 Office Expense 1,200 845 198 198 23.43% 164 20.73% 602115 Postage 250 250 ‐ ‐ 0.00% ‐ 0.00% 602130 Clothing 4,500 4,500 ‐ ‐ 0.00% ‐ 0.00% 607115 Training 700 700 ‐ ‐ 0.00% ‐ 0.00% 608100 Contractual Services 4,680 4,680 4,678 4,678 99.96% 4,678 0.00% 612115 Liability Insurance Charge 61,785 61,785 ‐ 52,141 84.39% 18,885 176.10% 2500 Public Safety‐Other Total 213,125 213,125 20,166 77,539 36.38% 32,972 135.17% 4300 Parking Control501110 Salaries‐Regular 141,145 141,145 15,460 20,484 14.51% 14,471 41.55% 502115 Salaries‐Overtime 100 100 ‐ ‐ 0.00% 50 ‐100.00% 501120 Salaries‐Part Time 15,715 29,295 3,007 3,674 12.54% 1,710 114.85% * = Actual data is reported through August.

ATTACHMENT B

Page 10 of 25 ends

Acct. No. Description % of Budget
% Change
From Prior
Year
FY 2022/23
Actual*
Public Safety‐Wren
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
4300 Parking Control, Continued502100 Retirement 30,545 30,545 3,787 5,008 16.40% 4,842 3.43% 502105 Workers Comp Insurance 2,340 2,550 308 403 15.80% 321 25.55%502110 Health/Life Insurance 16,605 16,730 1,339 2,008 12.00% 1,094 83.55%502111 Medical In‐Lieu Pay 1,200 1,200 110 159 13.25% 518 ‐69.31% 502115 Unemployment Insurance 415 530 22 22 4.15% ‐ 100.00% 502120 Medicare/FICA 2,175 2,375 268 350 14.74% 240 45.83% 502130 Other Benefit Charges 95 170 17 22 12.94% 129 ‐82.95% 602110 Office Expense 3,500 3,500 2,974 2,974 84.97% ‐ 100.00% 602115 Postage 500 500 21 33 6.60% 46 ‐28.26%
604100 Communications 680 680 4 4 0.59% 35 ‐88.57%
608105 Professional Services 31,000 31,000 ‐ ‐ 0.00% ‐ 0.00% 612105 Vehicle Replacement Charge 12,035 12,035 1,003 2,006 16.67% 1,111 80.56% 4300 Parking Control Total 258,050 272,355 28,320 37,147 13.64% 24,567 51.21% 6200 Code Enforcement501110 Salaries‐Regular 422,690 422,690 46,279 61,600 14.57% 45,089 36.62% 502115 Salaries‐Overtime 100 100 ‐ ‐ 0.00% ‐ 0.00% 501120 Salaries‐Part Time 15,715 29,290 3,007 3,674 12.54% 1,710 114.85% 502100 Retirement 88,765 88,765 10,960 14,575 16.42% 13,129 11.01% 502105 Workers Comp Insurance 6,540 6,750 823 1,090 16.15% 861 26.60% 502110 Health/Life Insurance 45,470 45,595 3,657 5,486 12.03% 6,096 ‐10.01% 502111 Medical In‐Lieu Pay 3,300 3,300 288 426 12.91% 570 ‐25.26% 502115 Unemployment Insurance 1,075 1,185 22 22 1.86% ‐ 100.00%502120 Medicare/FICA 6,125 6,325 716 949 15.00% 673 41.01% 502130 Other Benefit Charges 140 215 44 59 27.44% 398 ‐85.18% 602110 Office Expense 2,000 1,354 26 26 1.92% 318 ‐91.82% 602115 Postage 500 500 102 352 70.40% 133 164.66%
* = Actual data is reported through August.

ATTACHMENT B

Page 11 of 25 ends

Acct. No. Description % of Budget
% Change
From Prior
Year
FY 2022/23
Actual*
Public Safety‐Wren
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
6200 Code Enforcement, Continued602160 Code Enforcement Equipment 6,000 ‐ 6,000 ‐ 0.00% ‐ 0.00% 603105 Equipment Maintenance 1,000 1,000 ‐ ‐ 0.00% ‐ 0.00% 607100 Membership/Dues 600 600 ‐ ‐ 0.00% ‐ 0.00% 607115 Training 900 900 ‐ ‐ 0.00% ‐ 0.00% 608100 Contractual Services 4,000 4,000 ‐ ‐ 0.00% ‐ 0.00% 608105 Professional Services 6,000 ‐ 6,000 ‐ 0.00% ‐ 0.00% 612105 Vehicle Replacement Charge 12,035 12,035 1,003 2,006 16.67% 3,518 ‐42.98% 702100 Office Furniture ‐ 646 ‐ ‐ 0.00% ‐ 0.00%6200 Code Enforcement Total 622,955 637,250 66,927 90,265 14.16% 72,495 24.51% 101 GENERAL FUND TOTAL $ 15,992,370 $ 16,057,621 $ 863,414 $ 1,695,352 10.56% $ 1,672,555 1.36% 102 General Fund (Transactions & Use Tax)2100 Law Enforcement608160 O.C.S.D. Contract 4,447,500 4,447,500 370,625 741,250 16.67% 641,450 15.56% 2100 Law Enforcement Total 4,447,500 4,447,500 370,625 741,250 16.67% 641,450 15.56% 2200 Fire Protection608185 O.C.F.A. Contract 1,500,000 1,500,000 ‐ ‐ 0.00% ‐ 0.00%2200 Fire Protection Total 1,500,000 1,500,000 ‐ ‐ 0.00% ‐ 0.00%102 TRANSACTIONS AND USE TAX TOTAL $ 5,947,500 $ 5,947,500 $ 370,625 $ 741,250 12.46% $ 641,450 15.56% TOTAL PUBLIC SAFETY $ 21,939,870 $ 22,005,121 $ 1,234,039 $ 2,436,602 11.07% $ 2,314,005 5.30% * = Actual data is reported through August.

ATTACHMENT B

Page 12 of 25 ends

Acct. No. Description % of Budget
FY 2022/23
Actual*
101 General Fund
3000 Public Works Administration501110 Salaries‐Regular 391,825 $ $ 391,825 $ 40,849 $ 54,543 13.92% $ 39,060 39.64% 501120 Salaries‐Part Time 18,615 18,615 2,503 3,240 17.41% 2,937 10.32% 502100 Retirement Charges 68,640 68,640 8,507 11,351 16.54% 9,999 13.52% 502105 Workers Comp Insurance 5,920 5,920 724 965 16.30% 719 34.21% 502110 Health/Life Insurance 54,220 54,220 4,315 6,472 11.94% 3,803 70.18% 502111 Medical In‐Lieu Pay 600 600 69 92 15.33% 750 ‐87.73% 502115 Unemployment Insurance 895 895 ‐ ‐ 0.00% 68 ‐100.00% 502120 Medicare/FICA 5,540 5,540 619 823 14.86% 607 35.58% 502130 Other Benefit Charges 195 195 39 52 26.67% 344 ‐84.88% 602110 Office Expense 2,000 2,000 ‐ ‐ 0.00% ‐ 0.00% 602115 Postage 200 200 7 10 5.00% ‐ 100.00%
602120 Books/Periodicals 200 200 ‐ ‐ 0.00% ‐ 0.00% 607100 Membership/Dues 1,750 1,750 ‐ ‐ 0.00% ‐ 0.00%607110 Travel/Conference/Meetings 1,800 1,800 ‐ ‐ 0.00% 343 ‐100.00% 607115 Training 1,000 1,000 ‐ ‐ 0.00% ‐ 0.00%612105 Vehicle Replacement Charge 6,020 6,020 502 1,003 16.66% 926 8.32% 612115 Liability Insurance Charge 47,640 47,640 ‐ 40,204 84.39% 30,818 30.46% 3000 Public Works Administration Total 607,060 607,060 58,134 118,755 19.56% 90,374 31.40% 3100 Engineering501110 Salaries‐Regular 80,040 80,040 11,568 15,370 19.20% 7,355 108.97% 501115 Salaries‐Overtime 1,500 1,500 ‐ ‐ 0.00% 1,163 ‐100.00% 501120 Salaries‐Part Time ‐ 98,630 12,512 12,512 12.69% ‐ 100.00% 502100 Retirement 14,515 31,590 3,273 4,027 12.75% 1,987 102.67% 502105 Workers Comp Insurance 1,240 2,810 402 466 16.58% 151 208.61% % Change
From Prior
Year
Public Works‐Rangel
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
* = Actual data is reported through August.

ATTACHMENT B

Page 13 of 25 ends

Acct. No. Description % of Budget
FY 2022/23
Actual*
% Change
From Prior
Year
Public Works‐Rangel
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
3100 Engineering, Continued502110 Health/Life Insurance 8,855 9,775 843 1,265 12.94% 924 36.90% 502111 Medical In‐Lieu Pay ‐ ‐ 23 34 0.00% 30 13.33% 502115 Unemployment Insurance 180 405 126 126 31.11% ‐ 100.00% 502120 Medicare/FICA 1,145 2,575 349 403 15.65% 124 225.00% 502125 Leave Disbursals ‐ ‐ ‐ ‐ 0.00% ‐ 0.00% 502130 Other Benefit Charges 10 160 22 25 15.63% 72 ‐65.28% 602115 Postage ‐ ‐ ‐ ‐ 0.00% 121 ‐100.00%602130 Clothing ‐ ‐ 662 662 0.00% ‐ 100.00% 602140 Materials & Supplies 2,000 2,000 ‐ ‐ 0.00% ‐ 0.00%608105 Professional Services 120,000 ‐ ‐ ‐ 0.00% ‐ 0.00% 608110 Engineering Services 206,320 206,320 ‐ 15,840 7.68% 15,840 0.00% 608115 Inspection Services 15,000 15,000 840 840 5.60% ‐ 100.00% 608120 Plan Checking Services 30,000 30,000 1,068 1,068 3.56% ‐ 100.00% 608135 Microfilming 3,000 ‐ ‐ ‐ 0.00% ‐ 0.00% 612105 Vehicle Replacement Charge 7,220 7,220 602 1,203 16.66% 1,111 8.28% 3100 Engineering Total 491,025 488,025 32,290 53,841 11.03% 28,878 86.44% 3200 Public Facilities
501110 Salaries‐Regular 61,760 61,760 7,652 9,134 14.79% 8,759 4.28% 501115 Salaries‐Overtime 2,000 2,000 780 791 39.55% 170 365.29% 502100 Retirement 10,665 10,665 1,440 1,719 16.12% 2,192 ‐21.58% 502105 Workers Comp Insurance 925 925 128 153 16.54% 164 ‐6.71% 502110 Health/Life Insurance 10,235 10,235 716 935 9.14% 1,101 ‐15.08% 502111 Medical In‐Lieu Pay 420 420 193 210 50.00% ‐ 100.00% 502115 Unemployment Insurance 235 235 32 44 18.72% ‐ 100.00%502120 Medicare/FICA 860 860 125 147 17.09% 129 13.95% * = Actual data is reported through August.

ATTACHMENT B

Page 14 of 25 ends

Acct. No. Description % of Budget
FY 2022/23
Actual*
% Change
From Prior
Year
Public Works‐Rangel
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
3200 Public Facilities, Continued
502130 Other Benefit Charges 15 15 7 8 53.33% 79 ‐89.87% 602110 Office Expense 9,000 9,000 493 493 5.48% ‐ 100.00% 602130 Clothing 7,100 7,100 1,850 1,850 26.06% 850 117.65% 602135 Safety Equipment 500 500 141 141 28.20% ‐ 100.00% 602140 Materials & Supplies 10,500 10,500 302 437 4.16% 114 283.33% 603105 Equipment Maintenance ‐ ‐ ‐ ‐ 0.00% 5,018 ‐100.00% 603110 Building Maintenance 127,240 127,240 8,973 13,795 10.84% 10,513 31.22% 604100 Communications 9,000 9,000 573 1,126 12.51% 344 227.33% 604105 Utilities 175,000 175,000 4,957 4,957 2.83% 18,606 ‐73.36% 608100 Contractual Services 170,820 170,820 6,164 10,498 6.15% 2,395 338.33% 611110 O.C. Sanitation District User Fee 14,700 14,700 ‐ ‐ 0.00% ‐ 0.00% 612105 Vehicle Replacement Charge 38,890 38,890 3,241 6,482 16.67% 6,018 7.71% 3200 Public Facilities Total 649,865 649,865 37,767 52,920 8.14% 56,452 ‐6.26% 3300 Crossing Guard608175 Crossing Guard Services 46,000 46,000 2,022 2,022 4.40% 1,591 27.09% 3300 Crossing Guard Total 46,000 46,000 2,022 2,022 4.40% 1,591 27.09%3400 Parks Maintenance501110 Salaries‐Regular 72,420 72,420 11,538 14,981 20.69% 8,650 73.19% 501115 Salaries‐Overtime 3,000 3,000 385 411 13.70% 430 ‐4.42% 502100 Retirement 12,655 12,655 2,184 2,832 22.38% 2,176 30.15% 502105 Workers Comp Insurance 1,100 1,100 193 250 22.73% 164 52.44% 502110 Health/Life Insurance 12,975 12,975 954 1,503 11.58% 1,440 4.38% 502111 Medical In‐Lieu Pay 210 210 105 114 54.29% 105 8.57% 502115 Unemployment Insurance 280 280 58 76 27.14% ‐ 100.00%502120 Medicare/Fica 1,020 1,020 174 225 22.06% 133 69.17% * = Actual data is reported through August.

ATTACHMENT B

Page 15 of 25 ends

Acct. No. Description % of Budget
FY 2022/23
Actual*
% Change
From Prior
Year
Public Works‐Rangel
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
3400 Parks Maintenance, Continued502130 Other Benefit Charges 20 20 10 13 65.00% 78 ‐83.33% 602100 Special Dept Expense 13,000 13,000 461 461 3.55% 590 ‐21.86% 603105 Equipment Maintenance 17,000 17,000 623 623 3.66% 660 ‐5.61% 604105 Utilities 185,000 185,000 8,813 8,813 4.76% 11,680 ‐24.55% 605100 Land Lease 7,000 ‐ 7,000 4,026 57.51% 2,661 51.30%608100 Contractual Services 167,830 167,830 ‐ ‐ 0.00% 864 ‐100.00% 612105 Vehicle Replacement Charge 9,630 9,630 803 1,605 16.67% 1,482 8.30% 3400 Parks Maintenance Total 503,140 503,140 26,301 35,933 7.14% 31,113 15.49% 3500 Street Maintenance501110 Salaries‐Regular 94,260 94,260 8,630 11,448 12.15% 11,321 1.12% 501115 Salaries‐Overtime 5,000 5,000 833 970 19.40% 699 38.77% 502100 Retirement 16,400 16,400 1,615 2,146 13.09% 2,860 ‐24.97% 502105 Workers Comp Insurance 1,420 1,420 144 191 13.45% 216 ‐11.57% 502110 Health/Life Insurance 13,515 13,515 871 1,257 9.30% 1,807 ‐30.44% 502111 Medical In‐Lieu Pay 1,260 1,260 193 246 19.52% 289 ‐14.88% 502115 Unemployment Insurance 350 350 38 50 14.29% ‐ 100.00% 502120 Medicare/FICA 1,330 1,330 140 184 13.83% 178 3.37% 502130 Other Benefit Charges 25 25 8 10 40.00% 103 ‐90.29%602125 Small Tools 6,000 6,000 ‐ ‐ 0.00% 60 100.00% 602140 Materials & Supplies 65,000 65,000 70 1,653 2.54% 1,541 7.27% 608100 Contractual Services 210,750 232,409 12,052 24,105 10.37% 23,215 3.83% 612105 Vehicle Replacement Charge 11,735 11,735 978 1,956 16.67% 1,805 8.37% 710190 Pavement Maintenance 50,000 50,000 ‐ ‐ 0.00% ‐ 0.00% 3500 Street Maintenance Total 477,045 498,704 25,572 44,216 8.87% 44,094 0.28% * = Actual data is reported through August.

ATTACHMENT B

Page 16 of 25 ends

Acct. No. Description % of Budget
FY 2022/23
Actual*
% Change
From Prior
Year
Public Works‐Rangel
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *
FY 2023/24
Adopted
Budget
FY 2023/24
3600 Storm Drain Maintenance603100 Emergency Maintenance Services 10,000 ‐ 10,000 ‐ 0.00% ‐ 0.00% 608155 Storm Water Monitor Program 160,800 160,800 ‐ ‐ 0.00% ‐ 0.00% 3600 Storm Drain Maintenance Total 170,800 170,800 ‐ ‐ 0.00% ‐ 0.00% 6300 Graffiti Abatement
501110 Salaries‐Regular 61,650 61,650 3,313 5,214 8.46% 2,586 101.62% 501115 Salaries‐Overtime 6,000 6,000 610 795 13.25% 1,091 ‐27.13% 502100 Retirement Charges 10,640 10,640 625 985 9.26% 750 31.33% 502105 Workers Comp Insurance 915 915 55 87 9.51% 60 45.00% 502110 Health/Life Insurance 6,450 6,450 149 350 5.43% 657 ‐46.73% 502111 Medical In‐Lieu Pay 1,890 1,890 158 237 12.54% ‐ 100.00% 502115 Unemployment Insurance 235 235 7 9 3.83% ‐ 100.00% 502120 Medicare/FICA 870 870 59 91 10.46% 53 71.70%
502130 Other Benefit Charges 15 15 3 5 33.33% 29 ‐82.76% 602140 Materials & Supplies 25,000 25,000 2,705 2,969 11.88% 2,058 44.27% 603105 Equipment Maintenance 5,000 5,000 ‐ ‐ 0.00% ‐ 0.00% 612105 Vehicle Replacement Charge 11,135 11,135 928 1,856 16.67% 1,713 8.35% 6300 Graffiti Abatement Total 129,800 129,800 8,612 12,598 9.71% 8,997 40.02% TOTAL PUBLIC WORKS $ 3,074,735 $ 3,093,394 $ 190,698 $ 320,285 10.35% $ 261,499 22.48% * = Actual data is reported through August.

ATTACHMENT B

Page 17 of 25 ends

Acct. No. Description
% of
Budget
FY 2022/23
Actual*
101 General Fund4000 Community Development Administration 501110 Salaries‐Regular 242,125 $ $ 242,125 $ 18,358 $ 24,537 10.13% $ 20,569 19.29% 502100 Retirement Charges 42,145 42,145 3,885 5,187 12.31% 5,231 ‐0.84% 502105 Workers Comp Insurance 3,460 3,460 307 410 11.85% 378 8.47% 502110 Health/Life Insurance 20,225 20,225 801 1,202 5.94% 1,466 ‐18.01% 502111 Medical In‐Lieu Pay 4,200 4,200 16 25 0.60% ‐ 100.00% 502115 Unemployment Insurance 425 425 ‐ ‐ 0.00% ‐ 0.00% 502120 Medicare/FICA 3,290 3,290 266 356 10.82% 290 22.76% 502130 Other Benefit Charges 30 30 17 22 73.33% 181 ‐87.85% 602110 Office Expense 2,500 2,500 ‐ ‐ 0.00% 66 ‐100.00% 602120 Books/Periodicals 1,200 1,200 ‐ ‐ 0.00% ‐ 0.00% 607100 Membership/Dues 1,600 1,600 ‐ ‐ 0.00% ‐ 0.00% 607115 Training 1,200 1,200 ‐ ‐ 0.00% ‐ 0.00% 612105 Vehicle Replacement Charge 1,045 1,045 87 174 16.65% 161 8.07% 612115 Liability Insurance Charge 66,445 66,445 ‐ 56,074 84.39% 48,358 15.96% 4000 Community Development Administration Tot 389,890 389,890 23,737 87,987 22.57% 76,700 14.72% 4100 Planning501110 Salaries‐Regular 358,595 358,595 24,681 32,909 9.18% 15,666 110.07% 501115 Salaries‐Overtime 1,200 1,200 150 150 12.50% 69 117.39% 501125 Salaries‐Appointed 9,000 9,000 1,038 1,385 15.39% 1,108 25.00%502100 Retirement 65,970 65,970 4,675 6,234 9.45% 3,885 60.46% 502105 Workers Comp Insurance 5,635 5,635 412 550 9.76% 290 89.66% 502110 Health/Life Insurance 51,160 51,160 2,361 3,540 6.92% 2,051 72.60% 502111 Medical In‐Lieu Pay ‐ ‐ 16 23 0.00% 150 ‐84.67% 502115 Unemployment Insurance 1,120 1,120 ‐ ‐ 0.00% ‐ 0.00% 502120 Medicare/FICA 5,280 5,280 374 498 9.43% 246 102.44% 502130 Other Benefit Charges 805 805 22 30 3.73% 138 ‐78.26% 602110 Office Expense ‐ ‐ ‐ ‐ 0.00% 31 ‐100.00% Community Development‐Landavazo
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During
August
Year to Date
Actual *
% Change
From Prior
Year
FY 2023/24
Adopted
Budget
FY 2023/24
* = Actual data is reported through August.

ATTACHMENT B

Page 18 of 25 ends

Acct. No. Description
% of
Budget
FY 2022/23
Actual*
Community Development‐Landavazo
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During
August
Year to Date
Actual *
% Change
From Prior
Year
FY 2023/24
Adopted
Budget
FY 2023/24
4100 Planning, Continued
602115 Postage 500 500 (15) (15) ‐3.00% (210) 92.86%607100 Membership/Dues 1,200 ‐ 1,200 ‐ 0.00% ‐ 0.00% 607110 Travel/Conference/Meetings 8,200 8,200 ‐ ‐ 0.00% ‐ 0.00% 607115 Training 1,050 1,050 ‐ ‐ 0.00% ‐ 0.00% 608105 Professional Services ‐ 198,905 ‐ ‐ 0.00% ‐ 0.00% 608135 Microfilming 4,000 ‐ ‐ ‐ 0.00% ‐ 0.00% 612105 Vehicle Replacement Charge 2,025 2,025 338 338 16.69% 312 8.33% 4100 Planning Total 515,740 710,645 34,052 45,642 6.42% 23,736 92.29% 4200 Building Regulation501110 Salaries‐Regular 138,300 138,300 6,127 8,170 5.91% 6,894 18.51% 501115 Salaries‐Overtime ‐ ‐ 42 42 0.00% ‐ 100.00% 502100 Retirement 25,975 25,975 1,161 1,548 5.96% 1,704 ‐9.15% 502105 Workers Comp Insurance 2,160 2,160 102 136 6.30% 127 7.09% 502110 Health/Life Insurance 22,625 22,625 104 156 0.69% 1,175 ‐86.72% 502111 Medical In‐Lieu Pay 4,200 4,200 350 525 12.50% 44 1093.18% 502115 Unemployment Insurance 450 450 ‐ ‐ 0.00% ‐ 0.00%502120 Medicare/FICA 2,030 2,030 95 127 6.26% 101 25.74% 502130 Other Benefit Charges 30 30 6 7 23.33% 61 ‐88.52%602115 Postage 200 200 17 34 17.00% 7 385.71%602120 Books/Periodicals 1,000 1,000 ‐ ‐ 0.00% ‐ 0.00% 607100 Membership/Dues 1,200 1,200 ‐ ‐ 0.00% ‐ 0.00% 607110 Travel/Conference/Meetings 500 500 ‐ ‐ 0.00% ‐ 0.00% 607115 Training 1,000 1,000 ‐ ‐ 0.00% ‐ 0.00% 608115 Inspection Services 280,250 280,250 ‐ ‐ 0.00% ‐ 0.00% 608120 Plan Checking Services 110,000 110,000 ‐ ‐ 0.00% ‐ 0.00% 608135 Microfilming 4,000 ‐ ‐ ‐ 0.00% ‐ 0.00% 611116 Payment to Other Agencies 2,250 ‐ 2,250 ‐ 0.00% ‐ 0.00% * = Actual data is reported through August.

ATTACHMENT B

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ATTACHMENT B

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Acct. No. Description % of Budget
101 General Fund
5000 Public Information Office501110 Salaries‐Regular $ 87,480 $ 87,480 $ 9,721 $ 12,961 14.82% $ 8,818 46.98% 502100 Retirement Charges 15,800 15,800 1,841 2,455 15.54% 2,180 12.61% 502105 Workers Comp Insurance 1,340 1,340 162 216 16.12% 162 33.33% 502110 Health/Life Insurance 3,455 3,455 279 419 12.13% 392 6.89% 502111 Medical In‐Lieu Pay 4,200 4,200 350 525 12.50% 525 0.00% 502115 Unemployment Insurance 280 280 ‐ ‐ 0.00% 116 ‐100.00% 502120 Medicare/FICA 1,315 1,315 146 196 14.90% 135 45.19% 502130 Other Benefit Charges 20 20 9 12 60.00% 78 ‐84.62% 602113 Social Media 2,500 2,500 54 54 2.16% 491 ‐89.00% 607100 Membership/Dues 250 250 275 275 110.00% ‐ 100.00% 608105 Professional Services ‐ 80,200 18,000 18,000 22.44% ‐ 100.00% 5000 Public Information Office 116,640 196,840 30,837 35,113 17.84% 12,897 172.26%5100 Community Services Administration 501110 Salaries‐Regular 352,685 352,685 37,266 49,754 14.11% 30,392 63.71% 501120 Salaries‐Part Time 23,185 23,185 1,650 2,247 9.69% ‐ 100.00% 502100 Retirement 68,035 68,035 8,414 11,227 16.50% 8,411 33.48% 502105 Workers Comp Insurance 5,405 5,405 650 868 16.06% 591 46.87% 502110 Health/Life Insurance 31,020 31,020 2,511 3,766 12.14% 3,507 7.39%502111 Medical In‐Lieu Pay 6,600 6,600 569 842 12.76% 563 49.56% 502115 Unemployment Insurance 840 840 ‐ ‐ 0.00% ‐ 0.00% 502120 Medicare/FICA 5,135 5,135 560 748 14.57% 425 76.00% 502130 Other Benefit Charges 190 190 35 47 24.74% 268 ‐82.46% 602100 Special Dept Expense 15,600 15,600 802 1,520 9.74% 1,286 18.20% 602110 Office Expense 3,185 3,185 212 212 6.66% 11 1827.27% 602115 Postage 600 600 ‐ 3 0.50% 6 ‐50.00% 603110 Building Maintenance 11,450 11,450 450 450 3.93% 450 0.00% Community Service ‐ Bobadilla
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During
August
Year to Date
Actual *
FY 2022/23
Actual*
FY 2023/24
Adopted
Budget
FY 2023/24
% Change
From Prior
Year
* = Actual data is reported through August.

ATTACHMENT B

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Acct. No. Description % of Budget
Community Service ‐ Bobadilla
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During
August
Year to Date
Actual *
FY 2022/23
Actual*
FY 2023/24
Adopted
Budget
FY 2023/24
% Change
From Prior
Year
5100 Community Services Administration, Continued
607100 Membership/Dues 550 ‐ 550 ‐ 0.00% ‐ 0.00% 607115 Training 6,135 6,135 ‐ ‐ 0.00% 2,159 ‐100.00% 609100 Special Events 71,600 71,600 1,983 1,983 2.77% 1,216 63.08% 612105 Vehicle Replacement Charge 14,025 14,025 1,169 2,338 16.67% 2,158 8.34% 612115 Liability Insurance Charge 44,160 44,160 ‐ 37,267 84.39% 67,432 ‐44.73% 5100 Community Services Administration Total 660,400 660,400 56,271 113,272 17.15% 118,875 ‐4.71%5200 Community Center Operations501110 Salaries‐Regular 39,300 39,300 ‐ ‐ 0.00% 3,239 ‐100.00% 501120 Salaries‐Part Time 61,140 61,140 2,585 4,589 7.51% 7,582 ‐39.48% 502100 Retirement 15,240 15,240 48 129 0.85% 1,135 ‐88.63% 502105 Workers Comp Insurance 1,555 1,555 43 77 4.95% 199 ‐61.31% 502110 Health/Life Insurance 6,010 6,010 ‐ ‐ 0.00% 486 ‐100.00% 502111 Medical In‐Lieu Pay 930 930 138 185 19.89% 375 ‐50.67% 502115 Unemployment Insurance 460 460 ‐ ‐ 0.00% ‐ 0.00% 502120 Medicare/FICA 1,430 1,430 39 69 4.83% 162 ‐57.41% 502130 Other Benefit Charges 140 140 2 4 2.86% 32 ‐87.50% 602100 Special Dept Expense 4,000 4,000 ‐ ‐ 0.00% 16 ‐100.00% 602110 Office Expense 1,000 1,000 66 66 6.60% ‐ 0.00%603110 Building Maintenance 3,400 3,400 ‐ ‐ 0.00% 429 ‐100.00% 608105 Professional Services ‐ 158,180 5,168 5,168 3.27% ‐ 100.00% 612105 Vehicle Replacement Charge ‐ ‐ ‐ ‐ 0.00% 66 ‐100.00% 5200 Community Center Operations 134,605 292,785 8,089 10,287 3.51% 13,721 ‐25.03% 5300 Park Operations
501110 Salaries‐Regular 81,625 81,625 9,069 12,092 14.81% 8,672 39.44%501115 Salaries‐Overtime ‐ ‐ 652 992 0.00% 261 280.08% 501120 Salaries‐Part Time 225,650 225,650 26,590 36,833 16.32% 18,163 102.79% * = Actual data is reported through August.

ATTACHMENT B

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Acct. No. Description % of Budget
Community Service ‐ Bobadilla
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During
August
Year to Date
Actual *
FY 2022/23
Actual*
FY 2023/24
Adopted
Budget
FY 2023/24
% Change
From Prior
Year
5300 Park Operations , Continued
502100 Retirement 14,300 14,300 1,718 2,290 16.01% 2,144 6.81% 502105 Workers Comp Insurance 4,685 4,685 595 817 17.44% 494 65.38% 502110 Health/Life Insurance 13,010 13,010 878 1,318 10.13% 1,247 5.69%502111 Medical In‐Lieu Pay 5,300 5,300 602 810 15.28% 150 440.00% 502115 Unemployment Insurance 2,685 2,685 80 105 3.91% 107 ‐1.87% 502120 Medicare/FICA 4,445 4,445 535 736 16.56% 395 86.33% 502130 Other Benefit Charges 1,665 1,665 32 44 2.64% 85 ‐48.24% 602100 Special Dept Expense 4,000 4,000 149 149 3.73% 65 129.23% 602110 Office Expense 3,000 3,000 14 14 0.47% ‐ 100.00% 5300 Park Operations 360,365 360,365 40,914 56,200 15.60% 31,783 76.82% 5400 Senior Citizens Programs
501110 Salaries‐Regular 19,650 19,650 ‐ ‐ 0.00% 1,996 ‐100.00% 501120 Salaries‐Part Time 46,455 46,455 6,366 8,542 18.39% 2,575 231.73% 502100 Retirement 3,575 3,575 ‐ ‐ 0.00% 493 ‐100.00% 502105 Workers Comp Insurance 985 985 106 143 14.52% 84 70.24% 502110 Health/Life Insurance 3,130 3,130 ‐ ‐ 0.00% 300 ‐100.00% 502111 Medical In‐Lieu Pay 960 960 138 185 19.27% 150 23.33% 502115 Unemployment Insurance 415 415 ‐ ‐ 0.00% ‐ 0.00% 502120 Medicare/FICA 920 920 94 127 13.80% 68 86.76%
502130 Other Benefit Charges 245 245 6 8 3.27% 19 ‐57.89% 609200 Senior Citizen Program 1,200 1,200 19 19 1.58% 69 ‐72.46% 5400 Senior Citizens Programs 77,535 77,535 6,729 9,024 11.64% 5,754 56.83% * = Actual data is reported through August.

ATTACHMENT B

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ATTACHMENT B

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Acct. No.

Description
% of Budget
101 General Fund1600 Non‐Departmental800250 Transfer to FACT Grant $ 46,865 $ 46,865 $ ‐ $ ‐ 0.00% $ ‐ 0.00% 800251 Transfer to Senior Transportation Fund 9,420 9,420 55 69 0.73% 1,219 ‐94.34% 800280 Transfer to SCP Maintenance Fund 64,775 64,775 5,398 10,796 16.67% 9,867 9.42% 800305 Transfer to Capital Projects Fund 660,000 1,484,916 4,345 4,345 0.29% ‐ 100.00% TOTAL TRANSFERS OUT $ 781,060 $ 1,605,976 $ 9,798 $ 15,210 0.95% 11,086$ 37.20% Transfers to Other Funds‐Bannigan
August 2023 General Fund Expenditures (17% of year)
FY 2023/24
Amended
Budget
Activity
During
August
Year to Date
Actual *
% Change
From Prior
Year
FY 2022/23
Actual*
FY 2023/24
Adopted
Budget
FY 2023/24
* = Actual data is reported through August.

ATTACHMENT B

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Fiscal Year Projected
2023/24 Ending
Balance Increase Balance
7/1/2023 (A) (Decrease) Adjustments 6/30/2024

GENERAL FUNDS
General Fund (#101)
Unassigned $  17,670,467 $       499,187 $             (300,000) $      17,869,654 Reserve ‐ Continuing Appropriations (Carryovers)       1,478,340 ‐                 ‐           1,478,340 Reserve ‐ Prepaid Items          150,707         (150,707) ‐ ‐ Reserve ‐ Economic Uncertainty (1)        ‐                 5,800,000                 200,000           6,000,000 Reserve ‐ Emergency Disaster Continuity (1)        ‐                 2,900,000                 100,000           3,000,000 Reserve ‐ Capital Improvement (1)        ‐                 5,000,000 ‐           5,000,000 Reserve ‐Equipment and Maintenance (1)           ‐                 150,000 ‐               150,000 Reserve ‐Technology Equipment (1)           ‐                 150,000 ‐               150,000 Committed by Developer Agreements for Public Benefit/Public Facilities (2) ‐                 1,507,796 ‐           1,507,796
Committed by Developer Agreements for Beautification Projects (2)           ‐                 190,000 ‐               190,000 Committed by Developer Agreements for Neighborhood Preservation (2)           ‐                 108,000 ‐               108,000 Assigned for Special Projects (3)       4,975,672       ‐ (2,526,450)           2,449,222 Total General Fund     40,080,982     (2,177,970) ‐         37,903,012 Transaction & Use Tax Fund (#102)
Unassigned           ‐                 955,291 ‐               955,291 Total Transaction & Use Tax Fund          955,291 ‐                 ‐              955,291 TOTAL $ 41,036,273 $  (2,177,970) $ ‐ $      38,858,303 Notes:
(A) ‐ Pending completion of fiscal year end close and City's annual financial statement audit. (1) ‐ Per City Council Reserve Policy adopted annually. (3) ‐ Assigned by City Council on June 13, 2023.
(2) ‐ Pursuant to approved developer agreements, this amount represents public benefit fees the City received that should be used for the following projects relating to: public facilities, neighborhood preservation, and city beautification/enhancement.

City of Stanton

DISCRETIONARY FUND BALANCE

GENERAL FUND

ATTACHMENT C
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Account
No. Description
FY 2023/24
Adopted
Budget
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *% of Budget
FY 2022/23
Actual *
% Change
From Prior
Year

REVENUES
435100 Interest $ 25,000 $ 25,000 $ ‐ $ ‐ 0.00% $ ‐ 0.00% 435110 Unrealized Gains/Losses ‐ ‐ 15,419 66,007 0.00% ‐ 46,310 42.53% 436140 Tina Way/Pacific Ave. Property Rent 620,000 620,000 54,017 106,994 17.26% 15,900 572.92% TOTAL REVENUES $ 645,000 $ 645,000 $ 69,436 $ 173,001 26.82% $ 62,210 178.09%

ESTIMATED EXPENDITURES AND OTHER USES
Salaries and Benefits
501110 Salaries‐Regular 142,795 143,680 14,989 19,896 13.85% 15,017 32.49% 501120 Salaries‐Part‐Time 2,435 2,435 271 324 13.31% 246 31.71% 502100 Retirement 25,990 25,990 3,167 4,197 16.15% 4,154 1.04% 502105 Workers' Compensation 2,160 2,160 255 338 15.65% 281 20.28% 502110 Health/Life Insurance 14,425 14,425 1,136 1,761 12.21% 1,526 15.40%502111 Medical in Lieu 470 470 12 17 3.62% 101 ‐83.17% 502115 Unemployment Insurance 250 250 6 8 3.20% 26 ‐69.23% 502120 Medicare/FICA 1,965 1,980 204 270 13.64% 204 32.35% 502130 Other Benefits 30 30 14 18 60.00% 132 ‐86.36%
Total‐Salaries and Benefits 190,520 191,420 20,054 26,829 14.02% 21,687 23.71% Maintenance and Operations
602100 Special Dept Expense 500 500 ‐ ‐ 0.00% ‐ 0.00% 602115 Postage 500 500 28 28 5.60% ‐ 0.00%
602130 Clothing 2,500 2,500 224 224 8.96% ‐ 0.00%
602140 Materials and Supplies 2,500 2,500 293 347 13.88% 340 2.06%604105 Utilities 60,000 60,000 3,480 3,775 6.29% ‐ 3,910 3.45% 607100 Membership Dues 4,800 4,800 ‐ ‐ 0.00% ‐ 0.00% 607110 Travel/Conference/Meetings 1,000 1,000 ‐ ‐ 0.00% ‐ 0.00% 607115 Training 2,500 2,500 ‐ ‐ 0.00% ‐ 0.00% 608100 Contractual Services 23,000 23,000 915 1,958 8.51% ‐ 100.00% 608105 Professional Services 328,875 328,875 695 695 0.21% (6,304) ‐111.02% 610130 Tina Pacific Operating Expense (QMG) 243,825 243,825 41,236 50,722 20.80% ‐ 0.00% 610131 Bad Debt Expense (QMG) 40,000 40,000 5,095 8,690 21.73% ‐ 0.00% HOUSING AUTHORITY FUND (#285)
August 2023 Revenues and Expenditures (17% of year)
FY 2023/24

ATTACHMENT D

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Account
No. Description
FY 2023/24
Adopted
Budget
FY 2023/24
Amended
Budget
Activity
During August
Year to Date
Actual *% of Budget
FY 2022/23
Actual *
% Change
From Prior
Year
HOUSING AUTHORITY FUND (#285)
August 2023 Revenues and Expenditures (17% of year)
FY 2023/24
Maintenance and Operations , Continued
610135 Relocation Assistance 40,000 40,000 1,638 1,638 4.10% 6,389                     ‐74.36% 610230 Navigation Center (North SPA) 95,000 95,000 ‐                  ‐                    0.00% ‐ 0.00% 611110 O.C. Sanitation User Fee 24,000 24,000 ‐                  ‐                    0.00% ‐ 0.00% Total‐Maintenance and Operations 869,000 869,000 53,604 68,077 7.83% 4,335 1470.40% Allocated Charges
612105 Vehicle Replacement Charge 12,305 12,305 1,025 2,051 16.67% 968 111.88% 612115 Liability Insurance Charge 8,690 8,690 ‐                     7,334 84.40% 6,540 12.14% 612140 Information Technology Charge 19,215 19,215 1,601 3,203 16.67% 3,036 5.50% 614205 Admin Overhead 20,980 20,980 2,872 3,819 18.20% 2,821 35.38% Total‐Allocated Charges 61,190 61,190 5,498 16,407 26.81% 13,365 22.76% Capital Outlay
760100 Demolition/Condemnation 100,000 100,000 ‐                  ‐ 0.00% ‐ 0.00% Total‐Capital Outlay 100,000 100,000 ‐                  ‐ 0.00% ‐ 0.00% TOTAL EXPENDITURES $ 1,220,710 $ 1,221,610 $ 79,156 $ 111,313 9.11% $ 39,387 182.61% REVENUES OVER (UNDER) EXPENDITURES $ (575,710) $ (576,610) $ (9,720) $ 61,688 $ 22,823 * = Actual data is reported through August.

ATTACHMENT D

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2 Housing Authority Fund (Fund 285) - Fund Balance Status Available Fund Balance as of June 30, 2023 9,888,604 $
Estimated increase (decrease) of fund balance
during Fiscal Year 2023-24 (576,610)
Projected Available Fund Balance as of June 30, 2024 $ 9,311,994

ATTACHMENT E
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Task Code Description
Adopted
Budget
2023/24
FY 2022/23
Budget
Carryover
Other Budget
Adjustments
Amended Budget
2023/24
YTD
Actual
2023/24 Encumbrances
% Spent
(Includes
Encumbrances)
Remaining
Budget
Street Projects
2022‐102 Citywide Street Sign Replacement ‐ $ $           ‐ 149,490 $ $               ‐ 149,490 $               ‐ $ 0.0% $ 149,490 2023‐101 Citywide Street Rehabilitation (FY 2022/23) ‐ 2,013,050 ‐ 2,013,050 71 36,004 1.8% 1,976,975 2023‐103
Catch Basin Connector Pipe Screen
Installations (FY 2022/23) ‐ 69,935 7,000 76,935 334 74,000 96.6% 2,601 2024‐101 Citywide Street Rehabilitation (FY 2023/24) 1,690,000 ‐ ‐ 1,690,000 ‐                 ‐ 0.0% 1,690,0002024‐102 Cerritos Avenue Resurfacing 930,000 ‐ ‐ 930,000 950 ‐ 0.1% 929,050 Total Street Projects $ 2,620,000 $ 2,232,475 $ 7,000 $ 4,859,475 $ 1,355 $ 110,004 2.3% 4,748,116 $ Parks Projects
2021‐201 Park Master Plan $ ‐ $ 8,306 $ ‐ $ 8,306 $ ‐ $ ‐ 0.0% $ 8,306 2022‐201 Family Resource Center Improvements (Phase 1) ‐               ‐ 196,639 196,639 802 193,092 98.6% 2,745 2022‐204 Norm Ross Sports Park 2,000,000 7,566,660 ‐ 9,566,660 3,739 518,400 5.5% 9,044,5212022‐205 Replace Shade Structure at Stanton Central Park                 ‐ 58,360 58,360 ‐                 ‐ 0.0% 58,360 2022‐206 Premier Park Renovation 840,000 764,875 ‐ 1,604,875 738 24,897 1.6% 1,579,2402022‐820 Stanton Park Adult Fitness Equipment 90,000 84,090 ‐ 174,090 ‐                 ‐ 0.0% 174,090 2022‐833 Stanton Park Refresh ‐ 410,000 ‐ 410,000 ‐                 ‐ 0.0% 410,0002023‐201 Family Resource Center Improvements (Phase 2) 150,000               ‐ 203,055 353,055 ‐                 93,314 26.4% 259,741 2024‐601 Stanton Central Park Lighting Project 76,000 ‐ ‐ 76,000 ‐                 ‐ 0.0% 76,000 Total Parks Projects $ 3,156,000 $ 9,291,985 $ ‐ $ 12,447,985 $ 5,279 $ 829,703 6.7% 11,613,003 $ Sewer
2022‐301 Sewer Master Plan Update $ ‐ $ 488,200 $ ‐ $ 488,200 $ 136 $ 484,589 99.3% $ 3,475 2024‐301 Annual Sewer Rehabilitation (FY 2023/24) 550,000 ‐ ‐ 550,000 ‐ ‐ 0.0% 550,000 Total Sewer $ 550,000 $ 488,200 $ ‐ $ 1,038,200 $ 136 $ 484,589 46.7% $ 553,475 Facilities
2022‐834 City Fire Alarm Upgrade Project $ ‐ $ 173,015 $ ‐ $ 173,015 $ ‐ $ 172,888 99.9% $ 127 2022‐839 ADA Transition Plan ‐ 33,595 ‐ 33,595 4,345 28,550 97.9% 700 2023‐603 Stanton Community Center Improvements ‐ 500,000 ‐ 500,000 ‐                 261,994 52.4% 238,006 Total Facilities $ ‐ $ 706,610 $ ‐ $ 706,610 $ 4,345 $ 463,432 66.2% $ 238,833 Storm Drain
2024‐801 Storm Drain Master Plan $ 600,000 $ ‐ $ ‐ $ 600,000 $ ‐ $ ‐ 0.0% $ 600,000 2024‐802 Stanford Avenue Storm Drain Repair 60,000 ‐ ‐ 60,000 ‐                 ‐ 0.0% 60,000 Total Storm Drain $ 660,000 $ ‐ $ ‐ $ 660,000 $ ‐ $ ‐ 0.0% $ 660,000 GRAND TOTAL $ 6,986,000 $ 12,719,270 $ 7,000 $ 19,712,270 $ 11,115 $ 1,887,728 9.6% $ 17,813,427

CITY OF STANTON
FY 2023/24

STATUS OF CAPITAL IMPROVEMENT PROJECTS (CIP)
JULY 1, 2023 THROUGH AUGUST 31, 2023

ATTACHMENT F

Page 1 of 2 ends

CITY OF STANTON
FY 2023/24

STATUS OF CAPITAL IMPROVEMENT PROJECTS (CIP)
JULY 1, 2023 THROUGH AUGUST 31, 2023
Funding Source
101 General Fund Assigned Fund Balance $ 660,000 $ ‐ 824,916 $ $ 1,484,916 $ 4,345 $ 201,438 13.9% 1,279,133 $ 211 Gas Tax Fund 638,710 286,240 7,000 931,950 334 18,000 2.0% 913,616 215 RMRA Fund 956,695 ‐ 983,465 ‐ 1,940,160 ‐ 0.0% 1,940,160 220 Measure M Turnback Fund 824,595 906,770 ‐ 1,731,365 1,019 36,004 2.1% 1,694,342 221 CDBG‐CV Grant Fund ‐ 500,000 ‐ 500,000 ‐ 261,994 52.4% 238,006 227 Other Grants Fund 276,000 8,027,691 ‐ 8,303,691 3,739 667,714 8.1% 7,632,238 305 Capital Projects Fund (Reserves) ‐ 89,360 ‐ 89,360 ‐ ‐ 0.0% 89,360 310 Park In‐Lieu Fund 3,080,000 612,628 ‐ 3,692,628 1,541 217,989 5.9% 3,473,098501 Sewer Maintenance Fund 440,155 488,200 ‐ 928,355 137 484,589 52.2% 443,629 502 Sewer Capital Improvement Fund 109,845 ‐ ‐ 109,845 ‐ ‐ 0.0% 109,845 GRAND TOTAL $ 6,986,000 $ 12,719,270 $ 7,000 $ 19,712,270 $ 11,115 $ 1,887,728 9.6% 17,813,427 $

ATTACHMENT F

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2 ORDINANCE NO. 1133
PAGE 1 OF 6
ORDINANCE NO. 1133

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF STANTON, CALIFORNIA, ADDING CHAPTERS 10.34 AND 10.36 TO TITLE 10 OF THE STANTON MUNICIPAL

CODE REGARDING MEDIAN ISLANDS AND DRIVE-THROUGHS AND FINDING THE

ORDINANCE TO BE EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT PURSUANT TO SECTIONS 15378 AND 15061(B)(3) OF THE STATE CEQA

GUIDELINES
WHEREAS, the City of Stanton, California (“City”) is a municipal corporation, duly organized under the California Constitution and laws of the State of California; and WHEREAS, pursuant to the police powers delegated to it by the California Constitution, the City has the authority to enact laws which promote the public health, safety, and general welfare of its citizens; and
WHEREAS, the City recognizes its paramount duty to prioritize the safety and welfare of its residents; and
WHEREAS, the City finds that pedestrians standing, lying, sitting, or otherwise remaining upon median islands located in the center of streets distracts drivers, places pedestrians in harm’s way, and tramples landscaping. Remaining in a median includes walking up and down the median. Such median islands have been installed for safety reasons to separate opposing lanes of traffic and are often landscaped for aesthetic purposes to beautify City arterials and promote traffic calming. There is no intended pedestrian use of such medians; and
WHEREAS, Beach Boulevard is an eight-lane highway and stands as one of the busiest thoroughfares experiencing a constant influx of vehicular traffic within the City; and WHEREAS, it has been observed that pedestrian activities in the medians along Beach Boulevard and other medians throughout the City pose significant safety risks and hazards to pedestrians in light of the constant traffic; and WHEREAS, statistics and data compiled by the City evidences the dangers associated with pedestrians standing, sitting, lying or otherwise remaining in the medians of Beach Boulevard and other medians throughout the City, therefore requiring immediate action to safeguard the well-being of the community; and
WHEREAS, the Orange County Sheriff’s Department reported the following number of vehicle versus pedestrian incidents in the following years: 27 in 2018; 24 in 2019; 23 in 2020; 22 in 2021; 28 in 2022; and 10 in 2023 so far. The incidents occurred throughout the City, including but not limited to the intersections of Beach and Cerritos, Chapman, Katella, Lampson, Orangewood, Stanford, and Magnolia. Of those incidents, 32 resulted in fatalities; and
Item: 11A
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ORDINANCE NO. 1133
PAGE 2 OF 6
WHEREAS, the Orange County Fire Authority also responded to calls regarding incidents between vehicles and pedestrians throughout the City, including 12 in 2020; 14 in 2021; 13 in 2022; and five in 2023 so far; and
WHEREAS, the City is committed to enhancing the safety of pedestrians by discouraging their presence in the medians, thereby reducing the likelihood of accidents, injuries, and fatalities throughout the City’s busy streets and highways; and WHEREAS, in recent years, the City has received complaints from residents, visitors, and businesses about the presence of individuals who are standing, lying, sitting or otherwise remaining within or within a 6-foot radius around drive-through lanes at retail or service businesses. To “remain” in a drive-through includes, without limitation, walking in or through the drive-through for any purpose. The City finds that pedestrians standing, lying, sitting, or otherwise remaining in those lanes or areas adjacent to them can distract drivers, place pedestrians in harm’s way, and interfere with business operations. Subject to limited exceptions, drive-throughs exist for vehicular traffic purposes only and there is no need for pedestrians to stand, sit, lie otherwise remain within or around these areas; and
WHEREAS, individuals who are in vehicles queuing in drive-throughs can also be “captive audiences” who cannot easily leave the area in the event of unsafe or criminal activity. When there is a line of vehicles in a drive-through, those vehicles are often boxedin—each vehicle’s ability to exit the drive-through is dependent on the actions of the preceding and following vehicles. This can render such vehicles and the passengers therein vulnerable to unsafe and criminal activity (e.g., drivers throughout the State and country have been robbed while queuing in drive-throughs). 1 Prohibiting pedestrians from
sitting, lying, standing or remaining within a 6-foot radius of a drive-through is reasonable because of a pedestrian’s ability to stand outside of the drive-through and still reach vehicles queuing in the drive-through. Foreclosing drive-through areas to pedestrians is intended to reduce risks of criminal activity; and
1 According to Orange County Sheriff Department records, on August 2, 2023, around 4:21 a.m., a woman was held up in the drive-through of a fast food restaurant in the City of Aliso Viejo. The alleged perpetrator approached her vehicle on foot and pointed a handgun at her. At some point, the woman ran from the vehicle and the suspect entered the driver’s seat. The suspect attempted to flee in the victim’s vehicle, but then crashed it. See also, e.g., “Suspect carjacks vehicle in Taco Bell drive-thru with kids inside,” Fox 8, August 3, 2023 and available at: https://fox8.com/news/suspect-carjacks-vehicle-in-taco-bell-drive-thruwith-kids-inside-deputies/; “Woman arrested in road rage attack on mother at Northern California McDonald’s drive-thru,” ABC7 Eyewitness News, March 4, 2022 and available at:
https://abc7.com/california-mcdonalds-mother-attacked-drive-thru-assault/11618528/; “Young Men robbed at Whittier drive-through; 5 suspects arrested,” Whitter Daily News, July 30, 2016 and available at:
https://www.whittierdailynews.com/2016/07/30/young-men-robbed-at-whittier-drive-through-5-suspectsarrested/.

ORDINANCE NO. 1133
PAGE 3 OF 6
WHEREAS, the City’s intent in prohibiting the conduct of standing, lying, sitting or remaining on medians and within and adjacent to drive-throughs is to safeguard the civil liberties of its residents and protect the health, safety, and welfare of the public, including pedestrians and drivers. This Ordinance is not intended to restrict or infringe upon the free speech rights of individuals but solely endeavors to promote the safety and welfare of the community.

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

SECTION 1: Recitals. The recitals set forth above are true and correct and are hereby adopted as findings in support of this Ordinance as if fully set forth herein.

SECTION 2: CEQA. This Ordinance is exempt from the requirements of the California Environmental Quality Act (“CEQA”) pursuant to the State CEQA Guidelines, as it is not a “project” and has no potential to result in a direct or reasonably foreseeable indirect physical change to the environment. 14 Cal. Code Regs. § 15378(a). Further, this Ordinance is exempt from CEQA as there is no possibility that this Ordinance or its implementation would have a significant negative effect on the environment. 14 Cal. Code Regs. § 15061(b)(3). The City Clerk shall cause a Notice of Exemption to be filed as authorized by CEQA and the State CEQA Guidelines.

SECTION 3: Code Amendment. Chapter 10.34 is hereby added to Title 10 of the Stanton Municipal Code to read as follows:
“Chapter 10.34 PEDESTRIANS PROHIBITED ON STREET MEDIAN

ISLANDS

10.34.010 Findings and purpose.

10.34.020 Median island defined.

10.34.030 Pedestrians prohibited on median islands.

10.34.010 Findings and purpose.

The City Council finds that pedestrians are standing, lying, and sitting upon median islands located in the center of streets, distracting drivers, placing themselves in harm’s way, and trampling landscaping. Vehicle accident reports involving the street medians in the City support the finding that standing, sitting, and lying on the median islands is dangerous. Such median islands have been installed for safety reasons to separate opposing lanes of traffic and are often landscaped for aesthetic purposes to beautify City arterials. There is no intended pedestrian use of such medians.

Pedestrians may cross a street in accordance with the law and do not need to stand, sit, lie, or otherwise remain on these median islands for any purpose.

ORDINANCE NO. 1133
PAGE 4 OF 6
The purpose of this chapter is to protect the public safety of drivers and pedestrians and preserve the aesthetics of the City’s landscaped median islands.

10.34.020 Median island defined.

For purposes of this chapter, a median island is a raised and curbed area, of variable width, which may or may not contain landscaping or hardscaping features, located in the approximate center of the street, parallel to the travel lanes, separating opposing lanes of motor vehicle traffic and channeling the location of the motor vehicle traffic.

10.34.030 Pedestrians prohibited on median islands.

Pedestrians are prohibited from standing, sitting, lying, or otherwise remaining upon any median island as defined in Section 10.34.020. To “remain” on a median island includes, without limitation, walking up and down the median for any purpose. However, this prohibition does not apply to City employees or contractors maintaining the median island, emergency personnel or other persons temporarily using the median island because of an accident or vehicular emergency, or persons temporarily using a median to actively cross a road, street, or highway. A pedestrian using a median to cross a road, street, or highway may only briefly be on a median, as necessary, to facilitate active and safe crossings.”
SECTION 4: Code Amendment. Chapter 10.36 is hereby added to Title 10 of the Stanton Municipal Code to read as follows:
“Chapter 10.36 PEDESTRIANS PROHIBITED IN DRIVE-THROUGHS

10.36.010 Findings and purpose.

10.36.020 Drive-through defined.

10.36.030 Pedestrians prohibited in drive-throughs.

10.36.010 Findings and purpose.

Pedestrians standing, lying, sitting, or otherwise remaining within a drivethrough can distract drivers, place pedestrians in harm’s way, and interfere with business operations. Subject to limited exceptions, drive-throughs are intended for vehicular traffic, only, and there is no intended pedestrian use for these areas.

Additionally, individuals in vehicles that are queuing in a drive-through can also be “captive audiences” who cannot easily leave the area in the event of unsafe or criminal activity. When there is a line of vehicles in a drivethrough, those vehicles are often boxed-in because each vehicle’s ability to exit the drive-through is dependent on the actions of the preceding and following vehicles. This can render such vehicles and the passengers ORDINANCE NO. 1133
PAGE 5 OF 6
therein vulnerable to unsafe and criminal activity. Foreclosing drive-through areas and the immediately adjacent areas to pedestrians is intended to reduce such risks.

The purpose of this chapter is to protect the safety and welfare of the community, including but not limited to, drivers and pedestrians.

10.36.020 Drive-through defined.

For purposes of this chapter, a drive-through (retail or service) means a retail or service business (e.g., an automated teller machine (ATM), bank, pharmacy dispensary, coffee house, fast-food restaurant, etc.) where products or services may be obtained by motorists without leaving their vehicle.

10.36.030 Pedestrians prohibited in drive-throughs.

A. Pedestrians are prohibited from standing, sitting, lying, or otherwise remaining in a drive-through (retail or service), as defined in Section 10.36.020. To “remain” in a drive-through includes, without limitation, walking in or through a drive-through for any purpose. Notwithstanding the foregoing, this subsection (A) does not apply to any of the following: (1) employees or contractors of the business to which the drive-through is connected; provided that such individuals are acting within the course and scope of their employment; (2) emergency personnel; or (3) City employees or contractors conducting official business.

B. Pedestrians are prohibited from standing, sitting, or lying within 6 feet of any drive-through (retail or service) as defined in Section 10.36.020. Notwithstanding the foregoing, this subsection (B) does not apply to any of the following: (1) employees or contractors of the business to which the drive-through is connected; provided that such individuals are acting within the course and scope of their employment; (2) emergency personnel; (3) City employees or contractors conducting official business; or (4) individuals within a public right-of-way.” SECTION 5: Severability. If any section, sentence, clause or phrase of this Ordinance or the application thereof to any entity, person or circumstance is held for any reason to be invalid or unconstitutional, such invalidity or unconstitutionality shall not affect other provisions or applications of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are severable.

The City Council of the City of Stanton hereby declares that it would have adopted this Ordinance and each section, sentence, clause or phrase thereof, irrespective of the fact that any one or more section, subsections, sentences, clauses or phrases be declared invalid or unconstitutional.

SECTION 6: Effective Date. This Ordinance shall become effective thirty (30) days following its adoption.

ORDINANCE NO. 1133
PAGE 6 OF 6
SECTION 7: Publication. City Clerk shall certify to the adoption of this Ordinance and cause the same to be posted in the three (3) designated posting places within the City of Stanton within fifteen (15) days after its passage.

PASSED, APPROVED, AND ADOPTED this 26th day of September, 2023.

DAVID J. SHAWVER, MAYOR
ATTEST:

PATRICIA A. VAZQUEZ, CITY CLERK
APPROVED AS TO FORM:

HONGDAO NGUYEN, CITY ATTORNEY

STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss.

CITY OF STANTON )
I, Patricia A. Vazquez, City Clerk of the City of Stanton, California, do hereby certify that the foregoing Ordinance No. 1133 was introduced at a regular meeting of the City Council of the City of Stanton, California, held on the 26th day of September, 2023 and was duly adopted at a regular meeting of the City Council held on the 10th day of October, 2023, by the following roll-call vote, to wit:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

PATRICIA A. VAZQUEZ, CITY CLERK

CITY OF STANTON

REPORT TO CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
DATE: October 10, 2023
SUBJECT: PILOT PROGRAM PARTNERSHIP WITH RODEO 39 FOR 2023 HOLIDAY “SHOP & DINE 39” ECONOMIC DEVELOPMENT PROGRAM
REPORT IN BRIEF:

The SHOP & DINE 39 pilot program encourages residents and visitors to support local retailers and businesses within the Stanton community. With Highway 39/Beach Boulevard being one of the most recognizable thoroughfares through the City, the program aims to attract visitors from throughout the region to look to Stanton as a destination for shopping and dining throughout the holiday season.

RECOMMENDED ACTION:

BACKGROUND AND ANALYSIS:

The City’s Economic Development Division seeks to implement programs and projects that will support a healthy, diverse, and vibrant community through creating and retaining quality jobs, supporting the City’s tax base, and enhancing the quality of life for residents and businesses.

Item: 12A
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To support local and small businesses in Stanton during the upcoming holiday season, City staff is proposing to partner with Rodeo 39 on a holiday pilot program titled “SHOP & DINE 39”. Through the co-hosting of free public events at Rodeo 39, the program aims to attract both residents as well as visitors from throughout the Southern California region.

The co-hosted programs will:
• Be free and open to all ages.
• Will be held on no more than two weekends in each of the months of October, November, and December.
• Will comply with all City requirements.

Rodeo 39, in addition to promoting the SHOP & DINE 39 program on its electronic marquis, will also promote all of the City’s holiday events, including the City’s Halloween Festival, Veterans Day Ceremony, and Christmas Tree Lighting. At the end of the pilot program, staff will assess outcomes for future partnership opportunities.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended actions.

ENVIRONMENTAL IMPACT:

In accordance with the requirements of California Environmental Quality Act (“CEQA”), the project is exempt pursuant to Sections 15378(a) and 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.

STRATEGIC PLAN OBJECTIVE:

Obj. No. 2: Promote a strong local economy.

Obj. No. 5: Provide a high quality of life.

Prepared by: Crystal Landavazo, Director of Community Development Approved by: Hannah Shin-Heydorn, City Manager

CITY OF STANTON

REPORT TO CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
DATE: October 10, 2023
SUBJECT: PRESENTATION REGARDING MITIGATION EFFORTS OF THE THEFT

OF CATALYTIC CONVERTERS WITHIN THE CITY
REPORT IN BRIEF:

At its meeting of August 8, 2023, Council directed staff to prepare an item regarding mitigation efforts related to the theft of catalytic converters. This evening Public Safety Director Jim Wren will be providing a presentation highlighting practices adopted by other communities for the Council’s consideration.

RECOMMENDED ACTION:

2. Provide direction to staff.

BACKGROUND AND ANALYSIS:

The theft of catalytic converters continues to be an issue facing communities throughout California. Tonight’s presentation will cover the following topics:
• What is a catalytic converter?
• Why are catalytic converters stolen?
• Tips to Protect Your Vehicle
• California Laws that Help Protect Your Vehicle
• Examples of practices adopted by other communities in California Item: 12B
Click here to return to the agenda.

FISCAL IMPACT:

None.

ENVIRONMENTAL IMPACT:

PUBLIC NOTIFICATION:

Public notice was made through the regular agenda process.

STRATEGIC PLAN OBJECTIVE:

Obj. No. 1: – Provide a safe community.

Prepared by: James Wren, Director of Public Safety Services Approved by: Hannah Shin-Heydorn, City Manager
1 CITY OF STANTON

REPORT TO THE CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
DATE: October 10, 2023
SUBJECT: ADOPTION OF RESOLUTION NO. 2023-26 APPROVING THE PARKS

MASTER PLAN
REPORT IN BRIEF:

As recommended by the Parks, Recreation and Community Services Commission, adopt Resolution No. 2023-26 approving the City of Stanton Parks Master Plan.

RECOMMENDED ACTION:

1. City Council declare that this item is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections Section 15061(b)(3) and Section 15378(b)(5); and

2. Adopt Resolution No. 2023-26, approving the City of Stanton Parks Master Plan, entitled:
“A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF STANTON,

CALIFORNIA, APPROVING THE CITY OF STANTON PARKS MASTER
PLAN”.

BACKGROUND:

The City previously adopted a Parks and Recreation Master Plan in 2005. Since the adoption, the makeup of the community has changed including the recreational needs of Stanton residents. To address these changes, staff sought to complete a comprehensive Parks Master Plan and engaged the community to yield a final planning document to provide guidance to the City for the development of the City's parks and recreational facilities for the next 15 years.

On May 24, 2022, the City Council approved an agreement with RJM Design Group to complete the proposed Master Plan that would reflect and prioritize community needs, address desired park elements, review aging infrastructure, serve as a planning document for the Capital Improvement Program, and ensure future sustainability of the City's parks and recreational facilities.

Item: 12C
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2 The scope of the Parks Master Plan project included an inventory of current facilities and programs, extensive community engagement to solicit feedback and a vision for the future, and a final report summarizing the project findings and recommendations.

ANALYSIS:

The Stanton Parks Master Plan serves as a guide and implementation tool for the management and development of parks, recreation facilities, and programs throughout the city. This document represents a summary of the extensive community outreach, research, and professional site analysis. The final report is a vision for Stanton's parks and recreation system that was inspired by the local community.

The Parks Master Plan identifies seven key initiatives for the park and recreation system, along with implementation strategies that will guide the provision of parks, recreation, and related services over the next fifteen years. • Key Strategy #1: Promote Healthy Mind and Body Development by Enhancing Fitness Opportunities throughout the City
• Key Strategy #2: Support Competitive Sportsmanship through Facility Improvements and Joint Use Agreements
• Key Strategy #3: Modernize Existing Facilities and Develop New Recreation Amenities
• Key Strategy #4: Develop a Well-Connected Trail Network that Promotes Multimodal Transportation Opportunities
• Key Strategy #5: Establish a Collaborative Community Network Focused on Promoting Safety and Awareness
• Key Strategy #6: Promote an Urban Climate Initiative to Reduce Heat Island Effect and Increase Tree Canopy Diversity
• Key Strategy #7: Provide Diverse Program Opportunities for All Ages and Abilities
The Master Plan presented here is intended to be flexible and should be evaluated or modified as the City responds to unforeseen opportunities and constraints, as well as changes in residents’ needs and demands in the context of other city priorities. The City's ability to secure sufficient and consistent funding for the development and operation of parks, recreation facilities, and programs will serve as the foundation for the successful implementation of the Master Plan. Meeting these challenges calls for a balanced effort including vision, resourcefulness, collaboration, and dedication. 3 On July 17, 2023, the Parks, Recreation and Community Services Commission recommended that the City Council adopt the proposed Parks Master Plan.

FISCAL IMPACT:

None.

ENVIRONMENTAL IMPACT:

None, the Parks Master Plan was reviewed for compliance with the California Environmental Quality Act (CEQA) and was determined to be exempt under Section 15061(b)(3) of the CEQA Guidelines which identifies that the Master Plan is an administrative document that will not result in a project as specified in Section 15378(b)(5).

LEGAL REVIEW:

None.

PUBLIC NOTIFICATION:

Public notification provided through the regular agenda process.

STRATEGIC PLAN OBJECTIVES ADDRESSED:

Obj. No. 3: Promote a quality infrastructure.

Obj. No. 5: Provide a high quality of life.

Prepared by: Zenia Bobadilla, Community Services Director Approved by: Hannah Shin-Heydorn, City Manager
Attachment:

A. Resolution No. 2023-26
B. City of Stanton Parks Master Plan
C. Parks Master Plan Appendix
RESOLUTION NO. 2023-26

Page 1 of 2 ends

RESOLUTION NO. 2023-26

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF STANTON,

CALIFORNIA, APPROVING THE CITY OF STANTON PARKS MASTER PLAN WHEREAS, the City Council recognizes the importance of establishing a system to address the community needs for local recreation programs, maintenance and improvement of existing park and recreation facilities and to establish new parks and recreation opportunities to serve the Stanton community; and WHEREAS, to address this need, the City staff has developed a comprehensive plan for the City of Stanton entitled the “City of Stanton Parks Master Plan” (the “Master Plan”). A full copy of the Master Plan, dated October 10, 2023, is on file with the Office of the City Clerk of the City of Stanton; and
WHEREAS, the Master Plan will provide City Council and staff with the guidelines, strategies and policies to both maintain and improve existing park and recreation services and to provide strategies for additional facilities and services to better serve the community’s growing recreation and park needs; and
WHEREAS, the process to draft the Parks Master Plan included broad resident and stakeholder engagement with a data-driven technical analysis to identify community needs’ and input from local nonprofit service providers, community volunteers, City officials and local users of the services to help create a program to best meet the needs of City. The results of all outreach efforts have been incorporated into the Master Plan; and
WHEREAS, the Parks Master Plan identifies seven key initiatives for the City’s parks and recreation system, along with implementation strategies that will guide the provision of parks, recreation, and related services over the next fifteen years; and WHEREAS, all legal prerequisites have occurred prior to the adoption of this Resolution.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF STANTON DOES FIND, DETERMINE, RESOLVE, AND ORDER AS FOLLOWS:

SECTION 1: The City Council finds that the facts, findings, and conclusions set forth in the recitations set forth above are true and correct and, accordingly, are incorporated as a material part of this Resolution.

SECTION 2: Based upon a review for compliance with the California Environmental Quality Act (CEQA), the Parks Master Plan was determined to be exempt under Section 15061(b)(3) of the CEQA Guidelines which identifies that the Master Plan is an administrative document that will not result in a project as specified in Section 15378(b)(5).

Attachment: A
Click here to return to the agenda.

2023

CITY OF STANTON

PARKS MASTER PLAN
Photo by City of Stanton
“Community Pride and
Forward Vision”
Attachment: B
Click here to return to the agenda.

City of Stanton
Parks Master Plan
2023
Prepared for:

Prepared by:

Acknowledgments
City Council
David Shawver, Mayor
Hong Alyce Van, Mayor Pro Tempore
Gary Taylor, Council Member
Donald Torres, Council Member
Carol Warren, Council Member
City Manager’s Office
Hannah Shin-Heydorn, City Manager
Parks, Recreation, and Community Services Commission
John Warren, Chair
Greg Himes, Vice Chair
Loreen Berlin, Commissioner
Hanni Hoang Phan, Commissioner
Dezi Ledesma, Commissioner
DeWayne Normand, Commissioner
Otniel Pavia, Commissioner
Community Services Department
Zenia Bobadilla, Community Services Director
Ashley Cain, Community Services Manager
Public Works & Engineering Department
Cesar Rangel, Public Works Director
Scott Jensen, Public Works Manager
Han Sol Yoo, Associate Engineer
Community Development Department
Crystal Landavazo, Community & Economic Development Director Planning Team
Zachary Mueting, Principal Landscape Architect, RJM Design Group Inc.

Kristen Schnell, Project Manager, RJM Design Group Inc.

Courtney Hawkins, Landscape Designer, RJM Design Group Inc.

David Molina, GIS Analyst, RJM Design Group Inc.

Ed Crofts, Senior Associate, RJM Design Group Inc.

Rubio Medina, Architect, RM Architecture
Special thanks to our stakeholders and community members who participated in the planning process.

Photo by City of Stanton

TABLE OF CONTENTS
Section THREE: NEEDS ASSESSMENT

3.1 Existing Conditions
City Parks ..............................................................................38 Acreage Analysis.................................................................40 Community Facilities ...........................................................51 Bicycle Trails..........................................................................42 School Facilities....................................................................43 Joint-Use Agreements.........................................................44 Other Parks and Recreation Facilities ...............................45 Park Service Gap Analysis ..................................................47

3.2 Programs and Services........................................................51 Section FOUR: RECOMMENDATIONS

4.1 Key Strategies.......................................................................54

4.2 Park and Facility Funding Recommendations.................77

4.3 Opportunity Sites..................................................................82

4.4 Maintenance Recommendations.....................................83

4.5 Roadmap .............................................................................84

4.6 Conclusion............................................................................87 Section ONE: INTRODUCTION

1.1 Purpose of Parks Master Plan ...............................................4

1.2 Benefits of Parks and Recreation.........................................5

1.3 Regional Setting.....................................................................6

1.4 Local Setting...........................................................................7

1.5 The Master Plan Process........................................................9

1.6 Related Studies....................................................................11 Section TWO: COMMUNITY VOICE

2.1 Community Profile ...............................................................14

2.2 Outreach and Engagement..............................................17

2.3 Summarizing the Community Voice..................................33 Executive Summary ...................................................................................1 Photo by City of Stanton

APPENDIX (SEPARATE DOCUMENT)

APPENDIX TABLE OF CONTENTS
Tool 1: Meetings .............................................................................................................................. 1 Tool 2: Existing Documentation
a.Information Request Memo – Existing Document Resources........................................... 5 b.Zoning Map............................................................................................................................ 9 c.Existing Trails Map ............................................................................................................... 10 d.Statistically Valid Multimodal Community Survey Summary........................................... 11 Tool 3: Inventory of Recreation Facilities and Parks
a.Map of Existing Parks........................................................................................................... 56 b.Map of Existing Facilities ..................................................................................................... 57 c.Park Amenity Matrix ............................................................................................................ 58 d.Map of Existing Schools....................................................................................................... 59 e. Park Profiles........................................................................................................................... 60 f. Assessment and Inventory of Programs and Services..................................................... 70 Tool 4: Recreation Facility Assessment........................................................................................ 95 Tool 5: Benchmark Comparison ................................................................................................ 124 Tool 6: Demographic Trends
a. 2022 Demographic Assessment ..................................................................................... 129 b. Age Profile Comparison vs. Orange County ................................................................ 134 Tool 7: Community Engagement
a.Project Website.................................................................................................................. 135 b.Feedback Comments....................................................................................................... 149 c.Stakeholder Interview Summary ...................................................................................... 152 d.Community Workshop #1 Summary................................................................................ 156 e.Community Workshop #2 Summary................................................................................ 161 f. Community Workshop #3 Summary................................................................................ 166 g.City Staff Workshop #3 Summary .................................................................................... 170 h.Program and Facility Needs Summary Charts............................................................... 173 Tool 8: Community Needs Assessment
a. Program and Facility Community Needs Prioritization................................................. 175 Tool 9: Gap Analysis and Opportunity Sites
a.Service Gap Analysis......................................................................................................... 177 b.Opportunity Sites. .............................................................................................................. 180 Tool 10: Park/Facility/Program Recommendations................................................................. 181 Tool 11: Management/Policy Analysis...................................................................................... 185 Tool 12: Operations & Maintenance Plan................................................................................ 191 Tool 13: Financial Review & Recommendations..................................................................... 215 Tool 14: Final Presentation.......................................................................................................... 246

LIST OF EXHIBITS
Section ONE: INTRODUCTION

1.3-1 City of Stanton Regional Setting.............................................................................6

1.5-1 Project Timeline.........................................................................................................9 Section TWO: COMMUNITY VOICE

2.1-1 Tapestry Map ..........................................................................................................13

2.1-2 Stanton Age Profile compared to Orange County ...........................................15

2.2-1 Community Workshop 1 Survey Distribution Map...............................................21

2.2-2 Community Workshop 2 Survey Distribution Map...............................................23

2.2-3 Community Workshop 3 Survey Distribution Map...............................................25

2.2-4 City Staff Survey Distribution Map.........................................................................27

2.2-5 Multimodal Survey Distribution Map.....................................................................29

2.3-1 Program Priorities....................................................................................................35

2.3-2 Facility Priorities.......................................................................................................36 Section THREE: NEEDS ASSESSMENT

3.1-1 Stanton Park Types Map........................................................................................39

3.1-2 Stanton Community Facilities Map ......................................................................41

3.1-3 Stanton Bicycle Trails Map.....................................................................................42

3.1-4 School Facilities Map .............................................................................................43

3.1-5 Service Area Gap Analysis for Mini Parks.............................................................47

3.1-6 Service Area Gap Analysis for Neighborhood Parks..........................................48

3.1-7 Service Area Gap Analysis Map...........................................................................49 Section FOUR: RECOMMENDATIONS

4.1-1 Fitness and Exercise Equipment Distribution Map...............................................55

4.1-2 Exercise and Fitness Classes Distribution Map.....................................................56

4.1-3 Sports Fields Distribution Map................................................................................57

4.1-4 Adult Sports Distribution Map................................................................................58

4.1-5 Swimming Pool Distribution Map ..........................................................................59

4.1-6 Restroom Improvements Distribution Map ..........................................................60

4.1-7 Parking Distribution Map........................................................................................61

4.1-8 Community Garden Distribution Map..................................................................62

4.1-9 Picnic Shelters Distribution Map............................................................................63

4.1-10 Dog Park Distribution Map.....................................................................................64

4.1-11 Walking Paths and Trails Distribution Map ...........................................................65

4.1-12 Bike Paths and Trails Distribution Map..................................................................66

4.1-13 Security Cameras and Lighting Distribution Map...............................................67

4.1-14 Park Ranger Program Distribution Map ...............................................................68

4.1-15 Homeless Outreach Distribution Map ..................................................................69

4.1-16 Green, Open Space / Shade / Trees Distribution Map......................................70

4.2-1 Funded and Planned Parks & Recreation Projects............................................77

4.2-2 New / Unplanned Parks and Recreation Facility Projects.................................79

4.3-1 Railway and Flood Control Channel Locations..................................................82

4.5-1 Short, Mid, and Long-Term Recommendations..................................................84

4.5-2 Fifteen Year Roadmap ..........................................................................................85 1 2
3 4
Photo by City of Stanton

EXECUTIVE SUMMARY
The Stanton Parks Master Plan serves as a guide and implementation tool for the management and development of parks, recreation facilities, and programs throughout the city. This document represents a summary of the extensive community outreach, research, and professional site analysis. The culminating result is a community inspired plan for the future of parks and recreation in Stanton .

The process began with a review of pertinent planning documents, existing park resources, and recreation opportunities. Following the initial inventory, an extensive community outreach campaign was developed through in-person workshops, online video presentations, one-on-one stakeholder interviews, public online surveys, and direct website feedback. A translator was present at all the in-person workshops. A statistically valid multimodal survey was conducted prior to the development of the master plan in early 2022 to collect the community views on parks and recreation in the city, and was also available in multiple languages. The information collected was also included in the development of the master plan recommendations. Throughout the process, project updates and summary results were posted to the project website. This website enabled community members to review updates and provide immediate feedback at any point in time. The combination of all these outreach methods enabled anyone in the community to have a voice in the process regardless of when and where meetings were held.

The following are key strategies developed to prioritize future recreation development with the community's recreational desires.

Key Strategy #1: Promote Healthy Mind and Body Development by Enhancing Fitness Opportunities throughout the City
Goal 1.1: Repair and replace existing outdoor fitness stations at parks. Add outdoor fitness stations when implementing park improvements.

Goal 1.2: Consider developing an indoor fitness center/exercise room at the Community Center at City Hall.

Goal 1.3: Continue to offer and consider new programs/classes emphasizing health and fitness, such as yoga, Zumba, and Pilates. Consider public-private partnerships to expand health and fitness program opportunities.

Key Strategy #2: Support Competitive Sportsmanship through Facility Improvements and Joint Use Agreements
Goal 2.1: Update and implement field maintenance management plan.

Goal 2.2: Explore joint use opportunities with School Districts to expand sports facility and swimming pool availability for sports and aquatic programming.

Goal 2.3: Provide additional sports programs for adults through league play, public-private partnerships, and/or joint ventures.
1 | City of Stanton • Parks Master Plan
Photo by City of Stanton
Key Strategy #3: Modernize Existing Facilities and Develop New Recreation Amenities Goal 3.1: Upgrade, modernize, and renovate existing restroom facilities.

Goal 3.2: Provide additional parking and shuttle services during sporting events and community events to alleviate parking congestion.

Goal 3.3: Expand community garden at Norm Ross Sports Complex. As plots are reserved and demand increases, consider additional community garden features at Hollenbeck Park.

Goal 3.4: Include more picnic shelters at parks and/or provide shaded seating areas near splash pads and playgrounds.

Goal 3.5: Provide off leash dog areas in park and/or develop a dog park in the city.

Key Strategy #4: Develop a Well-Connected Trail Network that Promotes Multimodal Transportation Opportunities
Goal 4.1: Maintain and develop walking paths in and around parks and schools. Consider lighting pedestrian pathways to increase walking path and trail opportunities.

Goal 4.2: Continue to offer and promote the walking club program.

Goal 4.3: Consider abandoned railways and flood control channels to expand multi-use trail opportunities.

Goal 4.3: Create a Bikeways and Trail Master Plan to promote a connected bikeway and pedestrian trail network.

Key Strategy #5: Establish a Collaborative Community Network Focused on Promoting Safety and Awareness
Goal 5.1: Install motion detection lighting and remote camera systems around community facilities and areas in parks that have nighttime activity.

Goal 5.2: Develop a park ranger program to encourage park oversight, visitor assistance, and public safety.

Goal 5.3: Continue to be an active leader in homeless outreach programs and offer resources to those at risk through partnerships with the County and community based organizations.

Key Strategy #6: Promote an Urban Climate Initiative to Reduce Heat Island Effect and Increase Tree Canopy Diversity
Goal 6.1: Increase urban canopy coverage to provide shade and reduce heat island effect in existing parks and potential parkland expansion areas, including abandoned railways.

Goal 6.2: Update business and residential landscape guidelines to include urban forestry measures.

Goal 6.3: Develop a strategic approach to increase urban canopy with a Tree Master Plan.

Key Strategy #7: Provide Diverse Program Opportunities for All Ages and Abilities Goal 7.1: Expand partnerships with the business community by looking for volunteer and sponsorship opportunities to support the funding of free and low-cost events.

Goal 7.2: Build upon existing class offerings through increased targeted marketing.

City of Stanton • Parks Master Plan | 2
Photo by City of Stanton
Purpose of a Parks Master Plan
1 Stanton residents benefit from a wide variety of activities and resources provided by the City, including nine (9) parks, two (2) community centers, two (2) splash pads, and a Family Resource Center for mental health and family services. Stanton also provides annual holiday events and many recreational programs.
“To enhance the quality of life by providing diverse opportunities in a healthy community through an integrated system of Parks, Recreation, Cultural and Human Service programs for people of all ages and abilities.” - Community Services Department Mission Statement
The community outreach process provides a clear understanding of the community’s desires and needs for parks and recreation. Having this understanding enables strategic expenditures and improvements within the recreation system and maximizes the community impact. This report was developed in part to ensure the resources dedicated to sustaining recreation in Stanton are continuously in line with community expectations and desires.

The Master Plan presented here is intended to be flexible and should be evaluated and/or modified every five (5) years as the City responds to unforeseen opportunities and constraints, as well as changes in residents’ needs and demands in the context of other city priorities.

1.1 Movies Under the Stars
Photo by City of Stanton
SECTION ONE:

INTRODUCTION
City of Stanton • Parks Master Plan | 4
Benefits of Parks and Recreation
The California Park and Recreation Society (CPRS) Vision Insight and Planning Project - Creating Community in the 21st Century identifies the mission of California’s park and recreation agencies:
“To create community through people, parks and programs.” The CPRS VISION also identifies benefits of park and recreation services including:
• Foster Human Development. Parks and recreation services foster social, intellectual, physical, and emotional development.
• Promote Health and Wellness. Participation in recreation improves physical and emotional health.
• Increase Cultural Unity. Parks and recreation increase cultural unity through experiences that promote cultural understanding and celebrate diversity. • Facilitate Community Problem-Solving. Park and recreation professionals have skills in facilitation and leadership that can be applied to resolve community problems and issues.
• Protect Natural Resources. By acquiring and protecting valuable resources as open space, such as rivers, streams, greenways, viewsheds, forests, and other habitat areas, natural resources are protected and habitat required for the survival of diverse species is preserved.
• Strengthen Safety and Security. Park and recreation professionals provide safe environments for recreation and design programs and services specifically to reduce criminal activity.
• Strengthen Community Image and Sense of Place. Parks, recreation facilities, programs, and community events are key factors in strengthening community image and creating a sense of place.
• Support Economic Development. Recreation programs and facilities attract and retain businesses and residents, as well as attract tourists. Parks and recreation provide jobs and generate income for the community and for local businesses.

Veterans Memorial Park

1.2 Benefits of Parks and Recreation
Photo by Google Maps
5 | City of Stanton • Parks Master Plan
Regional Setting 1
City of Stanton • Parks Master Plan | 6
Exhibit 1.3-1: City of Stanton
Regional Setting
Copyright © 1995–2023 Esri.

Regional Setting
Stanton is a city in northern Orange County in
California’s Southern Region with a total area
of 3.15 square miles.

Stanton is located north of the Garden Grove
(22) Freeway, south of the Artesia (91) Freeway,
east of the San Gabriel River (605) Freeway,
and west of the Santa Ana (5) Freeway.

Stanton is bounded by the cities of Cypress on
the west, Anaheim on the north and east, and
Garden Grove on the east and south.

Exhibit 1.3-1, City of Stanton Regional Setting,
illustrates the regional context of the city in
relation to the major freeways and surrounding
cities.

Stanton

1.3 City of Stanton • Parks Master Plan | 6
Local Setting
In 1906, the Pacific Electric Railway began operations through the area. The Los Alamitos branch of the railway was abandoned in the 1990’s and remnants of the railway are still visible throughout the city. Central Park’s railroad-themed playground in Stanton was chosen due to its proximity to the Pacific Electric Railway line.

The City of Stanton was incorporated in 1956 and operates under the council– manager form of government, providing a full range of municipal services. In 1959, the Stanton Women’s Civic Club selected the Jacaranda as the City Tree and the Bird of Paradise as the City Flower.

In recent years, Stanton has experienced rapid growth in the commercial, industrial, and residential sectors, ultimately creating a well-balanced community.

Within the Stanton City boundaries, several significant man-made features help shape neighborhoods and provide both opportunities and constraints with respect to parks, recreation, transportation, and community life. These include:
1 – Flood Control Channels
2 – Active and Abandoned Railways
3 – Beach Boulevard & Katella Ave (Major Arterials)
4 – New High Density Residential and Innovative Commercial Areas

1.4 Local Setting
Flood Control Channels
Flood control channels are large and empty basins which let water flow in and out (except during flooding).

Flood channels are sometimes built on the former courses of waterways as a way to reduce flooding.

In the City of Stanton, there is the Stanton Storm Channel and the Barber City Channel.

Photo by Google Earth
7 | City of Stanton • Parks Master Plan
1 New High Density Residential and
Innovative Commercial Areas
Newly added in 2020, Rodeo 39 is a public
market that has been specifically designed for
Stanton’s community. Over 25 dining. retail, and
entertainment modules, spanning 41,000 square
feet, are interwoven between local artist murals.

Active and Abandoned Railways
In 1925, the Pacific Electric Railway, an electric interurban rail known as the Red Car, connected Stanton to Santa Ana and Downtown Los Angeles on the “Santa Ana” line. The Red Car was abandoned in 1950 as automotive traffic increased.

Beach Blvd & Katella Ave
(Major Arterials) Major arterial highways Beach Blvd and Katella Ave cut north-south and eastwest, respectfully, through Stanton.

Most notably, Beach Blvd traverses all
the way to the beach to the south.

Photo by rodeopublicmarket.com/rodeo39
Photo by Google Earth
Photo by Google Maps
City of Stanton • Parks Master Plan | 8

1.5 The Master Plan Process
Exhibit 1.5-1 illustrates the Parks Master
Plan process, which began in June of
2022 and included research, community
outreach, and reporting. Through
this timeline, local parks, facilities,
and programs were inventoried and
reviewed for improvements. Critical to
the process was the development of
the Community Voice. Through the lens
of the community, program and facility
priorities were identified leading to the
final recommendations required to
continue the development of Community
Services in Stanton.

Over a four-month period (AugustNovember) focused community outreach methods were used to collect
data from various segments of the
community. Stakeholder interviews,
workshops, online surveys, and direct
feedback surveys were each conducted
to gather insight into the community’s
views and desires for recreation
programs, services, and facilities.

The Master Plan Process
Exhibit 1.5-1: Project Timeline
Workshop TWO Stakeholder
Interviews
Workshop ONE
Workshop
THREE
Gap Analysis &
Opportunity Sites
Kick Off Meeting
Project Website
Launched to
Public
Inventory of Rec.

Facilities, Parks,
and Programs
Benchmark
Comparison
Demographic
Assessment
Existing
Documentation
Review
JUN 2022 JUL 2022 AUG 2022 SEP 2022 OCT 2022 NOV 2022 DEC 2022 9 | City of Stanton • Parks Master Plan
1 Community members could stay up-todate daily through the development of a central project website. The project
website outlined the Parks Master Plan
goals and objectives and identified a
schedule of dates on how to be involved
in the outreach opportunities. As each
segment of the community outreach
was completed, the results were placed
on the website for the community to
view and provide feedback on. This
component allowed for anyone to
review the information collected to date
and provide thoughts of their own at any
time.

After the outreach process was
completed, the data was synthesized
into a clear community voice of
prioritized programs and facilities. This list
of priorities was then compared against
the inventory of existing facilities during
the months of December through April.

The results of the comparison formed the
basis for the recommendations presented
in this report. In May and June of 2023,
this report and subsequent presentations
were developed to clearly illustrate
what facilities exist, what the community
priorities are, and how the two can align
today and in the future.

Community Needs
Assessment Management/
Policy Analysis
Recommendations
Operations and
Maintenance Plan
Financial Review &
Recommendations
Report
Development
Public Meetings
& Presentations
JAN 2023 FEB 2023 MAR 2023 APR 2023 MAY 2023 JUN 2023 JUL 2023 City of Stanton • Parks Master Plan | 10
Related Studies
There are existing documents and plans that relate to the planning of recreation and influence its direction. These documents and their relationship to the planning process include:

Parks and Recreation Master Plan
(2005)
The 2005 Master Plan suggested
strategies and policies to meet the
community’s recreation needs through a
variety of methods. The process consisted
of four major tasks: research, community
input, analysis, and recommendations.

Improvements to existing facilities as well
as possible development of new facilities
were proposed. The Plan also looked
at current recreation programs and
services and suggested ways to respond
to community needs. Recommendations
included maximizing the City’s ability to
acquire new parkland and developing
new revenue to implement the proposed
Capital Improvement Program.

Stanton General Plan (2008)
Each city in California is required by State
law to adopt a comprehensive, longterm General Plan for its own physical development. The General Plan consists
of mandatory and discretionary elements
including Community Development,
Community Design, Economic
Development, Infrastructure and
Community Services, Community Health
and Safety, Housing Element, Regional
Coordination, and Implementation
Program. California State law requires
that the day-to-day decisions of a city
should follow logically from, and be
consistent with, the General Plan.

The current version of the Stanton
General Plan can be viewed at the city
website: StantonCA.gov/GeneralPlan
City of Stanton Community Needs
Assessment (2022)
In January through February 2022, a
total of 400 households were interviewed
regarding issues facing the community.

Topics included were residents get
information about the City of Stanton,
Issues and Priorities, health and wellness,
COVID related effects, as well as
recreation opportunities and program
desires.

1.6 Related Studies
Beach Blvd.

Grandoaks Dr.

Lullaby Ln.

Palais Rd.

Cody Dr.

College
College
Middlesex
Idylwild Dr.

Lowell St.

Idylwild
Lowell
Second St.

First St.

Courson
RambleWood
Garrett Rd.

Katella Ave.

Orangewood Ave.

Chapman Ave.

Lampson Ave.

Masterson Rd.Courtright Rd.

Wyatt Rd.

Sentry
Hickock
RambleWood
Courson
Asbury Ave.

Lowden St.

Lexington Dr.

Bell St.

Homden
Lexington Dr.

Oakhaven
Westchester Dr.

Courson Dr.

RambleWood
Rose St.

Flower St.

Litchfield
Via Irana
Via Kannela
Via Jacar
V
a
ia
Jandin
Thunderbird Ln.

Kleenan Pl. Bock Ave.

Syracuse Ave.

Lowden St.

Homden
Asbury
Courson
RambleWood
Garrett
Mitchell Dr.

Fulton Way Rutledge
Carie
Industrial Way
Briarglen Loop
Mercantile
Cedar St.

Monroe Ave.

Central Ave.

Chester Ave.

Date St.

Oak St.

Cedar St.

Rose St.

Flower Ave.

Santa
Maria
Santa Rosalia St.

Mari
Ale
Ruthann Ave.

Joel Ave.

Eileen St.

Davmor Ave.

Santa
Maria
Briarglen Loop
Santa
Cruz
Ale
Lessue Ave.

Hopi Rd.

Yorkshire Ave.

Lenmar
Santa Catalina Ave.

Santa Barbara Ave.

Seaboard Cir.

Santa Rosalia St.

Santa Maria St.

Santa Cruz St.

Santa Monica Ave.

Santa Rita Ave.

Santa Gertrudes Ave.

Amy
Laurelton
Belgrove
Bently
Santa Rosalia St.

Devonwood Ave. Fieldgate
Marisa
Georgian St.

Camus Ln. Samura Pl.

Orrway Dr.

Hoover St.

Village Center Dr.

Court St.

Acacia Ave.

Sycamore Ave.

Stanford Ave.

San Marcos
Carmel
Cardiff
Del Rey Malib
Capistrano Dr. u
Catherine Ave.

Shadow
Winterwood
Leafwood St.

Briarwood St. Autumn
Brittany
Park
Fillmore
Bever Place
La Monte Road
Court Ln.

Court St.

Johnson Rd.

Jane Way
Hynes Road
Jane Way
Pine Tree Ln.

Plaza Way
Pickens Ln.

Chestnut Ave.

Court Ave. Court Ave.

Electric Ave. Boatman Ave.

Monroe Ave.

Pacific St.

Main St.

Chestnut Ave.

Court Ave.

Sycamore Ave.

Fern Ave.

Sandustrial St.

Pacific Way
S
Tina herrill St.

Stardust Ln.

Sylvan
Verona
Kenmore
Sylvan
Cris Ave.

Vinevale
Ashdale St.

Chanticleer Rd. Vantage
Ashdale
Banff
Sonnett
Palais Rd.

Winston Rd.

Vantage
Ashdale
Banff
Lola Ave.

Sonnett
Lullaby
Harriet Ln.

Yana Dr.

Wasco Dr.

Mac Duff St.

Sherrill St.

Lola Ave.

Kennelly Ln.

Kenmore
Cornerstone St.

Beach Blvd
Cerritos Blvd.

Western Ave.

Knott Ave.

Dale Ave.

Magnolia Ave.

Starr St.

Kermore Ln.

Briarglen Loop
Arrowhead St.

Garden Grove Blvd.

Parkglen Loop
Carla St
Dale St
Stepping Stone Dr.

GARDEN GROVE

ANAHEIM

WESTMINSTER

CYPRESS

BUENA PARK

Chapman Ave.

Lampson Ave.

Briarglen Loop
Santa Rosalia St.

Joel Ave.

Eileen St.

Davmor Ave.

Santa
Maria
Briarglen Loop
Santa
Cruz
Ale
Lessue Ave.

Hopi Rd.

Yorkshire Ave.

Lenmar
Santa Catalina Ave.

Santa Barbara Ave.

Seaboard Cir.

Santa Rosalia St.

Santa Maria St.

Santa Cruz St.

Santa Monica Ave.

Santa Rita Ave.

Santa Gertrudes Ave.

Amy
Laurelton
Belgrove
Bently
Santa Rosalia St.

Devonwood Ave. Fieldgate
Marisa
Georgian St.

Camus Ln. Samura Pl.

Orrway Dr.

Hoover St.

Village Center Dr.

Court St.

Acacia Ave.

Sycamore Ave.

Stanford Ave.

San Marcos
Carmel
Cardiff
Del Rey Malib
Capistrano Dr. u
Catherine Ave.

Shadow
Winterwood
Leafwood St.

Briarwood St. Autumn
Brittany
Park
Fillmore
Bever Place
La Monte Road
Court Ln.

Court St.

Johnson Rd.

Jane Way
Hynes Road
Jane Way
Pine Tree Ln.

Plaza Way
Pickens Ln.

Beach Blvd
Briarglen Loop
Arrowhead St.

Garden Grove Blvd.

Parkglen Loop
Carla St
Dale St
Stepping Stone Dr.

GARDEN GROVE

WESTMINSTER

GARDEN GROVE
Stanton City Boundary
Low Density Residential
Medium Density Residential
High Density Residential
General Mixed Use
North Gateway Mixed Use District
South Gateway Mixed Use District
Town Center Mixed Use District
General Commercial
Industrial
Public/Institutional
Open Space
0 375 750 1,500
Feet
Stanton General Plan Update
se_24x36.mxd 10/29/2007 -- JM
I General Plan Land Use Diagram
2008-36
11 | City of Stanton • Parks Master Plan
1 Photo by City of Stanton
City of Stanton • Parks Master Plan | 12
Exhibit 2.1-1: Stanton Tapestry
Map
Copyright © 1995–2023 Esri.

All rights reserved.
13 | City of Stanton • Parks Master Plan
2 2.1
4 3
2B & 2C
Average Age: 43
Average Income: $93K
% of Stanton Households: 4.07%
8A
Average Age: 39
Average Income: $69K
% of Stanton Households: 21.03%
Typically prosperous married couples
living in older suburban neighborhoods or
townhomes. Majority are homeowners.

Many with older children. Generally
interested in active recreation and fitness.

Mix of single/married, renters/
homeowners, and middle/working class.

Majority attended college. Internet savvy.

Commonly interested in night life and
outdoor activities.

Who is Stanton? A Community Profile
Tapestry Segmentation began 35 years ago. The 68-segment Tapestry Segmentation system classifies U.S. neighborhoods based on their socioeconomic and demographic compositions.

Understanding the demographic context of a community can create a valuable perspective for understanding current parks, recreation facility, and program requirements and, moreover, for anticipating parks, recreation facility, and program needs in the future. A complete demographics analysis was developed utilizing the 2022 Environmental Systems Research Institute (ESRI) demographic datasets including the Tapestry Segmentation. This information provides a deeper understanding of “who” the community is and “where” they are geographically and economically.

The City of Stanton has a diverse population. All households fall into one of four Tapestry Lifemode groups:
1 7B & 7C
Average Age: 33
Average Income: $57K
% of Stanton Households: 52.61%
Typically young married couples with
children and grandparents who are multigenerational and multilingual. Focus on children activities. Generally interested
in sports and water/theme parks.

Comfortable with technology.
2 13A & 13B
Average Age: 31
Average Income: $42K
% of Stanton Households: 22.29%
Typically married couples with children.

Includes Spanish speaking households.

Generally interested in active recreation
including soccer. Enjoy music and theme
parks. May use public transportation.

SECTION TWO:

COMMUNITY VOICE
City of Stanton • Parks Master Plan | 14
How old are Stanton residents?
The Age Profile as illustrated in Exhibit 2.1-2, shows the under 19 years of age segment (25%) is slightly higher than the Orange County average population (24%) and the over 65 years of age segment is lower than the Orange County average population.

Community Profile
Exhibit 2.1-2: Stanton Age Profile
Compared to Orange County
15 | City of Stanton • Parks Master Plan
KEY FACTS 2
38,134
Population

34.8 Median Age

3.3 Average
Household
Size
0 10,000
20,000
30,000
40,000

COMMUNITY DIVERSITY
Asian
21%

AI / AN
1%
White
15%
Hispanic
33%
Two or
More
Races
9%
Other
20%
Black
1%
1 To enhance the analysis population
growth, housing unit growth, and age
profiles for the resident population
was compiled. Highlights of these
demographic trends include:
• The Esri forecast data set indicates
the population growth from 2010
to 2020 (1.6%) will slow down and
will decrease to 38,110 by 2027. The
five-year growth from 2022 to 2027
is projected at -0.1%, matching the
County’s average growth rate of -0.1%
change from 2022 to 2027.
• Total housing units from 2010 to 2022
illustrate a 4.2% increase (less than the
County increase of 8.9% for the same
time frame. This trend is not expected
to continue with the city nearing
buildout. The forecast for total housing
unit development from 2022 to 2027 is
expected to only be 1.6% for the City
and 1% for the County.
• Housing unit growth in the City during
the 2010 to 2022 time frame occurred
at a 4.2% rate, with approximately 38
new housing units documented each
year on average. The City housing
unit growth during the 2010-2022
time frame was below the rate in
the County which was 8.9%. The rate
of new housing units is predicted to
decrease to 1.6% during the next five
years.

Community Profile Overview
The census data indicates a declining
future population; however, the city has
recently added many new residential
developments. It will be important to
collect development impact fees/park
in lieu fees and promote landscape
standards that increase green space to
ensure adequate parkland is provided for
new residential areas in the city.

The city includes a diverse mix of
people of all ages and cultures in a
low-income, densely populated setting.

When households were given the choice
of preferred language in the 2022
multimodal survey, residents preferred to
speak 76% English, 15% Spanish, and 7%
Vietnamese. The city should continue to
offer and advertise programs, classes,
and special events in multiple languages.

Source: Population Estimate is from Department
of Finance for 01/01/2022. Esri 2022
Demographic Data
City of Stanton • Parks Master Plan | 16
1 2
3 Outreach and Engagement
The community outreach campaign developed for this Master Plan utilized multiple methods of information sharing and data collection including in person workshops, online video presentations, one-on-one stakeholder interviews, public online surveys, and online website feedback surveys.

Throughout the process, project updates and summary results were posted to the project website. This website enabled community members to review updates and provide immediate feedback at any point in time. This resource enabled anyone in the community to have a voice in the process regardless of when and where meetings were held.

The purpose of gathering community input through a variety of methods is to ensure that the Master Plan is as inclusive as possible and that it reflects the views, preferences, and recreation patterns of Stanton residents. Within this section, community feedback has been recorded in three (3) separate categories:

Category One: One-on-One Stakeholder Interviews
Direct one-on-one interviews with key stakeholders and elected officials were conducted in a format where participant’s discussed key issues and opinions on facility needs and programmatic recommendations that should be researched in the Master Plan.

Category Two: Community at Large Public Workshops
Public community consensus-building workshops were held in-person at community facilities. Meetings were open to the public where community members could learn about past survey results, ask questions of the design team, and participate in live follow up surveys.

Category Three: Statistically Valid Surveys
Direct survey responses were collected through a statistically valid, multimodal survey. This survey was conducted via telephone (land lines and cell numbers), text, and email to ensure the population demographic was represented.

2.2 Outreach & Engagement
17 | City of Stanton • Parks Master Plan
Total Combined Participants Reached:
2 1,647
Total Website Views
334
Total Social Media
Likes
54 Total YouTube Video
Views
10 Stakeholder Interviews
11 Total Website Feedback
Comments
1,040
Residents Represented in Multimodal Survey of
400
Households
205
Total Surveys
Completed
City of Stanton • Parks Master Plan | 18
Stakeholder Interviews:

The following summarizes the results of the ten (10) stakeholder interviews conducted as a part of the public outreach effort to assist in the preparation of the Master Plan.

The interviews were held between September 29 and October 27, 2022. Stakeholders included the Mayor, City Council Members, Commissioners, Boys and Girls Club representatives, and community leaders. Stakeholders were asked to fill out the questionnaire, then later schedule an in-person or video conference interview with an RJM representative to discuss their responses in more detail. Over a series of questions, various topics were discussed to identify important recreation issues, programs, facilities, as well as areas the Community Services and Public Works Departments could improve upon. The following charts illustrate the frequency of similar responses.

Stakeholder Interviews
“How can the Community Services / Public Works Department improve in providing facilities, programs, and services to community residents?” “What are the most important issues in Stanton related to the Parks, Recreation Facilities, Programs, and Services?”
1st
1st
2nd
3rd (tied)
3rd (tied)
3rd (tied)
3rd (tied)
2nd
Safety
Programs
Need parks in south
Homelessness
Restroom maintenance
Upgrade facilities
Provide a variety of programs
Ensure cultural representation among staff
19 | City of Stanton • Parks Master Plan
2 What is one program, class, or activity you
would most like to see added or
expanded in Stanton to meet the needs of
the community?

PROGRAMS
What is the one recreation facility you
would most like to see added in Stanton to
meet the needs of the community?

FACILITIES
Additional details that were discussed as well as individual answers are available in the Appendix document.

MOST COMMONLY IDENTIFIED:
• Aquatic center / water park
• Norm Ross Sports Park
Improvements
Additional Responses Included:
• Area south of Lampton do not have
access to parks in walking distance
• Community center
• Educational signage in parks
• Exercise equipment renovations
• Gas BBQs
• Improved water fountains
• Large green spaces
• No horseshoe pits
• Park maintenance
• Parking for facilities and parks
• Parks to trails opportunities
• Picnic shelters
• Reservable spaces
• Restroom improvements
• Safety (staff, cameras, automatic
gates)
• Shade structures, trees, cooling rooms
• Sports field/courts
• Utilize current amenities
• Volleyball courts
• Water re-fill stations
• Zuniga park renovation
MOST COMMONLY IDENTIFIED:
• Senior Programs
• Work with city public-private
partners
Additional Responses Included:
• Adult sports program / league (only
community members)
• Affordable classes
• Art class
• Build/expand community garden
• Camping program/nature programs
• Computer / Technology classes
• Drop in program for aquatics
• Fitness classes
• Pickleball classes or program
• Seek out grant opportunities
• Soccer program
• Tai chi
• Teen programming (computer,
leadership, skills)
• Volunteer Maintenance Program
(boy scouts, YMCA)
• Youth programs
City of Stanton • Parks Master Plan | 20
Community Workshop 1
This initial community workshop was focused
on seeking high-level information about the
community characteristics, issues, and trends, as
well as what role the City can play in supporting
those community characteristics that make
Stanton a great place to live, work, and play.

Workshop #1 commenced on September
30, 2022, from 5:30pm to 7:30pm at Stanton
Central Park Community Center. The workshop
was in person with a translator present and the
presentation was made available online for those
who could not attend. RJM shared an overview of
the Parks Master Plan process, city demographics,
and existing resources, followed by a brief outline
of the evening’s workshop agenda. Workshop
participants filled out the survey individually and
then discussed their answers to achieve a consensus
among their group.

The Workshop #1 Survey was open for over two
weeks until October 16, 2022. The survey was
available online and paper copies were available
at all community centers, the library, and the
Boys and Girls Club. The Workshop #1 Survey was
also advertised on the City’s social media, City
website, and flyers with QR codes were distributed
at all parks. A total of fifty-one (51) surveys were
completed.

Exhibit 2.2-1 illustrates the location and distribution of the Workshop 1 Survey participants.

Community Workshops
Exhibit 2.2-1: Community
Workshop 1 Survey Distribution Map
Copyright © 1995–2023 Esri.

Day after the in
person meeting, post
Commencement
Video on RJM’s You Tube
Channel and made
available to the public via
City’s social media and
project website. Online
survey opens for 2 weeks*.

Online survey
results collected
Survey results
posted on
project website
Summary report
developed
Community Workshop Process
In person presentation
and discussion. Individual
and group consensus
building activities.
*paper copies of surveys made available at City hall,
community centers and libraries.
21 | City of Stanton • Parks Master Plan
2 Issues or trends that may be negatively impacting the important community characteristics.

Important community characteristics that make Stanton a great place to live, work, and play.

What role can Community Services play
in addressing the issues?
Parks
Community
Diversity
Safety
Community Events
Homelessness
Crime
Safety / Unsafe Parks
Community Involvement/Engagement
Police Presence/Park Rangers
Safety
City of Stanton • Parks Master Plan | 22
Community Workshops
Community Workshop 2
Residents of the City of Stanton were invited
to the second community workshop to
learn about the Parks Master Plan process,
and to participate in the second survey.

Workshop #2 commenced on October 21,
2022, from 5:30pm to 7:30pm at Stanton City
Hall - Council Chambers. The workshop was
in person with a translator present and the
presentation was made available online
for those who could not attend. Workshop
participants filled out the survey individually
and then discussed their answers to achieve
a consensus among their group.

The Workshop #2 Survey was open for a
little over two weeks until November 6, 2022.

The survey was available online and paper
copies were available at all community
centers, the library, and The Boys and Girls
Club. The Workshop #2 Survey was also
advertised on the City’s social media, City
website, City pop-up events, and flyers with
QR codes were distributed at all parks. A
total of forty (40) surveys were completed.

Exhibit 2.2-2 illustrates the location and
distribution of the Workshop 2 Survey
participants.

Exhibit 2.2-2: Community
Workshop 2 Survey Distribution Map
Copyright © 1995–2023 Esri.

Community Workshop 2 on October 21, 2022
Photo by RJM Design Group
23 | City of Stanton • Parks Master Plan
2 Most visited park
Why?

PROGRAM

DESIRES

FACILITY
DESIRES • Bike Trails
• Dog Park
• Pickleball
• Playground (improvements, lighting)
• Pool
• Dance Classes
• Movies
• Robotics Classes
• Skateboard Program
• Yoga
• Youth Sports
• Zumba
Stanton Central Park
Stanton Park
Harry M Dotson Park
Recreation activity like walking, picnicing,
nature viewing, or dog walking
Playground play
Organized sports that are led
by an instructor or coach
City of Stanton • Parks Master Plan | 24
Community Workshops
Community Workshop 3
Residents of the City of Stanton were
invited to the community workshop to
learn about the Parks Master Plan process
and to participate in the third survey.

Workshop #3 commenced on November
19, 2022, from 10:00am to 12:00pm
at the Family Resource Center. The
workshop was in person with a translator
present and available online for those
who could not attend. RJM shared an
overview of the Master Plan process, City
demographics, and a summary of the
community outreach results. Workshop
participants filled out the survey
individually and then discussed their
answers to achieve a consensus among
their group.

The Workshop #3 Survey was open for
over three weeks until December 11,
2022. The survey was available online
and paper copies were available at all
community centers, the library, and the
Boys and Girls Club. The Workshop #3
Survey was also advertised on the City’s
social media, City website, City pop-up
events, and flyers with QR codes were
distributed at all parks. There were 38
online surveys and 78 paper copies for
a total of one-hundred five (105) surveys
completed.

Exhibit 2.2-3 illustrates the location and
distribution of the Workshop 3 Survey
participants.

Community Workshop 3 on November 19, 2022
Exhibit 2.2-3: Community
Workshop 3 Survey Distribution Map
Copyright © 1995–2023 Esri.

Photo by RJM Design Group
25 | City of Stanton • Parks Master Plan
2 What are the top programs, classes, or activities you would like to see added or improved in Stanton to meet community needs? What are the top park features and/or recreation facility you would most like to see added or improved in Stanton to meet the needs of the community?
Security Cameras
Security Lighting
Dog Park
Community Garden
Afterschool Activities
Adult Activities
Community Events
Homeless Outreach
Teen Programs
Affordable Programs
Art Classes
City of Stanton • Parks Master Plan | 26
City Staff Survey
Exhibit 2.2-4: City Staff Survey
Distribution Map
Copyright © 1995–2023 Esri.

City Staff Survey
Staff at the City of Stanton were invited
to fill out the community workshop #3
survey. Nine (9) staff members completed
the workshop #3 survey.

Exhibit 2.2-4 illustrates the location and
distribution of the Workshop 3 Survey
participants.

Average Years in City

17.8 Photo by City of Stanton
27 | City of Stanton • Parks Master Plan
2 What are the top programs, classes, or activities you would like to see added or improved in Stanton to meet community needs? What are the top park feature and/or recreation facility you would most like to see added or improved in Stanton to meet the needs of the community?
Special Needs (for autism)
Affordable Programs
Mental Health Program
Adult Sports
Community Events
Homeless Outreach
Teen Programs
Dance Class
Exercise and Fitness Class
Language Class
Childcare
Mommy and Me Class
Park Ranger Program
Security Lighting
Security Cameras
Shade / Trees
City of Stanton • Parks Master Plan | 28
Statistically Valid Multimodal Survey
A total of 400 residents were surveyed by Probolsky Research between January 24, 2022 and February 1, 2022. A survey of this size yields a margin of error of +/-5.0%, with a confidence level of 95%. Interviews were conducted with respondents on both landline (37%) and mobile phones (63%). Security measures precluded individuals from completing the survey more than once and allowed only the designated respondents to complete the survey. Online respondents were able to use their computer, tablet, or smart phone to participate.

Our sample used stratified random sampling methodology to ensure that the demographic proportions of survey respondents match the demographic composition of City of Stanton residents.

The geolocation of the
participants is critical to the
data collected. Exhibit 2.2-5
indicates that there was an
equal geographic distribution of
participants across the city. This
not only validates the statistically
valid component of the survey,
but also indicates there is not
a geographic bias in the data
being recorded from only one
end of the community and not
the other.

Statistically Valid Multimodal Survey
Exhibit 2.2-5: Multimodal
Survey Distribution Map
Copyright © 1995–2023 Esri.

All rights reserved.
need mm survey map
29 | City of Stanton • Parks Master Plan
Subjects explored in the context of the multimodal survey included:
2 Would Like to See Parks Improved or
41%
Expanded in the City
Say the City Would
48%
Benefit from Hiring
and Retaining Additional Staff
Say Community Engagement Programs
84%
are Important for Feeling Safe
What Recreation Opportunity
Residents Would Most Like to See
Improved or Expanded
List Maintaining Public Landscapes
26%
and Parks as a Top Priority
Believe that Homelessness is the Most
35%
Important Issue Facing the City
Get City News / Information from
67%
Social Media
What Program Residents Would
Most Like to See Provided,
Improved, or Expand
41%
37%
36%
24%
23%
22%
22%
4%
39%
35%
29%
22%
22%
21%
21%
7%
Parks
Open Space
Walking Trails
Sports Fields
Biking Trails
Exercise Equipment
Arts / Cultural Experiences
Other
Youth Sports
Tutoring or Educational
Opportunities
After School Activities for
Students
Activities for Older Adults
Childcare
Teen Activities
Adult Sports
Other
City of Stanton • Parks Master Plan | 30
Project Website
Project Website and Feedback
A project website was developed to
keep the community informed all day,
everyday. The website launched to the
public on August 9, 2022. Throughout the
project, updates were published and
surveys made available on the project
website. Website views totaled 1,647,
averaging 4.5 views per day.

A total of 11 feedback comments were
received throughout the project. The
feedback survey was available on the
project website and opened when
the website launch in August 2022. It
remained open for the duration of the
project.
31 | City of Stanton • Parks Master Plan
2 Photo by City of Stanton
City of Stanton • Parks Master Plan | 32
Summarizing the Community Voice
Summarizing the Community Voice
Throughout the process, numerous needs have been identified and recorded across multiple modes of outreach (Individual Interviews, Community at Large Workshops, and Statistically Valid Surveys). Each of these modes represents a specific segment of the community outreach methodology. The community voice is developed through synthesizing all the data into a single summary representing both program and facility needs.

Since each of the input modes is directly or indirectly based on community input (qualitative and quantitative measures), it is fair to say that all of the needs identified are significant and important to some portion of the community. However, it is generally helpful to attempt to determine which needs have the highest priority as perceived by the largest number of residents (identified as the area of maximum community impact).

To achieve this analysis, each response recorded from the community is cataloged in a matrix. As an individual program or facility need is brought up (outdoor exercise equipment, senior programs, teen programs, etc.), it is recorded for frequency in the specific outreach tool and mode in which it was received. Needs that have been identified in each of the three modes have a higher impact across the community than needs identified in only one of these modes.

The recommendations are developed from the planning tools and outreach modes in which the community’s voice was recorded and evaluated. Both qualitative and quantitative measures are combined to illustrate where improvements will have the maximum impact across the entire community.

Exhibit 2.3-1 and 2.3-2 illustrate the classification of these categories as Frequent (3 modes), Apparent (2 modes), and Identified (1 mode) along with the respective needs within each category and the number of times the need was listed across all categories.

The top needs in each category have been outlined as an area of maximum community impact. There is an inherent priority of needs based on the number of times a need comes up in each category. For example, Senior Programs (3) is ranked higher than Homeless Outreach (5) because it was identified in each of the three outreach modes. However, cost implications should take precedence if the City does not have the funds for higher-ranked needs but does for a lower-ranked need. Thus, the priority for implementation may shift.

2.3 33 | City of Stanton • Parks Master Plan
2 Photo by RJM Design Group

PROGRAM

PRIORITIES

FACILITY

PRIORITIES
Frequent
• Fitness / Exercise Equipment
• Sports Fields
• Walking Paths or Trails
Apparent
• Bike Paths / Trails
• Community Garden
• Green, Open Space Areas
• Parking
• Picnic Shelters
• Restroom Improvements
• Security Cameras / Lighting
• Shade / Trees
• Swimming Pool
Identified
• Dog Park
Frequent
• Senior Programs
• Teen Programs
Apparent
• Adult Sports
• Affordable Programs
• Art Classes
• Dance Classes
• Exercise and Fitness Classes
• Homeless Outreach
• Mental Health Program
• Park Ranger Program
Identified
• Community Events
City of Stanton • Parks Master Plan | 34
Exhibit 2.3-1: Program Priorities
Public/Community
Workshop 1 / Workshop 2 /
Workshop 3 / Feedback Comments
Small Group
Stakeholder Interviews / City Staff
Survey
Surveys
Multi-Modal Community Survey

STANTON PARKS MASTER PLAN
Program Needs Prioritization Summary
3 3
5 3
3 3
3 3
3 3
3 Area of
maximum
community
impact
*Programs are encompassing of multiple “similar” community comments. Individual comments are identified in the recommendations and appendix.

FREQUENT

APPARENT

Public/Community
Workshop 1 / Workshop 2 /
Workshop 3 / Feedback Comments
Small Group
Stakeholder Interviews / City Staff
Survey
Surveys
Multi-Modal Community Survey

FREQUENT

APPARENT

Program Priorities
35 | City of Stanton • Parks Master Plan
2 Exhibit 2.3-2: Facility Priorities
Public/Community
Workshop 1 / Workshop 2 /
Workshop 3 / Feedback Comments
*Facilities are encompassing of multiple “similar” community comments. Individual comments are identified in the recommendations and appendix.

Small Group
Stakeholder Interviews / City Staff
Survey
Surveys
Multi-Modal Community Survey

STANTON PARKS MASTER PLAN
Facility Needs Prioritization Summary
4 4
4 4
4 4
5 6
6 3
3 3
3 Area of
maximum
community
impact

FREQUENT

APPARENT

Public/Community
Workshop 1 / Workshop 2 /
Workshop 3 / Feedback Comments
*Facilities are encompassing of multiple “similar” community comments. Individual comments are identified in the recommendations and appendix.

Small Group
Stakeholder Interviews / City Staff
Survey
Surveys
Multi-Modal Community Survey

STANTON PARKS MASTER PLAN
Facility Needs Prioritization Summary
4 4
4 4
4 4
5 6
6 3
3 3
3 Area of
maximum
community
impact

FREQUENT

APPARENT

Facility Priorities
City of Stanton • Parks Master Plan | 36
Photo by City of Stanton
37 | City of Stanton • Parks Master Plan
3 Existing Conditions
What parks exist and where are they?
The process for evaluating the
community needs relies heavily on what
recreation facilities exist today and how
they may or may not meet the needs of
the community. Carefully balancing the
inventory with the community needs and
desires will allow resources to be directed
to critical areas, ultimately maximizing the
community benefit.

Park Types
Park classifications are useful in several
ways. They can help define a set of
characteristics to serve as a guide when
parks are constructed or renovated. They
can also restrict incompatible activities
by limiting those activities to only certain
types of parks.

The 2005 Parks and Recreation Master
Plan includes two park types, Mini Parks
and Neighborhood Parks, but does not
include a park type definition. This Parks
Master Plan proposes a classification
system of parks to further detail uses and
acceptable features of each type of
facility.

3.1 Recommended Park Type definitions are:

Linear Park (new): An active or passive
outdoor area of linear design, longer
than it is wide, that provides or connects
recreation, park land, or open space
areas. These parks may contain walkways
or trails, lighting, and landscaping.

Optional amenities may include benches,
playground, plazas, fitness stations, and
open play area for informal activity.

Mini Park: Small sized park, less than 1
acre, that provides recreation activities
for a specific neighborhood. These areas
provide a landscaped respite from
neighborhoods and often offer places to
picnic or play. These parks may contain
amenities such as barbecues, benches,
picnic tables, and/or open play area.

Neighborhood Park: Medium sized
park, usually 1-5 acres, that provide
basic recreational activities for one or
more neighborhoods. Neighborhood
parks should be easily accessible by
pedestrians and bicyclists. These parks
may contain an open play area,
barbecues, picnic tables, sport court,
walkways, and may include restroom
facilities and/or a parking lot.

Special Use Park (new): This category
refers to stand-alone park or facility that is
designed to serve one particular use such
as a dog park or community center.

SECTION THREE:

NEEDS ASSESSMENT
City of Stanton • Parks Master Plan | 38
City Parks
Exhibit 3.1-1: Stanton Park Types Map
Copyright © 1995–2023 Esri.

City Parks
The City of Stanton currently owns,
controls, and maintains eleven (11)
parks including the Family Resource Center totaling 37.51 acres of developed parkland. 39 | City of Stanton • Parks Master Plan
3 Acreage Analysis
The City’s 2008 General Plan recognizes
that the Stanton Park Ratio is significantly
lower than the Quimby Act (Section
66477 of the California Government
Code) criteria of three (3) acres per 1,000
people.

Acreage Analysis
Park Acres by Park Type Summary
Mini Parks
Beach and Orangewood
Pocket Park
Premier Park
Zuniga Park
Neighborhood Parks
Harry M. Dotson Park
Hollenbeck Park
Martha Weishaupt Linear Park
Norm Ross Sports Complex
Stanton Central Park
Stanton Park
Veterans Memorial Park
Recreation Facility /
Special Use
Stanton Family Resource
Center
Total Park Acreage

1.56 Acres

0.20 Acres

0.75 Acres

0.61 Acres

35.95 Acres

1.30 Acres

10.75 Acres

0.19 Acres

5.20 Acres
12 Acres

5.50 Acres

0.36 Acres

0.65 Acres

37.51 Acres
Acres per 1000 Residents
Developed Parks
Neighborhood Parks

0.98 Acres

0.94 Acres
Based on the park acreage identified
above and the City’s 2022 population of
38,134, the City currently has:

The City needs approximately 77
acres (114.4 acres of parkland total) of
additional parkland in order to reach the
3 acres per 1,000 parkland acreage goal.

Opportunities for new park development
are very limited. Existing open space
in the City which may be suitable for
recreation purposes include: utility
transmission corridors, areas along the
banks of flood control channels, and
abandoned railways.

Additional opportunities to increase the
City’s park acreage may consider the
joint use of public school athletic fields.

Harry M. Dotson Park
Photo by RJM Design Group
City of Stanton • Parks Master Plan | 40
Community Facilities
The Community Services
Department provides a
wide variety of experiences
and opportunities available
to the community through
programs and services.

The Department provides
recreation activities and
programs at three community
facilities. Room rental facilities
are located at Stanton Central
Community Center, Stanton
Community Center/Civic Center,
and the Stanton Family Resource
Center. The caretaker building at
Harry M. Dotson Park is currently
not in use.

Exhibit 3.1-2: Stanton
Community Facilities Map
Community Facilities
Copyright © 1995–2023 Esri.

All rights reserved.
41 | City of Stanton • Parks Master Plan
Bicycle Trails
3 The City of Stanton has existing bike trail network within the city, which includes a Class II bike trail along Western Avenue. There are existing Class II bike trails outside the city along Cerritos Avenue, Orangewood Avenue, and Lampson Avenue.

The City General Plan has proposed Class II bike trails to connect the existing bike lanes along the northern part of Western Avenue. The proposed bike trails along Cerritos Avenue, Orangewood Avenue, and Lampson Avenue will connect to existing Class II bike trails outside of Stanton.

The City of Stanton has also proposed additional Class II bicycle trails along Knott Avenue, Dale Avenue, and Magnolia Avenue.

Bicycle Trails
Exhibit 3.1-3: Stanton Bicycle
Trails Map

INFRASTRUCTURE & COMMUNITY SERVICES
Stanton General Plan
City of Stanton • Parks Master Plan | 42
School Facilities
Exhibit 3.1-4: School Facilities Map
Copyright © 1995–2023 Esri.

All rights reserved.
43 | City of Stanton • Parks Master Plan
School Facilities
3 The City of Stanton is served by five (5)
school districts, Anaheim Union High School
District, Garden Grove Unified High School
District, Garden Grove Unified School District,
Magnolia School District, and Savanna
School District with three (3) schools located
in the City boundary. These include:
• Robert M. Pyles Elementary School
• Esther Walter Elementary School
• Carver Campus
Joint Use Agreements
The City of Stanton has a joint use
agreement with the Garden Grove Unified
School District to use a portion of the Carver
Campus site for the Norm Ross Sports
Complex.

Photo by Google Earth
City of Stanton • Parks Master Plan | 44
Magnolia Park
Magnolia Park is a 5.9 acre park in Garden
Grove. Magnolia park offers 2 handball
courts, 1 shuffleboard, 2 tennis courts,
a playground, a picnic shelter, a pool,
restrooms, a basketball court, security
lighting, and an activity center with a family
resource center.

Hare School Park
Hare School Park is a 14 acre city owned
facility. Garden Grove maintains the site
that provides the community with restrooms,
4 ball fields, 3 football fields, 2 soccer fields,
2 basketball courts, a concession building,
and on-site parking with security lighting.

Schweitzer Park
Schweitzer Park is an 11.5 acre park in
Anaheim that opened in 1973. The park was
named after Dr. Albert Schweitzer, a well
known theologian, musician, philosopher,
and Nobel Peace Price recipient. The park
offers a playground, concession building, a
basketball court, picnic tables, restrooms, a
skatepark, and a softball field.

Gutosky Park
Gutosky Park is a park in Garden Grove that
is 2.1 acres with picnic shelters, restrooms,
and a play area.

Chapman Sports Park
Garden Grove provides maintenance
for Chapman Sports Park, an 11 acre city
owned facility. The sports complex offers 2
basketball courts, 6 lighted tennis courts,
2 street hockey rinks, 3 handball courts, 1
lighted ball field, and 2 soccer fields.

Twila Reid Park
Twila Reid Park is an Anaheim city park.

Opened in 1965, this 27 acre park provides
the community with a playground, disc golf,
horseshoe pits, lighted football and soccer
fields, lighted softball fields, pickleball courts,
picnic tables and shelter, a recreation
center, restrooms, and a shuffleboard.

Hansen Park
Hansen Park is a 7 acre park in Anaheim.

The park was named after George Hansen
who was known as the “Father of Anaheim”
because he was the surveyor of the original
200 acres of the city. The park offers
residents open space, picnic tables, and
benches.

Maxwell Park & Dog Park
Maxwell Park is a park located in Anaheim
named after School District teacher/
principal, Mattie Lou Maxwell. This park
is 22 acres and includes a playground,
concession building, exercise equipment,
lighted football and soccer overlay
fields, lighted softball fields, picnic tables,
restrooms, and a dog park to the north.

Other Parks and Recreation Facilities
Other Parks and Recreation Facilities Open to the Public Additional recreation facilities exist in and outside the City of Stanton. Though not directly owned or controlled by the City, these parks also provide recreation opportunities to the community due to their proximity to the City. Such facilities are important to identify so not to duplicate city facilities in areas that may already be served through non-city owned recreational opportunities. The following are parks and facilities that have been identified in this category:
45 | City of Stanton • Parks Master Plan
3 Peppertree Park
Peppertree Park is a 2.61 acre Cypress city
park that provides the community with
basketball courts, BBQs, drinking fountains,
picnic tables, and a playground.

Adventure City
Covering approximately 2 acres, Adventure
City is one of the smallest theme parks
in California. Adventure City sees about
200,000 to 400,000 people a year on
average.

Baroldi Sycamore Park
Cypress provides amenities at Baroldi
Sycamore Park. The 1.5 acre park offers
BBQs, drinking fountains, picnic tables, and
a playground.

The Map Sports Facility
Located in Garden Grove, The Map Sports
Facility has 65,000 square feet of court
space available for any indoor activity. The
facility offers organizations times to reserve
courts for games. They also provide an open
gym format for players to play on any court
that is not reserved.

Photo by Google Earth
City of Stanton • Parks Master Plan | 46
Park Service Gap Analysis
In addition to providing appropriate
quantities and types of recreation
facilities, the City of Stanton strives to
provide them in useful and appropriate
locations. The service area gap analysis
examines how parks are distributed
throughout residential areas in the city.

Park Service Gap Analysis
“Everyone deserves a park
within walking distance of their
home.”
-NRPA (National Recreation and Parks
Association)
Proximity to parks is more than a
convenience issue. It helps to establish
an excellent park system by providing
improved air quality, circulation, and
overall improved community health
and wellness. One-half (.5) mile is
approximately a 10-15-minute walk for
most people. Most residences should be
within one-half mile of a neighborhood
park or amenity that satisfy common
recreation needs.

The 5-10-15 minute walk map outlines the
service availability around the existing
parks that are available to Stanton
residents. The service area boundaries
also reflect the physical obstructions to
pedestrian travel created by arterial
roadways, freeways, etc. which limit
easy access to parks and are reflected
by truncated shapes in the service areas
shown on the following exhibits.

Exhibit 3.1-5: Service Area Gap
Analysis for Mini Parks
Copyright © 1995–2023 Esri.

Mini Parks
5 Min
Walk
10 Min
Walk
15 Min
Walk

12.4% of
population

31.5% of
population

46.9% of
population
4,727 pop/
.43 sq. miles
12,029 pop/

1.33 sq.
miles
17,884 pop/

2.44 sq.
miles
47 | City of Stanton • Parks Master Plan
3 Exhibit 3.1-6: Service Area Gap
Analysis for Neighborhood Parks
Exhibit 3.1-7: Service Area Gap
Analysis for All Parks
Copyright © 1995–2023 Esri.

Neighborhood Parks All Parks
5 Min
Walk
10 Min
Walk
15 Min
Walk
5 Min
Walk
10 Min
Walk
15 Min
Walk

22.8% of
population

58.7% of
population

82.2% of
population

29.8% of
population

64.8% of
population

84.2% of
population
8,705 pop/
.74 sq. miles
22,386 pop/

2.19 sq.
miles
31,339 pop/

3.66 sq.
miles
11,360 pop/
.98 sq. miles
24,706 pop/

2.6 sq. miles
32,090 pop/

4.3 sq. miles
City of Stanton • Parks Master Plan | 48
Exhibit 3.1-7: Service Area Gap
Analysis Map
Copyright © 1995–2023 Esri.

Beach Blvd.

Grandoaks Dr.

Lullaby Ln.

Palais Rd.

Cody Dr.

College
College
Middlesex
Idylwild Dr.

Lowell St.

Idylwild
Lowell
Second St.

First St.

Courson
RambleWood
Garrett Rd.

Katella Ave.

Orangewood Ave.

Chapman Ave.

Lampson Ave.

Masterson Rd.

Courtr gi ht Rd.

Wyatt Rd.

Sentry
Hickock
RambleWood
Courson
Asbury Ave.

Lowden St.

Lex ni gton Dr.

Bell St.

Homden
Lex ni gton Dr.

Oakhaven
Westchester Dr.

Courson Dr.

RambleWood
Rose St.

F ol wer St.

Litchfie dl
Via Irana
Via Kannela
Via Jacar
V
a
ia
Jandin
Thunderbird Ln.

Kleenan Pl. Bock Ave.

Syracuse Ave.

Lowden St.

Homden
Asbury
Courson
RambleWood
Garrett
Mitchell Dr.

Fulton Way Rutledge
Carie
Industrial Way
Briarglen Loop
Mercantile
Cedar St.

Monroe Ave.

Central Ave.

Chester Ave.

Date St.

Oak St.

Cedar St.

Rose St.

F ol wer Ave.

Santa
Maria
Santa Rosalia St.

Mari
Ale
Ruthann Ave.

Joel Ave.

Eileen St.

Davmor Ave.

Santa
Maria
Briarglen Loop
Santa
Cruz
Ale
Lessue Ave.

Hopi Rd.

Yorkshire Ave.

Lenmar
Santa Catalina Ave.

Santa Barbara Ave.

Seaboard Cir.

Santa Rosalia St.

Santa Maria St.

Santa Cruz St.

Santa Monica Ave.

Santa Rita Ave.

Santa Gertrudes Ave.

Amy
Laurelton
Belgrove
Bently
Santa Rosalia St.

Devonwood Ave. Fie dl gate
Marisa
Georgian St.

Camus Ln. Samura Pl.

Or wr ay Dr.

Hoover St.

Village Center Dr.

Court St.

Acacia Ave.

Sycamore Ave.

Stanford Ave.

San Marcos
Ca mr el
Cardiff
Del Rey Malib
Capistrano Dr. u
Catherine Ave.

Shadow
Winterwood
Lea wf ood St.

Briarwood St. Autumn
Brittany
Park
Fillmore
Bever Place
La Monte Road
Court Ln.

Court St.

Johnson Rd.

Jane Way
Hynes Road
Jane Way
P ni e Tree Ln.

Plaza Way
Pickens Ln.

Chestnut Ave.

Court Ave. Court Ave.

Electric Ave. Boa mt an Ave.

Monroe Ave.

Pacific St.

Main St.

Chestnut Ave.

Court Ave.

Sycamore Ave.

Fern Ave.

Sandustrial St.

Pacific Way
S
Tina herrill St.

Stardust Ln.

Sylvan
Verona
Kenmore
Sylvan
Cris Ave.

V ni evale
Ashdale St.

Chanticleer Rd. Vantage
Ashdale
Banff
Sonnett
Palais Rd.

Winston Rd.

Vantage
Ashdale
Banff
Lola Ave.

Sonnett
Lullaby
Harriet Ln.

Yana Dr.

Wasco Dr.

Mac Duff St.

Sherrill St.

Lola Ave.

Kennelly Ln.

Kenmore
Cornerstone St.

Beach Blvd
Cerritos Blvd.

Western Ave.

Knott Ave.

Dale Ave.

Magnolia Ave.

Starr St.

Kermore Ln.

Briarglen Loop
Arrowhead St.

Garden Grove Blvd.

Parkglen Loop
Carla St
Dale St
Stepping Stone Dr.

GARDEN GROVE

ANAHEIM

WESTMINSTER

CYPRESS

BUENA PARK

GARDEN GROVE
?ü
Stanton City Boundary
Low Density Residential
Medium Density Residential
High Density Residential
General Mixed Use
North Gateway Mixed Use District
South Gateway Mixed Use District
Town Center Mixed Use District
General Commercial
Industrial
Public/Institutional
Open Space
ADOPTED 9/23/08
Stanton City Boundary
Low Density Residential
Medium Density Residential
High Density Residential
General Mixed Use
North Gateway Mixed Use District
South Gateway Mixed Use District
Town Center Mixed Use District
General Commercial
Industrial
Public/Institutional
Open Space
Stanton General Plan Update
eneral Plan Land Use Diagram
Land Use
All Parks Walking Distance
City of Huntington Beach
Parks and Recreation Master Plan Update 0 0.5 1 2
Miles
Community Parks Walking Radius
5 Minutes
10 Minutes
15 Minutes
Drive from Community Parks

3.0 Miles
Mini Parks Walking Radius
5 Minutes
10 Minutes
15 Minutes
Neighborhood Parks Walking Radius
5 Minutes
10 Minutes
15 Minutes
#1
#2
#3
Park Service Gap Analysis
49 | City of Stanton • Parks Master Plan
3 To analyze the distribution of existing city parks, a service area radius map is created for City-owned mini and neighborhood parks (see Exhibit 3.1-7).

When areas zoned for residential use fall outside of these service area designations, they are identified as an underserved neighborhood or “gap area.” There are three gap areas in the city as identified in Exhibit 3.1-7.
#1
#2
#3
This gap area is near the city boundary of Stanton. There is an abandoned railway adjacent to these homes that if redeveloped, could provide park and trail opportunities for these residents.

This area includes Katella Estates, a mobile home park, to the west which includes a private swimming pool and recreation center. The apartment buildings on the east of this gap area include private swimming pools, green spaces, and walkways.

Opportunities to build new parks in the south area of the city are limited to availability of land. Crosspointe Village in this area is a gated community that has private recreation opportunities available to the residents. There are several high density new residential developments, such as VRV, that are currently under construction that will include private recreation amenities.

Green areas and urban plazas could be provided as new commercial developments are constructed in this gap area.

Photo by RJM Design Group
City of Stanton • Parks Master Plan | 50
Programs and Services
Stanton’s parks and recreation facilities
are activated by drop-in activities,
structured recreation programs and
activities, and special events all intended
to enhance the quality of life and to
support the health, wellness, and social
connections of the Stanton community.

Recreation Classes and Activities:

Stanton provides an assortment of
recreation classes and activities,
including a variety of offerings in sports,
dance, martial arts, tennis, fitness classes,
and arts and crafts.

Organized Team Sports Activities:

Stanton offers a variety of preschool
sports programs, youth sports, and fitness
programs for grade school youth through
teens. The City also provides sports and
fitness programs and activities for adults
and seniors. Activities are available for
tennis, basketball, baseball, soccer,
martial arts, gymnastics, ice skating, and
hockey.

Community Programs:

Stanton offers a myriad of family support
services for the community through
its Family Resource Center, including
information and referrals on community
programs and services for people of
various abilities and backgrounds. The
Human Services programs are critical in
Stanton as they provide a caring and
helpful hand to individuals, couples, and
families to strengthen the community.

Special Events:

Stanton hosts several special events and
community gatherings each year. These
events bring people from all walks of
life together, strengthening the bonds
between them. The City’s Art Exhibits,
Halloween Festival, Teen Night Out,
Movies under the Stars, National Night
Out, Easter Egg Hunt, Veterans Day
Ceremony, and Christmas Tree Lighting
draw families and the community
together to enjoy the city’s park facilities
and these fun events.

3.2 Recreation Program Inventory
Art Exhibit
Easter Egg Hunt
Photo by City of Stanton
Photo by City of Stanton
51 | City of Stanton • Parks Master Plan
3 Afterschool Programs and Summer
Camps:

Stanton provides afterschool child care
and day camps when school is on
break to support the social, emotional,
cognitive, and recreation needs
of the city’s youth. These programs
can reduce risky behaviors, promote
physical health, and provide a safe and
supportive environment for children in
the community.

There is a detailed review and analysis of
Stanton’s recreation programs, activities,
special events, and participation
dating back to 2019 and program
recommendations in the Appendix.

Would Like to See Youth Sports
39%
Expanded or Improved
Say Community Engagement Programs
84%
are Important for Feeling Safe
Stanton Central Park
Photo by City of Stanton
City of Stanton • Parks Master Plan | 52
Photo by City of Stanton
53 | City of Stanton • Parks Master Plan
4 4.1
The recommendations developed are founded in the desires and needs for recreation opportunities identified by the Stanton community in the extensive community outreach conducted as part of this Parks Master Plan. Specific recommendations will be broken down within seven (7) key strategies that will advance the development of parks and recreation for the entire community.

Key Strategies
The following are key strategies developed to prioritize future recreation development with the community recreational desires.

SECTION FOUR:

RECOMMENDATIONS
Key Strategy #1:

Key Strategy #2:

Key Strategy #3:

Key Strategy #4:

Key Strategy #5:

Key Strategy #6:

Key Strategy #7:

Promote Healthy Mind and Body Development by
Enhancing Fitness Opportunities throughout the
City
Support Competitive Sportsmanship through
Facility Improvements and Joint Use Agreements
Modernize Existing Facilities and Develop New
Recreation Amenities
Develop a Well-Connected Trail Network that
Promotes Multimodal Transportation Opportunities
Establish a Collaborative Community Network
Focused on Promoting Safety and Awareness
Promote an Urban Climate Initiative to Reduce
Heat Island Effect and Increase Tree Canopy
Diversity
Provide Diverse Program Opportunities for All
Ages and Abilities
City of Stanton • Parks Master Plan | 54
Key Strategy #1: Promote Healthy Mind
and Body Development by Enhancing Fitness
Opportunities throughout the City
Existing Conditions:

Recommendations:
• There are a total of 20 outdoor fitness
stations located in the city parks.

Outdoor fitness stations are located at
Harry M. Dotson Park (1), Hollenbeck
Park (5), Stanton Central Park (10), and
Stanton Park (4).
• The City of Stanton does not have a
fitness center. There are private gyms
and fitness centers in the city.
• Repair and replace existing outdoor
fitness stations as needed.
• Add outdoor fitness stations when
implementing park improvements.
• Consider developing a fitness center
with indoor exercise equipment at
the Stanton Community Center/Civic
Center in place of rooms currently
being used as storage.

Community Voice:
• Fitness or exercise equipment desires
were recorded in Workshop 2, the
Multimodal Survey, and in various
Stakeholder Interviews. Some ideas
expressed by the community were
outdoor exercise stations, exercise
equipment renovations, gym, and
fitness equipment. As part of the
2022 Statistically Valid Community
Survey, 22% of the residents chose
“Exercise Equipment” as the recreation
opportunity they would like to see
improved or expanded.
• Exhibit 4.1-1 illustrates the location of
survey respondents who indicated that
fitness or exercise equipment are a
need in the city.

Fitness and Exercise Equipment:
“The nation’s public parks and recreation
are leaders in improving the overall
health and wellness of the nation. They
are essential partners in combating some
of the most complicated challenges our
country faces – poor nutrition, hunger,
obesity, and physical inactivity. Park
and recreation agencies effectively
improve health outcomes and thus should
be supported through national and
community level funding and policies that
enable them to continue to expand their
efforts in making a positive change in the
health and wellness of our nation.” -NRPA
Exhibit 4.1-1: Fitness and Exercise Equipment
Distribution Map
Copyright © 1995–2023 Esri.

All rights reserved.
55 | City of Stanton • Parks Master Plan
4 Exhibit 4.1-2: Exercise and Fitness Classes
Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• The city currently offers adult yoga, as
well as senior fitness classes including
Tai Chi at the Stanton Community
Center/Civic Center.
• Continue to offer current exercise and
fitness classes.
• Consider offering exercise classes at
the outdoor fitness stations at parks.
• Increase offerings of yoga classes and
consider offering other exercise classes
such as Zumba and/or Pilates.
• Consider public-private partnerships
to expand health and fitness program
opportunities.

Community Voice:
• Exercise and fitness class desires were
recorded in Workshop 2, Workshop 3,
and in various Stakeholder Interviews.
• Exhibit 4.1-2 illustrates the location of
survey respondents who indicated that
exercise and fitness classes are a need
in the city.

Exercise and Fitness Classes:

NRPA’s Commit to Health campaign
supports the goals of improving healthy
food access, reducing obesity and
chronic disease, and fostering social
supports at local park and recreation
sites. Park and recreation departments
can join the national movement to
support community health and wellness.

City of Stanton • Parks Master Plan | 56
Key Strategy #2: Support Competitive
Sportsmanship through Facility
Improvements and Joint Use Agreements
Existing Conditions:

Recommendations:

The city’s parks include the following sports
fields and courts:
• 5 Basketball half courts at Premier Park
(1), Harry M. Dotson Park (1), Stanton
Central Park (2), and Family Resource
Center (1)
• 1 Basketball full court at Zuniga Park
• 2 youth Baseball fields at Norm Ross
Sports Complex (1), Stanton Central Park
(1)
• 1 Soccer field at Stanton Central Park
• 4 Tennis courts at Stanton Central Park
• Continue to maintain existing sports
fields and courts.
• Explore opportunities to increase field
turf maintenance.
• Monitor registration and participation
in youth and adult sports programs.

If sports programs are beyond city
inventory capacity:
• Explore joint use opportunities with
school district for baseball and
soccer.
• Consider partnering with private
businesses such as The Map Sports
Facility for indoor basketball and
volleyball.

Community Voice:
• Sports field desires were recorded in
Workshop 2, the Multimodal Survey,
and in various Stakeholder Interviews.
“Field lighting” and to “add more sports
fields” comments related to sports field
desires in the community.
• Exhibit 4.1-3 illustrates the location of
survey respondents who indicated
that sports fields should be added or
expanded.

Sports Fields:

Parks and Recreation play a critical
role in ensuring every child in every
community has access to team and
individual sports. According to the NRPA,
the five most popular youth sports are
basketball, baseball/softball, soccer,
football, and volleyball. -NRPA
Exhibit 4.1-3: Sports Fields Distribution Map
Copyright © 1995–2023 Esri.

All rights reserved.
57 | City of Stanton • Parks Master Plan
4 Exhibit 4.1-4: Adult Sports Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• There is limited availability of sports
fields and courts due to the large
offering of youth sports such as Tennis,
Basketball, Baseball, Soccer, and
Martial Arts. Stanton offers few adult
sports programs, such as tennis lessons.
• Explore opportunities to increase adult
sports programs.
• Other Orange County communities
have found success by offering Adult
Sports Leagues and Drop-in Sports
for Soccer, Volleyball, Flag Football,
Kickball, Tennis, Pickleball, and
Cornhole Tournaments.
• Some of these leagues and activities
are best suited for reservations,
but others present opportunities for
joint ventures with a public-private
partnership generating revenue for the
City to off-set costs for lights and field
maintenance.

Community Voice:
• Adult sports desires were recorded in
the Multimodal Survey, the Staff Survey,
and in various Stakeholder Interviews.

Exhibit 4.1-4 illustrates the location of
these responses.

Adult Sports:

In the 2023 Parks and Recreation Trends
report by Xplor Recreation, 44.8% of
park organizations plan to add more
programs to their facilities. Adult sports
teams was one of the most common
new programs that were reported. Other
common programs being added in
cities include: group exercise programs,
teen programming, fitness programs,
mind-body balance, programs for active
older adults, educational programs,
environmental education, special events,
and programs for special needs and/or
disabled persons.

City of Stanton • Parks Master Plan | 58
Key Strategy #2: Support Competitive
Sportsmanship through Facility
Improvements and Joint Use Agreements
Exhibit 4.1-5: Swimming Pool Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• Beyond backyard pools, there are
no public aquatics facilities, nor are
there any private commercial pools in
Stanton to provide aquatic programs
for families.
• The city has (2) splash pads at Harry M.

Dotson Park and Stanton Central Park
that are open 12pm-5pm every day
between Memorial Day (May 29th) and
Labor Day (September 4th). Closed on
July 4.
• Consider working with Garden Grove
Unified and existing aquatics programs
at Rancho Alamitos High School to
expand programs and market services
to address the needs of the Stanton
community.
• Continue to maintain and promote the
splash pads at Harry M. Dotson and
Stanton Central Park.

Community Voice:
• Swimming pool desires were recorded
in Workshop 2, Workshop 3, the
Feedback Survey, and in various
Stakeholder Interviews. Ideas from the
community included swimming pool,
aquatic center, and water park.
• Exhibit 4.1-5 illustrates the location of
survey respondents who indicated that
swimming pools are a need in the city.

Swimming Pool:

Aquatic recreation has been a significant
desire by residents across Southern
California due to favorable climate
conditions. Residents in Stanton have
strongly echoed this desire on a local
level. Municipal swimming facilities
afford residents the access to swim
lessons, recreational swim, and aqua
aerobics.
59 | City of Stanton • Parks Master Plan
4 Photo by RJM Design Group
City of Stanton • Parks Master Plan | 60
Key Strategy #3: Modernize
Existing Facilities and Develop New
Recreation Amenities
Existing Conditions:

Recommendations:
• There is a restroom building at Harry
M. Dotson Park, Stanton Central Park,
and Stanton Park. There are restrooms
inside the Stanton Community Center/
Civic Center and the Family Resource
Center. The Family Resource Center
was renovated in 2023.
• Add staff restrooms for employees
at Stanton Community Center/Civic
Center.
• Upgrade and renovate restrooms at
Harry M. Dotson Park, Stanton Central
Park, and Stanton Park.

Community Voice:
• Restroom improvement desires were
recorded in Workshop 1, Workshop
3, the Staff Survey, and in various
Stakeholder Interviews. Ideas from
the community included restroom
improvements and public restrooms.
• Exhibit 4.1-6 illustrates the location of
survey respondents that indicated that
restroom improvements are a need in
the city.

Restroom Improvements:

The size of parks and their locations can
lead to whether or not they become
destination facilities. Small Mini Parks and
Neighborhood Parks primarily serve their
local neighborhood residents. Larger
Community Parks and Regional Parks are
more automobile centric and serve a
larger portion of the community. Having
restrooms at larger facilities supports the
wide variety of user groups that visit these
park types.

Exhibit 4.1-6: Restroom Improvements
Distribution Map
Copyright © 1995–2023 Esri.

All rights reserved.
61 | City of Stanton • Parks Master Plan
4 Exhibit 4.1-7: Parking Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• There are 3 parking lots at city parks
and recreation facilities.
(1) Community Center at Stanton
Central Park – Parking is adjacent to
the park and the community rooms/
restroom buildings and is provided with
accessible parking and accessible
path of travel.
(2) Community Center at Civic
Center – There is an adjacent parking
structure providing adequate parking,
accessible path of travel, and
accessible parking.
(3) Harry M. Dotson Park – Parking
is adjacent to the park and the
community rooms/restroom modulars
and is provided with accessible
parking and accessible path of travel.
• Monitor parking needs during sporting
events and community events.
• Offer shuttle to events and partner
with businesses for off-site parking
opportunities.

Community Voice:
• Parking desires were recorded in
Workshop 1, Workshop 2, the Feedback
Survey, the Staff Survey, and in various
Stakeholder Interviews. Comments
from the community indicated that
more parking is needed at parks and
recreation facilities.
• Exhibit 4.1-7 illustrates the location of
survey respondents that indicated that
parking is a need in the city.

Parking:

Southern California has historically
been planned in an automobile centric
manner. Often times, there is a desire
to develop park land over adding
additional parking areas and increasing
impervious surfaces. This often gives rise
to frustrations of limited parking areas.

Balancing the available parking and park
green space is a delicate task.

City of Stanton • Parks Master Plan | 62
Key Strategy #3: Modernize Existing
Facilities and Develop New Recreation
Amenities
Exhibit 4.1-8: Community Garden Distribution
Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• Norm Ross Sports Complex has a
community garden.
• Expand community garden as part of the
Norm Ross Sports Complex renovation
and expansion project.
• If the plots are reserved and the demand
increases, consider adding community
gardens at Hollenbeck Park.

Community Voice:
• Community garden desires were
recorded in Workshop 2, Workshop 3,
the Feedback Survey, and in various
Stakeholder Interviews. Ideas from the
community included garden plots and
butterfly garden.
• Exhibit 4.1-8 illustrates the location of
survey respondents who indicated that
community garden is a need in the
city.

Community Garden:

Community gardens are beneficial for
several reasons. They provide access to
fresh, nutritious food, ultimately promoting
healthier diets and lifestyles. These gardens
contribute to environmental sustainability
through organic practices and habitat
creation. They foster social interaction,
community building, and a sense of
belonging. Community gardens offer
educational opportunities by teaching
gardening techniques and promoting
skills development. Engaging in gardening
activities improves physical and mental
well-being, provides exercise, and has
therapeutic benefits. Lastly, community
gardens beautify urban areas, enhance
food security, and contribute to the
resilience of neighborhoods.
63 | City of Stanton • Parks Master Plan
4 Exhibit 4.1-9: Picnic Shelters Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• Stanton currently has 15 picnic shelters
and 53 individual picnic tables.
• Add picnic shelter opportunities near
the splash pads at Harry M. Dotson Park
and Stanton Central Park.
• Consider adding shelters to existing
grouped picnic tables.

Community Voice:
• Picnic shelters and shade desires were
recorded in Workshop 1, Workshop 2,
Workshop 3, Staff Survey, the Feedback
Survey, and in various Stakeholder
Interviews. Ideas from the community
included providing picnic shelters at
parks and more specifically, by the
splash pads.
• Exhibit 4.1-9 illustrates the location of
survey respondents who indicated that
picnic shelters and shade are a need
in the city.

Picnic Shelters:

Picnic shelters offer numerous advantages
for outdoor gatherings. They provide
protection from the elements, shielding
guests from sun and rain. With comfortable
seating and picnicing areas, they enhance
comfort and organization. Picnic shelters
accommodate larger groups, offering
privacy and a designated space for
social events. They extend the usability
of outdoor spaces and often come with
storage facilities for convenience. Overall,
picnic shelters create aesthetically pleasing
environments that enhance the enjoyment
of outdoor activities.

City of Stanton • Parks Master Plan | 64
Key Strategy #3: Modernize Existing
Facilities and Develop New Recreation
Amenities
Exhibit 4.1-10: Dog Park Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• The City of Stanton does not offer any
dog parks within the city boundaries.

There are nearby small dog parks in
Garden Grove and Anaheim.
• Develop a new dog park in the city.

Community Voice:
• Dog park desires were recorded in
Workshop 1, Workshop 2, Workshop 3,
and the Feedback Survey.
• Exhibit 4.1-10 illustrates the location of
survey respondents that indicated that
a dog park is a need in the city.

Dog Park:

Dog parks are considered regional facilities
that attract dog owners from surrounding
areas. Dog parks are a socially engaging
activity for dog owners as well as their
canine friends. Lack of dog park facilities
can put an additional strain on local parks
to provide open areas for dog owners to
recreate. Having a dedicated dog park
centralizes off leash dog activities. Regional
facilities such as dog parks attract outside
resident populations and the opportunity to
capture nonresident tax revenue and sales
for local businesses.
65 | City of Stanton • Parks Master Plan
4 Photo by Google Earth
Maxwell Dog Park, Anaheim
City of Stanton • Parks Master Plan | 66
Key Strategy #4: Develop a WellConnected Trail Network that Promotes Multimodal Transportation Opportunities
Exhibit 4.1-11: Walking Paths and Trails
Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• There are pedestrian walking paths at
Stanton Central Park, Hollenbeck Park,
and Stanton Park. The city currently
has an organized walking club
offered through the city’s recreation
programming.
• Continue to promote the existing walking
club and advertise to residents.
• Consider pedestrian pathway lighting at
parks to increase walking opportunities.
• Develop pedestrian walkway
connections between city parks and city
schools from residential neighborhoods.
• Consider abandoned railways/ red
trolley and flood control to expand multiuse trail opportunities.

Community Voice:
• Walking path or trail desires were
recorded in Workshop 2, Workshop
3, Online Feedback Comments, the
Multimodal Survey, the Staff Survey,
and in various Stakeholder Interviews.

Ideas expressed by the community
include walking and hiking trails.
• Exhibit 4.1-11 illustrates the location of
survey responses.

Walking Paths and Trails:
“Local trails are a great way to stay active,
unwind, and for many, access shops and
get to work without relying on a car. It is no
wonder three in four U.S. adults find having
access to trails near their home important.

The vast majority of park and recreation
agencies across the United States operate,
maintain or manage trails and greenways.

The typical agency manages or maintains
12 miles of trails.” - NRPA
67 | City of Stanton • Parks Master Plan
4 Exhibit 4.1-12: Bike Paths and Trails
Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:

The existing bicycle network around the
City of Stanton is as follows:
• A Class II bicycle path is present along
Lampson Avenue east and west of city
limits.
• A Class I bicycle pathway exists south
of the city along Hoover Street south of
Garden Grove Boulevard
• A Class II bicycle path along Cerritos
Avenue, west of the city limits
• A Class II bicycle pathway on Knott
Avenue between Cerritos Avenue and
the train tracks
• A Class II bicycle facility along
Orangewood Avenue, east of city limits
• Hollenbeck Park connects to the SCE
bike trail.
• Pursue opportunities to connect SCE
Bike Trail to flood control channel in
southern portion of the city.
• Create a Bike/Trail Master Plan and
promote trail location maps to the
community.

Community Voice:
• Bike path and trail desires were
recorded in Workshop 2, Online
Feedback Comments, and the
Multimodal Survey. Bicycle access
and bike paths connecting parks were
some of the comments recorded in the
community outreach.
• Exhibit 4.1-12 illustrates the location of
survey responses.

Bike Paths and Trails:

Bike paths and trails offer multiple
benefits, including improved physical
health through cardiovascular exercise
and muscle strengthening. Engaging
in biking and spending time on trails
positively impacts mental well-being
by reducing stress and anxiety. Biking is
an eco-friendly mode of transportation
that reduces carbon emissions and
promotes sustainability. Trails provide
recreational opportunities by connecting
people with nature and fostering
community interaction. Biking and trails
are accessible to diverse individuals,
promoting inclusivity and personal growth
through perseverance and goal-setting.

City of Stanton • Parks Master Plan | 68
Key Strategy #5: Establish a Collaborative
Community Network Focused on Promoting
Safety and Awareness
Exhibit 4.1-13: Security Cameras and Lighting
Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• Security cameras are planned at the
Family Resource Center.
• Currently Stanton only has 1 lighted
pedestrian walking path at Hollenbeck
Park.
• Park hours are 6:00AM to 8:00PM.
• The city should look to implementing
a remote camera system in parks with
intense community use.
• Install motion detection security
lighting.
• Park improvement projects as well as
new park facilities should be designed
to include Crime Prevention Through
Environmental Design (CPTED) features.

Community Voice:
• Security camera and lighting desires
were recorded in Workshop 1,
Workshop 3, the Feedback Survey, the
Staff Survey, and in various Stakeholder
Interviews.
• Exhibit 4.1-13 illustrates the location of
survey respondents who indicated that
security cameras and/or lighting is a
need in the city.

Security Cameras and Lighting:

Park security is a common element in many
cities across America. Modern park designs
help limit nefarious activity and perceptions
of potential unsafe conditions through
Crime Prevention Through Environmental
Design (CPTED) features. Crime Prevention
Through Environmental Design (CPTED)
is a multi-disciplinary approach of
crime prevention that uses urban and
architectural design and the management
of built and natural environments. CPTED
strategies aim to reduce victimization, deter
offender decisions that precede criminal
acts, and build a sense of community
among inhabitants so they can gain
territorial control of areas, reduce crime,
and minimize fear of crime. The theory is
based on four principles: Natural Access
Control, Natural Surveillance, Territoriality,
and Maintenance.
69 | City of Stanton • Parks Master Plan
4 Exhibit 4.1-14: Park Ranger Program
Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• The city does not have currently have a
park ranger program.
• There has been a park ranger program
in the past under the Public Safety
Department.
• Research other community’s park
ranger programs and implement a test
program.
• Establish goals and objectives to define
the park ranger program.
• Determine the specific roles and
responsibilities of park rangers,
including environmental stewardship,
visitor assistance, and public safety.
• Secure the necessary resources,
including funding, training materials,
and equipment.
• Collaborate with other park staff, law
enforcement agencies, and community
organizations to coordinate activities
and address specific needs.
• Organize public events, workshops,
and educational programs to promote
environmental awareness and
encourage community participation.

Community Voice:
• Park ranger program desires were
recorded in Workshop 1, the Feedback
Survey, and in various Stakeholder
Interviews. Ideas from the community
included police presence, patrol, and
park rangers.
• Exhibit 4.1-14 illustrates the location of
survey respondents who indicated that
park ranger programs are a need in
the city.

Park Ranger Program:

Park rangers offer environmental
stewardship and promote public
safety in city parks. Park rangers assist
visitors, enforce park regulations, and
provide information and guidance. Park
rangers also support law enforcement
agencies, by ensuring a safe and secure
environment. They are trained to respond
to emergencies and participate in search
and rescue operations. Through their
volunteer efforts, park rangers engage
the community, promote environmental
awareness, and contribute to the
preservation of natural areas.

City of Stanton • Parks Master Plan | 70
Key Strategy #5: Establish a Collaborative
Community Network Focused on Promoting
Safety and Awareness
Exhibit 4.1-15: Homeless Outreach
Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• The City of Stanton has been an active
leader in the North Orange County
Public Safety Task Force. There are
two local Navigation Centers in Buena
Park (150 beds) and in Placentia (100
beds). The City of Stanton currently
employs four full-time Homeless
Outreach Coordinators, providing
daily two-person coverage to engage
with individuals who are experiencing
homelessness in Stanton. The city has
a homeless outreach hotline phone
number (714) 890-4292. The Family
Resource Center offers support through
emergency assistance programs.
• The City should continue to monitor
the homeless population through
its established homeless outreach
program.

Community Voice:
• Homeless outreach desires were
recorded in Workshop 1, Workshop
2, Workshop 3, the Feedback Survey,
and in various Stakeholder Interviews.

The community’s comments included
removing the homeless from parks and
to keep the homeless out of the parks.

Ideas from the community included
educating the public and providing
assistance to the homeless.
• Exhibit 4.1-15 illustrates the location of
survey respondents who indicated that
homeless outreach is a need in the
city.

Homeless Outreach:

Homelessness has been raised as an
important issue in Stanton. In several
cases, community feedback identified a
decreased sense of safety in areas that
experience high concentration of the
homeless or urban campers. According to
data collected by the County of Orange
during the 2019 Point In Time count, the
vast majority of Orange County’s homeless
population (73 percent) reported a city
in Orange County as their last permanent
address. The data also showed that
72 percent of individuals experiencing
homelessness are currently working or have
worked in Orange County. Because people
experience homelessness for a variety of
reasons, there are just as many pathways
out of homelessness.
71 | City of Stanton • Parks Master Plan
4 Photo by City of Stanton
City of Stanton • Parks Master Plan | 72
Key Strategy #6: Promote an Urban
Climate Initiative to Reduce Heat Island
Effect and Increase Tree Canopy Diversity
Exhibit 4.1-16: Green, Open Space Areas /
Shade / Trees Distribution Map
Copyright © 1995–2023 Esri.

Existing Conditions:

Recommendations:
• There are green, open play areas
located at Premier Park, Zuniga Park,
Hollenbeck Park, Martha Weishaupt
Linear Park, Stanton Park, and Veterans
Memorial Park.
• The city does not currently have a tree
inventory.
• The city has the ‘Stanton Greening’
program to add shrubs to sound walls.
• The City offers a free tree planting
program on residential parkways.
• There are not that many opportunities
for new parkland; however, if the City
can develop partnerships or acquire
new land, there are opportunities for
additional parkland in the following
areas:
• Abandoned railway and red car
trolley line
• Flood Control channel
• Develop policy for new business and
residential to include landscape
guidelines.
• Develop Tree Master Plan.
• Increase shade using trees or canvas
canopies over existing playgrounds
and picnic areas.

Community Voice:
• Green, open space / shade / tree
desires were recorded in Workshop 1,
Workshop 2, Workshop 3, the Feedback
Survey, the Staff Survey, and in various
Stakeholder Interviews. Ideas from the
community included more turf, green
areas, preserve trees, and provide
shade from heat.
• Exhibit 4.1-16 illustrates the location of
survey respondents who indicated that
green, open space areas / shade /
trees are a need in the city.

Green, Open Space / Shade / Trees Areas:

The city’s trees are important assets that
provide significant environmental benefits.

Trees absorb carbon dioxide, produce
oxygen, purify air by reducing dust and
contaminants, as well as reduce heat island
effect. Continuing to preserve and grow
the city’s urban forest and native plant
species is a priority for the community.
73 | City of Stanton • Parks Master Plan
4 Photo by RJM Design Group
City of Stanton • Parks Master Plan | 74
Key Strategy #7: Provide Diverse
Program Opportunities for All Ages
and Abilities
The City of Stanton’s Community Services Department oversees the use of eleven (11) parks and three (3) community centers, as well as organizes and provides a variety of recreation opportunities for all residents of Stanton. In addition, the Department staff is responsible for administering all public communication for the city. Family support services, domestic violence prevention and treatment, emergency assistance, homework assistance, adoption and foster services, early childhood education, commodity and food distribution and afterschool/summer programs are all offered at the Family Resource Center.

The City of Stanton offers many free events and affordable programs. In Fall 2022, the City launched “Everyone Plays”, a scholarship program to provide families with access to fee-based classes.

During the development of the Parks Master Plan, several program desires were recorded. Most desires are already offered by the city indicating that the current offerings may need to be expanded.

Community Voice:

The following are program mentions that were recorded most often and would have a high impact in the community. Some are already offered and should continue to be offered, while others are new ideas for programs.

Affordable Programs
• Affordable program desires were recorded in Workshop 3, the Staff Survey, and in various Stakeholder Interviews.

Mental Health Program
• Mental health program desires were recorded in Workshop 1, Workshop 3, and in the Staff Survey.

Teen Programs
• Teen program desires were recorded in Workshop 3, the Multimodal Survey, and in various Stakeholder Interviews. Ideas from the community included teen activities, leadership, and skills classes.

Senior Programs
• Senior program desires were recorded in Workshop 2, the Multimodal Survey, and in various Stakeholder Interviews. Ideas from the community included senior health & wellness classes, senior activities, food distribution, and activities for older adults.

Dance Classes
• Dance class desires were recorded in Workshop 2, Workshop 3, and in various Stakeholder Interviews.

Art Classes
• Art class desires were recorded in Workshop 2, Workshop 3, and in various Stakeholder Interviews. Ideas from the community included offering a youth art class.

Community Events
• Community event desires were recorded in Workshop 1, Workshop 2, and Workshop 3.

Ideas from the community included movies in the park and family events as community events they would like to see provided.
75 | City of Stanton • Parks Master Plan
4 Recommendations:
• Expand partnerships with the business community by looking for volunteer and sponsorship opportunities to support the funding of free and low-cost events. • Consider repurpose of the Caretaker Building at Harry M. Dotson Park to better serve the community.
• Expand/increase teen-specific programs (e.g., skateboarding, battle of the bands, teen dances, video games). Other examples of teen-specific programs include civic engagement programs.
• Continue to partner with private businesses to offer dance and art classes. • Explore opportunities/space available to offer more arts and crafts classes at the Stanton Community Center/Civic Center or Stanton Central Park Community Center. • Explore opportunities/space available to offer more dance classes at the Stanton Community Center/Civic Center or Stanton Central Park Community Center. • Marketing efforts should follow best practices that are in line with “where” the community gets most of its recreation information from the City. Based on the results of the multimodal survey, 31% of respondents found information for City parks and programming on the city website, 30% look on Facebook, and 23% look on Instagram.

Additional program recommendations based on the professional assessment are:

Recommendation 1:

The City should consider marketing its youth programs by age group. Provide listings for early childhood programs, school-aged programs, and teens in dedicated sections within the Stanton Express similar to how programs are organized for seniors.

Recommendation 2:

The City should consider mobile or drop-in programs in the community. Where fees are a barrier, mobile drop-in activities can provide a successful solution.

Recommendation 3:

With our review of the program registration data, we discovered a trend and strong interest with cultural dance classes, such as Baile Folklorico. This interest suggests other Mexican traditions, cultural programs, and events may draw similar interest from the community.

Recommendation 4:

The City should consider a modification to its policies for class registration and facility and field reservations to ensure residents are provided priority access and reduced rates.

Recommendation 5:

The City should consider an update to its Athletics Field Use and Allocation Policy.

An updated policy should provide careful consideration to the following: Nonprofit permits before for-profit permits; Priority access for Stanton-based youth sports organizations; Minimum residency requirements to qualify as a resident-based organization; Lower reservation rates for resident-based permits and organizations; and a review of the City’s Priority B Allocations to ensure priority is not provided to nonresidents and commercial permits over non-profit permits.

City of Stanton • Parks Master Plan | 76
Park and Recreation Facility Funding Recommendations
There is approximately $9.4 million in park and facility projects in various stages design, planning, and implementation (Exhibit 4.2-1).

While funding sources are secured for the park and facility improvement projects above in Exhibit 4.2-1, the City will need to develop new revenue sources beyond these and/or increase funding levels to support the needs of park maintenance and any additional capital projects identified in the Master Plan. The Financial Review and Recommendations in the Appendix provides a variety of potential revenue and alternative funding sources the City may want to explore.

The following are grant opportunities currently available:
• 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)

4.2 PARK/FACILITY IMPROVEMENT PROJECT FUNDING SOURCE ESTIMATED COSTS* ADA Transition Plan Funded $109,300
Caretaker Building at Harry M. Dotson Park -
rehabilitation
Community Center Impact Fees
Fund
$141,000
Family Resource Center - improvements CDBG Grant & Park in Lieu Fees Fund
$607,600
Norm Ross Sports Complex - improvements** Prop 68 Grant $7,691,060 Premier Park - renovation California Statewide Park Program (SPP) & Park In -Lieu Fees Fund
$650,000
Stanton Central Park - splash pad
improvements
Funded $3,980
Stanton Park - design and install adult fitness
equipment
Capital Projects Fund & Park in
Lieu Fees Fund
$222,910
TOTAL $9,425,850
Exhibit 4.2-1: Funded and Planned
Parks & Recreation Projects
*Project costs from city budget FY21-22 and FY22-23
combined.
**Norm Ross Sports Complex improvements include a new
dog park, new recreation building, expanded community
gardens, new access bridge to/from Stanton Park, and
renovated ball fields with new field lighting.

Park and Facility Funding Recommendations
77 | City of Stanton • Parks Master Plan
• Outdoor Equity Grants Program
4 • 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
The park and facility projects identified in Exhibit 4.2-2 includes a possible funding source in the table; however, several of the grant programs above could also provide a funding source for several of the projects. The City should review and evaluate all available grant opportunities for each of the new projects considered.

The specific funding source for projects will depend on the timing of the new development, the funding sources available at that time, and/or those which may be more easily pursued at the time. For major improvements, which include such facilities as community centers, sports complexes, gymnasiums, etc., the use of a capital project fund-raising effort may be needed.

Sponsorships and/or naming rights for major corporate or other private donors may also be a consideration. Other sources of funding may include development agreements, public/private partnerships, and/or grant opportunities.

Use of bonds, an increase in taxes, or special assessment districts requires voterapproval. Despite the dislike for taxes, voters in many communities have been willing to accept an increase when revenues are specifically earmarked for improvements or enhancements to public parks and amenities.

Exhibit 4.2-2 identifies several recommended projects by park site and recreation facility for the City of Stanton based on professional site analysis and the community outreach during the Master Plan process. Project cost estimates are general in nature and developed to represent a master plan level cost for future budgeting.

Stanton Park
Photo by the City of Stanton
City of Stanton • Parks Master Plan | 78
Costs should be considered as approximations of the proposed project. Actual costs will depend on design, size of facility, additional support facilities, utilities, infrastructure, environmental conditions, as well as site specific conditions which require additional study and have not been evaluated in the Master Plan. Based on these general project estimates and with all projects considered, the City of Stanton has a projection of $5.5 million in park specific renovations to improve and develop the proposed parklands and recreation facilities as is shown below in Exhibit 4.2-2.

PARK / FACILITY AND RECOMMENDATIONS POSSIBLE FUNDING

SOURCES

ESTIMATED
COSTS
Beach & Orangewood Pocket Park – 0.20 Acres (Site too small for any potential recreation amenities)
--- $0
Premier Park - 0.75 Acres (Planned park improvements in 2024) --- $0 Zuniga Park - 0.61 Acres
• New rubber surfacing at playground (site analysis)
• Replace trash receptacles (site analysis)
California Statewide
Park Program (SPP) $200,000
$25,000
Harry M Dotson Park – 1.3 Acres
• Playground surface repair and replacement (site analysis) • Replace and/or repair fitness stations (community outreach) • Replace door frames and doors at the restroom building that are damaged from the water park (site analysis and community outreach)
• Splash pad renovation and replacement with new equipment (site analysis and community outreach)
California Statewide
Park Program (SPP)
and
Prevention and Public
Health Grants (CDC)
$400,000
$100,000
$10,000
$2,500,000
Hollenbeck Park – 10.75 Acres
• Playground equipment replacement and surface repair and replacement (site analysis)
• Replace and/or repair fitness stations (site analysis and community outreach)
California Statewide
Park Program (SPP)
and
Prevention and Public
Health Grants (CDC)
$125,000
$300,000
Martha Weishaupt Linear Park – 0.19 Acres (Site too small for any potential recreation amenities)
--- $0
Norm Ross Sports Complex – 5.20 Acres
(Planned park improvements in 2024)
--- $0
Stanton Central Park – 12.0 Acres
• Tennis courts renovation (site analysis and community outreach)
• Fence repair/replacement (site analysis)
• Irrigation/drainage issue (site analysis)
• Replace and/or repair fitness stations (community outreach) • Install accessible signage at restrooms (site analysis and community outreach)
• Repair/replace shade structures (site analysis and community outreach)
USTA Facility Services
Program Grants
and
Prevention and Public
Health Grants (CDC)
$500,000
$15,000
$15,000
$15,000
$5,000
$60,000
Exhibit 4.2-2: New/Unplanned Parks
and Recreation Facility Projects
Park and Facility Funding Recommendations
79 | City of Stanton • Parks Master Plan
4 Exhibit 4.2-2: New/Unplanned Parks
and Recreation Facility Projects
(Cont.)

PARK / FACILITY AND RECOMMENDATIONS POSSIBLE FUNDING

SOURCES

ESTIMATED
COSTS
Stanton Park – 5.5 Acres
• Playground surface repair and replacement (site analysis) • Replace and/or repair fitness stations (community outreach) California Statewide
Park Program (SPP)
and
Prevention and Public
Health Grants (CDC)
$100,000
$300,000
Veterans Memorial Park – 0.36 Acres (Continue regular maintenance) --- $0 Caretaker Building at Harry M Dotson Park
Mid Term (3-5 Years)
• Explore options for repurposing the community building to better serve the community and park (site analysis and community outreach)
Long Term (5-10 Years)
• Repair weathered penetrations flashings with caulking (site analysis)
California HCD’s
Housing-Related Parks
Program
$650,000
($600/SF)
$3,750
Community Center at Stanton Central Park
Short Term (0-3 Years)
• Install accessible signage at community center (site analysis and community outreach)
• Enclose shed to protect storage items (site analysis) Mid Term (3-5 Years)
• Paint exterior doors and install flush plates at bottom of doors at storage areas (site analysis)
Long Term (5-10 Years)
• Paint exterior wood trim (site analysis)
• Replace broken roof tiles and underlayment (site analysis) California HCD’s
Housing-Related Parks
Program
$41,250
$6,500
$27,750
Stanton Community Center/Civic Center
• If space becomes available, add indoor fitness equipment/ exercise room
Short Term (0-3 Years)
• Upgrade accessibility including signage, countertops, strike side clearances, restrooms (site analysis and community outreach) • Replace broken lever hardware (site analysis)
• Ensure chair lift is operational at stairs, fix door leading into room which scrapes on the floor.(site analysis)
• Explore converting showers at administration to single use accessible restrooms.(site analysis and community outreach) Mid Term (3-5 Years)
• Repair gypsum board at hall skylight from water damage (site analysis)
• Repair wainscot at rear hall areas(site analysis)
Long Term (5-10 Years)
• Repair sealants at roof flashing penetrations (site analysis California HCD’s
Housing-Related Parks
Program
$15,000
$89,700
$11,250
$11,250
Family Resource Center
(Planned renovations in 2023)
--- $0
TOTAL AMOUNT $5,526,450
City of Stanton • Parks Master Plan | 80
The City should consider grouping like projects together within grant applications.

Examples are shown below:
• Fitness Stations: CDC Prevention and Public Health Grant • Playground Resurfacing: California Statewide Park Program (SPP) Grant The City will need to collect Park In-Lieu Fees to implement the proposed projects within this Master Plan. The City’s Community Center Impact Fee Fund ($175,000) can be dedicated to proposed projects within this Master Plan.

Existing Park improvements can be combined by type and bid to specialty contractors for potentially more competitive pricing. The following categories represent specific improvements that are identified in several park or recreation facility locations:
• Replace Rubberized Play Surface and Playground Structures • Splash Pad Repairs
• Outdoor Exercise Equipment/Fitness Stations
Proposals for future park operations must include adequate funding at a level necessary to sustain quality and patron safety in the City’s parks and must include cost-effective maintenance practices to address the needs of each of these new or refurbished parks and their amenities.

Park and Facility Funding Recommendations
Caretaker Building at Harry M. Dotson Park
Photo by RJM Design Group
81 | City of Stanton • Parks Master Plan
Opportunity Sites
4 The following sites have been identified as potential opportunity sites for new parks and recreational amenities:
• Expand Joint Use Agreements with School Districts to include potential soccer fields at Esther L. Walter Elementary School, Robert M Pyles Elementary School, and Alamitos Intermediate School and potential ball fields, running track, and swimming pool use at Rancho Alamitos High School.
• Include urban plazas, green spaces, and/or pocket parks when planning new high density housing projects and commercial projects, specifically in the southern portion of the city.
• Abandoned railways and flood control channels, including abandoned railway adjacent to Stanton Central Park.
• Acquisition/Expansion of Norm Ross Sports Complex to allow direct access to park (currently access is only through Stanton Park) and expand parking and recreation amenities.

4.3 Opportunity Sites
Exhibit 4.3-1: Railway and Flood
Control Channel Locations
City of Stanton • Parks Master Plan | 82
Maintenance Recommendations
A quality maintenance program for the City’s parks, buildings, and its assets requires a plan, a team, a schedule, and a program. Identifying the specific needs, expectations, and preventive maintenance necessary for each asset/amenity is important to understanding the ongoing direct and indirect costs of these assets and will help the City make informed financial decisions in the future.

While the City’s park maintenance is provided by contract service providers, it is important for the City to assess and identify the specific requirements of these contract providers, and to have adequate personnel to ensure the contractor is meeting the requirements included within the contract. The City must evaluate whether its 1.25 FTE’s is sufficient to meet this need. The City should consider adding one or more staff to its park maintenance team. While the number of budgeted staff may meet the needs of the City’s park maintenance with support of its contract service provider, staff will be challenged to have time to adequately review the contractor’s performance of the 37+ acres, even with an exceptional contract service provider.

The assessment of these costs provides a tool to assist the city in using limited resources more effectively, with more emphasis on preventive maintenance as opposed to responding and reacting to asset failures.

The Operations and Maintenance Plan included in the Appendix document includes more detailed recommendations for maintenance practices and procedures.

4.4 Stanton Central Park
Maintenance Recommendations
Photo by RJM Design Group
83 | City of Stanton • Parks Master Plan
Roadmap
4 Exhibit 4.5-1 illustrates the short-term (FY 2023-2028), mid-term (FY 2028-2033), and longterm (FY 2033-2038) park and facility recommendations from this Parks Master Plan.

4.5 PARK / FACILITY AND RECOMMENDATIONS FUNDED /

UNFUNDED
FY 2023-
2028
FY 2028-
2033
FY 2033 -
2038
ADA Transition Plan Funded $109,300
Caretaker Building at Harry M. Dotson Park -
rehabilitation
Funded $141,000
Family Resource Center - improvements Funded $607,600
Norm Ross Sports Complex - improvements** Funded $7,691,060 Premier Park - renovation Funded $650,000
Stanton Central Park - splash pad
improvements
Funded $3,980
Stanton Park - design and install adult fitness
equipment
Funded $222,910
Zuniga Park - 0.61 Acres Unfunded $225,000
Harry M Dotson Park – 1.3 Acres Unfunded $510,000 $2,500,000 Hollenbeck Park – 10.75 Acres Unfunded $425,000
Stanton Central Park – 12.0 Acres Unfunded $610,000
Stanton Park – 5.5 Acres Unfunded $400,000
Caretaker Building at Harry M Dotson Park Unfunded $650,000 $3,750 Community Center at Stanton Central Park Unfunded $41,250 $6,500 $27,750 Stanton Community Center/Civic Center Unfunded $115,950 $11,250 Security Improvements (Lighting, Cameras at
Community Centers)*
Unfunded $500,000 $250,000 $250,000
Park Restroom Improvements* Unfunded $250,000 $100,000 $50,000 New Dog Park* Unfunded $1,500,000
Landscape and Shade Structure
Improvements*
Unfunded $450,000 $100,000 $100,000
Sports Field Renovations* Unfunded $550,000
Program and Joint Use / Public Private
Partnership Improvements*
Unfunded $250,000 $250,000 $250,000
New Park @ Sycamore Ave* Unfunded $2,500,000
Trail Improvements* Unfunded $100,000 $250,000 $500,000 Total Costs $13,953,050 $5,521,500 $3,677,750
Exhibit 4.5-1: Short, Mid, and LongTerm Recommendations *new capital improvement projects not listed in Exhibit 4.2-2.

City of Stanton • Parks Master Plan | 84

STANTON PARKS MASTER PLAN
15 Year Roadmap
Sports Field
Renovations
Central Park
Tennis Complex
Renovation
Playground
Improvements
Landscape and
Shade Structure Improvements
Fitness Stations
at Parks
Premier Park
Renovation
Security Improvements
Lighting, Cameras at
Community Centers
Norm Ross Sports
Complex
Phase I Improvements
New Splash Pad at
Harry M Dotson Park
2023 2028
Park Restroom
Improvements
NOTE: Timeline may change due to budget considerations and community priorities. Project placement on the timeline indicates approximate initiation/completion within a 5 to 10 year period, not the exact year that it will take place.
85 | City of Stanton • Parks Master Plan
4 New Dog Park
Norm Ross Sports Complex
Phase II Improvements
(expansion)
Central Park and
Civic Center
Community Center
Improvements Harry M Dotson Park
Caretaker Building Renovation
Swimming Pool
Joint Use Agreement
New Park
Sycamore Ave.

Trail
Improvements
2033 2038
Exhibit 4.5-2: Fifteen Year Roadmap
City of Stanton • Parks Master Plan | 86
Conclusion
The Stanton Parks Master Plan is a community-inspired guide for the management and development of parks and recreation in Stanton. It incorporates extensive community outreach, research, and professional analysis to outline key strategies and goals. These strategies include promoting healthy lifestyles, supporting competitive sportsmanship, modernizing facilities, developing trail networks, establishing safety initiatives, promoting urban climate initiatives, and providing diverse program opportunities.

The plan also includes recommendations for specific park and facility improvements, some of which are funded while others are unfunded. The total estimated costs for the recommended improvements over the next 15 years amount to $13,953,050 for the first five years, $5,521,500 for the following five years, and $3,677,750 for the final five years.

The corner stone for the successful implementation of the Master Plan will be the City’s ability to secure adequate and stable funding for the development and operation of parks, recreation facilities, and programs. Meeting these challenges will require equal amounts of vision, resourcefulness, partnership, and hard work.

4.6 87 | City of Stanton • Parks Master Plan
4 Photo by RJM Design Group
Ballfield at Stanton Central Park
City of Stanton • Parks Master Plan | 88
Photo by City of Stanton
Photo by City of Stanton

CITY OF STANTON

PARKS MASTER PLAN

APPENDIX
2023
“Community Pride and
Forward Vision”
Attachment: C
Click here to return to the agenda.

APPENDIX TABLE OF CONTENTS
Tool 1: Meetings ......................................................................................................................................... 1 Tool 2: Existing Documentation
a. Information Request Memo – Existing Document Resources..................................................... 5 b. Zoning Map...................................................................................................................................... 9 c. Existing Bicycle Trails Map ............................................................................................................ 10 d. Statistically Valid Multimodal Community Survey Summary .................................................... 11 Tool 3: Inventory of Recreation Facilities and Parks
a. Map of Existing Parks..................................................................................................................... 56 b. Map of Existing Facilities............................................................................................................... 57 c. Park and Facility Amenity Matrix ................................................................................................. 58 d. Map of Existing Schools ................................................................................................................ 59 e. Park Profiles .................................................................................................................................... 60 f. Assessment and Inventory of Programs and Services............................................................... 70 Tool 4: Recreation Facility Assessment................................................................................................... 95 Tool 5: Benchmark Comparison ........................................................................................................... 124 Tool 6: Demographic Trends
a. 2022 Demographic Assessment ................................................................................................ 129 b. Age Profile Comparison vs. Orange County ........................................................................... 134 Tool 7: Community Engagement
a. Project Website ........................................................................................................................... 135 b. Feedback Comments ................................................................................................................ 149 c. Stakeholder Interview Summary................................................................................................ 152 d. Community Workshop #1 Summary ......................................................................................... 156 e. Community Workshop #2 Summary ......................................................................................... 161 f. Community Workshop #3 Summary ......................................................................................... 166 g. City Staff Summary...................................................................................................................... 170 h. Program and Facility Needs Summary Charts......................................................................... 173 Tool 8: Community Needs Assessment
a. Program and Facility Community Needs Prioritization............................................................ 175 Tool 9: Gap Analysis and Opportunity Sites
a. Service Gap Analysis. ................................................................................................................. 177 b. Opportunity Sites. ........................................................................................................................ 180 Tool 10: Park/Facility/Program Recommendations............................................................................ 181 Tool 11: Management/Policy Analysis................................................................................................. 185 Tool 12: Operations & Maintenance Plan........................................................................................... 191 Tool 13: Financial Review & Recommendations................................................................................ 215 Tool 14: Final Presentations ................................................................................................................... 246 City of Stanton | Parks Master Plan
Tool 1: Meetings 789-05 Stanton Parks Master Plan/Kick-Off Meeting Agenda 06/23/22 1 1 •
•
•
•
City of Stanton | Parks Master Plan
Tool 1: Meetings 789-05 Stanton Parks Master Plan/Kick-Off Meeting Agenda 06/23/22 1 2 City of Stanton | Parks Master Plan
Tool 1: Meetings 789-05 Stanton Parks Master Plan/Review Meeting Agenda 08/25/22 1 3 City of Stanton | Parks Master Plan
Tool 1: Meetings 789-05 Stanton Parks Master Plan/Review Meeting Agenda 10/17/22 1 4 Tool 2: Existing Documentation 5
789-05 Stanton Parks Master Plan/Information Request 7/25/22 Page 1 of 4

INFORMATION REQUEST MEMO
DATE: July 25, 2022 Revised July 28, 2022
TO: CITY OF STANTON
FROM: RJM Design Group
SUBJECT: Parks Master Plan
Bold/Italic = Received by RJM
Please find a list of information requested by RJM Design Group related to the Stanton Parks Master Plan.

PARKS AND FACILITIES

1. Park and amenity listing/map.

2. Square Footage and Floor plans for existing park/community buildings. (4 Floor plans)

3. Utilized school recreation site and amenity information.

The City does not currently utilize school recreation sites but is in the final stages of completing a joint-use agreement with the Garden Grove school district for use of the sports fields at Carver Elementary School (11111 Cedar St, Stanton, CA 90680).

4. Trails Plan/Guide/Map—Include proposed trails. n/a

5. Existing park improvement plans or conceptual sketches.

Conceptual plans have been included for the Norm Ross Sports Complex, Orangewood Parkette and a dog park. The City is also in the planning phases for a Premier Park Renovation Project, Stanton Park Adult Fitness Equipment Project and Family Resource Center renovation. No conceptual drawings / plans available yet.

6. County parks list, if applicable none

7. A list of all the organized sports leagues, youth and adult, (along with a contact name, email and phone) and which fields or courts in the City are currently utilized.

8. Acreage and location of any undeveloped city-owned park property. Sycamore Avenue?

9. List of any opportunity sites (vacant publicly owned land, open space, etc.) if available.

10. List of HOA’s with private parks (if available) n/a

11. Undeveloped park or trail master plans or conceptual sketches. n/a

POLICIES/EXISTING REPORTS

12. General Plan

13. 2021 Community Survey by Probolsky Research

14. Link to most recent Parks, Trails and Recreation Master Plan.

15. Link to most recent Youth Master Plan, if any. n/a

16. Link to most recent Senior Services Master Plan, if any. n/a

17. List of Joint Use agreements with School District, and other agencies for use of facilities or programming. Currently in progress
Tool 2: Existing Documentation 6
789-05 Stanton Parks Master Plan/Information Request 7/25/22 Page 2 of 4

18. Details of any working agreements with Boys and Girls Club, YMCA, and any other non-profit organization.

The City partners with the Anaheim YMCA (https://www.anaheimymca.org/) to offer contract classes at City facilities. A sample contract has been submitted.

The Family Resource Center is partially funded by the Families and Communities Together grant (via OC Social Services Agency). Funded grant partners include: Boys and Girls Club of Garden Grove (https://bgcgg.org/ ) (counseling services, parenting education, case management team facilitation), Interval House (https://intervalhouse.org/ )(personal empowerment courses), and The Friendly Center (https://friendlycenter.org/ )(family support services, workforce readiness). These agencies are funded at varied amount and receive funds for salaries, operating costs, etc.

Additional partners, who do not receive funding but provide in-kind services include: Young Leaders of Orange County (https://www.yloc.org/en/ )(tutoring services), Family Support Network (https://www.fsn-oc.org/ ) (youth developmental screenings) and OCCORD (https://www.occord.org/ )(citizenship courses).

RECREATION PROGRAMS/OPERATIONS & MAINTENANCE/FUNDING

1. Recreation Program Guides for the past 2 years—electronic copies. (Stanton express)

2. Class Registration for the past 3 years include:
a. Attendance
b. Ages Served
c. Frequency of Programs

3. Contact listing for community organizations.

Stanton Community Foundation:
https://www.stantoncommunityfoundation.org/
[email protected] - (714) 485-9495 Stanton Lions Club:
http://stantonlions.org/ - David Parikh - [email protected] Community Engagement Advisory Committee (CEAC):

Ann Nguyen - [email protected]; (714) 890-4211

4. List of special interest groups, contact person and phone number.

5. Organizational chart with a list of full-time positions.

6. Parks, Recreation, and Community Services Commission structure and terms. https://www.stantonca.gov/government/committees___commissions_/parks,_recreati on,___community_services_commission.php

7. Capital Improvement project information—current level of funding, list of projects, and five-year projections.

8. List of grants applied for and awarded for last three years.

9. Fee schedule approved by City Council including development fees, Quimby, TOT, and other park, recreation, open space related fees.

10. Nexus study completed for park development (in-lieu) fees.

Tool 2: Existing Documentation 7
789-05 Stanton Parks Master Plan/Information Request 7/25/22 Page 3 of 4

11. Copy or link to most recent department budget. Include for most recent two years:
a. Recreation revenue.
b. Details of any Landscape Maintenance Districts or other Assessments, including revenue and mapping.
c. Recreation Facilities Rental Data—Include frequency, revenue & group/event type.
d. Other Revenue.
e. General Fund support for most recent three years.

12. Do you have a volunteer program? If so, any info on volunteer hours and what type of work they accomplish.

The Community Service department offers opportunities for volunteers of all ages to assist during programs and events. A majority of volunteers are ages 13-17 years and fall under the Teen Volunteer program. Opportunities for our teens include special events, monthly Kid’s Night Out, quarterly Family Night Out and the Out of School Time after school program. Volunteers who are 18 and older assist during our twice a week senior food distribution by opening boxes, loading vehicles and moving food products out for distribution. The City also has a Community Engagement Advisory Committee (CEAC) that acts in a grassroots outreach capacity. This group is mostly adults who meet twice a month and volunteer at various City and civic events. We current have 25 teen volunteers, 8 senior food volunteers and 24 CEAC members.

13. Do you have a charitable 501(c)(3) Foundation? Details of organization and fundraising history.

The City is not currently linked with a non-profit agency, but works closely with the below Stanton-based foundations: Stanton Community Foundation:
https://www.stantoncommunityfoundation.org/
Stanton Lions Club: http://stantonlions.org/

14. Do you have a Public Art program? If yes, details of plan and inventory of public art in parks.

The City does not currently have a public art program, but is in the development stages of implementing one. Current plans are to start with a public utility art box program with the goal of painting 1-2 utility boxes by the end of calendar year 2022.

15. Do you have an IPM program? If yes—description.

Pest Management is included in the agreement with our landscape contractor.

16. Do you have a Native Plant Policy? If yes link or copy. No

17. Do you have a green waste composting program? If yes, description.

The City of Stanton does not have one; however, CR&R (our franchised solid waste company) collects green waste.

18. Any community gardens, farmers markets?
A community garden is operated by the Stanton Community Foundation and is located just north of Stanton Park at the Norm Ross Sports Complex located at 11111 Cedar Street. Plot fees are $26/year for a small plot (4'x10') and $52/year for a large plot (4'x20'). Contact info: (510) 8-GARDEN or [email protected].

Additional information:
https://www.stantonca.gov/departments/community_services/community_garden.ph p
The City does not operate or partner to operate a Farmers Market.

Tool 2: Existing Documentation 8
789-05 Stanton Parks Master Plan/Information Request 7/25/22 Page 4 of 4

19. Have you developed a lifecycle maintenance program for the buildings and facilities? If so, please provide. No

20. Do you have a regular program of soil testing? No

21. Have you developed a Maintenance Manual that details daily, weekly, etc. work task, objectives, and frequency?
We do have S.O.P. (Standard Operating Procedures) or daily routines that are specific to daily tasks for graffiti, park cleanup daily, landscape, facility maintenance. Some samples are provided.

22. Do you have a scholarship program for recreation programming? If so, please provide the details.

The Everyone Plays! scholarship program aims to assist Stanton residents or school age children attending a Stanton-serving school district. The program is designed to provide supplemental financial assistance for those who are experiencing financial difficulties by providing $50 per quarter (Fall, Winter/Spring and Summer) towards the cost of enrollment in a contract class. Recipients must be youth under 18 years old or adults 50 and older. This program is entirely funded by donations. Additional information:
https://www.stantonca.gov/departments/community_services/everyone_plays.php Tool 2: Existing Documentation 9
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Georgian St
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Del Rey Dr
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Santa Catalina Ave
Standustrial St
Wasco Rd
Santa Barbara Ave
Santa Monica Ave
Knott St
Lexington St
1st St
Macduff St
Devonwood Ave
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Court St
Sycamore St
Santa Rosalia St
Lola Ave
Santa Rita Ave
Leafwood St
Santa Gertrudes Ave
Ruthann Ave
Date St
Acacia Ave
Electric Ave Jane Way
Fern Ave
Catherine Ave Chestnut Ave
Court Ave
Sycamore Ave
Plaza Way
Flower Ave
Court St
Santa Rosalia St
Kirby Way
Lowden St
Mitchell Dr
Idylwild Dr
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Robinson Dr
Fulton Way
Briarglen Loop
Georgian St
Cris Ave
Capistrano Dr
Briarwood St
Bock Ave
Oakhaven Dr
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Stanford Ave
Wyatt Rd
Boatman Ave
Orangewood Ave
Sonnet St
Sherrill St
Masterson Rd
Courtright Rd
Katella Ave
Garrett Rd
Syracuse Ave
Orrway Dr
Cody Dr Mercantile Ave
Tina Way
Flower Ave
Rose St
Stardust Ln
Lessue Ave
Grand Ave
Lowden St
Oak St
Radcliff Way
Camus Ln Central Ave
Laurelton Ave
Bently Ave
Belgrave Ave
Garrett St
Asbury Ave
Carla St
Keenan Pl
Pacific Street
Monroe Ave
Palais Rd
Sylvan St
Chester Ave
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Lowell St
Main St
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Marisa St
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College Dr
Lola Ave
Kermore Ln
Sherrill St
Cedar St
Carie Ln
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Rose Ave
Katella Ave
Lenmar St
Ashdale St
Dale St
Village Center Dr
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Lampson Ave
Western Ave
Winston Rd
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g.   Youngdale Way
h.   Glendale Circle
i.    Riverdale Way
j.    Newdale Way
k.   Ferndale Way
l.    Briarglen Circle
m.  Fallbrook Way
n.   Newbrook Way
o.   Brookdale Place
p.   Northbrook Way
q.   Highbrook Way
r.    Rocky Brook Way
s.   Rambling Brook Way
t.    Crestbrook way
u.   Marbrook Way
v.   Misty Brook Circle
w.  Parkglen Loop
x.   Westbrook Way
y.   Meadowbrook Way
z.   Clearbrook Way
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7. Lambert Way

8. Longford Way

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10. Austin Way

11. Hampton Way

12. Kelton Way

13. Burton Way

14. Marryat Way

15. Emerson Way

16. Gentry Way

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19. Carlton Way

20. Penn Way

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22. Bragg Way

23. Dudley Way

24. Irwind Drive

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26. Ewell Way

27. Hardee Way

28. Kirby Way

29. Hood Way

30. Kent Way

31. Dover Way

32. Windemere Way

33. Roxbury Way

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36. Ascot Way

37. Camden Way

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i.     Senegal Ct.
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E.             Duke Way
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J.             Lee Way
K.            Scripps Way
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II.             Beechwood Way
III.            Juniper Way
IV.            Elder Way
V.             Carrotwood Way
VI.            Blue Spruce Way
VII.           Summertree Lane
VIII.          Evergreen Way
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XI.            Braeswood Way
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XIII.          Tamarack Way
XIV.          Dogwood Way
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N.            Mills Way
O.            Dana Way
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8/1/2013 JN M:\Mdata\10103758\GIS\Zoning2013_ko.mxd JMCPHERSON ! Zoning Map 0 750 1,500
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Residential
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High Density Residential
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Open Space/Buffer Zone
Parks and Recreation Zone
Public Institutional Zone
Solid Waste Transfer Zone
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North Gateway Mixed Use Overlay
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Stanton City Boundary
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Tool 2: Existing Documentation 10
Stanton General Plan 5-7
Tool 2: Existing Documentation 11

PROBOLSKY RESEARCH
23 Corporate Plaza Suite 150
Newport Beach CA 92660 (202) 559-0270
(415) 870-8150
Newport Beach
San Francisco
Washington DC
(949) 855-6400
City of Stanton
Community Needs Assessment
- Report on Results -
February 2022
Opinion Research on
Elections and Public Policy
Tool 2: Existing Documentation 12
1 Newport Beach (949) 855-6400
San Francisco (415) 870-8150
Washington DC (202) 5590270

PROBOLSKY RESEARCH
23 Corporate Plaza Suite 150
Newport Beach CA 92660
SURVEY METHODOLOGY* CONFIDENTIAL

DISTRIBUTION

RESTRICTED
City of Stanton - Community Needs
Assessment
Survey Methodology*
From January 24 to February 1, 2022, Probolsky Research conducted a live-interviewer telephone and online survey among City of Stanton residents.

A total of 400 residents were surveyed (134 by telephone and 266 online). A survey of this size yields a margin of error of +/-5%, with a confidence level of 95%. Interviews were conducted with respondents on both landline (37%) and mobile phones (63%) and were offered in English (76%), Spanish (15%), Vietnemese (7%), Korean (1%), Mandarin (1%), and Arabic (<1%) languages. For the online survey phase, we invited participation via email (50%) and text message (50%). Security measures precluded individuals from completing the survey more than once and allowed only the designated resident to complete the survey. Online respondents were able to use their computer, tablet or smart phone to participate.

The original sample was compiled by Probolsky Research using consumer data to ensure we reached residents on their most current phone numbers and email addresses. Probolsky Research applies a stratified random sampling methodology to ensure that the demographic proportions of survey respondents match the demographic composition of City of Stanton residents.

Probolsky Research is a woman and Latina-owned market and opinion research firm with corporate, election, government, non-profit, and special interest clients.
*Due to rounding, totals shown on charts may not add up to 100% 1 Tool 2: Existing Documentation 13
Project: City of Stanton - Community Needs Assessment
Field Dates: January 2022
Universe: Stanton residents
Language: English, Spanish, Vietnamese, Mandarin, Korean, and Arabic N = 400
Margin of Error = +/-5%
We are Probolsky Research, a national opinion research organization hired by the City of Stanton, and we are conducting a survey about issues facing your community. Your opinion is important, and your responses are confidential.

1. What is the most important issue facing the City of Stanton today? Homelessness 35.3%
Coronavirus/COVID-19 16.0%
Housing affordability 10.5%
Public safety/Drugs/Crime 10.0%
Education/Schools/Higher education 5.3%
Jobs/Economy 3.8%
Transportation/Traffic/Roads 3.5%
Healthcare 2.0%
Government 1.0%
Other 4.8%
Nothing/No issues 0.5%
Prefer not to answer 7.5%

2. Where do you generally get your news and information about the City of Stanton? Select all that apply.

City website 30.8%
Facebook 30.5%
Instagram 23.3%
City cable channel 17.3%
Word of mouth 17.3%
City Manager’s E-Newsletter 14.3%
Visiting in person 13.3%
Twitter 10.0%
Monthly general information reports 8.3%
Stanton Express mailer 8.0%
LinkedIn 2.8%
Other 8.0%
Unsure 4.0%
2 Tool 2: Existing Documentation 14

3. Please indicate which, if any, of these social apps and websites you use regularly? Select all that apply.

Facebook 49.3%
YouTube 48.3%
Instagram 37.5%
TikTok 13.3%
Twitter 11.8%
Snapchat 10.3%
LinkedIn 9.8%
Nextdoor 8.5%
Pinterest 6.0%
Other 1.3%
Nothing 12.3%

4. Here is a list of issues that may be facing your community. Please indicate which should be the top priorities for City of Stanton decision makers? Select all that apply.

Addressing homelessness in the City 66.0%
Improving housing affordability 44.5%
Managing traffic congestion in the City 37.0%
Recovering from the impacts of the COVID19 pandemic 34.5% Providing effective public safety services 34.0%
Promoting economic development and job
creation 31.5%
Maintaining streets, storm drains, and
sidewalks 29.8%
Supporting local schools 29.8%
Providing social services 29.5%
Improving access to mental health
resources 27.3%
Maintaining public landscapes and parks 25.8%
Providing effective firefighting and medical
aid services 23.5%
Providing recreation programs and services
for all ages 20.3%
Improving senior services 18.5%
Improving childcare options 18.0%
Providing cultural experiences and
performing arts 15.3%
Improving teen services 14.0%
None of those 0.5%
3 Tool 2: Existing Documentation 15
Other 3.0%
Unsure 0.8%

5. Which, if any, of the following setbacks have you or your family experienced during the COVID-19 pandemic? Select all that apply.

General mental health challenges 23.5%
Difficulty in paying bills and/or
rent/mortgage 22.3%
Loss of employment/income 20.5%
Education setbacks due to distance learning
or school 14.5%
Distance-learning difficulties 13.5%
Emotional distress due to a death or
hospitalization in your family 12.5%
Emotional distress due to a death or
hospitalization of a household member 9.8%
Household change 9.8%
Loss of childcare/dependent care 3.8%
Have not experience setbacks during
COVID-19 44.5%
Other 1.5%

6. Where have you gone for help for difficulties related to the COVID-19 pandemic? Select all that apply.

Family members 39.2%
Friends 32.4%
Places of worship 17.1%
County/State/Federal assistance program 13.5%
Mental health counseling 12.2%
City of Stanton – Emergency Food Services 7.7%
Local food banks 7.2%
Non-profit organizations 6.8%
City of Stanton – Family Resource Center
Services 6.3%
City of Stanton – Recreational
Programs/Childcare 5.0%
City of Stanton – Business Relief Program 3.6%
Have not sought help for difficulties relates
to COVID-19 23.4%
Unsure 0.5%
4 Tool 2: Existing Documentation 16
The City of Stanton received approximately $9 million in American Rescue Plan Act (ARPA) funds by the federal government in response to the COVID-19 pandemic. These funds can be used to support public heath, address the negative economic impacts of the pandemic, invest in infrastructure like broadband Internet, roads, sewer, and water projects. The City is looking for input on how to better serve the community with ARPA funds.

7. Which of the following recreation opportunities would you like to see the City of Stanton improve or expand? Select all that apply.

Parks 40.8%
Open spaces 37.3%
Walking trails 36.0%
Sports fields 23.5%
Biking trails 23.0%
Exercise equipment 22.0%
Arts and cultural experiences 22.0%
Other 3.5%
Unsure 13.0%

8. Which of the following programs do you wish the City of Stanton provided, improve, or could expand? Select all that apply.

Youth sports 38.8%
Tutoring or education opportunities 34.8%
After school activities for students 29.3%
Activities for older adults 22.3%
Childcare 22.0%
Teen activities 21.3%
Adult sports 21.0%
Other 6.8%
Unsure 15.0%

9. Which of the following health and wellness issues do you and your family have concerns about? Select all that apply.

Access to affordable healthcare services 38.0%
Access to affordable mental health services 30.8%
Availability of COVID-19 testing 27.0%
Transportation to get groceries, healthcare,
and medicine 25.0%
Access to healthy food 20.5%
Meeting basic needs like household items
and toiletries 19.8%
Availability of COVID-19 vaccines 17.3%
5 Tool 2: Existing Documentation 17
Wraparound programs/case management 13.5%
Other 1.5%
Unsure 19.0%

10. What, if any, of the following economic instability issues is your household currently experiencing? Affordability of basic human needs 28.0%
Ability to pay rent/mortgage 27.0%
Affordability of food and meals 23.0%
Having reliable transportation 21.5%
Finding sustainable employment 19.5%
Other 1.0%
Unsure 32.5%

11. How, if at all, should the City of Stanton promote economic stability for local businesses? Select all that apply.

Hiring/retaining staff 47.8%
Provide grants to small businesses 41.8%
Provide revitalization funds to improve
building frontage 37.3%
Maintaining client/customer base 26.8%
Ability to pay for salaries, rent, etc. 25.8%
Maintaining equipment 21.3%
None of these 5.3%
Other 3.0%
Unsure 5.8%

12. How important is visibility of Sheriff’s deputies on the streets when determining your overall feeling of safety in the City of Stanton?
Important [NET] 92.3%
Very important 59.9%
Somewhat important 40.1%
Unimportant [NET] 7.0%
Somewhat unimportant 78.6%
Very unimportant 21.4%
Unsure 0.8%
6 Tool 2: Existing Documentation 18

13. How important are crime prevention programs when determining your overall feeling of safety in the City of Stanton?
Important [NET] 95.8%
Very important 62.1%
Somewhat important 37.9%
Unimportant [NET] 3.5%
Somewhat unimportant 78.6%
Very unimportant 21.4%
Unsure 0.8%

14. How important are programs addressing homelessness when determining your overall feeling of safety in the City of Stanton?
Important [NET] 98.3%
Very important 68.7%
Somewhat important 31.3%
Unimportant [NET] 1.3%
Somewhat unimportant 40.0%
Very unimportant 60.0%
Unsure 0.5%

15. How important are community engagement programs (i.e., “coffee with a cop”) when determining your overall feeling of safety in the City of Stanton?
Important [NET] 83.8%
Very important 47.5%
Somewhat important 52.5%
Unimportant [NET] 13.5%
Somewhat unimportant 57.4%
Very unimportant 42.6%
Unsure 2.8%

16. How important is the visibility of graffiti when determining your overall feeling of safety in the City of Stanton?
Important [NET] 84.3%
Very important 58.5%
Somewhat important 41.5%
Unimportant [NET] 13.8%
Somewhat unimportant 56.4%
7 Tool 2: Existing Documentation 19
Very unimportant 43.6%
Unsure 2.0%

17. How important are programs and services for crime victims/survivors when determining your overall feeling of safety in the City of Stanton?
Important [NET] 96.3%
Very important 58.2%
Somewhat important 41.8%
Unimportant [NET] 3.3%
Somewhat unimportant 69.2%
Very unimportant 30.8%
Unsure 0.5%

18. Is there anything that didn’t come up in this survey that you would like to share about your needs, your family’s needs, or how the City of Stanton might be able to help you? Remember, your answers are confidential.

Addressing homelessness 5.8%
Crime/Public Safety (More police patrols) 3.8%
Parking enforcement/Infrastructure 2.8%
Allocation of community resources 2.5%
Blight/Graffiti/Dumping 2.0%
Rent relief/Rent control 1.5%
Other 4.8%
Nothing/No 61.0%
Unsure 16.0%

19. For demographic purposes only, which of the following best describes your ethnic background? Latino/Hispanic 45.0%
White/Caucasian 20.3%
Black/African American 2.0%
Asian/Pacific Islander 28.5%
Other 2.3%
Prefer not to answer 2.0%

20. Which of the following best describes you?
Male 48.8%
Female 50.0%
8 Tool 2: Existing Documentation 20
Other 0.8%

21. Which age group describes you?
18-29 20.3%
30-39 20.8%
40-49 17.5%
50-64 23.0%
65+ 17.0%
Prefer not to answer 1.5%

22. Please indicate each age category that is inclusive of individuals living in your household. Select all that apply.
0-3 8.0%
4-10 19.0%
11-17 15.5%
18-29 31.5%
30-39 21.3%
40-49 19.0%
50-64 25.5%
65+ 20.0%
Prefer not to answer 5.0%

23. Please indicate how many individuals living in your household correspond to each age category. 0-3 8.0%
4-10 19.0%
11-17 15.5%
18-29 31.5%
30-39 21.3%
40-49 19.0%
50-64 25.5%
65+ 20.0%
Prefer not to answer 5.0%

24. What language is primarily spoken in your household? English 77.0%
Spanish 8.3%
9 Tool 2: Existing Documentation 21
Vietnamese 7.3%
Korean 2.5%
Mandarin 1.3%
Arabic 1.0%
Other 0.8%
Prefer not to answer 2.0%

25. What other languages are spoken in your household?
Spanish 27.6%
English 19.9%
Vietnamese 10.5%
Mandarin 2.6%
Korean 2.6%
Arabic 0.3%
Other 1.8%
None 34.9%
Prefer not to answer 1.3%

26. Do you rent or own your home, condo, townhome, or mobile home? Own [NET] 77.0%
Own a home 84.1%
Own a condo or townhome 12.7%
Own a mobile home 3.2%
Rent [NET] 20.3%
Rent a home 32.1%
Rent an apartment, condo, or townhome 66.7%
Rent a mobile home 1.2%
Other 0.5%
Prefer not to answer 2.3%

27. Combining all persons living in your household, which of the following best describes your household's annual income?
Less than $25,000 2.0%
$25,000 - $49,000 11.8%
$50,000 - $74,999 20.0%
$75,000 - $99,000 33.8%
10 Tool 2: Existing Documentation 22
$100,000 - $149,999 9.8%
$150,000 or more 13.5%
Prefer not to answer 9.3%

28. What is your primary means or method of transportation? Personal motorized vehicle 89.0%
Public transportation 5.8%
Ride-share service 1.3%
Walk 1.3%
Bike 0.8%
Other 0.5%
Prefer not to answer 1.5%

29. Which of the following best describes your employment status? Employed, full-time 71.0%
Employed, part-time 7.5%
Not employed, looking for work 3.0%
Not employed, not looking for work 1.5%
Disabled, not able to work 1.8%
Retired 12.3%
Other 1.5%
Prefer not to answer 1.5%

30. Which of the following best describes your employment location? Working within the City of Stanton 25.8%
Working within Orange County 49.8%
Working with the City of Stanton, self
employed 2.8%
Working outside of Orange County 5.0%
I am not currently employed 11.3
Other 3.8%
Prefer not to answer 1.8%
11 Tool 2: Existing Documentation 23
Graphical Analysis/Presentation
12 Key Findings
• Homelessness is by far the leading issue of concern among Stanton residents, and they want it to be a priority for City decision-makers. • Most residents get their news about Stanton from the City through the website, cable TV channel, City Manager newsletter, etc. This is unique and stands out among other cities where they lack such a strong line of communication with their public. • Improving housing affordability in Stanton also a high priority that residents want City decision-makers to address. • There is overwhelming support for crime prevention programs and services to help crime victims and survivors.

Recommendations
• Take overt actions to address homelessness in the City. Promote these actions widely. • Take overt actions to bring housing affordability to City. Promote these actions widely. • Promote crime prevention programs and services on regular intervals. 13 Tool 2: Existing Documentation 24
35% say homelessness is most important issue
facing the City
Question 1: What is the most important issue facing the City of Stanton today?

35.3%

16.0%

10.5%

10.0%

5.3%

3.8%

3.5%

2.0%

1.0%

4.8%

0.5%

7.5%
Homelessness
Coronavirus/COVID-19
Housing affordability
Public safety/Drugs/Crime
Education/Schools/Higher education
Jobs/Economy
Transportation/Traffic/Roads
Healthcare
Government
Other
Nothing/No issues
Unsure
14 31% get their news and information about the City
through the City website
Question 2: Where do you generally get your news and information about the City of Stanton?

30.8%

30.5%

23.3%

17.3%

14.3%

13.3%

10.0%

8.3%

8.0%

2.8%

8.0%

4.0%
City website
Facebook
Instagram
City cable channel
Word of mouth
City managers E-newsletter
Visiting in person
Twitter
Monthly general information reports
Stanton Express Mailer
Linkedin
Other
Unsure
15 Tool 2: Existing Documentation 25
49% regularly use Facebook
Question 3: Please indicate which, if any, of these social apps and websites you use regularly? Select all that apply.

49.3%

48.3%

37.5%

13.3%

11.8%

10.3%

9.8%

8.5%

6.0%

1.3%

12.3%

2.5%
Facebook
YouTube
Instagram
TikTok
Twitter
Snapchat
Linkedin
Nextdoor
Pinterest
Other
Nothing
Unsure
16 66% say homelessness should be the priority of
City decision makers
Question 4: Here is a list of issues that may be facing your community. Please indicate which should be the top priorities for City of Stanton decision makers? Select all that apply.

66.0%

44.5%

37.0%

34.5%

34.0%

31.5%

29.8%

29.5%

27.3%

25.8%

23.5%

20.3%

18.5%

18.0%

15.3%

14.0%

0.5%

3.0%

0.8%
Addressing homelessness in the City
Improving housing affordability
Managing traffic congestion in the City
Recovering from the impacts of the COVID-19 pandemic
Providing effective public safety services
Promoting economic development and job creation
Maintaining streets, storm drains, and sidewalks
Supporting local schools
Providing social services
Improving access to mental health resources
Maintaining public landscapes and parks
Providing effective firefighting and medical aid services Providing recreation programs and services for all ages Improving senior services
Improving childcare options
Providing cultural experiences and performing arts
Improving teen services
None of these
Other
Unsure
17 Tool 2: Existing Documentation 26
24% have experienced general mental health
challenges during the COVID-19 pandemic
Question 5: Which, if any, of the following setbacks have you or your family experienced during the COVID-19 pandemic? Select all that apply.

23.5%

22.3%

20.5%

14.5%

13.5%

12.5%

9.8%

3.8%

44.5%

1.5%
General mental health challenges
Difficulty in paying bills and/Or rent/Mortgage
Loss of employment/Income
Educational setbacks due to distance learning or school closures Distance-learning difficulties
Emotional distress due to a death or hospitalization in your family Economic challenges due to death or hospitalization of a household member Household change
Loss of childcare/Dependent care
Have not experienced setbacks during COVID-19
Other
18 39% have gone to family members for help for
difficulties related to the COVID-19 pandemic
Question 6: Where have you gone for help for difficulties related to the COVID-19 pandemic? Select all that apply. [IF CHOSE ANYTHING OTHER THAN “HAVE NOT EXPERIENCED…” TO Q5]

39.2%

32.4%

17.1%

13.5%

12.2%

7.7%

7.2%

6.8%

6.3%

5.0%

3.6%

23.4%

0.5%
Family members
Friends
Places of worship
County/State/Federal assistance program
Mental health counseling
City of Stanton – emergency food services
Local food banks
Non-profit organizations
City of Stanton – Family Resource Center Services
City of Stanton – Recreational Programs/Childcare
City of Stanton – Business Relief Program
Have not sought help for difficulties related to COVID-19 Unsure
19 Tool 2: Existing Documentation 27
41% would like to see parks improved or expanded
in the City
Question 7: The City of Stanton received approximately $9 million in American Rescue Plan Act (ARPA) funds by the federal government in response to the COVID-19 pandemic.

These funds can be used to support public heath, address the negative economic impacts of the pandemic, invest in infrastructure like broadband Internet, roads, sewer, and water projects. The City is looking for input on how to better serve the community with ARPA funds.

Which of the following recreation opportunities would you like to see the City of Stanton improve or expand? Select all that apply.

40.8%

37.3%

36.0%

23.5%

23.0%

22.0%

3.5%

13.0%
Parks
Open spaces
Walking trails
Sports fields
Biking trails
Exercise equipment
Arts and cultural experiences
Other
Unsure
20 39% wish the City could expand or improve youth
sports
Question 8: Which of the following programs do you wish the City of Stanton provided, improve, or could expand? Select all that apply.

38.8%

34.8%

29.3%

22.3%

22.0%

21.3%

21.0%

6.8%

15.0%
Youth sports
Tutoring or educational opportunities
After school activities for students
Activities for older adults
Childcare
Teen activities
Adult sports
Other
Unsure
21 Tool 2: Existing Documentation 28
38% are concerned about access to affordable
healthcare services
Question 9: Which of the following health and wellness issues do you and your family have concerns about? Select all that apply.

38.0%

30.8%

27.0%

25.0%

20.5%

19.8%

17.3%

13.5%

1.5%

19.0%
Access to affordable healthcare services
Access to affordable mental health services
Availability of COVID-19 testing
Transportation to get groceries, healthcare, and medicine Access to healthy food
Meeting basic needs like household item and toiletries
Availability of COVID-19 vaccines
Wraparound programs/Case management
Other
Unsure
22 28% are currently experiencing an issue affording
basic household needs
Question 10: What, if any, of the following economic instability issues is your household currently experiencing? Select all that apply.

28.0%

27.0%

23.0%

21.5%

19.5%

1.0%

32.5%
Affordability of basic household needs
Ability to pay rent/Mortgage
Affordability of food and meals
Having reliable transportation
Finding sustainable employment
Other
Unsure
23 Tool 2: Existing Documentation 29
48% say the City should promote economic stability
for local businesses by hiring and retaining staff
Question 11: How, if at all, should the City of Stanton promote economic stability for local businesses? Select all that apply.

47.8%

41.8%

37.3%

26.8%

25.8%

21.3%

5.3%

3.0%

5.8%
Hiring/Retaining staff
Provide grants to small businesses
Provide revitalization funds to improve building frontage and parking Maintaining client/Customer base
Ability to pay for salaries, rent, etc.

Maintaining equipment
None of these
Other
Unsure
24 92% say it is important for Sheriff’s deputies to be visible on the streets to create a feeling of safety
Question 12: How important is visibility of Sheriff’s deputies on the streets when determining your overall feeling of safety in the City of Stanton?

92.3%

7.0%

0.8%
Important Unimportant Unsure
25 Tool 2: Existing Documentation 30
Among those who said important, 60% said it is
very important
Question 12: How important is visibility of Sheriff’s deputies on the streets when determining your overall feeling of safety in the City of Stanton? Very important

59.9%
Somewhat important

40.1%
Among those who said important
Very unimportant

21.4%
Somewhat unimportant

78.6%
Among those who said unimportant

92.3%

7.0%

0.7%
Total
26 Results by gender, age group and ethnicity
Question 12: How important is visibility of Sheriff’s deputies on the streets when determining your overall feeling of safety in the City of Stanton?

92.8%

92.5%

60.0%

90.1%

90.4%

95.7%

93.5%

94.1%

91.7%

91.4%

75.0%

95.6%

88.2%

1.0%

0.5%

2.4%

1.5%

0.6%

2.5%

6.2%

7.0%

40.0%

9.9%

7.2%

4.3%

6.5%

4.4%

7.8%

6.2%

25.0%

4.4%

11.8%
Male
Female
Other
18-29
30-39
40-49
50-64
65+
Latino/Hispanic
White/Caucasian
Black/African American
Asian/Pacific Islander
Other
Important
Unsure
Unimportant
Important Unimportant
27 Tool 2: Existing Documentation 31
Results by District and survey mode
Question 12: How important is visibility of Sheriff’s deputies on the streets when determining your overall feeling of safety in the City of Stanton?

90.4%

86.0%

95.1%

96.1%

91.8%

92.0%

91.7%

92.5%

93.2%

91.7%

1.2%

1.1%

1.0%

1.5%

2.4%

0.4%

0.8%

8.4%

12.9%

4.9%

2.9%

6.7%

8.0%

6.0%

7.1%

6.0%

8.3%
District 1
District 2
District 3
District 4
Phone [NET]
Landline
Mobile
Online [NET]
Email
Text
Important
Unsure
Unimportant
Important Unimportant
28 Results by type of household and household
income
Question 12: How important is visibility of Sheriff’s deputies on the streets when determining your overall feeling of safety in the City of Stanton?

95.1%

95.4%

97.4%

80.0%

85.2%

84.6%

85.2%
100.0%

63.6%

87.5%

87.2%

90.0%

96.3%

92.3%

96.3%

2.5%

3.8%

1.9%

9.1%

1.3%

0.7%

4.9%

4.6%

2.6%

20.0%

12.3%

11.5%

13.0%

27.3%

12.5%

12.8%

8.8%

3.0%

7.7%

3.7%
Own [NET]
Own a home
Own a condo or townhome
Own a manuf./Mobile home
Rent [NET]
Rent a home
Rent an apartment, condo or townhome
Rent a manuf./Mobile home
Other
Less than $25,000
$25,000-$49,999
$50,000-$74,999
$75,000-$99,999
$100,000-$149,999
$150,000 or more
Important
Unsure
Unimportant
Important Unimportant
29 Tool 2: Existing Documentation 32
Question 12: How important is visibility of Sheriff’s deputies on the streets when determining your overall feeling of safety in the City of Stanton?

93.0%

95.7%

80.0%

60.0%
100.0%

93.0%

93.3%

91.7%

83.3%

85.7%

93.9%

97.1%

92.5%

90.9%

85.0%

88.9%

0.8%

1.1%

1.0%

0.5%

6.2%

4.3%

20.0%

40.0%

6.0%

6.7%

8.3%

16.7%

14.3%

6.1%

1.9%

7.0%

9.1%

15.0%

11.1%
Personal motorized vehicle single driver
Public transportation
Ride-share service
Walk
Bike
Employed, full-time
Employed, part-time
Not employed, looking for work
Not employed, not looking for work
Disabled, not able to work
Retired
Within the City of Stanton
Within the Orange County
Within the City of Stanton, self employed
Outside of Orange County
I am not currently employed
Important
Unsure
Unimportant
Important Unimportant
Results by mode of transportation, employment
status, employment location
30 96% say crime prevention programs are important
when determining their overall feeling of safety
Question 13: How important are crime prevention programs when determining your overall feeling of safety in the City of Stanton?

95.8%

3.5%

0.8%
Important Unimportant Unsure
31 Tool 2: Existing Documentation 33
Among those who said important, 62% said it is
very important
Question 13: How important are crime prevention programs when determining your overall feeling of safety in the City of Stanton? Very important

62.1%
Somewhat important

37.9%
Among those who said important
Very unimportant

21.4%
Somewhat unimportant

78.6%
Among those who said unimportant

95.8%

3.5%

0.8%
Total
32 Question 13: How important are crime prevention programs when determining your overall feeling of safety in the City of Stanton?

96.4%

95.5%

80.0%

96.3%

92.8%

95.7%

97.8%

97.1%

97.8%

90.1%

75.0%

98.2%

94.1%

1.5%

1.2%

1.4%

1.5%

0.6%

1.2%

0.9%

3.6%

3.0%

20.0%

3.7%

6.0%

2.9%

2.2%

1.5%

1.7%

8.6%

25.0%

0.9%

5.9%
Male
Female
Other
18-29
30-39
40-49
50-64
65+
Latino/Hispanic
White/Caucasian
Black/African American
Asian/Pacific Islander
Other
Important
Unsure
Unimportant
Important Unimportant
Results by gender, age group and ethnicity
33 Tool 2: Existing Documentation 34
Question 13: How important are crime prevention programs when determining your overall feeling of safety in the City of Stanton?

95.2%

95.7%

96.7%

95.1%

95.5%

94.0%

96.4%

95.9%

97.7%

94.0%

1.2%

0.8%

1.0%

1.5%

2.4%

0.4%

0.8%

3.6%

4.3%

2.5%

3.9%

3.0%

6.0%

1.2%

3.8%

2.3%

5.3%
District 1
District 2
District 3
District 4
Phone [NET]
Landline
Mobile
Online [NET]
Email
Text
Important
Unsure
Unimportant
Important Unimportant
Results by District and survey mode
34 Question 13: How important are crime prevention programs when determining your overall feeling of safety in the City of Stanton?

97.1%

98.5%

92.3%

80.0%

92.6%

88.5%

96.3%

81.8%
100.0%

93.6%

93.8%

96.3%

97.4%
100.0%

0.3%

0.4%

2.5%

1.9%
100.0%

1.3%

0.7%

2.6%

1.2%

7.7%

20.0%

4.9%

11.5%

1.9%

18.2%

6.4%

5.0%

3.0%

2.6%
Own [NET]
Own a home
Own a condo or townhome
Own a manuf./Mobile home
Rent [NET]
Rent a home
Rent an apartment, condo or townhome
Rent a manuf./Mobile home
Other
Less than $25,000
$25,000-$49,999
$50,000-$74,999
$75,000-$99,999
$100,000-$149,999
$150,000 or more
Important
Unsure
Unimportant
Important Unimportant
Results by type of household and household
income
35 Tool 2: Existing Documentation 35
Question 13: How important are crime prevention programs when determining your overall feeling of safety in the City of Stanton?

96.3%

95.7%
100.0%

80.0%
100.0%

96.8%

83.3%
100.0%
100.0%

85.7%
100.0%

97.1%

95.0%

90.9%

95.0%
100.0%

0.6%

4.3%

0.7%

3.3%

1.0%

3.1%

20.0%

2.5%

13.3%

14.3%

1.9%

4.0%

9.1%

5.0%
Personal motorized vehicle single driver
Public transportation
Ride-share service
Walk
Bike
Employed, full-time
Employed, part-time
Not employed, looking for work
Not employed, not looking for work
Disabled, not able to work
Retired
Within the City of Stanton
Within the Orange County
Within the City of Stanton, self employed
Outside of Orange County
I am not currently employed
Important
Unsure
Unimportant
Important Unimportant
Results by mode of transportation, employment
status, employment location
36 98% say programs addressing homelessness are
important when determining their feeling of safety
Question 14: How important are programs addressing homelessness when determining your overall feeling of safety in the City of Stanton?

98.3%

1.3% 0.5%
Important Unimportant Unsure 37
Tool 2: Existing Documentation 36
Among those who said important, 69% said it is
very important
Question 14: How important are programs addressing homelessness when determining your overall feeling of safety in the City of Stanton? Very important

68.7%
Somewhat important

31.3%
Among those who said important
Very unimportant

60.0%
Somewhat unimportant

40.0%
Among those who said unimportant

98.3%

1.3%

0.5%
Total
38 Question 14: How important are programs addressing homelessness when determining your overall feeling of safety in the City of Stanton?

98.5%

98.0%
100.0%

98.8%

98.6%

96.7%

98.5%

98.9%

98.8%

75.0%

98.2%
100.0%

0.5%

1.2%

1.1%

0.6%

0.9%

1.0%

1.5%

1.2%

1.4%

2.2%

1.5%

0.6%

1.2%

25.0%

0.9%
Male
Female
Other
18-29
30-39
40-49
50-64
65+
Latino/Hispanic
White/Caucasian
Black/African American
Asian/Pacific Islander
Other
Important
Unsure
Unimportant
Important Unimportant
Results by gender, age group and ethnicity
39 Tool 2: Existing Documentation 37
Question 14: How important are programs addressing homelessness when determining your overall feeling of safety in the City of Stanton?

97.6%

97.8%

99.2%

98.0%

97.8%

98.0%

97.6%

98.5%

1.1%

1.0%

0.8%

2.4%

1.1%

0.8%

1.0%

2.2%

2.0%

2.4%

0.8%

0.8%
District 1
District 2
District 3
District 4
Phone [NET]
Landline
Mobile
Online [NET]
Email
Text
Important
Unsure
Unimportant
Important Unimportant
Results by District and survey mode
40 Question 14: How important are programs addressing homelessness when determining your overall feeling of safety in the City of Stanton?

98.4%

98.8%

97.4%

90.0%

97.5%

96.2%

98.1%
100.0%
100.0%
100.0%
100.0%

93.8%
100.0%

97.4%

98.1%

0.6%

0.4%

2.6%

1.3%

2.6%

1.0%

0.8%

10.0%

2.5%

3.8%

1.9%

5.0%

1.9%
Own [NET]
Own a home
Own a condo or townhome
Own a manuf./Mobile home
Rent [NET]
Rent a home
Rent an apartment, condo or townhome
Rent a manuf./Mobile home
Other
Less than $25,000
$25,000-$49,999
$50,000-$74,999
$75,000-$99,999
$100,000-$149,999
$150,000 or more
Important
Unsure
Unimportant
Important Unimportant
Results by type of household and household
income
41 Tool 2: Existing Documentation 38
Question 14: How important are programs addressing homelessness when determining your overall feeling of safety in the City of Stanton?

98.6%

95.7%
100.0%
100.0%
100.0%

98.2%
100.0%

91.7%
100.0%

85.7%
100.0%

99.0%

98.5%

90.9%
100.0%

97.8%

0.6%

0.7%

1.0%

0.5%

0.8%

4.3%

1.1%

8.3%

14.3%

1.0%

9.1%

2.2%
Personal motorized vehicle single driver
Public transportation
Ride-share service
Walk
Bike
Employed, full-time
Employed, part-time
Not employed, looking for work
Not employed, not looking for work
Disabled, not able to work
Retired
Within the City of Stanton
Within the Orange County
Within the City of Stanton, self employed
Outside of Orange County
I am not currently employed
Important
Unsure
Unimportant
Important Unimportant
Results by mode of transportation, employment
status, employment location
42 84% say community engagement programs are
important when determining their feeling of safety
Question 15: How important are community engagement programs (i.e., “coffee with a cop”) when determining your overall feeling of safety in the City of Stanton?

83.8%

13.5%

2.8%
Important Unimportant Unsure
43 Tool 2: Existing Documentation 39
Among those who said important, 48% said it is
very important
Question 15: How important are community engagement programs (i.e., “coffee with a cop”) when determining your overall feeling of safety in the City of Stanton? Very important Somewhat important 47.5%

52.5%
Among those who said important
Very unimportant

42.6%
Somewhat unimportant

57.4%
Among those who said unimportant

83.8%

13.5%

2.8%
Total
44 Question 15: How important are community engagement programs (i.e., “coffee with a cop”) when determining your overall feeling of safety in the City of Stanton?

86.7%

81.5%

60.0%

79.0%

83.1%

82.9%

87.0%

88.2%

81.1%

82.7%

75.0%

91.2%

70.6%

1.5%

4.0%

6.2%

1.4%

3.3%

2.9%

2.8%

2.5%

1.8%

11.8%

14.5%

40.0%

14.8%

16.9%

15.7%

9.8%

8.8%

16.1%

14.8%

25.0%

7.0%

17.6%
Male
Female
Other
18-29
30-39
40-49
50-64
65+
Latino/Hispanic
White/Caucasian
Black/African American
Asian/Pacific Islander
Other
Important
Unsure
Unimportant
Important Unimportant
Results by gender, age group and ethnicity
45 Tool 2: Existing Documentation 40
Question 15: How important are community engagement programs (i.e., “coffee with a cop”) when determining your overall feeling of safety in the City of Stanton?

84.3%

77.4%

83.6%

89.2%

84.3%

84.0%

84.5%

83.5%

87.2%

79.7%

6.0%

3.2%

0.8%

2.0%

2.2%

3.6%

3.0%

2.3%

3.8%

9.6%

19.4%

15.6%

8.8%

13.4%

16.0%

11.9%

13.5%

10.5%

16.5%
District 1
District 2
District 3
District 4
Phone [NET]
Landline
Mobile
Online [NET]
Email
Text
Important
Unsure
Unimportant
Important Unimportant
Results by District and survey mode
46 Question 15: How important are community engagement programs (i.e., “coffee with a cop”) when determining your overall feeling of safety in the City of Stanton?

88.0%

89.2%

82.1%

80.0%

71.6%

73.1%

70.4%
100.0%

54.5%

87.5%

66.0%

80.0%

87.4%

87.2%

92.6%

1.9%

2.3%

4.9%

3.8%

5.6%

9.1%

12.5%

4.3%

1.3%

3.0%

2.6%

1.9%

10.1%

8.5%

17.9%

20.0%

23.5%

23.1%

24.1%

36.4%

29.8%

18.8%

9.6%

10.3%

5.6%
Own [NET]
Own a home
Own a condo or townhome
Own a manuf./Mobile home
Rent [NET]
Rent a home
Rent an apartment, condo or townhome
Rent a manuf./Mobile home
Other
Less than $25,000
$25,000-$49,999
$50,000-$74,999
$75,000-$99,999
$100,000-$149,999
$150,000 or more
Important
Unsure
Unimportant
Important Unimportant
Results by type of household and household
income
47 Tool 2: Existing Documentation 41
Question 15: How important are community engagement programs (i.e., “coffee with a cop”) when determining your overall feeling of safety in the City of Stanton?

84.8%

73.9%

60.0%

80.0%
100.0%

85.2%

80.0%

66.7%

50.0%

85.7%

87.8%

88.3%

88.9%

90.9%

50.0%

73.3%

2.5%

8.7%

2.5%

3.3%

8.3%

14.3%

2.0%

2.9%

2.0%

5.0%

2.2%

12.6%

17.4%

40.0%

20.0%

12.3%

16.7%

25.0%

50.0%

10.2%

8.7%

9.0%

9.1%

45.0%

24.4%
Personal motorized vehicle single driver
Public transportation
Ride-share service
Walk
Bike
Employed, full-time
Employed, part-time
Not employed, looking for work
Not employed, not looking for work
Disabled, not able to work
Retired
Within the City of Stanton
Within the Orange County
Within the City of Stanton, self employed
Outside of Orange County
I am not currently employed
Important
Unsure
Unimportant
Important Unimportant
Results by mode of transportation, employment
status, employment location
48 84% say the visibility of graffiti is important when determining their feeling of safety in the City
Question 16: How important is the visibility of graffiti when determining your overall feeling of safety in the City of Stanton?

84.3%

13.8%

2.0%
Important Unimportant Unsure
49 Tool 2: Existing Documentation 42
Among those who said important, 59% said it is
very important
Question 16: How important is the visibility of graffiti when determining your overall feeling of safety in the City of Stanton? Very important

58.5%
Somewhat important

41.5%
Among those who said important
Very unimportant

43.6%
Somewhat unimportant

56.4%
Among those who said unimportant

84.3%

13.8%

2.0%
Total
50 Question 16: How important is the visibility of graffiti when determining your overall feeling of safety in the City of Stanton?

87.2%

81.0%
100.0%

75.3%

86.7%

87.1%

85.9%

86.8%

82.2%

82.7%

75.0%

90.4%

76.5%

2.1%

2.0%

2.4%

2.9%

2.2%

2.9%

1.7%

1.2%

2.6%

5.9%

10.8%

17.0%

24.7%

10.8%

10.0%

12.0%

10.3%

16.1%

16.0%

25.0%

7.0%

17.6%
Male
Female
Other
18-29
30-39
40-49
50-64
65+
Latino/Hispanic
White/Caucasian
Black/African American
Asian/Pacific Islander
Other
Important
Unsure
Unimportant
Important Unimportant
Results by gender, age group and ethnicity
51 Tool 2: Existing Documentation 43
Question 16: How important is the visibility of graffiti when determining your overall feeling of safety in the City of Stanton?

84.3%

83.9%

84.4%

84.3%

81.3%

86.0%

78.6%

85.7%

86.5%

85.0%

2.4%

2.2%

1.6%

2.0%

1.5%

2.4%

2.3%

13.3%

14.0%

13.9%

13.7%

17.2%

14.0%

19.0%

12.0%

11.3%

12.8%
District 1
District 2
District 3
District 4
Phone [NET]
Landline
Mobile
Online [NET]
Email
Text
Important
Unsure
Unimportant
Important Unimportant
Results by District and survey mode
52 Question 16: How important is the visibility of graffiti when determining your overall feeling of safety in the City of Stanton?

88.6%

88.4%

92.3%

80.0%

70.4%

69.2%

70.4%
100.0%

63.6%

62.5%

78.7%

83.8%

89.6%

79.5%

92.6%

1.9%

2.3%

1.2%

1.9%

9.1%

12.5%

0.7%

10.3%

9.4%

9.3%

7.7%

20.0%

28.4%

30.8%

27.8%

27.3%

25.0%

21.3%

16.3%

9.6%

10.3%

7.4%
Own [NET]
Own a home
Own a condo or townhome
Own a manuf./Mobile home
Rent [NET]
Rent a home
Rent an apartment, condo or townhome
Rent a manuf./Mobile home
Other
Less than $25,000
$25,000-$49,999
$50,000-$74,999
$75,000-$99,999
$100,000-$149,999
$150,000 or more
Important
Unsure
Unimportant
Important Unimportant
Results by type of household and household
income
53 Tool 2: Existing Documentation 44
Question 16: How important is the visibility of graffiti when determining your overall feeling of safety in the City of Stanton?

85.4%

82.6%

60.0%

80.0%

33.3%

85.6%

83.3%

66.7%

50.0%

85.7%

88.3%

86.4%

72.7%

80.0%

73.3%

1.7%

4.3%

33.3%

2.5%

2.0%

1.9%

1.0%

9.1%

2.2%

12.9%

13.0%

40.0%

20.0%

33.3%

12.0%

16.7%

33.3%

50.0%

14.3%

12.2%

9.7%

12.6%

18.2%

20.0%

24.4%
Personal motorized vehicle single driver
Public transportation
Ride-share service
Walk
Bike
Employed, full-time
Employed, part-time
Not employed, looking for work
Not employed, not looking for work
Disabled, not able to work
Retired
Within the City of Stanton
Within the Orange County
Within the City of Stanton, self employed
Outside of Orange County
I am not currently employed
Important
Unsure
Unimportant
Important Unimportant
Results by mode of transportation, employment
status, employment location
54 96% say programs and services for crime
victims/survivors are important when
determining their feeling of safety in the City
Question 17: How important are programs and services for crime victims/survivors when determining your overall feeling of safety in the City of Stanton?

96.3%

3.3%

0.5%
Important Unimportant Unsure
55 Tool 2: Existing Documentation 45
Among those who said important, 58% say it is
very important
Question 17: How important are programs and services for crime victims/survivors when determining your overall feeling of safety in the City of Stanton? Very important

58.2%
Somewhat important

41.8%
Among those who said important
Very unimportant

30.8%
Somewhat unimportant

69.2%
Among those who said unimportant

96.3%

3.3%

0.5%
Total
56 Question 17: How important are programs and services for crime victims/survivors when determining your overall feeling of safety in the City of Stanton?

96.9%

96.0%

80.0%

98.8%

95.2%

95.7%

97.8%

94.1%

96.7%

96.3%

75.0%

98.2%

88.2%

1.0%

2.9%

1.1%

3.1%

3.0%

20.0%

1.2%

4.8%

4.3%

2.2%

2.9%

2.2%

3.7%

25.0%

1.8%

11.8%
Male
Female
Other
18-29
30-39
40-49
50-64
65+
Latino/Hispanic
White/Caucasian
Black/African American
Asian/Pacific Islander
Other
Important
Unsure
Unimportant
Important Unimportant
Results by gender, age group and ethnicity
57 Tool 2: Existing Documentation 46
Question 17: How important are programs and services for crime victims/survivors when determining your overall feeling of safety in the City of Stanton?

95.2%

93.5%

97.5%

98.0%

95.5%

94.0%

96.4%

96.6%

95.5%

97.7%

0.8%

1.0%

1.5%

2.0%

1.2%

4.8%

6.5%

1.6%

1.0%

3.0%

4.0%

2.4%

3.4%

4.5%

2.3%
District 1
District 2
District 3
District 4
Phone [NET]
Landline
Mobile
Online [NET]
Email
Text
Important
Unsure
Unimportant
Important Unimportant
Results by District and survey mode
58 Question 17: How important are programs and services for crime victims/survivors when determining your overall feeling of safety in the City of Stanton?

97.1%

98.1%

89.7%
100.0%

92.6%

88.5%

96.3%
100.0%

87.5%

91.5%

96.3%

97.8%

94.9%

98.1%

2.5%

1.9%
100.0%

12.5%

1.3%

2.9%

1.9%

10.3%

4.9%

11.5%

1.9%

8.5%

2.5%

2.2%

5.1%

1.9%
Own [NET]
Own a home
Own a condo or townhome
Own a manuf./Mobile home
Rent [NET]
Rent a home
Rent an apartment, condo or townhome
Rent a manuf./Mobile home
Other
Less than $25,000
$25,000-$49,999
$50,000-$74,999
$75,000-$99,999
$100,000-$149,999
$150,000 or more
Important
Unsure
Unimportant
Important Unimportant
Results by type of household and household
income
59 Tool 2: Existing Documentation 47
Results by mode of transportation, employment
status, employment location
Question 17: How important are programs and services for crime victims/survivors when determining your overall feeling of safety in the City of Stanton?

96.3%
100.0%
100.0%
100.0%
100.0%

96.5%

93.3%
100.0%
100.0%

71.4%

98.0%

98.1%

97.5%

81.8%

85.0%

97.8%

0.3%

0.4%

14.3%

1.0%

2.2%

3.4%

3.2%

6.7%

14.3%

2.0%

1.0%

2.5%

18.2%

15.0%
Personal motorized vehicle single driver
Public transportation
Ride-share service
Walk
Bike
Employed, full-time
Employed, part-time
Not employed, looking for work
Not employed, not looking for work
Disabled, not able to work
Retired
Within the City of Stanton
Within the Orange County
Within the City of Stanton, self employed
Outside of Orange County
I am not currently employed
Important
Unsure
Unimportant
Important Unimportant
60 Addressing homelessness was mentioned as an
issue not discussed in the survey
Question 18: Is there anything that didn’t come up in this survey that you would like to share about your needs, your family’s needs, or how the City of Stanton might be able to help you? Remember, your answers are confidential.

5.8%

3.8%

2.8%

2.5%

2.0%

1.5%

4.8%

61.0%

16.0%
Addressing homelessness
Crime/Public safety (more police patrols/Better enforcement) Parking enforcement/Infrastructure
Allocation of community resources
Blight/Graffiti/Dumping
Rent relief/Rent control
Other
Nothing/No
Unsure
61 Tool 2: Existing Documentation 48
Ethnicity
Question 19: For demographic purposes only, which of the following best describes your ethnic background?

45.0%

20.3%

2.0%

28.5%

2.3%

2.0%
Latino/Hispanic
White/Caucasian
Black/African American
Asian/Pacific islander
Other
Prefer not to answer
62 Gender
Question 20: Which of the following best describes you?

48.8%

50.0%

0.8%

0.5%
Male
Female
Other
Prefer not to answer
63 Tool 2: Existing Documentation 49
Age group
Question 21: Which age group describes you?

20.3%

20.8%

17.5%

23.0%

17.0%

1.5%
18-29
30-39
40-49
50-64
65+
Prefer not to answer
64 Age category of individuals living in household
Question 22: Please indicate each age category that is inclusive of individuals living in your household.

8.0%

19.0%

15.5%

31.5%

21.3%

19.0%

25.5%

20.0%

5.0%
0-3
4 to 10
11 to 17
18 to 29
30 to 39
40 to 49
50 to 64
65+
Prefer not to answer
65 Tool 2: Existing Documentation 50
Individuals ages in household
Question 23: Please indicate how many individuals living in your household are ages 0-3, 4-10, 11-17, 18-29, 30-39, 40-49, 50-64, 65+

81.3%

12.5%

3.1%

3.1%
1 2
3 4
0 to 3

64.5%

25.0%

9.2%

1.3%
1 2
3 4
4 to 10

50.0%

33.9%

12.9%

3.2%
1 2
3 4
11 to 17

40.5%

42.9%

11.1%

4.8%

0.8%
1 2
3 4
5 18 to 29

42.4%

52.9%

2.4%

2.4%
1 2
3 4
30 to 39

43.4%

53.9%

1.3%

1.3%
1 2
3 4
40 to 49

32.4%

64.7%

2.9%
1 2
3 50 to 64

36.3%

61.3%

2.5%
1 2
3 65+
66 Individuals ages in household
Question 23: Please indicate how many individuals living in your household are ages 0-3, 4-10, 11-17, 18-29, 30-39, 40-49, 50-64, 65+

81.3%

12.5%

3.1%

3.1%
1 2
3 4
0 to 3

64.5%

25.0%

9.2%

1.3%
1 2
3 4
4 to 10

50.0%

33.9%

12.9%

3.2%
1 2
3 4
11 to 17

40.5%

42.9%

11.1%

4.8%

0.8%
1 2
3 4
5 18 to 29

42.4%

52.9%

2.4%

2.4%
1 2
3 4
30 to 39

43.4%

53.9%

1.3%

1.3%
1 2
3 4
40 to 49

32.4%

64.7%

2.9%
1 2
3 50 to 64

36.3%

61.3%

2.5%
1 2
3 65+
66 Primary language spoken in household
Question 24: What language is primarily spoken in your household?

77.0%

8.3%

7.3%

2.5%

1.3%

1.0%

0.8%

2.0%
English
Spanish
Vietnamese
Korean
Mandarin
Arabic
Other
Prefer not to answer
67 Tool 2: Existing Documentation 51
Languages spoken in household
Question 25: What other languages are spoken in your household?

27.6%

19.9%

10.5%

2.6%

0.3%

1.8%

34.9%

1.3%
Spanish
English
Vietnamese
Mandarin
Korean
Arabic
Other
None
Prefer not to answer
68 Household Type
Question 26: Do you rent or own your home, condo, townhome, or mobile home?

77.0%

64.8%

9.8%

2.5%

20.3%

6.5%

13.5%

0.3%

0.5%

2.3%
Own [NET]
Own a home
Own a condo or townhome
Own a manufactured/Mobile home
Rent [NET]
Rent a home
Rent an apartment, condo, or townhome
Rent a manufactured/Mobile home
Other
Prefer not to answer
69 Tool 2: Existing Documentation 52
Household Income
Question 27: Combining all persons living in your household, which of the following best describes your household's annual income?

2.0%

11.8%

20.0%

33.8%

9.8%

13.5%

9.3%
Less than $25,000
$25,000 - $49,999
$50,000 - $74,999
$75,000 - $99,999
$100,000 - $149,999
$150,000 or more
Prefer not to answer
70 Method of Transportation
Question 28: What is your primary means or method of transportation?

89.0%

5.8%

1.3%

0.8%

0.5%

1.5%
Personal motorized vehicle (e.g. Car, van, motorcycle) single driver Public transportation (e.g. Train, trolley, bus)
Ride-share service (e.g. Uber, lyft)
Walk
Bike
Other
Prefer not to answer
71 Tool 2: Existing Documentation 53
Employment Status
Question 29: Which of the following best describes your employment status?

71.0%

7.5%

3.0%

1.5%

1.8%

12.3%

1.5%

1.5%
Employed, full-time
Employed, part-time
Not employed, looking for work
Not employed, not looking for work
Disabled, not able to work
Retired
Other
Prefer not to answer
72 Employment Location
Question 30: Which of the following best describes your employment location?

25.8%

49.8%

2.8%

5.0%

11.3%

3.8%

1.8%
Working within the City of Stanton
Working within the Orange County
Working within the City of Stanton, self employed
Working outside of Orange County
I am not currently employed
Other
Prefer not to answer
73 Tool 2: Existing Documentation 54
Demographics
74 Gender Age group
Ethnicity
Respondent demographics by gender, age group, method of transportation, HH income, ethnicity, survey mode, primary language and languages in HH

34.0%

37.0%

63.0%

66.0%

50.0%

50.0%
Phone
[NET]
Landline
Mobile
Online
[NET]
Email
Text
Survey Mode Primary Language
Method of Transportation

76.0%

15.0%

7.0%

1.0%

1.0%
English
Spanish
Vietnamese
Korean
Mandarin
Arabic

48.8%

50.0%

0.8%

0.5%
Male
Female
Other
Prefer not to
answer

20.3%

20.8%

17.5%

23.0%

17.0%

1.5%
18-29
30-39
40-49
50-64
65+
Prefer not to answer

89.0%

5.8%

1.3%

0.8%

0.5%

1.5%
Personal motorized vehicle (e.g.…
Public transportation (e.g. Train,…
Ride-share service (e.g. Uber, lyft)
Walk
Bike
Other
Prefer not to answer

45.0%

20.3%

2.0%

28.5%

2.3%

2.0%
Latino/Hispanic
White/Caucasian
Black/African American
Asian/Pacific islander
Other
Prefer not to answer

2.0%

11.8%

20.0%

33.8%

9.8%

13.5%

9.3%
Less than $25,000
$25,000 - $49,999
$50,000 - $74,999
$75,000 - $99,999
$100,000 - $149,999
$150,000 or more
Prefer not to answer
Household Income

27.6%

19.9%

10.5%

2.6%

0.3%

1.8%

34.9%

1.3%
Spanish
English
Vietnamese
Mandarin
Korean
Arabic
Other
None
Prefer not to answer
Languages in Household
75 Tool 2: Existing Documentation 55
Respondent demographics by employment status, employment location and household type
Employment Status

71.0%

7.5%

3.0%

1.5%

1.8%

12.3%

1.5%

1.5%
Employed, full-time
Employed, part-time
Not employed, looking for work
Not employed, not looking for work
Disabled, not able to work
Retired
Other
Prefer not to answer

25.8%

49.8%

2.8%

5.0%

11.3%

3.8%

77.0%

64.8%

9.8%

2.5%

20.3%

6.5%

13.5%

0.3%

0.5%

2.3%
Own [NET]
Own a home
Own a condo or townhome
Own a manufactured/Mobile home
Rent [NET]
Rent a home
Rent an apartment, condo, or townhome
Rent a manufactured/Mobile home
Other
Prefer not to answer
Household Type
76 Tool 3: Inventory of Recreation Facilities and Parks 56 2 6
8 10
11 3
4 5
7 1
9 Parks Master Plan ••
0 0.1 0.2 0.4Miles City of Stanton, CA
Parks of Stanton
Mini Parks
1 - Beach and Orangewood Pocket Park
2 - Premier Park
3 - Zuniga Park
Neighborhood Parks
4 - Harry M. Dotson Park
5 - Hollenbeck Park
6 - Martha Weishaupt Linear Park
7 - Norm Ross Sports Complex
8 - Stanton Central Park
9 - Stanton Family Resource Center
10 - Stanton Park
11 - Veteran Memorial Park
Map of Existing Parks
Tool 3: Inventory of Recreation Facilities and Parks 57 Map of Existing Facilities
Civic Center / Community Center
Tool 3: Inventory of Recreation Facilities and Parks 58 City of Stanton | Parks Master Plan
Community GardenOpen Play AreaPedestrian Walkway Loop (lighted)Playground / Tot LotPicnic Shelters / GazebosPicnic TableRestroom BuildingSplash PadBaseball Field (youth size)Basketball Court - Full CourtBasketball - Half-Court (Outdoor)Fitness StationHorseshoe PitRacquetballSkate ParkSoccer FieldTennis Court MAP

KEY PARK NAME ADDRESS PARK TYPE

PARKLAND

ACREAGE
1 Beach and Orangewood Pocket Park 7972 Orangewood Avenue Mini Park 0.20 2 Premier Park 8340 Briarwood Street Mini Park 0.75 l 1 4 1 3 Zuniga Park 10902 Date Street Mini Park 0.61 l 1 3 1 1 4 Harry M Dotson Park 10350 Fern Avenue Neighborhood Park 1.30 2 2 7 1 1 1 1 5 Hollenbeck Park 8645 Cerritos Avenue Neighborhood Park 10.75 l 1 2 5 6 Martha Weishaupt Linear Park 10961 Date Street Neighborhood Park 0.19 l 7 Norm Ross Sports Complex 11111 Cedar Street Neighborhood Park 5.20 l 1 8 Stanton Central Park 10660 Western Avenue Neighborhood Park 12.00 2 8 39 1 1 1 2 10 2 1 1 4 9 Stanton Park 11111 Cedar Street Neighborhood Park 5.50 l 2 5 4 10 Veterans Memorial Park 10970 Cedar Street Neighborhood Park 0.36 l A Caretaker Building at Harry M Dotson Park 10350 Fern Avenue Facilities 1,080 SF* B Stanton Central Community Center 10660 Western Avenue Facilities 2,220 SF* C Civic Center / Community Center 7800 Katella Avenue Facilities 34,475 SF D Stanton Family Resource Center 11822 Santa Paula Street Facilities 3,500 SF/ 0.65 1 1

37.51 *included in park acreage total
Passive Use Facilities

RECREATION FACILITIES
Sports Facilities
Total City Parkland Acreage:

MINI PARKS

NEIGHBORHOOD PARKS

CITY OF STANTON

EXISTING PARKS
Tool 3: Inventory of Recreation Facilities and Parks 59 Map of Existing Schools
Tool 3: Inventory of Recreation Facilities and Parks 60 Beach and Orangewood Pocket Park
Tool 3: Inventory of Recreation Facilities and Parks 61 Premier Park
Tool 3: Inventory of Recreation Facilities and Parks 62 Zuniga Park
Tool 3: Inventory of Recreation Facilities and Parks 63 Harry M. Dotson Park
Tool 3: Inventory of Recreation Facilities and Parks 64 Hollenbeck Park
Tool 3: Inventory of Recreation Facilities and Parks 65 Martha Weishaupt Linear Park
Tool 3: Inventory of Recreation Facilities and Parks 66 Inventory Items
♦:♦ Baseball Field - Youth (Lit) (1)
N
A Norm Ross Sports Complex
�
Norm Ross Sports Complex
Tool 3: Inventory of Recreation Facilities and Parks 67 Inventory Items
❖ Baseball Field - Youth (Lit) (1) � Individual Picnic Shelter (4) @ Community Center (1) @ Restroom (1)
• Fitness Station (10) • Skate Park
@) Playground 2-5 (1) • Soccer Field - Adult (Lit) (1)
@) Playground 5-12 (1) Shaded Splash Pad (1)
® PicnicTables (35) @ Shade Structure (1)
� Group Picnic Shelter (3) @) TennisCourts (4)
►,.?tanton Central Park
0 50 100 200 F eet City of Stanton, CA
� Community Inspired Spaces •"
R� -• MDESIGN
GROUP
Stanton Central Park
Tool 3: Inventory of Recreation Facilities and Parks 68 Stanton Park
Tool 3: Inventory of Recreation Facilities and Parks 69 Veterans Memorial Park
Tool 3: Inventory of Recreation Facilities and Parks 70

CITY OF STANTON

PARKS MASTER PLAN
Assessment and Inventory of Programs and Services
The City of Stanton’s 2021/22 Budget describes the Community Services Department mission as:
“To enhance the quality of life by providing diverse opportunities in a healthy community through an integrated system of Parks, Recreation, Cultural and Human Services programs for people of all ages and abilities”.

The Department
Stanton’s Community Services Department consists of three Divisions: Recreation Services, Human Services and Administrative Services. The Department and these Divisions offer a variety of programs, services, classes and events for all ages, abilities, and economic levels.

The Department provides and manages programs and services through a dedicated team of professionals:

In addition to planning and providing recreation programs and services, the Department is responsible for administering all public communication for the City, which includes the City’s website and social media accounts. The team manages the City’s communication program to promote the City and its services. This includes Tool 3: Inventory of Recreation Facilities and Parks 71 planning, organization, and developing marketing materials related to City operations, and addressing communication with media representatives for City events and services.

The Department also oversees the use of community facilities and disseminates an array of resources and family support services through the multi-service Stanton Central Park, the Family Resource Center, seven neighborhood parks, and one sports facility.

The Commission
Stanton’s Parks, Recreation and Community Services Commission:
− Consists of seven members appointed by the City Council; − Serves as City Ambassadors for City services and works with City staff to benefit the community of Stanton as directed by the members of the City Council; and − Acts in an advisory capacity to the City Council on various topics, such as:
▪ Development and rehabilitation of parks and recreation facilities; ▪ Review and recommended changes to the rules and regulations governing the use of City facilities; and
▪ Reviews and provides feedback regarding various Community Services projects
Californians today are confronted with a number of serious health and social issues, including obesity, diabetes, depression and suicide to name a few. The trend towards a sedentary lifestyle is recognized as a major contributor towards many of these health and social issues we face in our communities.

With an increased awareness of these issues, park and recreation professionals, policy makers, health care providers, public safety officers, and educators need to better understand the benefits parks, recreation spaces, community facilities and programs may play in addressing these concerns. Healthcare and recreation professionals realize they must make physical activity fun, safe, and accessible to address these alarming health trends. They need to make recreation opportunities more available while actively promoting the link between parks and recreation, and improved mental, physical, and societal health.

This Parks Master Plan will review and analyze the City’s current program offerings in terms of attendance, use of space, and consistency with current trends in the recreation and leisure services industry. The evaluation shall review and provide analysis of the Department’s performance with programs and services for all age groups (toddlers to seniors). The evaluation shall indicate any observed gaps in service and recommendations for new programs and services the City may consider implementing.

Tool 3: Inventory of Recreation Facilities and Parks 72

RECREATION PROGRAM ASSESSMENT
The Community Services Department plans, implements, and supervises a variety of City events, sports competitions, private celebrations, and self-directed recreation activities for the general public. Special events include the Art Exhibit, Halloween Festival, Movies under the Stars, National Night Out, Easter Egg Hunt, a Veterans Day Ceremony and Christmas Tree Lighting. In addition, the City co-sponsors a variety of events and activities with the Stanton Community Foundation and other community-based groups.

A variety of classes, activities, and self-directed recreation opportunities are available at the following City facilities and park locations:
− Harry M. Dotson Park
− Hollenbeck Park
− Martha Weishaupt Linear Park
− Premier Park
− Stanton Civic Center
− Stanton Family Resource Center
− Stanton Park
− Stanton Central Park
− Veterans Memorial Park
− Zuniga Park
COVID 19 IMPACTS
As with every community, recreation programs and attendance were dramatically affected by the Covid-19 pandemic. FY 2019/20 operated at approximately 75% of the norm with the pandemic and closures affecting communities globally in March 2020.

While programs, parks, and services were on hold during the pandemic, as with most cities, the Department and the staff quickly responded to provide alternative services to support the Stanton community. The Community Services Department provided assistance with the pandemic response including purchasing and storing (PPE) personal protective equipment, providing support administering small businesses loans, and implementing a grab-n-go meal and pantry item food distribution.

From the onset in March 2020, the Department moved further into shut down mode as guidance and mandates were provided by the Center for Disease Control and Prevention (CDC) and California’s Department of Public Health (CDPH). The Department created a Virtual Community Center, a Virtual Family Resource Center, and offered some virtual classes for the community when in-person classes weren’t possible.

The City provided support with field reservations in fall 2020 and moved forward with some contract classes in Winter 2021. Special Events varied with some drive-thru events with the city’s 2021 Halloween Festival being its first completely in-person special event since the March 2020.

Tool 3: Inventory of Recreation Facilities and Parks 73

PARTICIPATION ASSESSMENT
With an unprecedented pandemic, the mandates and requirements of the California Public Health Department, and the shutdown of facilities, programs, and services, this assessment provides an interesting perspective of the City’s efforts to return to the service of a deserving community with a need and interest in these programs and services.

In our assessment, the results shine brightly through the participation numbers in the City’s programs and services the past three years. The figures below compare participation prior to, during, and following the closures of the pandemic. The programs and services team in Community Services is to be commended for its efforts to bring the parks, people, and programs back to action. The RJM Design Group typically evaluates two years of attendance data for Parks Master Plans; however, it is necessary to evaluate additional years to truly understand the demand, participation, and impact of the programs and services provided.

Recreation programs, services, and facilities provide a number of benefits, which help strengthen families, build healthy communities, improve the quality of life for residents, encourage the healthy development of children and help inspire community leaders. With a quality plan and a responsive, service-oriented team, the City of Stanton will continue to provide great benefits to its community.

Recreation Programs
− Are essential to personal health;
− Are key to balanced human development;
− Promote health and wellness;
− Protect natural resources;
− Increase cultural unity;
− Are essential to quality of life;
− Reduce self-destructive and anti-social behavior;
− Build strong families and healthy communities;
PARTICIPATION (All Activities) PARTICIPATION (By Age Group) Tool 3: Inventory of Recreation Facilities and Parks 74 − Strengthen safety and security in the community;
− Strengthen community image and sense of place; and
− Support economic development.

Research shows that recreation programs in parks can change the way people interact with their environment. By providing the community with ways to get involved and stay invested in its green spaces, effective park programming brings many benefits to the health and well-being for residents.

Effective recreation programs promote the positive use of leisure time and a lifelong commitment to a healthy lifestyle, personal development, and a strong community.

Every City is limited by the facilities, budgets, and staffing available; however, opportunities will always remain for the City to be creative and to collaborate with other public and private service providers to expand its services for the community.

The City has explored opportunities and has collaborated on programs and activities with other agencies and at the facilities of other agencies. These programs are offered both within and outside the boundaries of Stanton.

Some of these examples include:

Westminster Ice – The City of Stanton partners with the Rinks and its Westminster Ice facility to provide a variety of hockey and skating programs for participants of all ages and ability levels. With its nine locations in Southern California, the Rinks are home to thousands of youth and adult hockey players, as well as recreational skaters to competitive Olympic figure skaters. Programs include: daily public ice skating and roller skating sessions, youth and adult hockey programs and leagues, figure skating, learn to skate classes, curling, birthdays and group events.

Wine and Design Art Studio – The City of Stanton partners with the Wine and Design Art Studio to provide arts classes for the community. Some of these classes are offered at the Wine and Design Art Studio (After School Art Club), while other classes they bring their staff to the Stanton facilities, such as the Senior Art Day.

City of Fountain Valley – The City of Stanton partners with the City of Fountain Valley to provide STEM programs for the community. The classes are offered at facilities in Fountain Valley by Mad Science Staff.

Tool 3: Inventory of Recreation Facilities and Parks 75 The following Stanton service providers offer programs and services that compliment those provided by Community Services.

Orange County Public Library – Orange County has a branch of its public library system in Stanton. In addition to over 60,000 volumes, it offers morning and an evening story time, afternoon craft programs, and free high speed wireless Internet access (WIFI).

Stanton Boys & Girls Club – The Boys & Girls Club offers a variety of services and resources, including nationally recognized programs that are age appropriate and fun. The Club seeks to inspire the next generation of future leaders through programs that foster character & leadership, education & career development, health & life skills, the arts, sports, fitness, and recreation. The Club also provides computer access, tutoring, and a homework help room for elementary school children.

Tool 3: Inventory of Recreation Facilities and Parks 76

PRESCHOOL THROUGH TEEN PROGRAMS AND SERVICES
A variety recreation programs are offered to the Stanton community for youth under 18 years. These include specific offerings for preschool-aged (5 and under), schoolage (5-12 years), and the teenage (13-17 years) population in Stanton.

Preschool/Early Childhood Programs
Quality preschool and early childhood programs introduce hands-on learning opportunities through art, music, dance, cooking, language, and motor-skill activities. These programs help preschoolers develop social and academic skills to prepare them for success in kindergarten and beyond. Feedback from other communities in Orange County report early childhood programs as one of the most successful programs they offer.

The City of Stanton provides several programs for preschool age children, including the examples shown below:
− Basketball
− Gymnastics
− Martial Arts
− Soccer
− Sports
− Story Time
− Science
− Ice Skating
Preliminary Recommendations for Early Childhood / Preschool Programs − Provide a listing of early childhood programs in a dedicated section within the Stanton Express. Parents may be looking for something specific (preschool sports), but likely are looking for what is offered for their preschool age child.

Making it easy to find the classes and activities for parents will provide more exposure to all of the classes and activities available. − Preschool Programs for toddlers with a variety of activities, including arts, story time, music, cooking, and game activities typically are in high demand in Orange County communities.
− Classes for toddlers with arts and crafts, cooking, and messy activities are also in demand. Preschoolers love these activities and parents love these activities being available in a place other than their family home.

School-Age Programs
School-age children spend 80 percent of their waking hours outside of school, while 1 in 5 young people in the U.S. are alone after the school day ends. Quality afterschool programs promote positive youth development and offer a safe space where youth can explore, recreate, and play.

Tool 3: Inventory of Recreation Facilities and Parks 77 Effective afterschool programs provide learning settings that bring a wide range of benefits to youth, families, and communities. Afterschool programs can support social, emotional, cognitive, and academic development. These programs can reduce risky behaviors, promote physical health, and provide a safe and supportive environment for children and youth.

Quality afterschool programs understand children and youth in different age groups have different academic, psychological, and physical activity needs. A variety of activities should be considered with specific focus to the needs of this age group.

The City of Stanton provides many recreation programs and opportunities for this age group, including the examples shown below:
− Dance Classes
− NextGen Tennis
− OST – Out of School Time
− Sports Programs (Sky Hawks, YMCA)
− Ice Skating
− Ice Hockey
− Tutoring
− STEM – Science, Technology, Engineering and Math
− Summer Camp
− Arts Club
− Kids Night Out
− Be Brave, Be Safe
Preliminary Recommendations for School-Age Programs
− Where residents are challenged to pay for fee-based programs, many cities have brought drop-in programs to schools and parks in the community. Where fees are a barrier, mobile drop-in activities can provide a successful solution. − We understand the City of Stanton and Garden Grove Unified are exploring a Joint Use Agreement (JUA) for access to the sports fields at the Early Childhood Education Center at Carver Preschool. The City may want to approach other school districts serving Stanton to inquire about similar agreements (e.g., Rancho Alamitos High School).
− These JUA’s and partnership opportunities may provide additional opportunities for joint programs and/or access to classrooms, outdoor spaces, and other amenities to provide additional services to the community. − Access to day care and camps during the summer and on school breaks is challenging for parents. While the Stanton Summer Camp provides this service to the community, the program is limited to the first twenty participants. Seeking opportunities to provide additional services and/or to work in partnership with others to provide these services provides a valuable and needed service for families in Stanton.

Tool 3: Inventory of Recreation Facilities and Parks 78 − Additional half-day camps are offered in the Stanton Express, but these are typically only offered during the morning hours. While these programs come with a fee substantially higher than the free summer camp, parents may be interested in the program, but may need a program that covers more hours in the day (8-4 or 9-5). Cities have found success by offering complimentary fee-based camp activities in the afternoon. As an example, kids can participate in a tennis camp in the morning, with another program offering lunch, crafts, and games in the afternoon.
− These afternoon camps also create options for kids attending summer school in the mornings. As an example, kids attend summer school in the morning and a tennis camp in the afternoon.
− There may be an opportunity to partner with a local school to jointly offer feebased programs in the afternoon on the school campus.

Teen Programs
Positive Experiences + Positive Relationships + Positive Environments = Positive Teen Development. Consistent with the Interagency Working Group on Youth Programs, positive teen development is an intentional, prosocial approach that engages teens within their peer groups, communities, schools, and families in a manner that is productive and constructive.

Stanton provides a teen volunteer program that supports youth programs and special events. The City hosts teen special events quarterly, such as the Teen Night Out and Glow-in-the-Dark Dodgeball. The City offers a variety of other programs not exclusive for teens, but for age groups inclusive of teens.

Preliminary Recommendations for Teen Programs
− The City may want to consider identifying spaces for a Teen Center, indoor and outdoor program spaces, and programs specifically for teens, such as:
o Teen Dances
o Battle of the Bands
o Skateboarding
o Leaders in Training
o Youth Employment Services
− Teens and Civic Engagement – The City of Irvine’s Youth Action Teams provide a great example with its Middle School Youth Action Team and its High School Youth Action Team. As the program below describes, this might be a good place to start as it engages teens in local government to address, understand, and respond to their needs and desires with programs and services.

The High School Youth Action Team (HSYAT) provides high school students the opportunity to participate in the development, implementation, and evaluation of services for their peers. The program consists of student representatives from local high schools who organize teen activities and represent their peers to various community groups.

Tool 3: Inventory of Recreation Facilities and Parks 79 The program’s objectives include:
− Youth Leadership – Engage youth in leadership roles in the community. − Community Services – Increase youth participation in activities that benefit the entire community.
− Social-Recreational – Engage youth in safe and appealing socialrecreational activities.

Similarly, the Middle School Youth Action Team plan and offer programs, such as teen dances, after-school activities, and community service projects focusing on the environment, youth, senior, and people with disabilities.

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PROGRAMS AND ACTIVITY TYPES
While Stanton’s population is relatively small for Southern California and Orange County, every community has limited resources (budgets, staff, and facilities) to serve its residents and to meet all of its program demands. This is where creative solutions, collaborations, and partnerships aligning the City’s mission with other public and private service providers (e.g., Stanton Branch of the OC Public Library system). This Parks Master Plan will identify the programs, services, and facilities most needed and in demand.

Youth Sports and Aquatics
The Department offers a variety of preschool sports programs, youth sports and fitness programs for school-aged youth through teens, and provides fitness-based programs and activities for adults and seniors. Examples of these programs and services are provided below:

City Sports Programs
− Tennis Lessons
− Basketball
− Baseball
− Soccer
− Martial Arts
− Gymnastics
− Ice Skating and Ice Hockey
Tennis Programs
In partnership with NextGen Tennis, the City provides a variety of group and private tennis lessons at the four tennis courts at Stanton’s Central Park. Leagues are also offered for adult Men and Women.

As the City considers its tennis programs and services, it is important to provide balance between providing courts for open drop-in play, and providing courts for scheduled activities. Careful consideration should also evaluate activities with one (private lessons) or two participants (drop-in singles play), when there are opportunities and demand for activities with more participants. In simple terms, identifying opportunities for a tennis court to be occupied by programs with four or more persons provides more service to a community when compared to providing a court for one or two persons. Also worth noting, scheduling classes and activities provides a more efficient use of the court, and the City receives a revenue share of these activities, which assists in offsetting costs for maintenance and utilities.

Tool 3: Inventory of Recreation Facilities and Parks 81 See example below:

1. Drop-in Singles Tennis

2. Group Tennis Lessons

3. Live Ball Workouts
Preliminary Recommendations for Tennis
− 10 and under Tennis – USTA designed these programs with racquets, balls and courts sized to fit the needs and abilities of these younger participants. The courts are smaller, the unique balls have lower compression to bounce lower and to move slower through the air to help these younger participants learn and to find success early on.
− Junior Team Tennis – USTA’s Junior Team Tennis, or “JTT”, brings together boys and girls, ages 5 to 18, to play singles, doubles and mixed doubles against others. − Live Ball Tennis Workouts – Live Ball is the tennis workout that tries to check all the boxes: Fitness – Fun – Action – Camaraderie. It’s an approach to tennis where instruction takes a back seat to fitness, where servers and returners are replaced by champions and challengers
− USTA Challenge Play – A fun and social start to competition. A USTA Team Challenge is your first step into tennis competition. USTA Team Challenges offer a low-pressure team environment for beginner players of all ages to develop their skills with others of similar experience.

Note:
− Some of these team and league programs are typically played on more than four (4) courts, but may be modified and/or offered in conjunction with a neighboring community.

Aquatics
Beyond backyard pools, there are no public aquatics facilities, nor are there any private commercial pools in Stanton to provide swim lessons and swim team programs for families.

Preliminary Recommendations for Aquatics:
− The City may want to consider working with Garden Grove Unified and any existing aquatics programs at Rancho Alamitos High School to expand programs and market services to address the needs of the Stanton community.

Tool 3: Inventory of Recreation Facilities and Parks 82 Dance Classes
Dance classes can provide powerful benefits to children by nurturing their talent and sparking their creativity. Creative movement can positively impact a child’s physical, emotional, and mental health, and dancing is a fun way to release a child’s energy and excitement!
Throughout the past three years, Stanton provided a variety of dance programs for kids. As the information shows below, while more types of dance classes were offered in the past, the Baile Folklorico classes typically accounted for the majority of the participants enrolled. With the community seeking these Mexican cultural dance classes, the Department may want to consider offering additional classes in celebration of Mexican culture. See examples of dance classes below with references to participation.

Programs offered in FY 21/22 (374 participants)
− Baile Folklorico (374)
Programs offered in FY 20/21 (58 participants)
− Baile Folklorico (51)
− Ballet
− Jazz
− Lyrical Dance
Programs offered in FY 19/20 (277 participants)
− Baile Folklorico (149 participants)
− Ballet
− Ballroom & Swing
− Hip Hop
− Jazz
− Tap
− Tap & Ballet
− Salsa
Preliminary Recommendations for Dance:
− The City’s Stanton Express provided a large selection of dance classes beyond Baile Folklorico; however, these classes were often cancelled and/or involved minimal participation. While not consistent with the demand for Baile Folklorico, there appeared to be some interest in Hip Hop, Tap, and Ballet classes. − While it appears as though these classes have been discontinued, the City may want to experiment with limited offerings of these dance classes. The City may also want to collaborate with neighboring communities to jointly provide some of these classes.

Tool 3: Inventory of Recreation Facilities and Parks 83 Science, Technology, Engineering, and Math (STEM Programs) Science and nature activities help children to better understand the environment they live in. These activities help children develop analytical thinking, problem solving and coping skills. Science and nature activities are also important in developing children’s creativity.

The City of Stanton provides a variety of STEM programs in partnership with the Mad Science staff with offerings of half-day summer camp programs. There appears to be minimal STEM programs offered outside of the summer months.

These STEM program offerings in Stanton include the following:
− Robotics
− Astronomy
− Engineering
− Science Labs
− Math Tutoring
Preliminary Recommendations for STEM Programs
− The City may want to consider providing STEM programs and activities after school or on weekends during the school year.
− The City may also want to consider a gardening program in conjunction with the UC Master Gardeners. The UC Master Gardener Program is a public service and outreach program under the University of California Agriculture and Natural Resource. Volunteer Master Gardeners are passionate volunteers who provide demonstration and education to the public to extend research-based knowledge and information on home horticulture, pest management, and sustainable landscape practices.

Child Care and Camps
Providing quality afterschool child care and day camps when school is on break can support the social, emotional, cognitive, and academic development needs of youth. These programs can also reduce risky behaviors, promote physical health, and provide a safe and supportive environment for children and youth.

The City of Stanton provides opportunities for child care and day camps with the following programs:
− Stanton Summer Camp
− Sky Hawks and Mini Hawks Camps
− Mad Science Camps
As shared earlier,
− Access to day care and camps during the summer and on school breaks is challenging for parents. While the Summer Day Camp provides this service to the community, the program is limited to the first twenty participants. Seeking opportunities to provide additional services and/or to work in partnership with Tool 3: Inventory of Recreation Facilities and Parks 84 others to provide these services provides a valuable and needed service for the community.
− Additional half-day camps are offered in the Stanton Express, but these are typically only offered during the morning hours. While these programs come with a fee substantially higher than the free summer camp, parents may be interested in the program, but may need a program that covers more hours in the day (8-4 or 9-5).

In addition to after-school programs, summer day camps, and the recreation-based classes and activities, the following child care providers and programs are available for the Stanton community.
− Educare Center
− Stanton Family Child Care
− Stanton Early Head Start
Preliminary Recommendations for Child Care
During the summer and during school breaks, the City offers a variety of daily (halfday) camps. These are typically offered in the mornings before 12 noon. Cities have found success by offering complimentary fee-based camp activities in the afternoon. As an example, kids can participate in a tennis camp in the morning, with lunch, crafts, and games in the afternoon. These afternoon camps also create options for kids attending summer school. Children can attend summer school in the mornings and a tennis camp in the afternoon.

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ORGANIZED YOUTH & ADULT TEAM SPORTS
In addition to the youth sports programs and activities shared earlier, youth team and league-based sports programs are available and provided by local youth sports organizations. These programs are typically provided by volunteers and by nonprofit organizations; however, the programs below are all for profit organizations.

The following programs are offered in Stanton, Ca.
− Americans Baseball (Youth Baseball)
− Explosions Baseball (Girls Softball)
− OC Dynamo (Youth Soccer)
− Mavericks (Youth Baseball)
With limited sports fields and limited opportunities for these programs, as space becomes available, considering opportunities to support programs and services offered by others. This win for the Stanton provides programs for the community, with minimal commitments required by City personnel and budgets.

There are alternative approaches the City may want to consider in how fields are allocated and requirements for organizations requesting priority and access to fields. Ideally, these fields are provided to Stanton residents and/or organizations who best serve the Stanton community.

The City may want to consider the following recommendations for future updates to its Athletic Field Use and Allocation Policy:
− When two competing permits are received, consider the following:
▪ Nonprofit before For Profit;
▪ Youth before Adults;
▪ Resident before Non-Resident; and
▪ Recreation-Based Programs before Club/Travel Ball Programs. − Providing priority to Stanton-based youth nonprofit sports organizations; − Identify minimum residency requirements for Stanton nonprofit teams/organizations;
− Providing a lower reservation rate for Stanton-based nonprofit organizations; − Providing additional clarification to define Priority B Allocations. As written, it appears as though a prior commercial and/or nonresident permit could receive priority over a nonprofit team with many Stanton residents. − Providing additional clarification to define resident permits. As written, it appears as though a resident can request a reservation and a receive a permit at the resident rate for a commercial activity?
− Providing reduced permit fees for field lights for resident nonprofit organizations and residents. The fee is high when compared to other agencies and will be prohibitive for local nonprofit organizations, such as AYSO Soccer and Little League Baseball.

Tool 3: Inventory of Recreation Facilities and Parks 86 Preliminary Recommendations – Other Orange County communities have found success by offering:
− Youth Flag Football Leagues
− Youth Lacrosse Leagues
− Youth Rugby Leagues
− Badminton Programs and Leagues
− Pickle Ball Programs and Leagues
− Adult Sports Leagues (soccer, softball, basketball, pickle ball, cornhole, etc.) Note:
− Some of these leagues and activities are best suited for reservations, but others present opportunities for joint ventures with a public-private partnership generating revenue for the City to off-set costs for lights and field maintenance.

The City’s men’s and women’s tennis leagues are an example of a Citysponsored adult sports league. − Opportunities may also be available to partner with the Stanton Boys and Girls Club or The Map Sports Facility on indoor sports leagues and programs in these gymnasiums.

Tool 3: Inventory of Recreation Facilities and Parks 87

ADULT PROGRAMS
We all know that leading an active lifestyle is good for us. If you participate in regular moderate physical activity, you can expect to enjoy numerous health and social benefits. Regular physical activity is one of the most important things you can do for your health. Being physically active can improve your brain health, help manage weight, reduce the risk of disease, strengthen bones and muscles, and improve your ability to do everyday activities.

Adults who sit less and do any amount of moderate-to-vigorous physical activity gain some health benefits. Only a few lifestyle choices have as large an impact on your health as physical activity. Everyone can experience the health benefits of physical activity – age, abilities, ethnicity, shape, or size do not matter.

The City of Stanton offers the activities below for its adult:
− Yoga
− Dance
− Walking Club
− Tennis
− Quilting
− First Aid and CPR
− Programs at the FRC, such as citizenship classes
Preliminary Recommendations for Adult Programs
The City of Stanton has a comprehensive adult program for its community, but may want to consider the following:
− Adult Sports Leagues and Drop-in Sports
o Soccer
o Volleyball
o Flag Football
o Kickball
o Pickleball
− Cornhole Tournaments
− Adult Art Classes
− ESL Classes (English as a Second Language)
Note:
− While the City’s outdoor sports facilities are limited, there are opportunities to collaborate with neighboring cities on these programs. As an example, Stanton may provide one or more fields on one or more days, and a neighboring community and/or school district may provide other fields on other days. − We also recognize these sports facilities are in high-demand by local youth sports programs; however, these adult leagues are typically provided on a lighted sports field following scheduled youth team activities.

Tool 3: Inventory of Recreation Facilities and Parks 88 − There are contract service providers, such as Major League Softball and Beach City Sports available to manage and to coordinate all of the details for these adult sports leagues. Coordination includes everything from marketing, websites, and registration, to managing the schedules, the games, and the officials.

Tool 3: Inventory of Recreation Facilities and Parks 89

SENIOR PROGRAMS
Recognizing California’s population of residents 65 years and older is projected to grow to 8.6 million by 2030, Governor Gavin Newsom issued an executive order calling for the creation of a Master Plan for Aging (MPA) in June 2019.

California’s Master Plan for Aging (MPA) affirms the priority of the health and wellbeing of older Californians. It is a “blueprint” for the state, local governments, the private sector, and philanthropy to better prepare California’s leadership on aging, disability, and equity.

The Master Plan for Aging outlines five goals and twenty-three strategies to build a California for All Ages by 2030. The following briefly describes these goals:

Goal One: Housing for All Ages and Stages
− We will live where we choose as we age in communities that are age, disability, dementia-friendly, and climate and disaster-ready.

Goal Two: Health Reimagined
− We will have access to the services we need to live at home in our communities and to optimize our health and quality of life.

Goal Three: Inclusion and Equity, Not Isolation
− We will have lifelong opportunities for work, volunteering, engagement, and leadership, and will be protected from isolation, discrimination, abuse, neglect, and exploitation.

Goal Four: Caregiving That Works
− We will be prepared for and supported through the rewards and challenges of caring for aging loved ones.

Goal Five: Affording Aging
− We will have economic security for as long as we live.

Tool 3: Inventory of Recreation Facilities and Parks 90 The City of Stanton offers a variety of services for the senior citizens in its community.

The following ongoing programs are offered at the Stanton Civic Center:
− Bingo
− Hula Dancing
− Musical Day
− Meal Programs
− Information, Resource and Referrals
− OCTA Access Transportation
− Senior Newsletter
− Health Insurance Counseling and Advocacy
− Senior Transportation
− OCTA Access Transportation
− Information and Referrals
− Drivers Safety Classes
− Exercise Classes
− Health Classes
Preliminary Recommendations for Senior Programs
− Senior Clubs
− Recreation Classes
Note:
− As City resources are limited, identifying and coordinating opportunities for seniors to connect in Senior Clubs (book clubs, travel clubs, arts, table tennis, billiards, etc.) is often a great solution for expanding services and “things to do…” for seniors without additional commitments from City budgets and staff.

Tool 3: Inventory of Recreation Facilities and Parks 91

SPECIAL EVENTS
Community-wide events bring people from all walks of life together, strengthening the bonds between them. Studies have shown that building healthy relationships and spending time with your family, friends, and others in your community can help improve your mental well-being.

Establishing a strong identity and a sense of pride for a community is important, especially for smaller cities. Smaller cities can use community events to connect residents and to keep old traditions alive, while making new traditions.

The City of Stanton provides several special events including the… − Art Exhibit;
− Halloween Festival;
− Movies under the Stars;
− National Night Out;
− Easter Egg Hunt;
− Veterans Day Ceremony; and
− Christmas Tree Lighting.

With our review of the program registration data, we discovered a trend and strong interest with cultural dance classes, Baile Folklorico. This interest suggests other Mexican traditions, cultural programs, and events may draw similar interest from the community. As an example, the City may want to incorporate the traditional Day of the Dead or Día de los Muertos celebrations within the Annual Halloween Festival.

Preliminary Recommendations for Special Events
− Concerts in the Parks
− Cultural Events
− Events in conjunction with a local chamber of commerce and restaurants, such as a Taste of Stanton event.
− Events may assist in promoting local businesses as they celebrate the cultural make-up of the community. With this in mind, there may be opportunities and interest from businesses to host an event in a center adjacent to these businesses.

Note:
− Events are typically challenged with attendance in its first few years. Most events often kick off with a modest crowd and grow with excitement in future years.

With this in mind, as opposed to marketing and promoting to bring the people to your new event, take your creative new idea/event to the people. Communities have found success by bringing small events to a large community gathering or another existing special event.
− Events are also typically challenged with budgets for new or growing special events; however, popular events with large attendance numbers have built-in opportunities for sponsorships from local businesses.

Tool 3: Inventory of Recreation Facilities and Parks 92

HUMAN SERVICES
Parks and Communities are more than just arts, music, and sports classes. The benefits of recreation are meaningless to a child, parent, or family in crisis. The City of Stanton offers a myriad of family support services for the community through its Family Resource Center.

As the Department’s mission states…
“To enhance the quality of life by providing diverse opportunities in a healthy community through an integrated system of Parks, Recreation, Cultural and Human Services programs for people of all ages and abilities”.

The Human Services programs are critical in Stanton as they provide a caring and helpful hand to individuals, couples, and families with support and assistance to identify and access services.

The Center also provides free afterschool programs, nutritional snacks, and recreation programs for the community.

The Stanton Family Resource Center receives funding from the County of Orange Families and Communities Together (FaCT) Program. FaCT is a partnership between the County of Orange Social Services Agency and Charitable Ventures.

Tool 3: Inventory of Recreation Facilities and Parks 93

DISABILITY SERVICES
Nearly everyone faces hardships and difficulties at one time or another. But for people with disabilities, barriers can be more frequent and have a greater impact.

The World Health Organization (WHO) describes barriers as being more than just physical obstacles. These include aspects, such as…
− A physical environment that is not accessible;
− Lack of relevant assistive technology (assistive, adaptive, and rehabilitative devices);
− Negative attitudes toward people with disabilities; and − Services, systems, and policies that are either nonexistent or that hinder the involvement of all people with a health condition in all areas of life.

Community inclusion is the opportunity to live and exist as a contributing member of the community while being valued for one’s abilities and uniqueness, regardless of disability. The ultimate goal of community inclusion is the participation of people with intellectual and developmental disabilities across a range of areas, including:
− Employment
− Housing
− Education
− Recreation and Leisure
− Civic Engagement
− Peer Support
Inclusion of people with disabilities into everyday activities involves practices and policies designed to identify and remove barriers such as physical, communication, and attitudinal, that hamper individuals’ ability to have full participation in society, the same as people without disabilities. Inclusion involves:
− Getting fair treatment from others (nondiscrimination); − Making products, communications, and the physical environment more usable by as many people as possible (universal design);
− Modifying items, procedures, or systems to enable a person with a disability to use them to the maximum extent possible (reasonable accommodations); and − Eliminating the belief that people with disabilities are unhealthy or less capable of doing things (stigma, stereotypes).

Public entities have an ongoing obligation to ensure individuals with disabilities are not excluded from programs and services because facilities are unusable or inaccessible to them. It allows entities confronted with limited financial resources to improve accessibility without excessive expense. In the years since the ADA took effect, public facilities have become increasingly accessible.

Disability inclusion involves input from people with disabilities, generally through disability-focused organizations, program or structural design, implementation, monitoring, and evaluation. As an example, the City of Irvine’s Irvine Residents with Tool 3: Inventory of Recreation Facilities and Parks 94 Disabilities Advisory Board provides support to the City by recommending programs and services meeting the physical and social needs of residents who have disabilities, regardless of age. The Board provides advocacy and support for programs related to community needs and provides recommendations to a variety of City Departments to ensure all community needs are addressed.

Delivery of services to those with special needs presents numerous challenges including training of workers, finding staff with training in specific areas for children who need one-on-one attention, and keeping costs low, while providing appropriate and quality accommodations. For parents, the continuum of special services and childcare for their special needs child from infant care to preschool to kindergarten and beyond can be challenging when considering cost, availability, location, and transportation.

Stanton’s Family Resource Center provides information and referrals for people with disabilities. The Center receives funding from the County of Orange Families and Communities Together (FaCT) Program. FaCT is a partnership between the County of Orange Social Services Agency and Charitable Ventures.

Preliminary Recommendations for Disability Services
− Develop an Inclusion Policy dedicated and committed to following the guidelines established by ADA to ensure all programs, activities, and services are accessible and available to individuals with disabilities. − Develop inclusion programs to allow participants the opportunity for more “hands‐on” job training classes, to improve their potential for finding employment.
− In cooperation with local school districts and the Orange County Social Service Agency, develop programs specific to persons with disabilities, such as independent living programs, summer programs, after school programs, and job training programs specific to residents with disabilities. − Explore potential cooperative agreements with other Orange County communities and nonprofits, such as REACH to provide programming opportunities for persons with intellectual and developmental disabilities.

Tool 4: Recreation Facility Assessment 95

CITY OF STANTON PARK FACILITY ASSESSMENT
Rubio Medina, Architect Stanton Park Facility Assessment Executive Summary 1

PURPOSE
In June of 2022, the City of Stanton retained the services of RJM Design Group to conduct a parks master plan study to evaluate their parks and amenities. As part of the parks master plan study the City also requested the assessment of three City owned facilities:
 Community Center at Central Park
 Community Center at the Civic Center
 Harry M Dotson Support Building
On August 23 and 24 a brief interview was conducted with Scott Jensen, Public Works Manager regarding the condition of the three facilities to gain better understanding of any challenges faced and operational shortcomings. A walking tour of the three facilities were conducted. In attendance were:
 Scott Jenson, Stanton Public Works Director
 Rubio Medina, Architect
 Steve Tolsma, Tremco Roofing, Inc
 Parker Weingarden, Tremco Roofing, Inc

EXECUTIVE SUMMARY
The Community Center’s at Central Park and the Civic Center along with the Harry M Dotson Park are all relatively new facilities and or have had recent upgrades to finishes. The facilities are well maintained, and the majority of issues encountered are related to general maintenance items with the exception of additional storage and conformance with accessibility standards.

Community Center at Central Park
The Community Center at Central Park supports park activities by providing multiple community gathering spaces through its divisible community room. It can support multiple small events or large events. The park is also supported by public use restrooms and storage for various activities.

Parking is adjacent to the park and the community rooms/restroom buildings and is provided with accessible parking and accessible path of travel. All appear to be in general conformance with current accessibility standards.

Storage at Central Park is maxed out and it was reported by staff that chairs and tables are stored in an outdoor storage area that while covered, allows for dust and dirt to cover chairs and tables while being stored and that they need to be washed off prior to use in the community center for public events. The exterior of the facilities are performing well, however, exposed wood members and some doors are in need of painting, and accessible signage should be installed identifying areas of accessibility compliance.

Most items noted are typical maintenance items that should be addressed mid to long range and are summarized below. Items of more immediate need are related to accessibility and creation of additional enclosed storage areas.

Community Center at Civic Center
The Community Center at the Civic Center is not supported by any other outdoor or open space and shares a footprint with other City functions such as administration, building and planning, city council, and parks and recreation. Each function is a distinct from the other and the community center operates as a stand-alone component.

There is an adjacent parking structure providing adequate parking, accessible path of travel, and accessible parking.

The community center is capable of hosting a variety of functions and includes a large community room that is dividable, a stage area, kitchen, storage, and smaller rooms for smaller community activities and classes. The community center has multiple rooms for storage, however, other rooms not designed for storage are used to store items such as seasonal decorations, chairs, and tables.

The community center also has offices for parks and recreation administration functions. The offices are in good working order and are well maintained, and no operational issues were noted during the tour or by staff. There are no dedicated restrooms for use by staff as they need to use Tool 4: Recreation Facility Assessment 96

CITY OF STANTON PARK FACILITY ASSESSMENT
2 Stanton Park Facility Assessment Executive Summary Rubio Medina, Architect the public restrooms in the lobby. There are two existing shower areas that are currently not being used and instead are being used for storage.

Most items noted are typical maintenance items that should be addressed mid to long range and are summarized below. Items of more immediate need are related to accessibility including door hardware, chair lift, and public restrooms.

Harry M Dotson Park
The Harry M Dotson Park consists of two modular structures on-site: a public restroom modular and a community room modular.

It was reported by staff that the modular community room was previously used to house 24-hour occupants but since that program was discontinued the facility is not being used for any purpose at the moment.

Parking is adjacent to the park and the community rooms/restroom modulars and is provided with accessible parking and accessible path of travel. All appear to be in general conformance with current accessibility standards.

As the Harry M Dotson facilities are not being used there were no items to note that require attention. It would be suggested that as part of the overall parks master plan a use be identified for this facility and it either be replaced or modified to provide additional amenities to the community and the park.

RECOMMENDATIONS

TIME CENTRAL PARK

COMMUNITY CENTER

CIVIC CENTER

COMMUNITY CENTER

HARRY M DOTSON PARK
1 0-3 Years  Install accessible
signage at restrooms
and community center
 Enclose shed to
protect storage items
 Paint splash pad
equipment structure
 Upgrade accessibility
including signage,
countertops, strike side
clearances, restrooms
 Replace broken lever
hardware
 Ensure chair lift is
operational at stairs, fix
door leading into room
which scrapes on the
floor.
 Explore converting
showers at
administration to single
use accessible
restrooms.
 Fix water fountain in
lobby
 Replace door frames and
doors at the restroom
building that are damaged
from the water park
2 3-5 Years  Paint exterior doors
and install flush plates
at bottom of doors at
storage areas
 Repair gypsum board at
hall skylight from water
damage
 Repair wainscot at rear
hall areas
 Explore options for
repurposing the
community building to
better serve the
community and park
3 5-10 Years  Paint exterior wood
trim
 Replace broken roof
tiles and underlayment
 Repair sealants at roof
flashing penetrations
 Repair weathered
penetrations flashings
with caulking
Tool 4: Recreation Facility Assessment 97

CITY OF STANTON PARK FACILITY ASSESSMENT
Rubio Medina, Architect Central Park Community Center Assessment 1 COMMUNITY CENTER 10660 Western Avenue, Stanton, CA
Year Built: xx
Occupancy: B/A
Story Height: 1
Sprinkler: Yes

1.0 OVERVIEW

1.1 General The community center and restroom/storage facility were constructed within the last ten years and is constructed of exposed masonry, wood trusses, and concrete tile roofing systems. Staff had reported no major upgrades or renovations within the lifespan of the facility. In addition to the community center and restroom/storage facilities, there are two other facilities on-site which include the enclosure for the splash pad equipment and a storage shed towards the east of the park campus.

The site consists of a park with tot lot, splash pad, open areas, baseball fields, and public parking.

The community center and restroom/storage facility exterior finishes are in generally good condition. The exposed wood members paint has faded (Picture 1) and many of the doors to the restroom/storage facility are scuffed and scratched (Picture 2).

The splash pad equipment enclosure’s paint is worn and faded due to the chemicals within (Picture 3)

1.2 Park Overview An overview of the park was conducted by RJM Design Group.

1.3 Roofing Overview An inspection of the roofing was conducted by Tremco Roofing, Inc and their findings are attached.

Picture 1 Picture 2 Picture 3
Tool 4: Recreation Facility Assessment 98

CITY OF STANTON PARK FACILITY ASSESSMENT
2 Central Park Community Center Assessment Rubio Medina, Architect

2.0 COMPLIANCE

2.1 CBC 11B Accessibility
Standards
General conformance with current accessibility standards were reviewed under the following areas:
 Exterior access conformance which include access to public right of way, path of travel, entry door, signage, and parking.
 Interior accessibility conformance including strike side clearance, restroom design, and signage.

EXTERIOR ACCESS
The Community Center the City of Stanton Central Park. Public parking is provided for including accessible parking stalls that are located close to the entrance. The accessible parking stalls and path of travel appear to be in general conformance with current accessibility standards. Exterior doors do not have the required signage indicating an accessible facility at the community center or the restroom building.

INTERIOR ACCESS
The interior of the community center appears to be in general conformance with current accessibility standards. Doors have the correct strike side clearances, countertops are at accessible heights, and provide access underneath the sinks.

The existing restroom fixtures appear to be in general conformance with current accessibility standards.

Picture 4 Picture 5
Tool 4: Recreation Facility Assessment 99

CITY OF STANTON PARK FACILITY ASSESSMENT
Rubio Medina, Architect Central Park Community Center Assessment 3

3.0 ASSESSMENT

AREA FLOOR/BASE WALLS CEILINGS
VCT/Rubber Topset Base Gypsum Board Gypsum Board
VCT with rubber topset base. It
was reported that the VCT is fairly
new. The base is showing some
wear
Scuffs and holes on the walls
consistent with public use.

In good condition
Notes:

VCT/Rubber Topset Base Gypsum Board Gypsum Board
VCT with rubber topset base. It
was reported that the VCT is fairly
new. The base is showing some
wear
Scuffs and holes on the walls
consistent with public use.

In good condition
Notes:

Stained Concrete Painted Masonry Open Painted Wood Trusses Base is integral with the concrete
flooring and is in generally good
condition.

Scuffs and holes on the walls
consistent with public use.

In good condition
Notes:

Stained Concrete Painted Masonry Open Painted Wood Trusses Base is integral with the concrete
flooring and is in generally good
condition.

Scuffs and holes on the walls
consistent with public use.

In good condition
Notes:

Partitions are phenolic materials and are in generally good condition. It was reported by staff that the faucets have recently been changed to touchless type. Front doors are missing code compliant signage. 4 Partitions are phenolic materials and are in generally good condition. It was reported by staff that the faucets have recently been changed to touchless type. Front doors are missing code compliant signage.

STANTON CENTRAL PARK COMMUNITY CENTER
1 Area 1 consists of a large community room that is dividable into three units to hold a variety of events.

In general the finishes in the Meeting Rooms (1,2,3) are in good condition and it was reported by staff that the flooring had been replaced relatively recently. It was reported by staff that the folding doors are difficult to operate.
2 Area 2 consists of the public lobby and interaction for the community center. It was reported by staff that the amount of electrical outlets and connections is not adequate. 3 Tool 4: Recreation Facility Assessment 100

CITY OF STANTON PARK FACILITY ASSESSMENT
4 Central Park Community Center Assessment Rubio Medina, Architect

4.0 EXHIBIT
Tool 4: Recreation Facility Assessment 101

ROOF ANALYSIS REPORT
LOCATION: City of Stanton
BUILDING: Stanton Central Community Center
ADDRESS: 10660 Western Avenue
Overview of roof section

ROOF COMPOSITION
Roof System: Concrete Tile Roof
Insulation: None between deck and roof
Underlayment: Asphalt saturated base sheet
Deck: Wood

DEFICIENCIES NOTED
• Broken tiles
Tool 4: Recreation Facility Assessment 102
PHOTOS
Overview of Community Center Building Overview of Community Center Building Overview of Community Center Building Overview of Community Center Building Overview of Community Center Building Overview of Community Center Building Tool 4: Recreation Facility Assessment 103
Overview of Community Center Building Broken concrete tile on Community Center Building Broken concrete tile on Community Center Building Overview of Restroom Building Overview of Restroom Building Overview of Restroom Building Tool 4: Recreation Facility Assessment 104
Overview of Restroom Building Overview of Restroom Building Overview of Restroom Building Overview of Restroom Building Overview of Restroom Building Broken concrete tile on Restroom Building Tool 4: Recreation Facility Assessment 105
Broken concrete tile on Restroom Building Broken concrete tile on Restroom Building Broken concrete tile on Restroom Building Broken concrete t tile on Restroom Building Broken concrete tile on Restroom Building Broken concrete tile on Restroom Building Tool 4: Recreation Facility Assessment 106
Broken concrete tile on Restroom Building Broken concrete tile on Restroom Building

RECOMMENDATIONS
The roof systems for the Community Center Building and its adjacent restroom are in fair condition. The only deficiency to note is broken tiles, primarily on the restroom building. On the Community Center Building, there are approximately 2 broken tiles and over 15 on the restroom building. The recommendation for these roofs would be to replace the broken tiles and repair damaged underlayment.

Estimated Budget: $5500
Please contact me with any questions.

Steve Tolsma
Tremco CPG
[email protected]
714-443-1744
Tool 4: Recreation Facility Assessment 107

CITY OF STANTON PARK FACILITY ASSESSMENT
Rubio Medina, Architect Civic Center Community Center Assessment: 1 COMMUNITY CENTER 7800 Katella, Stanton, CA
Year Built: XX
Occupancy: B/A
Story Height: 1
Sprinkler: Yes

1.0 OVERVIEW

1.1 General The community center is contiguous with the City’s civic center which houses city administrative functions, building and planning department, and the community center. The facility appears to be a framed structure with stucco finish and a flat roof with built up roofing. Staff had reported no major upgrades or renovations within recent history.

There is a parking structure adjacent to the civic center that contains accessible parking and an accessible path of travel to the front door along with a drop off zone directly in front.

The civic center/community center exterior finishes are in generally good condition.

1.2 Park Overview N/A

1.3 Roofing Overview An inspection of the roofing was conducted by Tremco Roofing, Inc and their findings are attached.

Picture 1 Picture 2 Picture 2 Picture 3 Picture 2 Picture 3 Tool 4: Recreation Facility Assessment 108

CITY OF STANTON PARK FACILITY ASSESSMENT
2 Civic Center Community Center Assessment Rubio Medina, Architect

2.0 COMPLIANCE

2.1 CBC 11B
Accessibility Standards
General conformance with current accessibility standards were reviewed under the following areas:
 Exterior access conformance which includes access to public right of way, path of travel, entry door, signage, and parking.
 Interior accessibility conformance including strike side clearance, restroom design, and signage.

EXTERIOR ACCESS
The Community Center at the Civic Center is served by an adjacent parking garage and is provided with accessible parking and path of travel to the front door that appear to be in general conformance with current accessibility standards.

INTERIOR ACCESS
The interior of the community center appears to have a variety of nonconforming items that do not meet current accessibility standards including strike side clearance (Picture 1), countertop height, access at sinks (Picture 2), fixture layout in restrooms, and proper signage (Picture 3).

Picture 4 Picture 2 Picture 5 Picture 3 Picture 2 Picture 6 Tool 4: Recreation Facility Assessment 109

CITY OF STANTON PARK FACILITY ASSESSMENT
Rubio Medina, Architect Civic Center Community Center Assessment: 3 Picture 7 Picture 2 Picture 8 Picture 3 Picture 2

3.0 ASSESSMENT

STANTON CENTRAL PARK COMMUNITY CENTER

AREA FLOOR/BASE WALLS CEILINGS
1 Carpet/Rubber Topset Base Gypsum Board Lay-in Acoustical Ceilings Carpet and base are in
generally good condition and
appears to be relatively new.

Minor scuffs on the walls,
otherwise all appear to be in
generally good condition.

In good condition
Notes: Area 1 consists of multiple offices, public lobby/counter, janitor/storage, and breakroom. There are two existing shower rooms which are currently being used for storage (Picture 4). The water fountain at the Lobby is not a hi-lo type nor does it have required railing required to meet accessibility requirements (Picture 5). The water spray from the fountain is also set too high resulting in slight water damage to the adjacent wall and flooring. 2 Tile/Tile Base Tile/Gypsum Board Gypsum Board
Tile and tile base appear to
be in generally good
condition.

Tile wainscot appear to be in
generally good condition.

Minor scuff on gypsum
board, otherwise in generally
good condition.

In good condition
Notes: Area 2 consists of the men's restroom. Restroom doors do not have proper accessible signage, countertop does not appear to be mounted at correct height, drain line at sink is not protected, fixture count requires one additional water closet stall to be made ambulatory similar to women's restroom. Partitions appear in generally good condition. 3 Tile/Tile Base Tile /Gypsum Board Gypsum Board
Tile and tile base appear to
be in generally good
condition.

Tile wainscot appear to be in
generally good condition.

Minor scuff on gypsum
board, otherwise in generally
good condition.

In good condition
Notes: Area 3 consists of the women's restroom. Restroom doors do not have proper accessible signage, countertop does not appear to be mounted at correct height, drain line at sink is not protected. Partitions appear in generally good condition. 4 VCT/Rubber Topset Painted Gypsum Board Lay-in Acoustical Ceilings VCT with rubber topset
base. It was reported that
the VCT is fairly new. The
base is showing some wear
Scuffs and holes on the
walls consistent with public
use.

In generally good condition.

Notes: Area 4 consists of a large dividable community room, stage, backstage area, dressing rooms, chair lift, and storage (Picture 6). Some rooms at the backstage area are being used for storage such as the chair lift room which is not operational, the hallway, and some of the dressing rooms. It was reported by staff that the chair lift has not been recently certified and has not been used in some time.
5 VCT/Rubber Topset Painted Gypsum Board Lay-in Acoustical Ceilings VCT with rubber topset
base. It was reported that
the VCT is fairly new. The
base is showing some wear
Scuffs and holes on the
walls consistent with public
use.

In generally good condition.

Notes: Area 5 is a commercial kitchen with range ovens, storage, countertop spaces, and refrigerators. The kitchen appears to have been recently remodeled and renovated as all finishes appear to be clean, fresh, and in good working order.

Tool 4: Recreation Facility Assessment 110

CITY OF STANTON PARK FACILITY ASSESSMENT
4 Civic Center Community Center Assessment Rubio Medina, Architect

AREA FLOOR/BASE WALLS CEILINGS
6 VCT/Rubber Topset Gypsum Board Lay-in Acoustical Ceilings VCT with rubber topset
base. It was reported that
the VCT is fairly new. The
base is showing some wear
Scuffs and holes on the
walls consistent with public
use.

In generally good condition.

Notes: Area 6 consists of a smaller community room and senior center offices. The smaller community room is currently being used for chair and table storage. The entrance to the small community room does not provide proper clearance for ingress and egress to meet current accessibility standards.
7 VCT/Rubber Topset Gypsum Board Lay-in Acoustical Ceilings VCT with rubber topset
base. It was reported that
the VCT is fairly new. The
base is showing some wear
Scuffs and holes on the
walls consistent with public
use.

In generally good condition.

Notes: Area 7 consists of storage rooms, main connecting hallway and stairs serving the backstage area of the stage. There are large skylight openings in the hallway and the skylight in the southern hallway shows signs of water damage (Picture 7). It was reported by staff that the damage is old and they have not had any new water intrusion since the roofing was replaced.

The wainscot in the southern hallway has been damaged and is coming apart. The stair coverings finish is coming apart and presents a potential tripping hazard (Picture 8).

4.0 EXHIBIT
Tool 4: Recreation Facility Assessment 111

ROOF ANALYSIS REPORT
LOCATION: City of Stanton
BUILDING: City Hall/Community Center
ADDRESS: 7800 Katella Avenue
Overview of roof section

ROOF COMPOSITION
Roof System: Thermoplastic Olefin (TPO)
Insulation: Cover board and unknown thickness of insulation

DEFICIENCIES NOTED
• Minor weathering at coping cap laps
• Small cracks in stucco wall
• Dirt build up limiting reflectivity
Tool 4: Recreation Facility Assessment 112
PHOTOS
Front of Building Overview
Overview Overview
Overview Overview
Tool 4: Recreation Facility Assessment 113
Overview Overview
Overview Overview
Overview Overview
Tool 4: Recreation Facility Assessment 114
Overview Overview
Overview Overview
Overview Overview
Tool 4: Recreation Facility Assessment 115
Overview Overview
Overview Overview
Overview Weathering at coping cap laps
Tool 4: Recreation Facility Assessment 116
Weathering at coping cap laps Spalling stucco at reglet Spalling stucco at reglet Spalling stucco at reglet

RECOMMENDATIONS
The roof system over the entire City Hall building is in good condition. The only deficiencies to note are minor weathering at the coping cap laps, and minor spalling of stucco at a reglet location. The coping cap joints can be sealed with additional silicone extrusion or silicone caulking.

Estimated Budget: $2300
Please contact me with any questions.

Steve Tolsma
Tremco CPG
[email protected]
714-443-1744
Tool 4: Recreation Facility Assessment 117

CITY OF STANTON PARK FACILITY ASSESSMENT
Rubio Medina, Architect Harry M Dotson Park Assessment: 1 HARRY M DOTSON 10350 Ferns Avenue, Stanton, CA
Year Built: XX
Occupancy: B/A
Story Height: 1
Sprinkler: Yes

1.0 OVERVIEW

1.1 General The facility at Harry M Dotson Park consists of two facilities. An outreach building and a public restroom building. Both are modular structures and except for the restroom facility are not being used. Recently the outreach building was used to house 24-hour security personnel who lived and worked from the facility, but that program was recently halted and not replaced with any other use.

Parking is located adjacent to the park through a secured parking area. The public parking contains accessible parking and an accessible path of travel with ramp leading to the front door.

The exterior finishes are in generally good condition.

1.2 Park Overview Refer to RJM Design Group Report

1.3 Roofing Overview An inspection of the roofing was conducted by Tremco Roofing, Inc and their findings are attached.

2.0 COMPLIANCE

2.1 CBC 11B
Accessibility Standards
General conformance with current accessibility standards were reviewed under the following areas:
 Exterior access conformance which include access to public right of way, path of travel, entry door, signage, and parking.
 Interior accessibility conformance including strike side clearance, restroom design, and signage.

EXTERIOR ACCESS
The Harry M Dotson Park is served by an adjacent parking lot with accessible parking and path of travel to the front door that appear to be in general conformance with current accessibility standards.

INTERIOR ACCESS
The interior of the outreach building has some accessible features such as shower/restroom, but all other uses appear to be in non-conformance for public use including kitchen, hallways, and flooring.

Tool 4: Recreation Facility Assessment 118

CITY OF STANTON PARK FACILITY ASSESSMENT
2 Harry M. Dotson Park Assessment Rubio Medina, Architect

3.0 ASSESSMENT
Due to the nature of the Harry M Dotson Park outreach building not currently being used by city personnel or the public, the facility is in excellent condition and there is little to no maintenance required currently. It would be suggested that the modular be either repurposed for a community need with necessary accessibility requirements or be replaced by a new structure that can address any needs of the park and the community to include public restrooms.

In general, the public restrooms are performing well and it was noted by staff and confirmed that the hollow metal door frames and doors are deteriorating due to the proximity and use of the splash pad nearby.

Tool 4: Recreation Facility Assessment 119

ROOF ANALYSIS REPORT
LOCATION: Harry M. Dotson Park
BUILDING: Park Building
ADDRESS: 10350 Ferns Avenue
Overview of roof section

ROOF COMPOSITION
Roof System: Three-tab shingle
Insulation: None between deck and roof system
Underlayment: Asphalt saturated base sheet
Deck: Wood
Tool 4: Recreation Facility Assessment 120

DEFICIENCIES NOTED
• Significant debris build up on metal awning
• Aging and weathered penetration flashings
PHOTOS
Overview Overview
Overview Overview
Tool 4: Recreation Facility Assessment 121
Overview Overview
Overview Overview
Sealant Failure at Penetration Flashing Sealant Failure at Penetration Flashing Tool 4: Recreation Facility Assessment 122
Sealant Failure at Penetration Flashings Sealant Failure at Penetration Flashings Debris build-up on rear awning Debris build-up on front awning Debris build-up on front awning Debris build-up on front awning Tool 4: Recreation Facility Assessment 123
Debris build-up on front awning Debris build-up on front awning

RECOMMENDATIONS/BUDGETS
The roof system on the Dotson Park building is in good condition. There are minor deficiencies over the penetrations and curbs including sealant failures. Additionally, the metal awnings of the roof are beginning to fill up with debris from the overhanging vegetation. The recommendation over this roof would be to repair the weathered penetration flashings with caulking and remove all of the debris from the roof and awnings.

Estimated Budget: $1200
Please contact me with any questions.

Steve Tolsma
Tremco CPG
[email protected]
714-443-1744

Tool 5: Benchmark Comparison 124

CITY OF STANTON

PARKS MASTER PLAN
Benchmark Assessment
This assessment is a comparison of the City of Stanton’s parks with similar communities in the surrounding region of northwest Orange County. A review, study, and benchmark of Stanton’s performance compared to communities with similar characteristics in population, demographics, and cultural make-up is a tool to help the City answer the question, “how are we doing?”
The City of La Palma, Fountain Valley, and Westminster were selected due to proximity, size, and demographics.

This assessment measures components of Stanton’s parks system and provides a comparison with similar organizations for the purpose of identifying and evaluating potential opportunities to raise the bar with an aim of increasing some aspect of the City’s performance.

With respect to the data reported, it is important to understand variances will exist with information due to how each agency collects, maintains, and reports its data. Minor variations are common, but any significant variation will be noted. These variations may impact per capita comparisons and allocation data within the budget. The comparisons and metrics in this benchmark must be viewed with this in mind.

For additional perspective beyond this benchmark comparison, the National Parks and Recreation Association (NRPA) provides similar metrics to assist the City in evaluating and measuring its performance. The 2022 NRPA Agency Performance Review provides a comprehensive resource of data and insights for park and recreation agencies in the United States. The 2022 NRPA Agency Performance Review highlights 27 of the most critical park and recreation metrics collected from the NRPA Park Metrics database. More information is available on the NRPA website, https://www.nrpa.org.

Tool 5: Benchmark Comparison 125

GENERAL COMPARISON OF CITIES AND DEPARTMENTS
Summary
− Westminster is the only other city named Community
Services, with the other two cities named Recreation &
Community Services.
− Only Stanton and Westminster provide funding and
community support with an inhouse social service
team. The social services in the other cities referenced are limited to website links.
− As the Table 1 displays, Stanton provides .83 park acres per 1,000 residents. With the exception of Fountain
Valley (2.61), all cities provide between .55 and .93
park acres per 1,000 residents.
− Stanton provides 2.9 parks per square mile, with 2.23 parks per square mile being the average for all cities
included in this benchmark comparison. Stanton
.83ac
La Palma
.55ac
Fountain
Valley

2.61ac
Westminster
.93ac
PARKS ACRES PER 1,000 RESIDENTS
TABLE 1
Tool 5: Benchmark Comparison 126

DEPARTMENT BUDGET COMPARISONS
NOTES:
1 The Budget and personnel in La Palma’s Recreation & Community Services Department are elevated as the Department is responsible for park maintenance, street medians, and street maintenance. The La Palma Budget only includes figures consistent with those of the other departments. 2 The Capital Outlay expenses in the Westminster Budget are not included as these are not typically included as a line item in parks and recreation budgets.

Tool 5: Benchmark Comparison 127

RECREATION BUDGET BY YEAR
Summary
− With the exception of La Palma, Stanton’s per
capita expenses for the Community Services
Department are higher than Fountain Valley
and Westminster.
− Table 2 provides a comparison of the Budgets
and spending of the four benchmark cities the
past 3 years.

− Stanton and Westminster have the lowest per
capita General Fund Budgets and generate
less revenue per capita ($4) when compared
to the other cities.
− As Table 3 illustrates, La Palma and Stanton
have the lowest park maintenance budget per
acre. Stanton’s Budget for park maintenance
is approximately $3,750 per acre below the
average of the cities in this assessment.
− Stanton and La Palma have more full-time
personnel per capita dedicated to its parks,
programs, and services than the other cities.

Note… Stanton has additional workload with its
duties as the Public Information Office and La
Palma has additional workload with its role of
park maintenance, street medians, and street
maintenance responsibilities.

FY 21/22 FY 22/23
Fountain
Valley Stanton La Palma Westminster
Stanton
$18,080
La Palma
$34,906
Fountain
Valley
$6,712
Westminster
$24,539

MAINTENANCE BUDGET PER PARK ACRE
FY 20/21
TABLE 2
TABLE 3
Tool 5: Benchmark Comparison 128

GENERAL ASSESSMENT OF PARK ASSETS AND AMENITIES
Summary
− Stanton and Westminster each have three indoor recreation centers available for its community programs.

When considering the City’s size (square miles) and its population (37,533), the City is more equipped than the other cities with its Community Center, Family Resource Center and the Civic Center rooms available for reservations and recreation programs.
− Stanton’s ball diamonds and soccer fields per capita are among the lowest of the cities in the benchmark comparison. Westminster is well-served with ball diamonds, but does not have any soccer fields. − There are no pools among the cities compared, but Westminster has one splash pad and Stanton has splash pads available at two park sites.
− Stanton and Westminster are the only cities with skate parks.

Tool 6: Demographic Assessment 129 Stanton • Parks Master Plan 1 City of Stanton Demographic Assessment
Who is Stanton?
A Community Profile
Understanding the demographic
context of a community can create a
valuable perspective for understanding
current parks and recreation facility
and program requirements and,
moreover, for anticipating parks and
recreation facility and program needs
in the future. A complete demographics
analysis was developed utilizing the
2022 Environmental Systems Research
Institute (Esri) 2022 demographic
datasets. With this information a
deeper understanding of “whom” the
community is and “where” they are
geographically and economically.

Six community characteristics have
been prepared as a foundation for
understanding City residents’ recreation
needs and preferences now and in the
future.
• Population estimates and forecasts
• Age distribution
• Racial and ethnic character
• Household information
• Household income
• Tapestry lifemode groups

POPULATION ESTIMATES AND FORECASTS
Exhibit 2, Stanton Population Growth,
presents a twenty year history of population decline within the area. As the data illustrates, the population during the 2010 to 2022 time frame increased from 37,533 residents to 38,134 residents, reflecting a 1.6% change, with approximately 50 new residents documented each year on average.

The Esri forecast data set indicates this trend will slow down and the population will decrease slightly to 38,110 by 2027. The five year growth from 2022 to 2027 of -0.1% is below the County’s average growth rate of 2.5% change from 2022 to 2027.

Using the projected population growth pattern and housing unit growth, the forecasted population for Stanton in 2032 is 38,282.

Exhibit 1: 2022 Stanton Demographic Profile
Source: Esri 2022 Demographic Data
38,134
2022 Population

3.34 Average
Household Size
$72,381
Median
Household
Income

34.8 Median Age
Exhibit 2: Stanton Population Growth (2010-2032)
Tool 6: Demographic Assessment
Tool 6: Demographic Assessment 130 2 Stanton • Parks Master Plan Exhibit 4: Population Change by Age Group (2010, 2022, 2027)

AGE DISTRIBUTION
The Age Profile as illustrated in Exhibit 3,
shows significant large portions of the
population to be classified in the 35-64
category. The under 19 years of age
segment (25%) is slightly higher than the
Orange County population (24%).

Exhibit 4, Population Change by Age
Group, presents a fifteen-year pattern of
population growth by age group within
the City.

Exhibit 4 reveals:
• During the 2010 to 2022 time frame, the greatest growth in population by age group was evidenced among City residents 70 to 74 years (43.5%) and those 65 to 69 years (38.7%).
• During the 2010 to 2022 time frame, the greatest decline in population by age group was evidenced among City residents under 15 to 19 years of age (-23.1%), those, 5 years of age (-12.8%), and those 40 to 44 years (-12.3%). • The overall population under 19 has been declining and will continue to decline which is similar to the County trend.
• In 2010, 27.3% of Stanton households had children under the age of 18. • As a result of the changes in the distribution by age, the median age in the City grew from 33.0 years in 2010 to 34.8 years in 2022.

Exhibit 3: 2022 Stanton Age Profile
Tool 6: Demographic Assessment
Tool 6: Demographic Assessment 131 Stanton • Parks Master Plan 3

RACIAL CHARACTER

HOUSEHOLD INFORMATION
Average household size in the City of Stanton
decreased slightly from 3.50 persons per household
in 2010 to 3.34 persons per household in 2022 which is
higher than the County average of 2.91 persons per
household in 2022.

Exhibit 6 illustrates housing unit growth
in the City during the 2010 to 2022 time
frame occurred at a 4.2% rate, with
approximately 38 new housing units
documented each year on average. The
City housing unit growth during the 2010-
2022 time frame was below the rate in the
County which was 8.9%. The rate of new
housing units is predicted to decrease to

1.6% during the next five years.

Exhibit 7 shows the City’s proportion of
homeowners has been similar over the
past eleven-year period from 49.4% to

48.1%. Rental properties and vacant
housing units have increased slightly
during the 2010 to 2022 time frame.

The median housing value of $547,664
in the City of Stanton in 2022 is below
the median value of $783,700 in Orange
County.

Exhibit 6: Number of Housing Units in Stanton
Exhibit 5: Average Household Size
Exhibit 7: % of Owners, Renters, and Vacant Housing Units RACE
Tool 6: Demographic Assessment
Tool 6: Demographic Assessment 132 4 Stanton • Parks Master Plan

TAPESTRY SEGMENTS

HOUSEHOLD INCOME
The median household income in 2022 for the City was $72,381 and was $105,674 in Orange County. The median income figure in the City grew 43.2% during the 2010 to 2021 period compared to 17.1% for the County.

Exhibit 8: Median Household Income in Stanton compared to Orange County Tool 6: Demographic Assessment
Tool 6: Demographic Assessment 133 Stanton • Parks Master Plan 5 4 3
Upscale Avenues (2B,2C)
Average Age: 43
Average Income: $93K
% of Stanton Households: 4.07%
Middle Ground (8A)
Average Age: 39
Average Income: $69K
% of Stanton Households: 21.03%
Typically prosperous married couples
living in older suburban neighborhoods or
townhomes. Majority are homeowners.

Many with older children. Generally
interested in active recreation and fitness.

Mix of single/married, renters/
homeowners, and middle/working class.

Majority attended college. Internet savvy.

Commonly interested in night life and
outdoor activities.

Tapestry Segmentation began 35 years ago. The 68-segment Tapestry Segmentation system classifies U.S. neighborhoods based on their socioeconomic and demographic compositions.

The City of Stanton has a diverse population. All households fall into one of four Tapestry Lifemode groups:
1 Sprouting Explorers (7B, 7C)
Average Age: 33
Average Income: $57K
% of Stanton Households: 52.61%
Typically young married couples with
children and grandparents who are multigenerational and multilingual. Focus on children activities. Generally interested
in sports and water/theme parks.

Comfortable with technology.
2 Next Wave (13A, 13B)
Average Age: 31
Average Income: $42K
% of Stanton Households: 22.29%
Typically married couples with children.

Includes Spanish speaking households.

Generally interested in active recreation
including soccer. Enjoy music and theme
parks. May use public transportation.

Tool 6: Demographic Assessment
Tool 6: Demographic Assessment 134
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Tool 7: Community Engagement 149

FACILITY NEED TIMES MENTIONED
Accessible for the Disabled 1
Bike Paths or Bike Trails (and bicycle
access); bike paths connecting parks
3 Community Garden Plots 1
Dog Drinking Fountain 1
Dog Park 2
Green Areas 1
Milkweed for Monarch Butterflies 1
More Parking at the Parks 1
More Trees / Preserve Trees 2
Native and Drought Tolerant Plants 1
Park Maintenance (track at
Hollenbeck Park)
3 Playground Improvements (repairs,
larger/bigger, rubber surfacing/no
wood chips, newer/more interesting
4 Pump Track 1
Security Lighting 1
Shade over Tables by Splash Pads 1
Showers in Restrooms (for homeless) 1
Skatepark 1
Swimming Pool 2
Walking Paths or Trails 1
Water Feature / Pond or Fountain 2
Cooking Classes (pastry) 1
Homeless Outreach
Increase Park Hours 1
Park Ranger Program (patrol) 2
Park Safety Rules 1
Zumba 1
Tool 7: Community Engagement 150

1. Please have more garden plot spots and dog parks and larger dog areas.

More green areas, Stanton has too many streets and less available bike accessible areas and needs more open areas for people to bike and walk.

2. We need more skateparks and bicycle access. The new parks and updates are great, but we otherwise have many aging parks with damaged playground surfaces. Please consider adding a pump track to one of our larger parks. A pump track is a series of bumps and berms designed to ride a bike, skateboard, skates, or scooter around without pedaling or pushing.

Instead, you pump on the downhills similar to riding a half pipe. There are no pump tracks in our immediate area, and it would be a big draw for the city. Thank you for the consideration and any feedback that you can provide.

3. We need more parking at the parks and playgrounds made bigger for toddlers. Also better accessibility for people with disabilities.

4. Parks are great when they are well maintained. I'd like to see our parks charge a small entrance fee ($2-$5) to allow for the hiring of a park ranger that can keep watch over it. I'd also like to see our parks feature less grass and more trees and water features. Native shrubs and drought tolerant plants would also be welcomed. Milkweed would be a great addition, as the Monarch butterflies do transit through this area.

5. As a teenager transitioning into an adult, I have seen significant changes throughout the city. Growing up, I would always go to the park with my parents. I believe an eye-appealing structure, good ground environment, and safety rules makes a great park. An aspect that is vital would be sanctuary. It is important the park looks nice.

6. There is more lighting in many areas needed, homeless population is growing near the businesses and train tracks making it unsafe for residence at times, A pond or fountain would be nice, dog drinking fountain so the owners do not let their pets drink from the public fountains, better cushion for the playground areas because those wood chips are not safe; children can get splinters when they fall down. Also a covering for shade over the tables especially on hot days while the parents are watching their children play in the water sprinkler areas.

7. I think the new parks are great but I'd like to suggest we start being a bikefriendly city and have bike paths through and eventually connecting our parks.

Tool 7: Community Engagement 151

8. I would like to see newer and more interesting playgrounds in the City. Also park hours - closes so early in winter when it gets dark early. Gates at Dotson, are they necessary? Sometimes they are locked until the afternoon.

9. Por favor conservea los arboles y ojala se puede construir una alberca, pues mucha gente estaria feliz con eso sobre todo nuestra ninos. Tambien opino que deberian hacer banos con regadera para que las personas sin hogar pudieran tomar un bano.

Please conserve the trees and hopefully a pool can be built, because many people would be happy with that, especially our children. I also think that they should make bathrooms with showers so that homeless people can take a bath.

10. Me gusto la presentacion y que nuestros comentarios, se tomen en cuenta.

Me gustaria que haya una alberea, comunitaria, parque para perros y clases de sumba y repostería. Muchas gracias por su tiempo.

I liked the presentation and that our comments are taken into account. I would like there to be a pool, community, dog park and zumba and pastry classes. Thank you very much for your time.

11. We need better equipment, maintenance, and more patrol for Hollenbeck Park. Holes/dips on track need to be filled
Tool 7: Community Engagement 152 789-05 Stanton • Parks Master Plan / Stakeholder Interview Summary 03-09-23 Page 1

CITY OF STANTON

PARKS MASTER PLAN

STAKEHOLDER INTERVIEW SUMMARY
(Draft) March 9, 2023

INTRODUCTION
Stakeholder interviews were conducted between September 29 and October 27, 2022.

Seven (7) questions were asked of ten (10) community stakeholders including the Council Members, Commissioners, City Staff, and Community Leaders. Stakeholders were emailed a one-page questionnaire related to the Parks Master Plan. They were asked to fill out the questionnaire, then later schedule an in-person or video conference interview with an RJM representative to discuss their responses in more detail. The following is the summary of responses received and how many times it was reported.

QUESTION #1
What are the most important issues in Stanton related to the Parks, Recreation Facilities, Programs and Services currently provided?
RESPONSES #TIMES

REPORTED
Safety (crime, security in parks, park rangers needed) 5 Programs (more, variety for all, affordable) 3
Equal resources available to north and south sides of city; lacking parks in the south 2 Homelessness (in Stanton Park) 2
Restroom maintenance 2
Upgrade facilities 2
Dance classes 1
Diversity (different languages) 1
Funding 1
Lighting 1
Sustainability (water conservation, turf reduction, cooling centers) 1 QUESTION #2
What are the most important parks and recreation services and facilities for residents in the future?
RESPONSES #TIMES

CITY OF STANTON

PARKS MASTER PLAN

STAKEHOLDER INTERVIEW SUMMARY
(Draft) March 9, 2023

INTRODUCTION
Stakeholder interviews were conducted between September 29 and October 27, 2022.

QUESTION #1
What are the most important issues in Stanton related to the Parks, Recreation Facilities, Programs and Services currently provided?
RESPONSES #TIMES

REPORTED
Community centers (for cooling centers, in parks) 2
More facilities for new housing 2
Aquatic facility 1
Clean/safe parks and facilities 1
Diverse programming 1
Norm Ross Sports Complex 1
Providing activities, events, and business development 1 Security cameras 1
Shade structures and trees 1
Solar energy 1
Walking trails 1
Tool 7: Community Engagement 153 789-05 Stanton • Parks Master Plan / Stakeholder Interview Summary 03-09-23 Page 2 QUESTION #3
What does the Community Services / Public Works Department do best in providing parks and recreation facilities, programs, and services to community residents? RESPONSES #TIMES

REPORTED
Events (holidays, car shows, free activities, family/kids night out, accommodating needs) 4 Involves the community / community participation 4
Maintenance (clean parks, Public Works staff) 4
Programs (affordable, free resources) 2
Rapid response time 2
Hiring/retaining staff 1
Inclusive of many languages 1
Parks need updating 1
Senior food distribution 1
QUESTION #4
How can the Community Services / Public Works Department improve in providing facilities, programs, and services to community residents? RESPONSES #TIMES

REPORTED
Provide a variety of programs (responsive to changing needs, adult sports, in all parks) 3 Ensure cultural representation among staff (languages offered) 2 Anti-graffiti program 1
Enforcement of park rules 1
Focus on community first 1
Have a phone app for maintenance requests 1
Homeless outreach program (educate public, provide assistance) 1 Improve field reservation system 1
Improve infrastructure 1
Improve safety with park patrol program, lighting and cameras 1 Provide open gym or exercise equipment 1
Public private partnerships / community liaison 1
Tool 7: Community Engagement 154 789-05 Stanton • Parks Master Plan / Stakeholder Interview Summary 03-09-23 Page 3 QUESTION #6
What is one program, class, or activity you would most like to see added or expanded in Stanton to meet the needs of the community? RESPONSES #TIMES

REPORTED
Senior programs (wellness, food distribution) 2
Work with city public-private partners (co-promote programs) 2 Adult sports program / league (only community members) 1 Affordable classes 1
Art class 1
Build/expand community garden 1
Camping program/nature programs 1
Computer / Technology classes 1
Drop in program for aquatics 1
Fitness classes 1
Pickleball classes or program 1
Seek out grant opportunities 1
Soccer program 1
Tai chi 1
Teen programming (computer, leadership, skills) 1
Volunteer Maintenance Program (boy scouts, YMCA) 1
Youth programs 1
QUESTION #5
What is your vision for park and recreation services and facilities in 2032? RESPONSES #TIMES

REPORTED
Aquatic facility 2
Family friendly parks 2
Trail system (walkability, connectivity) 2
Every park will be updated 1
Expand park access to more areas 1
Low-cost recreation programs for parents 1
New park to have dog park and athletic fields 1
Sustainable Stanton 1
Safe/well maintained parks, programs, and events 1
Unified signage 1
Tool 7: Community Engagement 155 789-05 Stanton • Parks Master Plan / Stakeholder Interview Summary 03-09-23 Page 4 Additional Comments:
◊ City currently going through branding campaign
◊ New housing developments might require more parks and resources ◊ More activities and programs offered
◊ More lighting
◊ Unifying signage
◊ Rails to Trails in pocket parks/private development in the south area of city QUESTION #7
What is the one recreation facility you would most like to see added in Stanton to meet the needs of the community?
RESPONSES #TIMES

REPORTED
Aquatic center / water park 4
Norm Ross Sports Park improvements (sports fields, parking, garden, fencing, safety) 2 Area south of Lampton do not have access to parks in walking distance 1 Community center 1
Educational signage in parks 1
Exercise equipment renovations 1
Gas BBQs 1
Improved water fountains 1
Large green spaces 1
No horseshoe pits 1
Park maintenance 1
Parking for facilities and parks 1
Parks to trails opportunities 1
Picnic shelters 1
Reservable spaces 1
Restroom improvements 1
Safety (staff, cameras, automatic gates) 1
Shade structures, trees, cooling rooms 1
Sports field/courts 1
Utilize current amenities 1
Volleyball courts 1
Water re-fill stations 1
Zuniga park renovation 1
Tool 7: Community Engagement 156 789-05 City of Stanton • Parks Master Plan / Workshop #1 Summary Page 1 WORKSHOP # 1 SUMMARY
DATE: October 25, 2022
TO: CITY OF STANTON
FROM: RJM Design Group, Inc.

SUBJECT: Parks Master Plan
Residents of the City of Stanton were invited to the community workshop to learn about the Parks Master Plan process, and to participate in the first survey. Workshop #1 commenced on September 30, 2022, at 5:30pm to 7:30pm at Stanton Central Park Community Center.

The workshop was in person and the presentation was made available online for those who could not attend. Fourteen (14) attendees participated in the evening workshop.

RJM shared an overview of the Parks Master Plan process, City demographics, and existing resources, followed by a brief outline of the evening’s workshop agenda. Workshop participants filled out the survey individually and then discussed their answers to achieve a consensus among their group, the results of the 9/30/22 workshop group activity were as follows:

GROUP 1 GROUP 2 GROUP 3
Characteristics

1. Programs and events

2. Diversity

3. Safe and quiet
Characteristics

1. Growth opportunities

2. Lively

3. Close knit community
Characteristics

1. Small accessible and family
friendly

2. Sense of community

3. Diverse
Issues

1. Lack of clean, comfortable
bathrooms

2. Limited parking access

3. Undesireables
Issues

1. Increasing homelessness

2. Lack of safety

3. Insufficient use of vacant
areas (ex: railroads)
Issues

1. Safety

2. Homelessness issues

3. Lighting more
Ways Department Can Support

1. Outreach, transparency, see
it for yourself

2. Service for homelessness

3. Parking-traffic control,
shuttles, and after hours business
Ways Department Can Support

1. Increase size and staff in
community centers

2. More and brighter lights

3. Foot patrol at night &
cameras
Ways Department Can Support

1. Increase safety with more
lighting & cameras

2. Phone app

3. Community engagement
The Workshop #1 Survey was open for over two weeks until October 16, 2022. The survey was available online and paper copies were available at all community centers, the library, and the Boys and Girls Club. The Workshop #1 Survey was also advertised on the City’s social media, City website, and flyers with QR codes were distributed at all parks. A total of fifty-one (51) surveys were completed. The survey summary results are as follows:

Tool 7: Community Engagement 157
789-05 City of Stanton • Parks Master Plan / Workshop #1 Summary Page 2 Pre-Survey Question 1:

Where do you live?
Survey participants were evenly distributed
throughout the City of Stanton.

Pre-Survey Question 2:

How long have you lived in the City of
Stanton?
Residents: 32
Non-Residents: 19
Average Years in City
15 The average number of years living in Stanton was 15 years.

Surveys taken
51 Tool 7: Community Engagement 158
789-05 City of Stanton • Parks Master Plan / Workshop #1 Summary Page 3

1. What are the most important community characteristics that make the City of Stanton a great place to live, work and play?
Tool 7: Community Engagement 159 789-05 City of Stanton • Parks Master Plan / Workshop #1 Summary Page 4

2. What are the issues or trends that may be negatively impacting those important community characteristics and should be considered in the Parks Master Plan? Homelessness
Homelessness
Tool 7: Community Engagement 160 789-05 City of Stanton • Parks Master Plan / Workshop #1 Summary Page 5

3. What role can the Community Services Department play in addressing those issues and support the community characteristics that make the City of Stanton a great place to live, work and play?
Tool 7: Community Engagement 161 789-05 City of Stanton • Parks Master Plan / Workshop #2 Summary Page 1 WORKSHOP #2 SUMMARY
DATE: November 08, 2022
TO: CITY OF STANTON
FROM: RJM Design Group, Inc.

SUBJECT: Parks Master Plan
Residents of the City of Stanton were invited to the community workshop to learn about the Parks Master Plan process, and to participate in the second Survey. Workshop #2 commenced on October 21, 2022, at 5:30pm to 7:30pm at Stanton City Hall - Council Chambers. The workshop was in person and the presentation was made available online for those who could not attend. Ten (10) attendees participated in the evening workshop. RJM shared an overview of the Master Plan process, City demographics, and existing resources, followed by a brief outline of the evening’s workshop agenda. Workshop participants filled out the survey individually and then discussed their answers to achieve a consensus among their group, the results of the 10/21/22 workshop group activity were as follows:

GROUP 1 GROUP 2
Most Visited Park or Facility

1. Stanton Central Park

2. Zuniga Park

3. Stanton Park
Most Visited Park or Facility

1. Stanton Central Park

2. Stanton Park
Why

1. Safe

2. Parking

3. Bathrooms / Clean / Close
Why

1. Proximity / Location

2. Amenities / Programs

3. Parking / Environment
Park Feature or Facility to Improve/Add

1. Pool

2. Ampitheater

3. Obstacle Course / Rock Wall
Park Feature or Facility to Improve/Add

1. Pickleball Court

2. Tables / Chairs Throughout Park With Shade
Covers or Large Trees as Cover

3. Bike Trail / Walking Trail (railroad)
Program, Activity or Class to Expand/Add

1. STEM / Robotics

2. Zumba

3. Art / Drawing
Program, Activity or Class to Expand/Add

1. Volunteer Corps

2. Dancing

3. Art (painting / murals by community)
The Workshop #2 Survey was open for a little over two weeks until November 6, 2022. The survey was available online and paper copies were available at all community centers, the library, and The Boys and Girls Club. The Workshop #2 Survey was also advertised on the City’s social media, City website, City pop-up events, and flyers with QR codes were distributed at all parks. A total of forty (40) surveys were completed.

Tool 7: Community Engagement 162 789-05 City of Stanton • Parks Master Plan / Workshop #2 Summary Page 2 Pre-survey question 1:

Where do you live?
Survey participants were evenly distributed
throughout the City of Stanton.

Residents: 32
Non-Residents: 8
Average Years in City

20.3 Pre-survey question 2: How long have you lived in the City of Stanton? The average number of years living in Stanton was 20.3 years.

Surveys taken
40 Tool 7: Community Engagement 163 789-05 City of Stanton • Parks Master Plan / Workshop #2 Summary Page 3 “Other” answers included:
• Location
• Events

1. What is the name of the park or recreation facility in Stanton that members of your household visit the most?

2. Why do you visit this park the most often?
Tool 7: Community Engagement 164 789-05 City of Stanton • Parks Master Plan / Workshop #2 Summary Page 4

3. What is one park feature or recreation facility you would most like to see added or improved in the City of Stanton?
Tool 7: Community Engagement 165 789-05 City of Stanton • Parks Master Plan / Workshop #2 Summary Page 5

4. What is one recreation program, class, activity, or service you would most like to see added or improved in the City of Stanton?
Tool 7: Community Engagement 166 789-05 City of Stanton • Parks Master Plan / Workshop #3 Summary Page 1 WORKSHOP #3 SUMMARY
DATE: December 20, 2022
TO: CITY OF STANTON
FROM: RJM Design Group, Inc.

SUBJECT: Parks Master Plan
Residents of the City of Stanton were invited to the community workshop to learn about the Parks Master Plan process, and to participate in the third survey. Workshop #3 commenced on November 19, 2022, at 10:00am to 12:00pm at the Family Resource Center. The workshop was in person and available online for those who could not attend. Four (4) attendees participated in the morning workshop. RJM shared an overview of the Master Plan process, City demographics, and a summary of the community outreach results. The Workshop #3 Survey included two lists: one of program, class, and activity needs and one of park feature and facility needs from the community outreach efforts to date. The survey asked participants to choose their Top 5 choices. Workshop participants filled out the survey individually and then discussed their answers to achieve a consensus among their group, the results of the 11/19/22 workshop group activity were as follows:

GROUP 1
Please choose your Top 5 programs, classes, or activities you would most like to see added or improved in Stanton to meet the needs of the community?

1. Teen programs

2. Senior programs

3. After school programs

4. Computer / tech classes

5. Partnerships with businesses
Please choose your Top 5 park feature and/or recreation facility you would most like to see added or improved in Stanton to meet the needs of the community?

1. Security lighting

2. Reservable spaces

3. Bike paths / trails

4. Splash pad

5. Shade trees / drinking fountain
The Workshop #3 Survey was open for over three weeks until December 11, 2022. The survey was available online and paper copies were available at all community centers, the library, and the Boys and Girls Club. The Workshop #3 Survey was also advertised on the City’s social media, City website, City pop-up events, and flyers with QR codes were distributed at all parks. There were 38 online surveys and 78 paper copies for a total of one-hundred five (105) surveys completed.

Tool 7: Community Engagement 167 789-05 City of Stanton • Parks Master Plan / Workshop #3 Summary Page 2 Pre-survey question 1:

Where do you live?
Survey participants were evenly distributed
throughout the City of Stanton.

Residents: 80
Non-Residents: 25
Average Years in City

18.5 Pre-survey question 2: How long have you lived in the City of Stanton? The average number of years living in Stanton was 18.5 years.

Surveys taken
105
Tool 7: Community Engagement 168 789-05 City of Stanton • Parks Master Plan / Workshop #3 Summary Page 3

1. The following list includes the program needs identified from the community outreach efforts to date. Please choose your Top 5 programs, classes, or activities you would most like to see added or improved in Stanton to meet the needs of the community? “Other” answers include:
• Daddy and me classes
• Adult classes with childcare
• Multicultural dance
Tool 7: Community Engagement 169 789-05 City of Stanton • Parks Master Plan / Workshop #3 Summary Page 4

2. The following list includes the park/facility needs identified from the community outreach efforts to date. Please choose your Top 5 park feature and/or recreation facility you would most like to see added or improved in Stanton to meet the needs of the community?
“Other” answers include:
• Health and wellness center
• Drought resistant planting
• More / safe parking
• Store / snack bar
Tool 7: Community Engagement 170 789-05 City of Stanton • Parks Master Plan / City Staff Workshop #3 Summary Page 1

CITY STAFF SUMMARY
DATE: December 20, 2022
TO: CITY OF STANTON
FROM: RJM Design Group, Inc.

SUBJECT: Parks Master Plan
Staff at the City of Stanton were invited to the fill out the community workshop #3 survey.

Nine (9) staff members completed the workshop #3 survey. A summary of the staff workshop #3 survey is provided below:

Residents: 5
Non-Residents: 4
Surveys taken
9 Pre-survey question 1:

Where do you live?
Survey participants were evenly distributed
throughout the City of Stanton.

Tool 7: Community Engagement 171 789-05 City of Stanton • Parks Master Plan / City Staff Workshop #3 Summary Page 2 Average Years in City

17.8 Pre-survey question 2: How long have you lived in the City of Stanton? The average number of years living in Stanton was 17.8 years.

1. The following list includes the park/facility needs identified from the community outreach efforts to date. Please choose your Top 5 park feature and/or recreation facility you would most like to see added or improved in Stanton to meet the needs of the community?
Tool 7: Community Engagement 172 789-05 City of Stanton • Parks Master Plan / City Staff Workshop #3 Summary Page 3

2. The following list includes the program needs identified from the community outreach efforts to date. Please choose your Top 5 programs, classes, or activities you would most like to see added or improved in Stanton to meet the needs of the community? “Other” answers included:
• Country line dancing class
Tool 7: Community Engagement 173
Program Need Summary Chart
Tool 7: Community Engagement 174
Facility Need Summary Chart
Tool 8: Community Needs Assessment 175
Public/Community
Workshop 1 / Workshop 2 /
Workshop 3 / Feedback Comments
Small Group
Stakeholder Interviews
Surveys
Multi-Modal Community Survey

FREQUENT

APPARENT

Program Need Prioritization Chart
Tool 8: Community Needs Assessment 176
Facility Need Prioritization Chart
Public/Community
Workshop 1 / Workshop 2 /
Workshop 3 / Feedback Comments
*Facilities are encompassing of multiple “similar” community comments. Individual comments are identified in the recommendations and appendix.

Small Group
Stakeholder Interviews / City Staff
Survey
Surveys
Multi-Modal Community Survey

STANTON PARKS MASTER PLAN
Facility Needs Prioritization Summary
4 4
4 4
4 4
5 6
6 3
3 3
3 Area of
maximum
community
impact

FREQUENT

APPARENT

Mini Parks
5 Min
Walk
10 Min
Walk
15 Min
Walk

12.4% of
population

31.5% of
population

Neighborhood Parks
5 Min
Walk
10 Min
Walk
15 Min
Walk

22.8% of
population

58.7% of
population

82.2% of
population
8,705 pop
/ .74 sq.
miles
22,386 pop
/ 2.19 sq.
miles
31,339 pop
/ 3.66 sq.
miles
Tool 9: Gap Analysis & Opportunity Sites 178
City of Stanton • Parks Master Plan Gap Analysis
Exhibit 3.1-7: Service Area Gap
Analysis for All Parks
Copyright © 1995–2023 Esri.

All Parks
5 Min
Walk
10 Min
Walk
15 Min
Walk

29.8% of
population

64.8% of
population

84.2% of
population
11,360 pop
/ .98 sq.
miles
24,706 pop /

2.6 sq. miles
32,090 pop /

Beach Blvd.

Grandoaks Dr.

Lullaby Ln.

Palais Rd.

Cody Dr.

College
College
Middlesex
Idylwild Dr.

Lowell St.

Idylwild
Lowell
Second St.

First St.

Courson
RambleWood
Garrett Rd.

Katella Ave.

Orangewood Ave.

Chapman Ave.

Lampson Ave.

Masterson Rd.

Courtr gi ht Rd.

Wyatt Rd.

Sentry
Hickock
RambleWood
Courson
Asbury Ave.

Lowden St.

Lex ni gton Dr.

Bell St.

Homden
Lex ni gton Dr.

Oakhaven
Westchester Dr.

Courson Dr.

RambleWood
Rose St.

F ol wer St.

Litchfie dl
Via Irana
Via Kannela
Via Jacar
V
a
ia
Jandin
Thunderbird Ln.

Kleenan Pl. Bock Ave.

Syracuse Ave.

Lowden St.

Homden
Asbury
Courson
RambleWood
Garrett
Mitchell Dr.

Fulton Way Rutledge
Carie
Industrial Way
Briarglen Loop
Mercantile
Cedar St.

Monroe Ave.

Central Ave.

Chester Ave.

Date St.

Oak St.

Cedar St.

Rose St.

F ol wer Ave.

Santa
Maria
Santa Rosalia St.

Mari
Ale
Ruthann Ave.

Joel Ave.

Eileen St.

Davmor Ave.

Santa
Maria
Briarglen Loop
Santa
Cruz
Ale
Lessue Ave.

Hopi Rd.

Yorkshire Ave.

Lenmar
Santa Catalina Ave.

Santa Barbara Ave.

Seaboard Cir.

Santa Rosalia St.

Santa Maria St.

Santa Cruz St.

Santa Monica Ave.

Santa Rita Ave.

Santa Gertrudes Ave.

Amy
Laurelton
Belgrove
Bently
Santa Rosalia St.

Devonwood Ave. Fie dl gate
Marisa
Georgian St.

Camus Ln. Samura Pl.

Or wr ay Dr.

Hoover St.

Village Center Dr.

Court St.

Acacia Ave.

Sycamore Ave.

Stanford Ave.

San Marcos
Ca mr el
Cardiff
Del Rey Malib
Capistrano Dr. u
Catherine Ave.

Shadow
Winterwood
Lea wf ood St.

Briarwood St. Autumn
Brittany
Park
Fillmore
Bever Place
La Monte Road
Court Ln.

Court St.

Johnson Rd.

Jane Way
Hynes Road
Jane Way
P ni e Tree Ln.

Plaza Way
Pickens Ln.

Chestnut Ave.

Court Ave. Court Ave.

Electric Ave. Boa mt an Ave.

Monroe Ave.

Pacific St.

Main St.

Chestnut Ave.

Court Ave.

Sycamore Ave.

Fern Ave.

Sandustrial St.

Pacific Way
S
Tina herrill St.

Stardust Ln.

Sylvan
Verona
Kenmore
Sylvan
Cris Ave.

V ni evale
Ashdale St.

Chanticleer Rd. Vantage
Ashdale
Banff
Sonnett
Palais Rd.

Winston Rd.

Vantage
Ashdale
Banff
Lola Ave.

Sonnett
Lullaby
Harriet Ln.

Yana Dr.

Wasco Dr.

Mac Duff St.

Sherrill St.

Lola Ave.

Kennelly Ln.

Kenmore
Cornerstone St.

Beach Blvd
Cerritos Blvd.

Western Ave.

Knott Ave.

Dale Ave.

Magnolia Ave.

Starr St.

Kermore Ln.

Briarglen Loop
Arrowhead St.

Garden Grove Blvd.

Parkglen Loop
Carla St
Dale St
Stepping Stone Dr.

GARDEN GROVE

ANAHEIM

WESTMINSTER

CYPRESS

BUENA PARK

3.0 Miles
Mini Parks Walking Radius
5 Minutes
10 Minutes
15 Minutes
Neighborhood Parks Walking Radius
5 Minutes
10 Minutes
15 Minutes
#1
#2
#3
Tool 9: Gap Analysis & Opportunity Sites 180
Opportunity Sites
The following sites have been identified as potential opportunity sites for new parks and recreational amenities:
• Expand existing Joint Use Agreements with School Districts. • Include urban plazas, green spaces, and/or pocket parks when planning new high density housing projects and commercial projects, specifically in the southern portion of the city.
• Abandoned railways and flood control channels, including abandoned railway adjacent to Stanton Central Park.
• Acquisition/Expansion of Norm Ross Sports Complex to allow direct access to park (currently access is only through Stanton Park) and expand parking and recreation amenities.

Tool 10: Park/Facility/Program Recommendations 181
The Stanton Parks Master Plan serves as a guide and implementation tool for the management and development of parks, recreation facilities, and programs throughout City of Stanton | Parks Master Plan
the city. This document represents a summary of the extensive community outreach, research, and professional site analysis. The culminating result is a community inspired plan for the future of parks and recreation in Stanton .

The process began with a review of pertinent planning documents, existing park resources, and recreation opportunities. Following the initial inventory an extensive community outreach campaign was developed. In-Person and live streaming online video presentations, one on one stakeholder interviews, public online surveys, and direct website feedback. A statistically valid multimodal survey was conducted prior to the development of the master plan in early 2022 to collect the community views on parks and recreation in the city. The information collected was also included in the development of the master plan recommendations. Throughout the process, project updates and summary results were posted to the project website. This website enabled community members to review updates and provide immediate feedback at any point in time. The combination of all these outreach methods enabled anyone in the community to have a voice in the process regardless of when and where meetings were held.

The following are key strategies developed to balance the available inventory with the community recreational desires.

Goal 1.2: Consider developing an indoor fitness center / exercise room at the Community Center at City Hall.

Key Strategy #2: Support Competitive Sportsmanship through Facility Improvements and Joint Use Agreements
Goal 2.1: Update and implement ield maintenance management plan.

Goal 2.2: Explore joint use opportunities with School Districts to expand sports facility and swimming pool availability for sports and aquatic programming.

Goal 2.3: Provide additional sports programs for adults through league play, public-private partnerships, and/or joint ventures.

Key Strategy #3: Modernize Existing Facilities and Develop New Recreation Amenities Goal 3.1: Upgrade, modernize, and renovate existing restroom facilities.

Goal 3.2: Provide additional parking and shuttle services during sporting events and community events to alleviate parking congestion.

Goal 3.3: Expand community garden at Norm Ross Sports Complex. As plots are reserved and demand increases consider additional community garden features at Hollenbeck Park.

Goal 3.4: Include more picnic shelters at parks and/or provide shaded seating areas near splash pads and playgrounds.

Goal 3.5: Provide off leash dog areas in park and/or develop a dog park in the city.

Tool 10: Park/Facility/Program Recommendations 182
Key Strategy #4: Develop a Well-Connected Trail Network that Promotes Multimodal Transportation Opportunities
Goal 4.1: Maintain and develop walking paths in and around parks and schools. Consider lighting pedestrian pathways to increase walking path and trail opportunities.

Goal 4.2: Continue to offer and promote the walking club program.

Goal 4.3: Consider abandoned railways and lood control channels to expand multi-use trail opportunities.

Goal 4.3: Create a Bikeways and Trail Master Plan to a promote connected bikeway and pedestrian trail network.

Goal 5.2: Develop a park ranger program to encourage park oversight, visitor assistance, and public safety.

Goal 5.3: Continue to be an active leader in homeless outreach programs and offer resources to those at risk through partnerships with the County and community based organizations.

Key Strategy #6: Promote an Urban Climate Initiative to Reduce Heat Island Effect and Increase Tree Canopy Diversity
Goal 6.1: Increase urban canopy coverage to provide shade and reduced heat island effect in existing parks and potential parkland expansion areas including abandoned railways.

Goal 6.2: Update business and residential landscape guidelines to include urban forestry measures.

Goal 6.3: Develop a strategic approach to increase urban canopy with a Tree Master Plan.

Goal 7.2: Build upon existing class offerings through increased targeted marketing.

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CITY OF STANTON

PARKS MASTER PLAN

PARK ACREAGE ANALYSIS
How Much Park Acreage is Needed for Stanton?
The City of Stanton currently owns, controls, and maintains ten (10) parks and the Family Resource Center which encompasses 37.51 acres of developed parkland.

The City’s 2008 General Plan recognizes that the Stanton Park Ratio is significantly lower than the Quimby Act (Section 66477 of the California Government Code) criteria of three (3) acres per 1,000 people.

City-Owned Parks
Name of Park Park Type Acres
1 Beach & Orangewood Pocket Park Mini Park 0.20
2 Premier Park Mini Park 0.75
3 Zuniga Park Mini Park 0.61
4 Harry M Dotson Park Neighborhood Park 1.30
5 Hollenbeck Park Neighborhood Park 10.75
6 Martha Weishaupt Linear Park Neighborhood Park 0.19
7 Norm Ross Sports Complex Neighborhood Park 5.20
8 Stanton Central Park Neighborhood Park 12.00
9 Stanton Park Neighborhood Park 5.50
10 Veterans Memorial Park Neighborhood Park 0.36
11 Family Resource Center Neighborhood Park 0.65
Total City Parkland Acreage: 37.51
Park acreage by park type summary
• Mini Parks 1.56 Acres
• Neighborhood Parks 35.95 Acres
• Recreation Facility or Special Use? 0.65 Acres
Total City Park Acreage 37.51 Acres
Based on the park acreage identified above and the City’s 2022 population of 38,134 the city currently has:
• 0.98 acres of developed parks per 1000 residents
• 0.94 acres of neighborhood parks per 1000 residents
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The City needs approximately 77 acres (114.4 acres of parkland total) of additional parkland in order to reach the 3 acres per 1,000 parkland acreage goal.

Opportunities for new park development are very limited. Existing open space in the City which may be suitable for recreation purposes include: utility transmission corridors, areas along the banks of flood control channels, and abandoned railways.

Additional opportunities to increase the City’s park acreage may consider the joint use of public school athletic fields.

City of Stanton | Parks Master Plan
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CITY OF STANTON

PARKS MASTER PLAN
POLICY REVIEW AND RECOMMENDATIONS (05/22/23)
To assist with the implementation of the Parks Master Plan, a review was completed of the General Plan, the municipal code ordinances and land acquisition policies associated with subdivisions and new development. This review, assessment, and recommendations will help guide future park development and focus on coordinating recommendations for the Parks Master Plan, General Plan, Park Impact Fee review, and other planning documents.

Excerpts from the Stanton General Plan are included below, with most elements adopted on September 23, 2008 by the City Council. This review will include areas specific to park and open space development, and with the delivery of recreation programs and services.

Proposed amendments, deletions, and modification are shown by either a strikeout or bold underlined italics, as appropriate. The proposed modifications are recommended to implement the goals and objectives of the Parks Master Plan.

PAGE 2-15
Strategy LU-7.1.2
Ensure adequate funding for the financing of public facilities and capital improvements related to new development.

Review and update the development impact fee program to ensure adequate funding of public facility and infrastructure improvements.

Update Title 19 of the Stanton Municipal Code to address AB 1359 and its 2013 amendment to the California Government Code Section 66477 authorizing developer paid fees required under the Quimby Act/Subdivision Map Act to provide parks in neighborhoods other than the subdivision in which the development is located.

Action LU-7.1.2 (a)
Action LU-7.1.2 (b)
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789.05 Stanton Parks Master Plan/ Policy Review and Recommendations Page 2 of 6 Combine impact fees with other public financing methods including bonds, tax increments, and pay-as-you-go financing through the city’s Capital Improvement Plan.

Conduct a market feasibility analysis to examine the extent to which the calculated development costs can be borne by the local market.

Develop a long-range land acquisition plan for future public facilities.

PAGE 3-2
Exhibit 3.1 City of Stanton Urban Framework
Action LU-7.1.2 (c)
Action LU-7.1.2 (d)
Action LU-7.1.2 (e)
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789.05 Stanton Parks Master Plan/ Policy Review and Recommendations Page 3 of 6 Update Legend on Exhibit 3-1 to include current landmarks and an updated listing of the City’s parks, including the parks and public facilities shown below:

City Parks
− Harry M. Dotson Park
− Hollenbeck Park
− Martha Weishaupt Linear Park
− Norm Ross Sports Complex
− Premier Park
− Stanton Civic Center
− Stanton Family Resource Center
− Stanton Park
− Stanton Central Park
− Veterans Memorial Park
− Zuniga Park
PAGE 3-4

PUBLIC SPACES
Public spaces are special areas where people can share a sense of belonging with their community. Outdoor public spaces are found in city parks, plazas, civic courtyards and pedestrian activity areas. Stanton’s public spaces include:
− Stanton Civic Center
− Stanton Park
− Premier Park
− Harry M. Dotson Park
− Hollenbeck Park
− Martha Weishaupt Linear Park
− Norm Ross Sports Complex
− Stanton Central Park
− Zuniga Park
− Veteran’s Memorial Park
− Katella Avenue mini parks
Future public spaces proposed in the city would also add the following outdoor amenities:
− Harry M. Dotson Park
− Norm Ross Sports Park expansion
− Orangewood Parkette
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Strategy CD-2.1.2
Encourage a variety of artwork and landscape treatments in city public spaces, including parks, courtyards, and plazas.

Provide incentives for public art in private development projects.

Develop an Art in Public Space Program to encourage the development of public art in public spaces.

Develop a comprehensive landscape plan for public open spaces, and include landscape guidelines and maintenance standards for public spaces within any citywide design guidelines document.

PAGE 3-19
Strategy CD-4.1.2
Increase the number, quality, and connectivity of the city’s bikeways and multi-use trails.

Develop a citywide trails and open space plan.

Utilize areas such as railroad rights-of-way and flood control channels to provide additional multi-use paths for both pedestrians and bicyclists.

Improve bikeways and multi-use trails to create connections between schools, recreational facilities, and neighborhoods, increasing safety for bicycles and pedestrians on the trails system.

Develop criteria that encourages connectivity and limits use of fences, walls, and other barriers.

Action CD-4.1.2 (a)
Action CD-4.1.2 (b)
Action CD-4.1.2 (c)
Action CD-2.1.21 (a)
Action CD-2.1.2 (b)
Action CD-2.1.2 (b)
Action CD-4.1.2 (d)
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Parks and Recreation Community Services Department
The Parks and Recreation Services Community Services Department currently operates public park facilities within the city of Stanton. The Stanton park system is comprised of seven neighborhood parks, including: Stanton Park, Harry M. Dotson Park, Hollenbeck Park, Stanton Central Park Tennis Courts, Martha Weishaupt Linear Park, Norm Ross Sports Complex Fields, and Veterans Memorial Park, and Date & Katella Pocket Park, as well as two mini parks, Zuniga and Premier Parks. Stanton Park, is the city’s largest park, located on land leased from The Southern California Edison Company. Because of the presence of high-voltage power lines, only limited passive uses are allowed within Stanton Parkthis park and Hollenbeck Park.

Elementary and high schools provide an additional amenity to many residents by allowing youth sports leagues to play on their fields and grounds. The city currently has a joint agreement with the Garden Grove School District to use a portion of Carter Elementary School the Carver Campus Early Childhood Education Site as an additional facility for the Norm Ross Sports Complex.

In November 2005 2023, the city adopted the Parks and Recreation Master Plan for the city of Stanton. This plan examines existing parks and recreation facilities as well as recommendations and plans for future facilities within the city. According to this plan, Stanton has a park ratio of .98 0.94 acres per 1,000 residents, which is significantly lower than the Subdivision Map Act and Quimby Act (Section 66477 of the Government Code) criteria of three acres per 1,000 people. It indicates that while the city may not realistically be able to meet the state standard of parkland due to its lack of vacant land and natural resources such as beaches, wetlands, state, or national parks, the city can develop a standard of providing facilities to meet community demand.

In addition to park facilities, the Parks and Recreation Community Services Department operates the 3,500 square-foot Stanton Family Resource Center Community Services Center, located at 11822 Santa Paula Avenue. This facility provides a variety of recreational, educational, social and human service programs provided through the efforts of the Stanton Collaborative and a Families and Communities Together (FaCT) Grant from the County of Orange’s Social Services Agency. Table 5-2, Existing Parks and Recreational Facilities shows the location and size of each of the parks and recreational facilities operated by the Parks and Recreation Department.

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Existing Table 5-2
Table 5-2
Existing Park and Recreation Facilities
Park Size Location
Stanton Park 5.5 AC 11111 Cedar Street
Hollenbeck Park 10.75 AC North Cerritos Avenue, between Magnolia and Dale Avenues
Stanton Tennis Courts 0.5 AC 10660 Western Avenue
Norm Ross Sports Complex 5.2 AC 1111 Cedar Street
Veterans Park 0.16 AC 10970 Cedar Street
Date & Katella Pocket Park 0.19 AC 10961 Date Street
Zuniga Park 0.25 AC 10902 Date Street
Premier Park 0.85 AC 87340 Briarwood
Facility Size Location
Stanton Community Services Center 0.65 AC 11822 Santa Paula Avenue Stanton Community Center NA 7800 Katella Avenue
Proposed Table 5-2
Table 5-2
Existing Park and Recreation Facilities
Neighborhood Parks Size Location
Harry M Dotson Park 1.3ac 10350 Fern Avenue
Hollenbeck Park 10.75ac 8645 Cerritos Avenue
Martha Weishaupt Linear Park 0.19ac 10961 Date Street
Norm Ross Sports Complex 5.2ac 11111 Cedar Street
Stanton Central Park 12ac 10660 Western Avenue
Stanton Park 5.5ac 11111 Cedar Street
Veterans Park 0.36ac 10970 Cedar Street
Mini Parks Size Location
Beach & Orangewood Pocket Park 0.20 ac 7972 Orangewood Avenue Premier Park 0.75ac 87340 Briarwood
Zuniga Park 0.61ac 10902 Date Street
Facility Size Location
Stanton Central Park Community Center 2,220sf 10660 Western Avenue Stanton Family Resource Center 3,500sf 11822 Santa Paula Avenue Stanton Civic Center 34,475sf 7800 Katella Avenue
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CITY OF STANTON

PARKS MASTER PLAN

OPERATIONS AND MAINTENANCE PLAN
The City of Stanton’s 2022/23 Budget describes the Public Works Department mission as:
“To manage the City’s infrastructure by administering planning, programming, budgeting, construction, and providing maintenance in the most cost-effective method to meet the needs of the community.” The maintenance of the City’s parks and facilities is critical to Community Services fulfilling its mission, “To enhance the quality of life by providing diverse opportunities in a healthy community through an integrated system of Parks, Recreation, Cultural and Human Services programs for people of all ages and abilities”.

An Operations and Maintenance Plan clearly defines the program, requirements, schedules, and the action plans. A quality park design and a quality maintenance plan are integral to the City’s success. As an example, sports fields with a hybrid bermuda grass are more durable and are better suited to hold up to the activity on active sports fields. This Plan will assist the City’s operations and maintenance team by establishing a roadmap for the City of Stanton’s success with maintaining these valuable assets.

In today’s consumer-oriented society, park guests are focused on the end product or service and not particularly concerned with what needs to be done and how frequently it needs to be done to provide well-maintained and attractive community facilities, amenities, and park spaces. Maintenance standards need to focus on outcomes from the standpoint of the recreation users and may be supported with training and information on processes (what needs to be done) and outputs (how frequently particular maintenance functions need to be done) to achieve desired outcomes.

An Operations and Maintenance Plan is a living document that must be reviewed, updated, and evaluated throughout the year. A quality plan will support the City and improve its process to identify, justify, and prioritize the maintenance and work efforts needed for its parks, play spaces, and community centers.

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789.05 Stanton Parks Master Plan/Operations and Maintenance Plan Page 2 of 24 The City of Stanton’s parks and facilities are maintained by a dedicated team of contract professionals and a small dedicated team in the Public Works Department.

In our tour and assessment, the consultant team found well-maintained park areas and other park areas that need immediate attention.

The Community Services Department provides a variety of programs and services, and manages the City’s parks with maintenance support from its Public Works Department. It is critical for the two departments to communicate and to work together. As an example, the program and permits team must work in collaboration with maintenance team to ensure success. Unlimited resources and exceptional maintenance practices cannot succeed with an overscheduled or mismanaged sports field. Similarly, a new or resurfaced tennis, basketball, or other sports court surface can be damaged and will decline quickly with activities not appropriate for the court surfacing, such as skateboarding, roller hockey, bicycles, and activities with participants not wearing appropriate footwear.

The observations of our consultant team were mixed with some positive and some not so positive observations. The City has a very small maintenance team supported by a few contract maintenance service providers, such as Venco Western the City’s landscape maintenance provider.

One of the common themes and concerns with the parks is challenges with the tennis and basketball court surfacing, and deterioration with the rubber playground safety surfacing. Some of the basketball courts are scheduled for resurfacing and some of the work is already underway. There are several parks with the pour-in-place playground safety surface in need of immediate attention.

The City utilizes an inhouse Computerized Maintenance Management System (CMMS), but has not evaluated or implemented a lifecycle management program for its parks, amenities, and the assets in its park system. As time permits, the City is encouraged to populate its CMMS software with scheduled and programmed maintenance. As an example, a recurring workorder can be placed in the system to alert staff when it is time to 1) resurface playgrounds or sports courts; 2) inspect sports field lighting; and 3) to inspect the City’s irrigation system. These programmed/ scheduled work orders can also include staff alerts when it is time for a contractor to complete specific work tasks. These reminders will assist staff in monitoring and assessing the work product of its contractors.

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789.05 Stanton Parks Master Plan/Operations and Maintenance Plan Page 3 of 24 Stanton Parks Maintenance Budget
The Parks Maintenance Budget has increased 25.8% in the past five years, with an average annual increase during that time span of 6.5%. The personnel salaries and benefits were the most significant increase in the past five years at 62.6%, with significant increases during the past two budget cycles with more than a 20.9% increase in 21/22 and 11.5% in 22/23.

Purpose of a Maintenance Management Plan
It is important for the City of Stanton to evaluate, analyze, and to understand all of the ongoing costs associated with its public spaces. Understanding an agencies total cost for the maintenance of its parks, amenities, and public spaces begins with a quality maintenance program, but there are many vital steps needed to ensure success.

A quality maintenance program for parks, buildings, and a community’s assets requires a plan, a team, a schedule, and a program. Understanding all of the maintenance needs for a park includes the specific needs, expectations, and the preventive maintenance necessary for each asset or amenity within a park. For example, an asset with an expected lifespan of 15-years, will typically require following the manufacturer’s recommended maintenance practices to reach this projected lifespan. A replacement plan should be proactively established with funding ready for its replacement at 15-years.

It is common for agencies to install a beautiful new amenity in a park and to move on to the next project without considering the ongoing maintenance needs, the expected lifespan, and to create a strategy for replacement of the amenity at the projected end of its lifespan. As agencies fall behind, the maintenance team has more work than they can handle and simply react to and address one failing amenity after another.

Managing and tracking these maintenance needs is important and can be completed with a CMMS or other scheduling, tracking, or data base-oriented software. There are a number of CMMS software packages available that were designed for this specific purpose. They can provide a schedule, work orders, and can track completed work, but they require a plan and the collective efforts of the Tool 12: Operations & Maintenance Plan 194
789.05 Stanton Parks Master Plan/Operations and Maintenance Plan Page 4 of 24 entire team. The City of Stanton manages and tracks its maintenance work orders with a software application developed in-house.

These CMMS applications provide the operation a central repository for all maintenance data; however, the quality of the application’s output is determined by the quality of the input. As a simple example, the applications are more helpful when they are used proactively to schedule all of the necessary, anticipated, and ongoing maintenance tasks.

These tools and applications require buy-in from the entire team. If properly setup and utilized, the CMMS will include detailed information about each park and each of its critical assets and amenities. A CMMS allows maintenance managers to monitor the data in real-time while using historical data to analyze and improve their maintenance performance. Optimizing inventory and procurement systems are additional benefits from using CMMS software. CMMS applications typically include features that managers can use to schedule maintenance activities, order supplies, issue requests, and prepare reports.

The lifespan and maintenance needs of an asset or amenity will vary largely due to its activity and use. More use on a soccer field or a tennis court will directly impact its maintenance needs. This is where it is important for the maintenance team and the programs/permits team to work together. Examples include establishing a number of acceptable hours for the scheduled use of a soccer field, training staff in Community Services on required work tasks when the maintenance team is not present. Examples of a work task include when a field should be closed during inclement weather, what can be done to assist the maintenance team on a rainy day, dragging fields between games on weekends, and mound work before closing a baseball field for the night.

Preventive maintenance, scheduled, and planned maintenance is necessary with every asset. As we all know with our personal automobile – our car needs an oil and filter change, and it needs its tires and windshield wipers checked/replaced at a specific date/number of miles. Neglecting replacement of tires or windshield wipers can create safety concerns, while neglecting oil changes and filter replacements can create premature failure of the engine and other vital components in the car.

Similar examples are present for our public parks and amenities. The cost to purchase an asset or amenity is only a start with understanding the total cost of ownership.

Just as it is with a personal automobile, we need a big picture view of an asset and its costs over the lifespan, from purchase to disposal, and replacement. These costs include scheduled service, repairs, maintenance, refurbishment, and planned replacement. If this assessment is done well, it will improve the City’s understanding of the ongoing direct and indirect costs of these assets, and will help the City make more informed financial decisions in the future. The assessment of these costs Tool 12: Operations & Maintenance Plan 195
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Focusing on preventive maintenance will result in less disruptions and fewer expenses due to these asset failures.

Prioritizing, scheduling, and planning for these preventative maintenance tasks will help the City remain operational, maintain safety in its parks, and will help the City with its planning and budget.

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RECOMMENDED MAINTENANCE PERFORMANCE STANDARDS
The following provides recommendations and performance standards for park maintenance. As shared earlier, any performance standards or operating procedure should be considered a living document that must be reviewed, updated, and evaluated throughout the year. Adopted standards and a quality plan will support the City and improve its process to identify, justify, and prioritize the maintenance and work efforts needed for its parks, play spaces, and community centers.

TURF MAINTENANCE

1. All turf areas shall be mowed once per week. The schedule for each park shall ensure mowing is complete on the same day of the week.

2. All turf grass borders shall be neatly and uniformly edged or trimmed concurrent with each mowing.

3. Cutting heights shall be adjusted according to the type of grass in accordance with the following:

Grass Type Schedule Cutting Heights
Fescue Blends June through September 3”
Fescue Blends September through May 2”
Bermuda Year Round 1”
Rye September through May 2”

4. All warm-season grasses such as Bermuda shall be mowed with a power– driven reel type mower. Fescue may be mowed with either power–driven reel type or rotary type mowers. All equipment shall be adjusted to the proper cutting heights and shall be adequately sharpened.

5. All mow directions shall alternate on a week-to-week basis regardless of topography.

6. Glass, leaves, paper and other debris shall be removed and disposed of offsite prior to mowing.

7. Portable obstructions such as picnic tables, trash containers, and soccer goals shall be moved in order to mow all portions of turf.

8. All turf shall be irrigated as needed to maintain adequate growth and appearance.

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Stanton City CouncilOctober 10, 2023

Stanton City Council
October 10, 2023