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HomeMy WebLinkAbout2008-07-08 - AGENDA REPORTS - OPEN SPACE MP UPDATE (2)NEW BUSINESS DATE: SUBJECT: . DEPARTMENT: Agenda Item: , 4 CITY OF SANTA CLARITA AGENDA REPORT City Manager Approval: Item to be presented by: July 8, 2008 Rick Gould PARKS, RECEATION, AND OPEN SPACE MASTER PLAN UPDATE ADOPTION Parks, Recreation, and Community Services RECOMMENDED ACTION City Council review, comment, and adopt the Parks, Recreation, and Open Space Master Plan Update. BACKGROUND The current Parks and Recreation Master Plan was adopted in 1995 and is now 13 years old. Since that time, the City has experienced significant growth which has impacted recreation services and facilities, as well as the relationship between open space areas and developed land. The goal of the updated Parks, Recreation, and Open Space Master Plan is to develop a framework that reflects our community's vision and character ensuring that parks and recreation serves the needs of Santa Clarita residents, while at the same time ensuring that our open space areas are protected and maintained. The Master Plan Update created from this work effort will also be heavily used as a resource for the creation of the City and County Joint Valleywide General Plan — One Valley One Vision. Specifically, for the following elements: Parks and Recreation, Open Space and Conservation, and Public Services and Facilities. RJM Design Group was the consultant that was selected through a competitive bid process to develop the, updated master plan. The scope of the Master Plan Update included data collection and analysis, inventory of facilities and public programming, analysis of maintenance standards and practices, community needs assessment, public participation, proposed improvements and standards, funding strategies, and the development of the Master Plan Update. APPROVED A major component of the Master Plan Update was the public participation phase. This thorough and comprehensive process included various public involvement methods including: • Community -Wide Telephone Survey • Sports Organization Surveys • Six (6) Key Stakeholder Interviews • One (1) City Staff Focus Group • One (1) Community Stakeholder Focus Group • Council and Commission Interviews • Three (3) Public Community Workshops Based on the above methods, there were a variety of opportunities for all members of the public who were interested to get involved. The Master Plan Update process was presented to the City Council, Planning Commission, and Parks, Recreation and Community Services Commission at a joint study session on March 6, 2007. Two additional study sessions on the Master Plan Update were held with the Parks, Recreation, and Community Services Commission on March 31, 2008, and April 21, 2008. The draft Parks, Recreation, and Open Space Master Plan Update is scheduled to be presented to the Parks, Recreation, and Community Services Commission for approval on July 3, 2008. City Council will be updated on the recommendation from the Commission's July 3 meeting. The benefits from the Parks, Recreation, and Open Space Master Plan Update include an updated plan to serve as a guiding document for the City in setting out priorities for the future that responds to the increased population and changing demographics of our community; that identifies opportunities and strategies to meet program and service needs, that identifies funding issues and strategies, that serves as a resource for the joint City/County General Plan — One Valley One Vision, and that will serve as an updated plan that will be applied with other citywide plans. ALTERNATIVE ACTIONS Other action as determined by the City Council. FISCAL IMPACT None by this action., ATTACHMENTS Parks, Recreation, and Open Space Master Plan Update available in the City Clerk's Reading File City of Santa Clarita In FINAL DRAFT Parks, Recreation and Open Space Master Plan Update June 25, 2008 Prepared By RJM Design Group, Inc. u CITY OF SANTA CLARITA PARKS, RECREATION AND OPEN SPACE MASTER PLAN UPDATE • JUNE 2008 Prepared For: City of Santa Clarita 23920 Valencia Boulevard Santa Clarita, CA 91355-2196 . Prepared By: RJM Design Group, Inc. 31591 Camino Capistrano San Juan Capistrano, CA 92675 (949) 493-2600 • Santa Clarita Parks, Recreation & Open Space Master Plan Table of Contents • Section One INTRODUCTION i1.1 Purpose of the Master Plan....................................1-2 1.2 Approach and Document Organization .....................1-2 . 1.3 Context..............................................................1-4 Exhibit 1.3-1 Land Use Map...................................1-6 . 1.4 Relationship to Other Documents ...........................1-8 . Exhibit 1.4-1 Trails Map ...................................... 1-12 1.5 Key Issues........................................................ 1-14 Section Two EXISTING RECREATION RESOURCES ■ 2.1 Park Definition.....................................................2-1 • 2.2 New Parks and Recreation Facilities Since Previous Master Plan.........................................................2-1 . 2.3 City Park Types....................................................2-2 2.4 Existing City Recreation Facilities ............................2-4 Exhibit 2.4-1 Existing Parks and Recreation Facilities Map.......................................................2-5 Exhibit 2.4-2 Existing City Park Facility Inventory ....2-6 Exhibit 2.4-3 Other Facilities Open to the Public ........ 2-7 . 2.5 Parks and Recreation Facilities Adjacent to the City....................................................................2-8 . 2.6 Public School Facilities..........................................2-8 . Exhibit 2.6-1 Joint Use School Locations..................2-9 2.7 Private Recreation Facilities ................................. 2-10 ■ 2.8 Opportunity Sites ............................................... 2-11 Exhibit 2.8-1 Opportunity Sites Map ..................... 2-12 Section Three RECREATION FACILITY NEEDS ASSESSMENT • 3.1 Community Outreach............................................3-2 . 3.2 Community -Wide Telephone Survey .......................3-9 3.3 Recreation Facility Demand and Needs Analysis...... 3-11 • Santa Clarita Parks, Recreation & Open Space Master Plan . Table of Contents ii Section Three RECREATION FACILITY NEEDS ASSESSMENT • (continued) Recreation Benefits..............................................4-1 • 4.2 Existing Recreation Programs................................4-2 Exhibit 3.3-1 2007 Facility Needs ......................... 3-13 . . Exhibit 3.3-2 Facility Needs at Build -Out ................ 3-14 Partners 4-4 3.4 Service Area Analysis ......................................... 3-15 . . Exhibit 3.4-1 Neighborhood Park Service Exhibit 4.3-1 Program Needs Summary..................4-8 RadiusMap ....................................................... 3-16 . . Exhibit 3.4-2 Community Center Distribution Map ... 3-18 4-17 3.5 Acreage Analysis................................................3-18 ■ Exhibit 3.5-1 Acreage Goal and Quantities ............. 3-19 . Exhibit 3.5-2 Acreage Analysis ............................. 3-21 3.6 Maintenance and Operations Analysis .................... 3-21 . 3.7 Program Analysis ............................................... 3-22 3.8 Trends and Implications Analysis .......................... 3-22 . 3.9 Facility Needs Summary and Prioritization ............. 3-23 Exhibit 3.9-1 Facility Needs Summary ................... 3-24 ■ ii Section Four RECREATION PROGRAMS • 4.1 Recreation Benefits..............................................4-1 4.2 Existing Recreation Programs................................4-2 Exhibit 4.2-1 Recreation Services Inventory ............4-3 . Exhibit 4.2-2 Existing and Potential Service Partners 4-4 4.3 Program Needs Assessment..................................4-7 . Exhibit 4.3-1 Program Needs Summary..................4-8 4.4 Program Recommendations..................................4-9 . 4.5 Program Recommendations Summary .................. 4-17 ii ® Santa Clarita Parks, Recreation & Open Space Master Plan ® Table of Contents ® Section Five RECREATION FACILITY RECOMMENDATIONS Open Space Definition..........................................6-1 5.1 Overall Concept...................................................5-1 6.2 ® Exhibit 5.1-1 Parks, Recreation, and ® 6.3 Open Space Concept ............................................5-3 Existing Permanent Open Space.............................6-7 ® 5.2 Key Issues..........................................................5 3 ® 5.3 Facility Maintenance and Operations Recommendations .............................................. 5-11 5.4 Summary of Recommendations at Opportunity Sites ............................................... 5-12 ® Exhibit 5.4-1 Summary of Recommendations ......... 5-12 ® Section Six OPEN SPACE 0 Section Seven FUNDING and IMPLEMENTATION ® 7.1 Current Funding Strategies....................................7-1 7.2 Funding Sources..................................................7-1 ® 7.3 Funding Sources by Project Type ............................7-6 7.4 Opinion of Probable Construction Costs ...................7-8 6.1 Open Space Definition..........................................6-1 6.2 Open Space Related Documents.............................6-2 ® 6.3 Open Space Goals and Objectives ...........................6-4 6.4 Existing Permanent Open Space.............................6-7 6.5 Potential Permanent Open Space ............................6-8 0 Section Seven FUNDING and IMPLEMENTATION ® 7.1 Current Funding Strategies....................................7-1 7.2 Funding Sources..................................................7-1 ® 7.3 Funding Sources by Project Type ............................7-6 7.4 Opinion of Probable Construction Costs ...................7-8 L� F-� i--� 7 1 0 a . c 0 ■ • Santa Clarita Parks, Recreation & Open Space Master Plan Introduction Section One ■ 1.0 INTRODUCTION . The Parks, Recreation, and Open Space Master Plan Update (Master Plan) is based on the vision that parks, recreation facilities, programs, trails, and open space are important resources within the City of Santa Clarita. Across the nation, . organizations such as the California Park and Recreation Society describe the many important ways recreation facilities and programming can help in creating healthy lifestyles and livable communities, including: • Strengthen community identity and sense of place • Protect important places (environmentally, historically, aesthetically) • Foster human development and education • Support economic activity • Increase cultural unity • Promote health and wellness through physical activity • Provide civic and social meeting places • Strengthen families • Increase vitality and distinctiveness of individual neighborhoods A park or a recreation facility means different things to different people. To some residents, parks are active sports fields; others have images of passive open spaces where one can walk, rest, and enjoy nature. Still others may envision parks as places for community gatherings and events. Indeed, parks and recreation facilities are used for all of these purposes and more. A diverse, vital recreation system is therefore necessary in sustaining Santa Clarita's visionary course. Park planning function is critical to the successful design and development of parks that meet the needs of the community and fulfill the expectations of the citizens of Santa Clarita. Continuing the community -driven consensus process used in the successful development of previous parks as well as this Master Plan will be an important aspect of the successful evolution of Santa Clarita's park system. Parks and recreation as the "client" and ultimately the end-user should maintain their critical role in the park development process. Key questions discussed in this Master Plan include: What parks, recreational . facilities, and programs does Santa Clarita have? Who uses Santa Clarita parks, facilities, and programs? What role do parks, facilities, open space, and recreation . programs have in the lives of residents? What types of parks, facilities, and programs does the Santa Clarita Valley need and which are the most important? What changes should be made to existing parks and facilities? Where will new . parks, facilities, and programs be placed and how will they be funded and maintained? • Introduction Santa Clarita Parks, Recreation & Open Space Master Plan Introduction 1.1 Purpose of the Master Plan The purpose of this Master Plan is to provide a realistic guide for the creative, orderly development and management of parks, recreation facilities and programs for the City, now and into the future. The Master Plan is an implementation tool of the General Plan, providing strategies for addressing the General Plan's Vision Statement, as well as goals and policies based on current analysis and community input. Over the years, the City of Santa Clarita has actively undertaken a variety of planning efforts pertaining to individual Park Master Plans, Land Use studies, and Specific Plans. The Master Plan builds on many of these previous planning efforts and obtains new community input that has resulted in providing an up-to-date understanding of current and future recreation needs and opportunities specific to Santa Clarita. This report is intended to be a flexible document, presenting findings and recommendations that will be evaluated, validated, and/or modified periodically as the City responds to unforeseen opportunities and constraints as well as changes in residents' needs and demands. It is anticipated that Master Plan recommendations will be considered on an annual basis in the context of other City priorities and, through incorporation into the City budget, so that recreation projects can begin the process of implementation. It should be noted that this Master Plan includes a section on open space (Section 6) that summarizes various recent open space studies the City has undertaken. There is a strong connection between open space and recreation in Santa Clarita and Section 6 reflects the multiple roles of natural open space, from recreation to preservation of natural, visual, and cultural resources. Natural open space is also strongly connected to community identity in many ways, including as reinforcement of the areas 'western" or early days heritage. This report updates the Parks, Recreation, and Open Space Master Plan adopted by the City Council in 1995. 1.2 Approach and Document Organization The Master Plan document is organized into the following sections: Section One: Introduction This section summarizes the Master Plan's purpose and process. The current demographic composition of Santa Clarita and implications of recreation trends is briefly outlined. A list of related documents that were reviewed as part of the Master Plan is identified. Introduction 1-2 0 • Santa Clarita Parks, Recreation & Open Space Master Plan Introduction ■ Section Two: Existing Recreation Resources Understanding the existing conditions in the community is an essential step in the . Master Plan process. Section Two provides an inventory of City parks and recreation facilities as well as other recreation facilities open to the public and includes discussion of public school facilities, private recreation facilities, and a . listing of other publicly -owned lands (opportunity sites) within and surrounding the City limits. Section Three: Recreation Facility Needs Assessment . Section Three provides a detailed assessment of the recreation facility needs of the Santa Clarita community. Data from the community was obtained to develop an understanding of the demand for a variety of facilities. Both qualitative and . quantitative information sources are discussed. The assessment utilizes the following needs identification tools: . Community Outreach: Information gathered from the community through a series of workshops, focus groups, stakeholder interviews, workshop participant . questionnaires, and a sports organization survey Community Telephone Survey: The phone survey provides current, statistically . valid information specific to Santa Clarita that gives detailed information for the types of recreation facilities most often utilized by Santa Clarita residents. A total of 550 randomly selected, geographically distributed households in and adjacent to . the City of Santa Clarita were interviewed. . Recreation Demand and Needs Analysis: An evaluation of selected current and future facility needs was developed using results from the telephone survey, sports organization survey, facility inventory, and relevant demographic projections • Service Area Analysis: An evaluation of how parks and recreation facilities are distributed throughout residential areas in Santa Clarita • Acreage Analysis: An evaluation of parkland acreage needs in the City based on . established standards and on identified need for specific recreation facilities such as sports fields or courts . Program Needs Analysis: Evaluation of recreation program needs (Section Four) that generates facility needs. . Trends and Implications Report: A review of current literature and studies on state and national, social and recreational trends and patterns, and discussion of . potential impacts on recreation in the City of Santa Clarita. ■ Introduction ■ 1-3 Santa Clarita Parks, Recreation & Open Space Master Plan Introduction Section Four: Recreation Programs Section Four provides an inventory of City recreation programs and services and a discussion of other recreation programs and services open to the public through private and non-profit providers. Using similar needs identification tools and prioritization processes as those outlined in detail in Section Three (for facilities), program needs are discussed and prioritized. Recommendations are provided that address identified programming needs. Section Five: Recreation Facility Recommendations Section Five provides recommendations with respect to existing and proposed parks, unimproved parkland, and joint use and collaborative or partnering opportunities. Recommendations are intended to address the recreation facility and program needs identified in Sections Three and Four and are the result of existing inventory, analysis of demand, community input, and consideration of established goals and policies. Section Six: Open Space Natural open space and trails plans, maps, and work plans are discussed in the context of existing and proposed recreation facilities. A "big picture" concept of a system of trails and open spaces is described. Section Seven: Funding and Implementation Sources for funding capital costs, as well as operations and maintenance costs, are identified, and current funding strategies are briefly discussed. Capital costs are assigned to the proposed recommendations discussed in Section Five and suggested funding sources are identified to assist the City in implementing the proposed Master Plan recommendations. Appendix The Appendix contains many of the full original reports (trends analysis, demand and needs analysis, etc.) summarized in the Master Plan. 1.3 Context Santa Clarita is a unique City recognized for its open space, diverse housing options, neighborhood orientation, and economic opportunities. The desirability of the area, coupled with the position of the City near population centers, has resulted in rapid growth and development over the last decade, spurring renewed planning efforts. Introduction 1-4 Santa Clarita Parks, Recreation & Open Space Master Plan Introduction The City's General Plan, first adopted in 1991 following the City's incorporation in 1987, establishes a vision for the City that is well on its way to fulfillment. In 2000, the County of Los Angeles and the City of Santa Clarita established that the Santa Clarita Valley should be planned and developed on a regional basis, using a consistent set of guiding principles, goals, policies, and standards (General Plan Technical Background Report). The two agencies together are creating a joint General Plan named One Valley One Vision (OVOV) which unifies planning efforts for the communities of Santa Clarita and surrounding unincorporated areas of Los Angeles County. This new planning effort, still underway, encompasses a larger planning area than did the previous General Plan. The planning area for this Master Plan is consistent with City boundaries (See Exhibit 1.3-1 Land Use), with consideration given to the wider planning area of the joint General Plan. Physical Setting Santa Clarita is a picturesque community of approximately 177,0001 persons located at the junction of Los Angeles and Ventura Counties, within the Santa Clara River watershed. . Within Santa Clarita, several significant natural and man-made features help shape neighborhoods and provide both opportunities and constraints with respect to parks, recreation, circulation, and community life. These include: • Angeles National Forest • Santa Susanna, San Gabriel, Sierra Pelona, and Del Sur mountain areas • Santa Clara River corridor • Prominent ridgelines • Significant freeways such as the Interstate 5 Freeway and SR -14 • Canyons • Scenic roadways Varied topography and the preservation of hillsides, ridgelines, and open space provide many walking, hiking, equestrian, and cycling opportunities and contribute strongly to community identity and is a reminder of Santa Clarita's heritage. ' State of California, Department of Finance estimate. Introduction 1-5 Santa Clarita Parks, Recreation & Open Space Master Plan Introduction Exhibit 1.3-1 City of Santa Clarita Land Use Map Introduction 1-6 • r Introduction 1-6 • Santa Clarita Parks, Recreation & Open Space Master Plan Introduction ■ History . The Santa Clarita Valley has a very interesting and rich cultural history that paints a picture of change over the last 9,000 years which includes the earliest Native . American settlers, Spanish ranchos, discovery of gold in 1842, oil exploration, flooding, railroad expansion, the movie industry, and land booms. . Extensive preserved open space in and around Santa Clarita is a reminder of the early days in the Valley. Not only are there areas of special historical significance, but the ridgelines, drainage courses, and view sheds recall the landscape as seen . by Native Americans and early Euro -American visitors. Beginning in 1769, when Gaspar de Portola was the first to write about the Santa Clarita region, there have . been many significant events that have shaped the physical and economic evolution of the area, including: • The discovery of gold in Placerita Canyon in 1842; • The upper Santa Clarita Valley was the location of the first oil drilling in California following the discovery of oil seeps in Pico Canyon in 1865; • Development of oil fields and the construction of lines for the Southern Pacific Railroad created an oil boom in the 1870's. Chevron Oil got its start as the Pioneer Oil Refinery at an open space site currently owned by the City; • The failure of the St. Francis Dam in 1928 that caused hundreds of deaths and the destruction of many homes and orchards; • The Fremont Pass, located near the current SR -14 and the Sierra Highway, was used by the Butterfield Overland Stage and by military units for access through the mountains. In 1863, General Beale cut a 90' deep passageway through the pass to improve the roadway and collected a toll along this vital route for 22 years, until the route was no longer needed. Today, "Beale's Cut" is part of open space owned by the City; • Henry Mayo Newhall acquired almost all of the old Rancho San Francisco in 1873; • The Valley was the scene of many Hollywood movie sets, including the "Tom Mix Cottages" in Newhall. Heritage Junction, on San Fernando Road, has been set aside for the preservation of historic structures; • The OVOV Technical Background Report identifies several historic sites within the Valley, including: one listed on the National Register of Historic Places, eight listed as California Registered Historic Landmarks, and four as State Points of Historic Interest. Additionally, there are 69 identified archaeological sites within 1/4 mile of the Santa Clara River. Introduction 1-7 Santa Clarita Parks, Recreation & Open Space Master Plan Introduction Demographic Context and Recreation Trends Understanding the demographic context of Santa Clarita is an important component of recreation facility and program planning. Demographic characteristics such as age, presence of children, ethnicity, and income have been demonstrated in past research to have a relationship to recreation patterns and program needs. For these reasons, an overview of changes and emerging trends of the resident population is important as the community plans its preferred future. A complete demographic analysis is included in the Appendix. The varying rates of participation in recreation activities by the various demographic segments of the population are taken into account when preparing the demand and needs projections. Santa Clarita has an above average proportion of population under 18 years of age which is reflected in the relatively large proportion of households with children. This together with an above average homeownership rate, high home values, rents, and income levels is indicative of an active community and defines the demand profile for the various types of City recreation facilities. Santa Clarita is a City with potential growth of about 60,000 residents within the City limits until the time build -out is reached. The area surrounding the present City is expected to experience much higher growth. The demographic profile of the City has remained fairly stable over the past seventeen (17) years and indications are that this will continue. It is expected that Santa Clarita will experience a slowly increasing ethnic diversity. Household sizes increased somewhat between 1990 and 2007, and projections indicate that this trend has reached a peak and household size may decline slightly in the future. Household income levels are above average and are expected to remain so in the future. 1.4 Relationship to Other Documents As described previously, the Master Plan is drawn directly from the comprehensive set of objectives and policies within the approved General Plan. In addition to the General Plan, there are a number of other existing documents and plans that relate to the Master Plan and influence its direction. Each of these documents and plans are briefly discussed below, along with a description of its relationship to the Master Plan. The City of Santa Clarita General Plan Each City in California is required by State law to adopt a comprehensive, long- term General Plan for its own physical development. The General Plan includes mandatory elements including land use, circulation and transportation, housing, conservation, noise, safety, and open space. 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 Parks and Recreation Master Plan is a planning tool that provides a coordinated program of recreational facility development and Introduction iM • Santa Clarita Parks, Recreation & Open Space Master Plan Introduction ■ management carrying out the goals and policies of the General Plan. The current . adopted version of the General Plan was created in 1991. One Valley One Vision Valleywide General Plan . One Valley One Vision is a current joint effort between the County of Los Angeles, the City of Santa Clarita and Valley residents and businesses to create a single . vision and guidelines for the future growth of the Valley and the preservation of natural resources. The result will be a General Plan document and Environmental Impact Report for a planning area that includes the City as well as other areas such as Stevenson Ranch, Castaic, Val Verde, Agua Dulce, and the future Newhall Ranch. Implementation of the future General Plan will be administered by both the City and the County for lands within their respective jurisdictions. The General Plan, in . Phase IV of its development at the time of this report, will be based on Vision and Guiding Principles and on the Technical Background Report. Phase 1 Discovery. Workshops, Forums, and Public Outreach Phase II Vision and Guiding Principles. A vision statement and a set of 36 guiding principles were developed from extensive public feedback efforts early in the General Plan process. These general goals will influence both the General Plan and this Master Plan. Phase III Technical Background Report. Phase III of the General Plan effort established a database of existing Valley features important in development of the land use map and associated policies. This Master Plan will use the Technical Background Report as an information resource. City of Santa Clarita Cultural Arts Master Plan The Cultural Arts Master Plan, Phase I and II, was developed in 1997 and 1998. The Cultural Arts Master Plan identifies needs for cultural facilities; makes recommendations for satisfying those needs; and discusses creation of a local arts agency to support, promote, and develop arts and culture in the community. Top facility needs include: 1) a performing and visual arts center with a 1,000 -seat theater, a 3,000 square -foot visual arts gallery, and 2) an outdoor amphitheater that accommodates 500-1,000 people in fixed seating with additional lawn seating that could allow for an audience of 2,500 total persons. The Cultural Arts Master Plan provides detailed suggestions on the architectural and site components of these facilities. This Master Plan addresses these suggestions in Section Five, Recommendations. Americans with Disabilities Act of 1990 The Americans with Disabilities Act (ADA) is a civil rights law, which is intended to eliminate discrimination against people with disabilities. Included in this law are provisions governing employment, communication, transportation, design, services, Introduction 1-9 Santa Clarita Parks, Recreation & Open Space Master Plan Introduction and physical accessibility. Existing recreation facilities, new facilities, and recreation services are affected. The City continues to address the requirements of this law. California Health and Safety Code Section 115725 requires that a safety inspection program be conducted on all playgrounds by a National Playground Safety Institute Certified Playground Safety Inspector. Section 115730 of the Code also requires that agencies upgrade playgrounds by replacement or improvement to meet current regulations. City staff reviews equipment for safety as part of normal maintenance operations. City of Santa Clarita Development Code/Zoning Ordinance and Map The Development Code/Zoning Ordinance and Zoning Map are the primary implementation tools of the City's Land Use Element, describing specific types of land use, use intensity, and development standards. The Master Plan is consistent with the Development Code/Zoning Ordinance and Map. Future Development Plans/Tract Maps/Specific Plans Future development will shape several areas in the City. In general, future development plans provide detailed information with respect to land use patterns and intensity, development standards, and treatment of natural resources within the area. The process of developing these plans will likely affect the availability and management of new parks, open space, and trails. This Master Plan identifies general needs for facilities in new development areas of the City. Planning and design of these facilities is not covered in this Master Plan. The Technical Background Report provides detailed information on future development projects and specific plan areas, summarized below: Golden Valley Ranch. Nine -hundred acres (900 AC) of open space and an elementary school will be part of this 1,259 -acre project. Gate King Industrial Park. This 584 -acre site will accommodate mostly industrial uses but also includes 273 acres of open space and four miles of trails (15 -year development agreement). Introduction 1-10 0 Santa Clarita Parks, Recreation & Open Space Master Plan Introduction Showcase. Open space lots and an 11.95 -acre park are part of this 89.93 -acre residential project. Lyon Canyon Ranch. A specific plan has been developed for this 263 -acre site that includes residential uses, an 11.93 -acre elementary school, a park site, and 129 acres of open space. Riverpark. The Santa Clara River runs through this 664 -acre residential project. A 29 -acre park and preservation of 300 -acres of natural river bottom are included. The Villages at Mid -Town. Owned by Sun Cal/Cherokee. This mixed-use project will include 406.95 acres of open space and 41.75 acres of recreational uses. City of Santa Clarita Non -Motorized Transportation Plan The draft Santa Clarita Non -Motorized Transportation Plan is under consideration for approval at the time of this Master Plan report. It is a comprehensive document that will guide the future development of bicycle and pedestrian facilities, paseos, and trails within the City. With extensive input from the community, the Plan focuses on trail facilities, planning and policies related to bicycling and walking, non -motorized connections to transit, programs, and safe routes to schools that together form the basis of an overall non -motorized transportation network. Both on -street and off-street facilities are addressed. Existing and proposed trails are shown in relation to open space and parkland, illustrating a strong connection between the Non -Motorized Transportation Plan and this Parks, Recreation, and Open Space Master Plan report. City of Santa Clarita Trail Classifications CLASS I - Bike Path Provides a completely separated right of way for the exclusive use of bicycles and pedestrians with cross-flow traffic minimized. The trails are marked and landscaped. Fencing encourages use of designated access points. CLASS II - Bike Lane Provides a striped lane for one-way bike travel on a street or highway. Bike lanes are marked with signs and pavement striping. CLASS III - Bike Route Provides for shared use with pedestrian or motor vehicle traffic. Bike routes are marked with signs. Introduction Santa Clarita Parks, Recreation & Open Space Master Plan Introduction MULTI -USE Located primarily in rural areas, these trails are unpaved and are available for equestrian, hiking, and mountain bike use. Trails are marked with lodgepole fencing. Exhibit 1.4-1 Trails Map o as + 1.5 2 zs3MW a RS2 f%ISTN• IiM PRd = SICTCLS F O1 • TMA OTT OR Si AC4WA G g FigeW �. qy� aM Paknp as lav • oruvtlma ^�24v Rp `1..•9b RM. O T*M_. i c.�,nn�a �e �. �oie��ioM:,�:::��n �: o�H• City of Santa Clarita Open Space Acquisition Plan The Open Space Acquisition Plan was developed by the City in 2002, serving as a tool to help maximize the preservation of open space. As indicated in the plan, the document strives to: • Assist in the creation of a green belt surrounding the City • Provide a framework for the City to evaluate, acquire, and maintain the most beneficial parcels • Allow the City to maximize the expenditure of funds by targeting parcels that present the greatest economic, strategic, and natural resource value • Create and enhance partnerships between the City and other agencies • Provide an objective, systematic format for evaluating property • Promote, protect, and preserve open space within the City to enhance overall quality of life • Enhance the City's ability to secure grant funding Introduction 1-12 Santa Clarita Parks, Recreation & Open Space Master Plan Introduction This document will be used as a resource for open space discussions in Section Six. Open Space Preservation District The City's preservation district is designed to preserve natural land from development, create more parks, and protect biological and geological resources. The District will also assist in completing the greenbelt buffer of open space around the City of Santa Clarita. Established in 2007 by a vote of property owners, the District provides a mechanism to assess properties a fee for open space purposes. Aspects of the District include: • The benefit area includes lands within a 3 mile radius of City boundaries; • At least 90% of future open space purchased will be preserved for natural open space; no more than 10% can be used for active, improved parkland; • The District is expected to generate an additional $1.5 million annually for acquisition; and • The assessment is proposed to be in place for 30 years. Park, Recreation, and Open Space Maintenance Standards and Practices Park maintenance standards and practices for the City of Santa Clarita were reviewed as part of the Master Plan effort. The full report is included in the Appendix and generally describes maintenance practices as exemplary although offering some suggestions for improvement. These suggestions do not result in capital improvement projects that would otherwise be reflected in Section Five, Recommendations, of this report. The California Children's Outdoor Bill of Rights The Children's Outdoor Bill of Rights, offered by the California Roundtable on . Recreation, Parks, and Tourism, lists fundamental experiences every child would benefit from experiencing before entering high school. The recommendations . address recent concerns about youth detachment from outdoor activities, lack of physical exercise, and increased health risks. The State of California and the City of Santa Clarita are among the agencies and organizations that have endorsed or adopted (Santa Clarita City Council adopted on 5/27/08) the document (see . htta://www.calroundtable.oro/cobor.htm). Every child should have the opportunity to: • Discover California's Past . Splash in the water • Play in a safe place • Camp under the stars . Explore nature • Learn to swim Introduction 1-13 Santa Clarita Parks, Recreation & Open Space Master Plan Introduction • Play on a team • Follow a trail • Catch a fish • Celebrate their heritage In Santa Clarita or nearby, there are many opportunities to experience the activities on the list and the City continues to explore new options for furthering its commitment. In particular, the Pioneer/Chevron site, Beale's cut, and the Door of the Old Road (Elsmere Canyon) could become more effective historic resources and interpretive opportunities in the future. 1.5 Key Issues Based on the needs assessment process and on information from the community strategic plan process, a set of key issues has been identified to guide the process of developing the Master Plan recommendations. Key issues include: • New Open Space acquisition New trails to connect existing trail network • Provision of Sports Facilities appropriate to the current and future population, to include: Indoor basketball courts Soccer fields > Tennis courts Baseball fields Softball fields • Provision of parkland acreage quantities consistent with the City standard of 5 acres per thousand, with appropriate distribution • Provision of appropriate number of community centers in appropriate locations Non-resident use of City facilities Introduction 1-14 ■ Santa Clarita Parks, Recreation & Open Space Master Plan . Existing Recreation Resources Section Two 2.0 EXISTING RECREATION RESOURCES . This portion of the Master Plan provides an overview of existing parks, recreation facilities and opportunity areas in and around Santa Clarita. ■ 2.1 Park Definition The City of Santa Clarita Municipal Code establishes the following definition: "Park" means every park, roadside rest, golf course, riding and hiking trail, open . space easement to which the public has an unrestricted right of access and use for park or recreation purposes, and every other recreation facility owned, managed or . controlled by the City and under the jurisdiction of the Director. (Ord. 90-12, 5/29/90; Ord. 05-1 § 2, 1/25/05) . This Master Plan report will use the term "park' and "recreation facility" interchangeably and, consistent with the Municipal Code, the terms refer to all five City park types described in section 2.3. 2.2 New Parks and Recreation Facilities Since Previous Master Plan Since 1995, when the previous Master Plan was adopted, the City has aggressively pursued and/or facilitated design and implementation of a significant number of recreation facility projects. The following is a partial list of public facilities added to the park and recreation system between 1995 and 2007: • Begonias Lane Park • Bridgeport Community Park • Central Park • Circle J Ranch Park • Newhall Community Center • Creekview Park • Oak Spring Canyon Park Existing Recreation Resources 2-1 Santa Clarita Parks, Recreation & Open Space Master Plan Existing Recreation Resources • Pamplico Park • Santa Clarita Sports Complex • Todd Longshore Park • Valencia Heritage Park • Veterans Historical Plaza These facilities represent an addition of over 280 gross acres to the park system. In addition to these parks and recreation facilities, approximately twenty-five (25) miles of public trails and 3,000 acres of Open Space has been acquired and/or developed for recreation opportunities. 2.3 City Park Types Parks can be classified by type based primarily on their size, function and character. The City of Santa Clarita Technical Background Report (Phase III of the OVOV General Plan) describes four park classifications for City facilities: Metro -Regional Parks, Community Parks, Neighborhood Parks, and Special Use Facilities. The Technical Background Report describes Passive Parks as a fifth type of open space/parkland. The categorization of parks is important in understanding City- wide acreage needs and in communicating what type of parks are needed in the future. This master plan will utilize the following categories: Regional Parks (Over 40 acres of Parkland) Regional parks serve larger community populations and provide recreation facilities or open space in significant numbers or sizes. Central Park and the Santa Clarita Sports Complex are the City's two regional parks. Community Parks (10-40 acres of Parkland) Community Parks can provide a broad range of both passive and active recreational opportunities, but their primary purpose is to provide active recreational opportunities for use by a larger segment of the population than neighborhood parks. Community Parks are generally considered to serve several neighborhoods within a two-mile radius. If a Community Park is located within a residential area it can also serve a neighborhood park function and, therefore, is included in the service area analysis for Neighborhood Parks. Recreation centers are important features in some community parks. These are building facilities that may contain features such as gymnasiums, multi-purpose rooms, classrooms, and offices for recreation staff. Other facilities often found at Community Parks might include sports fields, sports courts, amphitheatres, group Existing Recreation Resources ■ • Santa Clarita Parks, Recreation & Open Space Master Plan . Existing Recreation Resources picnic areas, and off-street parking. Large special events such as concerts and . festivals might also be held in Community Parks. There are five (5) Community Parks in Santa Clarita: Bouquet Canyon Park, . Bridgeport Park, Canyon Country Park, Newhall Park, and Valencia Heritage Park. . Neighborhood Parks (5-10 acres of Parkland) Neighborhood Parks are intended to serve City residents who live in close ■ proximity; however they also contribute to the overall park system available to the entire community. Ideally, everyone in the City would live within convenient walking distance (typically one-half mile) of a Neighborhood Park. This is defined . as the "service radius" or "service area" of a neighborhood park. . Neighborhood Parks should address daily recreation needs of the surrounding neighborhood; features of neighborhood parks might include playgrounds, multi- purpose open turf areas, limited sports fields, picnic tables and/or picnic shelters, walking paths, attractive landscaping, small parking areas and recreation features . such as basketball courts. A size of five (5) acres or more is considered appropriate to serve a neighborhood of approximately 5,000 within its service area. ■ Natural Open Space Parks . Natural Open Space Parks are those in which most of the park is undeveloped, and the undeveloped portions contain vegetation, topography, or features which are ■ important to retain in their natural states. Developed areas should be 10% or less of the gross area, not including trails. Physical public access to natural areas via trails should be encouraged where feasible and appropriate. For the purposes of defining this park type, "natural" refers to vegetation and land forms indigenous to the area; turf, irrigated manufactured slopes, detention basins, ■ weedy disturbed areas, and areas landscaped with ornamental vegetation would be considered part of the developed portion of a Natural Open Space Park. . Natural Open Space Park is a new category of park facility that was previously included under Special Use Facilities. Natural Open Space Parks are increasing in . Santa Clarita in terms of quantities, size, and importance and therefore a new category is warranted. Existing Recreation Resources 2-3 Santa Clarita Parks, Recreation & Open Space Master Plan Existing Recreation Resources Special Use Facilities Special Use Facilities generally possess a unique character or function focused on a single type of activity. Vista points, greenbelts, rest areas, or community buildings (without an associated park) might be considered Special Use Facilities. Special Use Facilities aren't usually included in the service area analysis for neighborhood parks. 2.4 Existing City Recreation Facilities Unique and diverse recreational opportunities are available throughout Santa Clarita in City facilities. One can find natural open spaces, trails, community buildings, streams, sports courts and fields, a disc golf course, swimming pools, passive areas, playgrounds, a skate park, equestrian staging areas, and much more. As a City that has emerged over the past few decades, newer areas of Santa Clarita have benefited from planning efforts that reflect relatively current thinking about neighborhood identity, neighborhood parks, and developer participation in recreation facility implementation. This has led to an effective system of diverse parks, strongly associated with adjacent residential areas and important to overall community identity. This is one of the many strengths of the community, although some neighborhood park gaps remain in older areas. Additional neighborhood parks are planned as part of future residential areas. Another strength of the park system is the passive/special use parks and trails that take advantage of open space and natural areas of the community. Exhibit 2.4-1 is a map showing the location of each existing park and Exhibit 2.4-2 is a matrix that describes size and features of existing public parks and recreation facilities within the City of Santa Clarita. More than 342 gross acres of park and open space are found in these twenty-one (21) City facilities. Existing Recreation Resources 2-4 -.Atli mA A y.1:4 - NOW , 19. 0 M X O t� X rD n r fD rt O (D W O C r n (D Ln OMEN M ■ MEN MEN M MEN MEN M ■ -4 w I N N N NN N N++ CO + V + a 4t N + O O m rM dl p r 0a � V) n a<< U7 T O_ O z 0 0 m D_ < Z C7 CO CO C co 0 Z C 3 o m r m m Q- 3 Q m � O m D n oC x a C7 0 a, Z O a, m C rn Q r -0 _ O [n s m 2T m o ID 3 ,'0 S Z n a -c o u= (D M a a r O r p 11 -0< _ = T v 0 o C7 0 3 a a t- O ni = o a m n -0 o o° T 3z CD 77 (D -0 =a�c"N f7 nlQu C7 yr T v _'� m m �N� CD f0a I –1 91 O --{ r = 3 o r Q O o ac a/ 7 N °� 3 (D a aTi x K O w f/) O - 61 ID Z - 3 -c — m Z , � v ID N � _< ac n -a kQ ,7 a (D 3 ID `NN Tvl W � O , [D -0 CD < D Q m aln m a, m a, v v NO o na, m < Q Q CD fD N T 7C O 3 _ -0C N 3 [D 3 m 4 � X � N W Q O 67 0 V co 0 � 61 co V O V U) O U'1 r. O CT „ O N w O CJl o O CT w 0 A 0 A w 0 al o O E0 p °O p O W A ti A C) A O O v co O w O O o O O Parcel Acreage' A oo . r_n . V v, Lh o LTl a CJl o N is Cn o w N W N A A ir, O v, N w w o 0 N 0 W o Parkland Acreage C. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N 0 , Undeveloped dd i., a, r, W CX) N oo ' Amphitheater • Barbeques ' Bike Rack Community BuildingfOffice • Dog Park Horse Staging Area n ' Kitchen `v ' M eeting i Class Rooms n A CTi N A N . Open Passiv e Turf f 0 rass (A cres) z_ W W L9 W � W W W N coW Ch Cl N N CO(T� T A Parking C? 1= ' ' Pedestrian Walkway (lighted) m rr, , -• N -- -- -' N �- N N N -� W , Playground f Tot Lot N ' Picnic Shelters f Gazebos Picnic Tables N O ' W Restroom Trail Paseo Linkage ' r C Ball Diamond (usedtorBw nWSoRbd1) v N ' Basketball (indoor -in Gymnasium) o r Basketball outdoor (outdoor) V o v o r o W • Concession Building Disc Golf- 9 hole • Exercise (Par) Course Football (Programmed) ' Gymnasium • Handball f Raquetball (Indoor) m Horseshoes ci 00 M ulti-Purpose Field (used for x' ci r r Football, Soccer, Rugby, Lacross) r A �, „ Organized Sports Played (F -Football, L4 -across, m co co coto co co T C,70 -Soccer) -Rugby, S co Shuffleboard Softball Skate Park N A Soccer (Programmed) Swimming Pool w Tennis Court Volleyball (Sand) OMEN M ■ MEN MEN M MEN MEN M ■ Santa Clarita Parks, Recreation & Open Space Master Plan Existing Recreation Resources It is worthwhile noting items of special interest: • Central Park is the most used park in the City as reported by the highest number of households (32%) polled in a community -wide telephone survey. • The vast majority (96%) of residents are very satisfied or somewhat satisfied with existing recreation facilities and programs in Santa Clarita. • More than nine of every ten respondents (96%) rated Santa Clarita Valley recreation facilities maintenance as "Excellent" or "Good". • The City hosts major regional events at Central Park, Santa Clarita Sports Complex and other sites. • Veterans Historical Plaza opened in 2005. This park is one of the few of its kind in the County dedicated exclusively to the memory of military veterans. Several facilities in Santa Clarita provide recreation opportunities, but are not controlled or operated by the City. Acreage quantities and recreation elements for the County facilities are quantified and credited toward the inventory of available recreation resources since they are public facilities that residents can use. In addition to the County parks, there are two (2) private facilities that are utilized by sports organizations in the City, they are included in the demand and needs analysis. Exhibit 2.4-3 is a matrix that describes size and features of these facilities. Exhibit 2.4-3: Other Facilities Open to the Public v alma■■■®■■■■■�■■■■■■■��■■■■■■■ OTHER . RECREATION FACILITIES WITHIN THE CITY ■ v alma■■■®■■■■■�■■■■■■■��■■■■■■■ to .,..,�.. �■■■©■■■■©�■■■■■■■��■■■■■■■ H�' �Le�e< Existing Recreation Resources 2-7 Santa Clarita Parks, Recreation & Open Space Master Plan Existing Recreation Resources 2.5 Parks and Recreation Facilities Adjacent to the City Significant recreational amenities exist in the communities immediately adjacent to the City of Santa Clarita, offering a diverse set of recreational opportunities. While Santa Clarita residents' may use them, they are not included in the demand and needs analysis. They are: • Acton Open Space • Castaic Lake State Recreation Area • Castaic Regional Sports Complex • Del Valle Park • Hasley Canyon Park • Hasley Equestrian Area • Jake Kuredjian Park • Pacific Crest Park • Pico Canyon Park • Placerita Canyon Nature Center (State Park) • Plum Canyon/David March Park • Richard Rioux County Park • Santa Clarita Woodlands Park (SMMC/MRCA) • Tesoro Del Valle Park (private) • Val Verde Park • Vasquez Rocks Natural Area Park 2.6 Public School Facilities In almost every Santa Clarita neighborhood, school facilities play an important role in family life and routine. In a sense, they are civic gathering places and important resources in the community. There are thirty-two (32) public school campuses (Exhibit 2.6-1) within Santa Clarita, belonging to four different school districts. Many campuses have outdoor play areas and sports fields that are used by the City, by sports organizations, and by Santa Clarita residents. There are also two (2) private college campuses and one public college, College of the Canyon. Of these, the City has established Joint Use Agreements to utilize facilities on fourteen (14) campuses. • Arroyo Seco Junior High School • Bridgeport Elementary School • Golden Valley High School Existing Recreation Resources ■ Santa Clarita Exhibit 2.6-1: Existing Joint Use School Locations HIM Jill 1a��' Maas.^,% a R 99 : a:]:9:99R�aa 1— > R Recreation & Existing Recreation Resources 2-9 z z 14 pace Master Plan Resources Santa Clarita Parks, Recreation & Open Space Master Plan Existing Recreation Resources • James Foster Elementary School • La Mesa Junior High School • Placenta Junior High School • Rancho Pico Junior High School • Rio Norte Junior High School • Saugus High School • Sierra Vista Junior High School • Valencia High School • West Ranch High School • Canyon High School • William S. Hart High School Schools not having joint use agreements with the City are not listed above, it is possible that facilities at these schools are underutilized. School sites could provide a significant number and distribution of outdoor recreational opportunities not currently utilized for public recreation (i.e. outdoor basketball courts, and tennis courts). Joint Use Agreements between the City and school districts describe general responsibilities and benefits of each party regarding the use of both City and district facilities. The Agreement and State law allow the school district and the City to cooperate with each other for the purposes of improving facilities and for organizing, promoting, and conducting recreation and education programs for children and adults. Although games are played at some campuses, school facilities are especially important in providing fields for sports practice. Facilities that are scheduled for games are included in the recreation demand and needs analysis Currently, the school district is responsible for maintaining school campuses and their associated fields and courts. 2.7 Private Recreation Facilities Non-public facilities play a large role in meeting the recreational needs of the residents of Santa Clarita. The array of programs and facilities they provide is substantial. Some programs are offered through the City, others are not. The network of private facilities within the City is made up of businesses, churches, clubs, private schools, organizations, and golf courses. Some of the golf courses in Santa Clarita are: Existing Recreation Resources 2-10 ■ Santa Clarita Parks, Recreation & Open Space Master Plan . Existing Recreation Resources ■ Friendly Valley Golf Course • Robinson Ranch Golf Course • Valencia Country Club . Vista Valencia Golf Course . This Master Plan Update does not provide a detailed inventory of private facilities since the City neither controls, maintains, ensures availability, nor programs them. These recreation resources are therefore not credited toward satisfaction of the . City's acreage goals for public parks. However, as they do fill a recreation role, these facilities may individually be able to address certain specific identified needs in the City of Santa Clarita. A component of this Master Plan is to review how existing public/private partnerships may be working in the provision of facilities and programs. Facility . recommendations include an analysis of how private facilities could assist in meeting the needs for specific types of recreation programs. 2.8 Opportunity Sites . Throughout this Master Plan process numerous sites have been evaluated for the potential to provide recreational opportunities in the community. Several . "opportunity sites" are currently planned as developer -built parks. Many are unplanned vacant park sites, and some are currently utilized for other purposes but may become available for recreational use in the future. A few sites are part of the ■ Santa Clarita open space network and have favorable access and topographic characteristics that could accommodate more active recreation facilities. ■ There are five (5) categories of opportunity sites indicated: • Existing Parks: Parks that are partially developed and, although they have been master planned, have undeveloped acreage. • Undeveloped Park Sites: These sites are either owned by the City or are within approved developments with required park acreage. Owned sites are subject to a master planning and environmental process that will determine amount of developable acreage. Some sites that are already planned to become active public recreation facilities, including developer -built parks and City projects, are also listed and indicated as planned facilities. Existing Recreation Resources 2-11 Santa Clarita Parks, Recreation & Open Space Master Plan Existing Recreation Resources Natural Open Space Parks: Areas owned by the City or a Joint Powers Authority of which the City is a member, and which have either significant development constraints or for which there have been expectations for primarily passive use. Some are currently used for passive recreation despite limited improvements. Acquisition Targets: Developed or undeveloped sites offering recreational opportunities, not currently owned by the City or under the City's control. Undeveloped Trails and Trailheads: Property owned/controlled by other agencies (such as schools) or City -owned and concessionaire -operated. Locations of these sites are shown on Exhibit 2.8-1. Exhibit 2.8-1: Locations of Opportunity Sites EXISTING PARKS ACQUISITION TARGETS • CenRal PnklllaMN © BrokYW - Creekviw PaM Fapansion O gppaPr Gnyon kFrcl • Spons<wrpkaN QY Carryon Cowtry CPnVv�ity Co- • Spwls Campk+v Q Chese "h Part C& Fw,thF ,Pan UNDEVELOPED PARK SITES ®wykvcmrPn PM Ewarrsoa 40 RrbaePPn Mena wn 40 wrrmnrnnl tan Partk. • CMvrn^PMttrplMNerY • V'u Priri[asa/Me�rolinh ® SokCatl anO BcuQun Oi • yThaYn Pemrhe ROCenY - OseMry Pan reMun Pan UNDEVELOPEDTRAILSAND • Maru'era TRAILHEADS • Norland M.alLm GMa^ • GdOnrvalkYPancF • RivenNk • Imn4npn TaY IMW�iukl • 10Ma3'rMwmamiraAFeM Routs Mounrak 40 SaMGrpmTnR 40 SwaF Fwk Cartlw 40 $ama<Im Rirer • WikYSiu SegmenNa 65 —FREEWAY �MAX)RARIRYNH6tNf5) COLLECTOR STREETS EXHIBIT 2.R-1 OPPORTUNITY SITES ERlM �� PARKS, RECREATION, AND OPEN SPACE MASTER PLAN j�r_tir dee: ^_i o IQ 1 am CITY OF SANTA CLARITA, CALIFORNIA Existing Recreation Resources 2-12 • Santa Clarita Parks, Recreation & Open Space Master Plan . Existing Recreation Resources Existing Parks • Central Park Phase III and IV: Approximately 28 acres are available for . development, which could include a new community center and a multi -court tennis center. . Creekview Park Expansion: Owned by The Masters College, and adjacent to an existing 5 -acre City park, this area is mostly in the floodplain of Newhall Creek. Passive area development on the opposite side of the creek would require a bridge . for pedestrian and maintenance access, and could be deeded to City as part of approval of College Master Plan. ■ Sports Complex Phase IV and V. Phase IV will include a new signature ±40,000 SF skate park replacing an existing 12,000 SF facility. Also planned are outdoor . basketball courts, an open play area, and new gymnasium with indoor basketball. Future development will include a universally access play area, soccer fields, amphitheater, dog park, and a BMX course. Undeveloped Park Sites Bridgeport Market Place: The City will soon own this 5 -acre flat property at the intersection of Grandview and Newhall Ranch Road. It was part of a negotiation with City Council as mitigation for the River Village Project. It is the site of a known earthquake fault, no habitable structures are allowed. It has been used in the past as parking for special events at Bridgeport Park across the street. It has been discussed as a special event staging area (5K runs, art festivals, pet clinics, etc). Chevron/Pioneer Oil Refinery Site: Approximately 5 acres in size, and offers a significant historic preservation opportunity. Soledad & Bouquet Open Space: The City owns this 235 -acre property, but it is not yet master -planned. Topography is very hilly and there are spectacular views of the entire Valley. Protection of the ridgelines and the topography reduce the developable size of the property. Trail connections should be considered. This site is adjacent to the 900 -acre Whitaker-Bermite property (Brownfield site) and the reclaimed wastewater plant. Discovery Park: This is a City -owned 24+ acre site with a significant floodplain . area. A Master Plan Design and Construction Documents, as well as a CEQA document, has been completed for approximately 10 acres of passive river park Existing Recreation Resources 2-13 Santa Clarita Parks, Recreation & Open Space Master Plan Existing Recreation Resources improvements. Phase I has been completed and consists of a trail connection to Camp Plenty Trailhead. Keystone Park: Keystone is a proposed developer built park that may include passive areas, splash pad play area, picnicking, and an off -leash dog area. Mancara Park: Mancara is a proposed developer built park that may include passive areas, play area, and picnicking. Norland Avenue at Lost Canyon: 58 acres of City -owned property, however more than 50% of the property is in the floodplain. Bank protection and mitigation will be costly in order to use any significant portion of the remainder of this site. This could be a possible donor site for other project mitigation. Rivendale: 60 acres of City -owned property located at the mouth of Towsley Canyon. It is currently used by the Santa Monica Mountain Conservancy as a trailhead for access to the Towsley property. A Flood Plain, SEA, and steep topography are major constraints. Historically, the site was used for equestrian boarding. There is freeway visibility, access, and noise. River Village Park: 29 -acre site dedicated to the City (subject to City accepting improvements). Construction plans for 5 -acre active park features are being reviewed by staff. The remainder of the site has both natural and manufactured slopes with oak trees and a trail connection to Newhall Ranch Road. The expected construction date is 2010. Round Mountain: The City will soon own this property at the intersection of Interstate -5 and the Santa Clara River, as part of a negotiation to provide mitigation for the River Village Project. The floodplain, limited vehicular access, existing utility corridor, and potential endangered species are possible constraints. The upland area is bisected by Santa Clara River Trail Segment One (currently under construction). There may be potential for limited access from the industrial park to the north. South Fork Corridor: The City will soon own property both in and alongside the South Fork of the Santa Clara River. The existing South Fork Trail runs the length of the property. It was also acquired as part of a negotiation for the River Village Project. Wiley Site: Anticipated as mitigation for nearby high density mixed use development. A major utility corridor, floodplain, and limited vehicular access are potential issues. Existing Recreation Resources 2-14 • Santa Clarita Parks, Recreation & Open Space Master Plan . Existing Recreation Resources ■ Natural Open Space Parks . Colmer Property: Property consists of natural and manufactured slopes behind homes. No public access is currently available. . Elsmere Canyon: The Santa Monica Mountains Conservancy currently owns 400 acres at the mouth of this pristine oak woodland. Additional acquisition is needed to permanently protect the upper canyon including scenic seasonal stream and . water fall. Gate King Industria/ Center Park: A very hilly and oak -studded area. . Anticipated use is limited to trails. The Environmental Impact Report (EIR) restricts any more intensive use. . Lost Canyon: Developer proposed neighborhood park. Site to be determined. . Quigley Canyon Park: 158 acres of mostly hilly topography with a blue line stream bisecting. Several existing trails occur on the site. . Whitney Canyon Open Space: Owned by a Joint Powers Agreement (JPA) between the City and the Santa Monica Mountains Conservancy. Master plan would . be processed through their approval. Acquisition Targets • Beale's Cut: An undetermined area of land in Newhall Pass that includes the site . of the 90 -foot deep cut completed in 1864 as a toll road linking the San Fernando Valley with the Santa Clarita Valley and points north. . Bouquet Canyon School: Approximately 5 -acre site across the street from the existing Bouquet Canyon park. School District is planning to relocate to a new site and the property could be available to the City and/or other public agencies for ■ acquisition. . Canyon Country Community Center Site: Possible site for a future community center. . Cheseborough Park: This park is owned and programmed by the County of Los Angeles. If acquired by the City, this park must be brought up to operations and maintenance standards. 0 • Existing Recreation Resources 2-15 Santa Clarita Parks, Recreation & Open Space Master Plan Existing Recreation Resources Northbridge Park: This park is owned and programmed by the County of Los Angeles. If acquired by the City, park must be brought up to operations and maintenance standards. Quigley Canyon Park Expansion: This 158 -acre oak woodland is located in Placerita Canyon. Approximately ten acres are currently part of an oak tree bank established for a nearby development. Summerhill Lane Parkland: A flat 3.5 acre site on the corner of McBean and Summerhill. This site has excellent access, no known constraints, and is adjacent to the City's open space and trail system. A Metropolitan Water District (MWD) easement is adjacent to the west. Via Princessa/Metrolink Site: City -owned property currently serving as commuter rail station and parking lot. On opposite side of the railroad tracks is an additional 11 acres owned by the County of Los Angeles. Grade separated access would be required to connect the two parcels. Whitaker-Bermite Site: Developer is planning 50 acres of parkland including one community park. This is a 900 -acre Brownfield site. The City Council has maintained that no portion of this site can be developed until entire site is clear of hazardous materials and groundwater. An earthquake fault runs along the northerly property line. Undeveloped Trails and Trailheads Golden Valley Ranch Trail: A multi -use trail system exists on 900 -acre open space preserve. Additional trails to be constructed as part of adjacent residential development. iron Canyon Trail (Multi -use): A multi -use trail connecting adjacent semi -rural areas with the Sand Canyon Trail Corridor. Magic Mountain Trailhead: Located on Magic Mountain Parkway near Tourney Road, the site of a proposed two acre trailhead facility. Sand Canyon Trail : A multi -use trail connecting the National Forest areas to the south with the Santa Clara River Trail. Completion of this trail is approximately 30% complete. Existing Recreation Resources 2-16 Santa Clarita Parks, Recreation & Open Space Master Plan Existing Recreation Resources Santa Clara River Segments 4 and 5: These are the remaining segments of the Santa Clara River Trail along the north bank of the river through the City. When constructed, these trails will complete a significant portion of the trail corridor extending from Interstate 5 to Discovery Park in Canyon Country. Existing Recreation Resources 2-17 • Santa Clarita Parks, Recreation & Open Space Master Plan . Recreation Facility Needs Assessment Section Three 3.0 RECREATION FACILITY NEEDS ASSESSMENT The purpose of the facility needs assessment process is to identify the current and . future recreation facility needs within the community, to identify recreation demand that is unmet, and to suggest the relative priority of each identified need. Needs . were identified and prioritized by engaging the community in a series of community outreach forums and other needs identification tools listed below. The process involved gathering both qualitative input (e.g. workshops, focus groups, . questionnaires, stakeholder interviews) and quantitative input (e.g. telephone survey, sports organization survey, demand analysis). Qualitative input is the voice ■ of the community. Quantitative input is statistically valid information. Using only qualitative feedback as a basis for the number, type, and location of recreation facilities ignores the fact that such feedback may not be representative of the entire . community and also may not quantify facility needs beyond "more". Each needs identification tool and each bit of information gathered is a piece of the recreation puzzle leading to a more thorough understanding of the community. All of the . pieces, taken together, provide an overall picture of recreation facility needs specific to Santa Clarita now and in the future. The following methods and processes (needs identification tools) were utilized in the facility and program needs assessment and will be addressed in this section: . Community Outreach: Information was gathered from Santa Clarita residents and stakeholders through a variety of methods including: a series of three (3) . workshops, workshop participant questionnaires, staff focus group, stakeholder interviews, community focus group, and a sports organization survey. Community -Wide Telephone Survey: The telephone survey provides current, statistically valid information specific to Santa Clarita that provides detailed . information on the types of recreation facilities and programs most often utilized by Santa Clarita and nearby residents. A total of 550 randomly -selected, geographically distributed telephone interviews were completed with the adult head . of the household. Recreation Facility Demand and Needs Analysis: Quantitative evaluation of . Santa Clarita facility needs based on the statistically valid telephone survey, facility inventory, relevant demographics, and sports organization survey. • Facility Needs Assessment ■ 3-1 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment Service Area Analysis: Evaluation of where parks and recreation facilities are distributed throughout residential areas in Santa Clarita. Acreage Analysis: Evaluation of parkland acreage needs in Santa Clarita based on a goal of 5 acres per thousand residents, identified recreation needs, and available supply. Maintenance and Operations Analysis: Site visits and analysis of maintenance and operations practices. Program Needs Analysis: Evaluation of recreation program needs (see Section Four) that generates facility needs. Trends Analysis: Evaluation of societal trends and associated recreation implications. 3.1 Community Outreach The community outreach effort ranged from lively evening workshop discussions to one-on-one stakeholder interviews. The community outreach portion of the Needs Assessment provided a number of opportunities to obtain perspective from residents, users of facilities and programs, and providers of facilities and programs. Within this section, the community outreach effort has been organized into eight (8) separate needs identification tools, they are: • Community Workshop #1 - Community Characteristics and Issues • Community Workshop #2 - Sports Facilities Workshop Participant Questionnaires Stakeholder Interviews • Staff Focus Group • Community Focus Group • Community Workshop #3 - Program and Facility Needs Prioritization • Sports Organization Survey Another needs identification tool included in the community outreach effort, the Citywide Telephone Survey, is discussed separately in section 3.2. The information received from each of these sources has been included in the overall prioritization of needs and recommendations. A brief summary of each community input is provided below, and the complete summary is included in the Appendix document. Facility Needs Assessment 3-2 • Santa Clarita Parks, Recreation & Open Space Master Plan . Recreation Facility Needs Assessment Community Workshop #1 — Community Characteristics and Issues ■ The first community workshop was held on June 11, 2007. Thirty-eight (38) residents attended the workshop. The purpose of Workshop #1 was to identify the . most important community characteristics that contribute to why Santa Clarita is a great place to live, work, and play. Workshop participants also listed trends, . and/or issues that may be impacting those attributes and how Parks, Recreation, and Community Services can support important community characteristics. . According to the workshop participants, the community characteristics that make Santa Clarita a great place to live, work, and play are: . • Safety • Wide variety of activities and facilities . Good schools • Family values • Natural areas Issues or trends that may negatively impact those characteristics include: • Growth/overdevelopment • Traffic (need better public transit) • Loss of hillsides/ridgelines When asked about the role parks and recreation can play to support positive community characteristics, respondents indicated: • Provide a wide variety of facilities and activities for all groups/ages • Listen to the residents/encourage resident participation • Maintain current activities • Preserve open space Community Workshop #2 — Sports Facilities On July 18, 2007, residents and representatives of sports user groups in Santa Clarita were invited to discuss park issues relating to sports and active use of park facilities. Thirty (30) attendees participated in the evening's workshop discussions. Representatives from sports groups were asked to participate because of their extensive familiarity with athletic facilities and with the organizations that tend to use them. The workshop participants discussed the best and worst sports facilities in the City, the sports facility needs, and opportunities to meet those needs. Facility Needs Assessment 3-3 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment The top sports facilities identified were: • Central Park (multi -use, variety, lighted fields, well maintained) • Santa Clarita Sports Complex (multi -use, growth potential, clean) • Aquatic Center (state of the art, fitness/competition/recreation, variety of uses) The worst sports facilities identified were: • Newhall Park (poor lighting, safety, lack of activities, small parking lot) • Bouquet Canyon Park (softball field, upkeep) Top sports facility needs include: • Multi -Use Fields • Gymnasium/Indoor Basketball Courts • Tennis Facility/Courts • BMX Facility • Special Needs Park When asked about opportunities to meet current and future sports facility needs, participants identified the following: • Expand or renovate existing parks • Joint Use Agreements/partnerships • Acquire vacant or open space land Workshop participants indicated that the three most important improvements to Santa Clarita's park, recreation, and open space network are: • New, expanded, or renovated parks • Lighting in parks • Provide active parks Workshop Participant Questionnaires During the first two (2) workshops, a questionnaire was distributed and completed by a total of forty-eight (48) workshop participants. Consistent themes and issues raised by respondents include: • Santa Clarita parks are in excellent/good condition • Tennis courts are needed Facility Needs Assessment 3-4 • Santa Clarita Parks, Recreation & Open Space Master Plan . Recreation Facility Needs Assessment Stakeholder Interviews • Interviews were held on September 17and 18, 2007. Each interview was conducted over a period of 45 to 60 minutes. A total of fourteen (14) stakeholders ■ were interviewed and a table summarizing all stakeholder comments is included in the Appendix. ■ When asked what are the most important issues related to Parks, Open Space, Recreation Facilities, and Services currently provided, the most common responses ■ (by at least three of the fourteen interviewees) included: • Acquire, preserve, maintain open space, greenbelts and ridgelines/Integrate open space plan with Master Plan • Keeping pace with growth/current deficit in parks, facilities, and open space . Acquisition, construction, accessibility, and connectivity of multi -use trails • Meeting recreational needs of the future . When asked what are the important services and facilities for the future, respondents indicated: . . Tennis courts that meet NTA standards for competition • Provide parks and recreation facilities in multiple locations/identify gaps in . services (e.g. Canyon Country) • Amphitheater/outdoor theater • Communicate/coordinate with areas proposed for annexation to guarantee . quality park system • Big League Dreams - fields for youth and adult baseball/regional baseball complex . • Dog parks • Aquatics facilities (e.g. play pool at Newhall, Olympic sized pool) . . More performing arts venues • More parkland/walkable, accessible communities/plans for pedestrians . In answer to the question about what the Department does best in providing services the most common responses (by at least three of the interviewees) included: • • Good services/good department/everything • Variety and quality of recreational services with high participation for diverse ■ community • Creating new parks and opportunities for recreation . • Good maintenance of parks and facilities • Staff have pride in their work and the City Facility Needs Assessment . 3-5 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment In answer to the question about how the Department could improve in providing recreation services and facilities, the most common response (by at least three of the interviewees) included: • Acquire and develop more open space and parkland When asked if there were any particular segment of the population that is currently underserved, the most common responses were: • Growing older adults • At risk youth/teens • Canyon Country residents Interviewees most often indicated that opportunities to provide programs, services, and facilities were: • More partnering with other entities for outreach, facilities, and program development (e.g. environmental groups, health and wellness groups, College of the Canyons, school district, and private sector) Interviewees expressed their vision for recreation facilities and services in 2017 The most common responses include: • City meets national park standards (5 acres of parkland per thousand residents) • Maintain vision for greenbelts and link trails with communities • Greatly increase open space and passive parklands around City, ensure accessibility When asked what the one recreation facility most desired to see added to meet the needs of the community, the most common responses included: • Community center/recreation facility to serve Canyon Country • Sports Park/community center/senior center in eastside Staff Focus Group A discussion session with City staff members was held on October 1, 2007. When asked what are the Parks, Recreation, and Community Services Department's greatest strengths and assets in meeting the needs of residents, the most common responses included: • Dedicated Staff and teamwork • Provide well-maintained facilities • Listens to the community Facility Needs Assessment 3-6 NSanta Clarita Parks, Recreation & Open Space Master Plan . Recreation Facility Needs Assessment Consensus responses indicate that the most important recreation issues include: • Expand facilities and programs • Traffic (parking in parks, location of facilities) . • Safety in parks (park rangers needed) . The greatest constraints/challenges in meeting the needs of residents are: • Budgets and funding • Need full-time Staff/Staff specialists Ability to offer new programs . Participants expressed their vision for parks, open space, facilities, and services in 2017: ■ • Provide multiple diverse programs and activities to serve all interests and ages Provide safe facilities Priorities that the Department needs to address to better serve community residents included: ■ • Teen programs • Community center with facilities for arts, teens, and seniors • Participants indicated that the following needs to be done to accomplish priority items: • Assess and prioritize needs ■ • Identify funding opportunities and secure funding • Make it happen A table summarizing all focus group comments is included in the Appendix document. 0 Community Focus Group . A discussion session with community leaders was held on October 1, 2007. When asked what are the most important issues related to parks, open space, . recreation facilities and services currently provided, participants provided a long and diverse set of responses. Items most often indicated include: 0 Facility Needs Assessment 3-7 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment • Lack of therapeutic recreation • Activity center in Canyon Country • Decentralized facilities • Gallery space for artists and public art Parks, open space, recreation facilities, and recreation services can be improved as follows: • Enhance partnerships with non -profits • Ensuring more open space • Communication of services • Accessible playgrounds for all ages and abilities • Decentralize facilities • Natural areas with interpretation and environmental education A full summary of the session can be found in the Appendix document. Community Workshop #3 — Needs Summary and Prioritization On November 28, 2007, members of the Santa Clarita community and participants from previous workshops were invited to an overview of the Master Plan process, and summary of the recreation facility and program needs in the City. Thirty-two (32) attendees participated in the evening's workshop discussions. Participants discussed relative priority of needs. According to workshop participants, the top recreation facilities needed in Santa Clarita are: • Lighting in Parks • Teen/Youth Center • Special Needs Facility • Senior Center • Open Space Multi-purpose Fields A full summary of the workshop can be found in the Appendix document. Sports Organization Survey To supplement the information regarding participation in organized sports obtained from the Community Telephone Survey, a questionnaire was designed and distributed to the sports organizations that use public facilities. Detailed information was requested for each division in the group regarding the number of players, the size of facility required, and the time and place of all games and practices. Twenty (20) sports organizations responded. Information was received Facility Needs Assessment 3-8 • Santa Clarita Parks, Recreation & Open Space Master Plan . Recreation Facility Needs Assessment from softball, baseball, football, soccer, volleyball, BMX, fishing, and basketball . organizations. The full summary of the sports organization survey can be found in the Appendix. . This information is used to better define peak day demand and convert that to the number of facilities required to meet the needs of this segment of the recreation ■ market (see Section 3.3, Recreation Demand and Needs Analysis). Sports groups also answered qualitative questions about facility needs for their . organizations. Responses include: • Ballfield maintenance is generally perceived as "good" to "excellent", . • Soccer field maintenance is generally rated "fair" to "excellent", Baseball and softball organizations requested more fields for games and practices, . • Soccer organizations requested more fields, lights, and maintenance adjustments, . . Football organizations requested more fields for games and practice and more parking, Basketball and volleyball organizations requested more gymnasiums and less . reliance on schools, and • BMX and fishing groups requested facilities in Santa Clarita. ■ 3.2 Community -Wide Telephone Survey . A total of 550 interviews were completed with adult head of households living in the Santa Clarita Valley. These respondents were contacted through the use of a random digit dial sample. This sample methodology compensates for the incidence ■ of unlisted telephone numbers. Survey eligibility was confirmed by verifying that the respondent's home was located within one of nine eligible postal codes. . These 13 -minute interviews were conducted via telephone by professional interviewers during the August and September 2007 fielding of the resident . telephone survey using direct -entry computer technology. All interviews conducted among Santa Clarita Valley residents were edited by skilled supervisors of the field organization and 10% were validated for accuracy. The sample error for a sample size of 550 ranges from +/-1.9% to +/-4.3% (depending on the response distribution) at the 95% confidence level. This means ithat if we were to survey every household in Santa Clarita, we are confident that, 95% of the time, the results for a question would differ by less than 4.3 percentage . points from the results derived from this sample. Responses to the survey questions provide vital information, including: . Frequency of Use: Almost half (42%) of Santa Clarita households reported being a frequent user of park and recreation facilities (utilizing recreation facilities at least three (3) times a month) while another forty percent (40%) described themselves Facility Needs Assessment . 3-9 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment as moderate users (patrons of facilities two to twenty-four times annually). This pattern is comparable to the average of other communities studied. Most Used Facility: Central Park was reported as the most often used park by the highest percentage of households (32%). Canyon Country Park, Santa Clarita Sports Complex, and Old Orchard Park were also mentioned often. Most Common Recreation Activities: Of the fourteen (14) activities tested in the survey, the largest share of the population reported participation during the last year in: Passive Use of Open Grass in Public Recreation Facilities (65%), Trail Use for Active Recreation (56%), Picnicking at Picnic Tables in Public Parks (55%), and Walking on Public Trails for Passive Relaxation (54%). Bicycling and swimming were activities reported next most often. Walking/Jogging/Running/Hiking was most often reported among households located in Sub -area 4 (postal zip codes 91354 and 91355). Activities Location: Santa Clarita is the location for at least 84% of all reported recreation activities. Twelve of the fourteen tested activities occur in Santa Clarita more than 90% of the time. Facilities Maintenance: Nearly all respondents (96%) indicated that maintenance of facilities in Santa Clarita is "Excellent' or "Good", representing an above-average positive rating compared with other communities surveyed. Almost all (99%) respondents said that facility maintenance is very important or somewhat important in their decision to use those facilities. Overall Satisfaction: More than nine in ten (96%) stated they were either "Very Satisfied" or "Somewhat Satisfied" with existing recreation facilities and programs in the Santa Clarita Valley. Most Desired Active Facility: The active recreation facilities cited as most desired by Santa Clarita residents surveyed were Swimming Pool for Recreation (7%), Tennis Courts (5%), Bike Trails (5%), Walking/Running/Jogging Paths (4%), Dog Park (4%), and Skateboard Park (4%). One in five (20%) indicated their household members have no new recreation facilities needs. Most Desired Passive Facility. The passive recreation facilities cited as most desired by Santa Clarita residents surveyed were Walking Trails (21%), Open Space (12%), Outdoor Concert Stage (12%), Performing Arts Center (9%), Library (6%), and Open Grass Areas (5%). A key element of the telephone survey is information that generates participation rates in each of fourteen (14) recreational activities. These participation rates are Facility Needs Assessment 3-10 ■ Santa Clarita Parks, Recreation & Open Space Master Plan ■ Recreation Facility Needs Assessment analyzed in the recreation demand and needs analysis (Section 3.3), where facility ■ demand is calculated in relationship to the population served. ■ 3.3 Recreation Facility Demand and Needs Analysis This section summarizes the evaluation of demand for fourteen (14) recreation and . park activities based upon actual participation rates as determined by the residents of Santa Clarita. A key element in any park and recreation planning strategy is an understanding of the nature of demand for parks and recreation facilities. Without ■ this understanding, policy can only be based on general standards, such as population ratios (acres per thousand population) or service area (distance to park . facility). Such standards are useful, but the demand analysis guarantees that the needs . assessment reflects Santa Clarita specifically. The National Recreation and Park Association, in their 1983 update to the . publication Recreation, Park and Open Space Standards and Guidelines, states: "Park and recreation services are community services." Ideally, the national standards should stand the test in communities of all sizes. However, the reality often makes it difficult or inadvisable to apply national standards without question to specific locales. The uniqueness of every community, due to differing . geographical, cultural, climatic, and socioeconomic characteristics, makes it imperative that every community develop its own standards for recreation, parks and open space." The information used to calculate community demand for recreation facilities comes from four sources: • The Communitywide Telephone Survey • Santa Clarita Population Projections • Sports Organization Survey • California State Department of Parks and Recreation The telephone survey provides a statistically valid basis for determining how the residents of Santa Clarita participate in recreation activities. The participation rates in recreation activities from the survey constitute a quantitative basis for the demand analysis that is used in calculating the current need for facilities. The nature of growth and population change establishes trends in demand for recreation and leisure services. These population projections, together with the survey results describing participation rates for various demographic measures, is the basis for a quantitative projection of future facility needs. Facility Needs Assessment 3-11 Santa Clarita Parks, Recreation & Open Space Master Plan ■ Needs Assessment In terms of sports facilities, it should be noted that the analysis pertains to participation in sports games on game fields, for which quantitative inventory is possible. This information is obtained in part from the sports organization survey. Participation in sports practices and evaluation of practice field demand is not included, in part because practices often occur on informal, non -regulation facilities. Further, it is assumed that practices can occur on game fields during non -peak portions of the season. Based on the responses received from the sports organization survey there appears to be a need for additional practice fields in baseball, softball, football, and soccer. The sports organization survey obtained information regarding the number of players and teams in each league or sports organization, age ranges of the players, what seasons they play, if they travel outside Santa Clarita to play, if they participate in tournaments, ratings of field/facility maintenance and scheduling, projections of growth, and facilities they have the greatest need for both now and in the future. Detailed information was requested for each division in the sport regarding the number of players, the size of facility required, and the time and place of all games and practices. This information is used as a supplement to the telephone survey results and as a means to better define peak day demand (number of participants who will be involved in a given activity on the busiest day of the year) and convert that to the number of facilities required to meet the needs of this segment of the recreation market. Information regarding which of the existing facilities are currently being used by the sports groups provides an understanding of the inventory of sports facilities regarding usage for adult sports, youth sports, and practices. Recreation Facility Requirements The demand for certain recreation facilities is calculated based upon actual participation rates as determined from the telephone survey. The facility demand for each of the selected activities is determined based upon current and future population figures. The total facility demand is compared to the existing facility inventory which results in a surplus or deficit. Of the fourteen (14) activities surveyed two were identified as having a current surplus of facilities (youth softball and swimming pools); the remainder show current deficits (see Exhibit 3.3-1). Facility Needs Assessment 3-12 Santa Clarita Exhibit 3.3-1: 2007 Facility Needs Recreation & Open Space Master Plan Assessment Facility Needs Assessment 3-13 Facility Need Existing School Other Total Toth Rego- City or 2007 City Surplus/ Facilities Fecilifies Facilities Surplus/ Facility Santa Clarke Needs Facilities Deficit(-) Avail.` Avail. Avail. Defick(-) Softball Folds: Organized Youth 1/15,850 pop. 11.2 9.0 -2.2 0.0 3.0 12.0 0.8 Baseball Fields: Organized Youth 120,900 pop. 9.5 0.0 -8.5 0.0 7.0 7.0 -1.5 Soccer Fields Organized Youth 1/6,250 pop. 28.3 11.0 -17.3 10.0 1.0 22.0 -6.3 Football Fields Organized Youth 1/35,650 pop. 5.0 0.0 -5.0 5.0 0.0 5.0 0.0 Indoor Basketball Cts.: Organized YcuWAdult 122,350 pop. 7.9 2.0 -5.9 5.5 0.0 7.5 -0.4 Tot Ws/Playgrounds 1/5,000 pop. 35.5 26.0 -9.5 0.0 3.0 29.0 -6.5 Picnic Tables 1/850 pop. 210 193 -17 0 16 209 -1 Swimming Pods (Public) Recreational 1/39,750 pop. 4.5 6.9.. 2.4 0.0 0.0 6.9 2.4 Tennis Courts 1/2,750 pop. 64.8 7.0 -57.8 3.0 3.0 13.0 -51.8 WalkinglJogging Paths (mi.) 1/3,700 pop. 47.7 37.0 "' -10.7 0.0 15.0 52.0 4.3 Walking Pages (m.) 1/4,250 pop. 41.5 37.0 "' 4.5 0.0 15.0 52.0 10.5 Bicycling Paths (mi.) 1/3,400 pop. 51.9 29.0 "" -22.9 0.0 0.0 29.0 -22.9 Skate Boarding Facility 1/65,650 pop. 2.7 1.0 ""' -1.7 0.0 0.0 1.0 -1.7 Open Grass in Parks (acres) 12,250 pop. 78.3 45.2 -33.1 0.0 7.9 53.0 -25.3 'School facilities other than fields are counted at 50 percent to allow fa time not available to the public. "The City has 8 pools with a corrbined 42,600 sq. R. - equivalent to 6.9 pods measuring 25 meters x 25 yards. "'There are a total of 37 miles of paths maintained by the City. It is assumed that these paths are used for both walkinglogging for exorcise and also walking for pleasure. ""Paved Class I Off -Road Trails. ""'Fxisgng skate park to be demolished. Source: Conan Consulting Inc., based on data from California State Department of Parks and Recreation and the Santa Clarity Recreation Needs Assessment Survey, October 2007. saav d- v, 2108 Facility Needs Assessment 3-13 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment Exhibit 3.3-2: Facility Needs at Build -Out Facility Need Existing School Other Total Total Ratio - City of Buildout City Surplus/ Facilities Facilities Facilities Surplus/ Facility Santa Clarity Needs Facilities Deficit(-) Avail.' Avail. Avail. Deficit(-) Softball Fields: Organized Youth 1/15,850 pop. 15.0 9.0 -6.0 0.0 3.0 12.0 -3.0 Baseball Fields: Organized Youth 1/20,900 pop. 11.4 0.0 -11.4 0.0 7.0 7.0 -4.4 Soccer Fields Organized Youth 1/6,250 pop. 38.0 11.0 -27.0 10.0 1.0 22.0 -16.0 Football Fields Organized Youth 1 rA650 pop. 6.7 0.0 -6.7 5.0 0.0 5.0 -1.7 Indoor Basketball Ots.: Organized Youth/Aduft 122, 350 pop. 10.6 2.0 -8.6 5.5 0.0 7.5 -3.1 Tot Lots/Playgrounds 1/4,700 pop. 50.6 26.0 -24.6 0.0 3.0 29.0 -21.6 Picnic Tables U890 pop. 268 193 -75 0 16 209 -59 Swimming Pods (Pudic) Recreational 1!37,600 pop. 6.3 6.9 •• 0.6 0.0 0.0 6.9 0.6 Tennis Courts 12,550 pop. 93.2 7.0 -86.2 3.0 3.0 13.0 -80.2 walkinglJogging Paths (mi.) 1/3,550 pop. 67.1 37.0 ••• -30.1 0.0 15.0 52.0 -15.1 walking Paths (mi.) 1/4,150 pop. 57.1 37.0'•• -20.1 0.0 15.0 52.0 -5.1 Bicycling Paths (mi.) 1/3,250 pop. 73.0 29.0 "" -44.0 0.0 0.0 29.0 -44.0 Skate Boarding Facility 159,550 pop. 4.0 1.0'•"• -3.0 0.0 0.0 1.0 -3.0 Open Gress in Parks (acres) 12,250 pop. 105.1 45.2 -59.9 0.0 7.8 53.0 -52.1 'School facilities other than fields are counted at 50 percent to allow for time not available to the public. **The City has 8 pods with a combined 42,600 sq. R. - equivalent to 6.9 pools measuring 25 meters x 25 yards. ...There are a total of 36 miles of paths maintained by the City. It is assumed that these paths are used for both walkinglogging for exercise and also watkinf for pleasure. •••'Paved Class I Off -Road Trails. ""'Existing skate park to be demolished. Source: Conan Consulting Inc., based on data from California Sate Department of Parks and Recreation and the Santa Clarita Recreation Needs Assessment Survey, October 2007. suwmam vrvos These deficits will increase (see Exhibit 3.3-2) as the population grows to ultimate build -out unless facilities are added. The largest deficit numbers anticipated at build -out are represented by: • Soccer fields (16) • Tot lots/playgrounds(22) • Tennis courts (80) • Bicycle Trails (44 miles) • Open Turf in Parks (52 acres) Facility Needs Assessment 3-14 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment Perhaps the most significant future deficits relative to availability of parkland are sports fields. Provision of 3 softball fields, 5 baseball fields, and 16 soccer fields to meet needs would require more than 75 acres of land. It should be noted that a factor is included in demand calculations to account for resting of sports fields; 20% of availability is assumed for resting and recovery of fields. Some of the more costly facility deficits based on cost per square foot are indoor basketball courts (3 needed) and skateboard facility (equivalent of 4 needed). Recreational swimming pool quantities are anticipated to remain in numbers appropriate to the population, even if no new pools are built. 3.4 Service Area Analysis In addition to providing appropriate quantities and types of recreation facilities, the City strives to provide them in useful and appropriate locations. Service Area Analysis was conducted with respect to neighborhood parks and to community centers. Neighborhood Park Service Area Analysis One-half (.5) mile is approximately a 20 -minute walk for most people. It is generally considered a significant threshold in distance, beyond which some segments of the population will tend to decline walking opportunities. ■ Most residences should be within one-half mile, a convenient walkable distance for most people, of a neighborhood park or other park that may satisfy common recreation needs. This .5 mile radius around parks and recreational facilities is . defined as a neighborhood park "service area". In essence, the existing parks are providing a nearby location for residents to utilize for active or passive recreation. This service area emphasis is key in a community in which families, neighborhoods, ■ and active living are central issues, and is supported by the Vision and Guiding Principles developed as part of the Santa Clarita Valleywide General Plan process: . Housing developments located in the more urbanized communities of the Valley shall be designed to create a sense of neighborhood by ... promoting walkability and . containing places that serve as centers of activity and identity (schools, multi- purpose facilities, parks, convenience services, neighborhood commercial centers, etc). Guiding Principle 20.a And: ■ New parklands will be developed throughout the Santa Clarita Valley, with priority on locations that are not now adequately served. These shall encompass a . diversity of park types and functions, including passive and active areas, in consideration of the recreational needs of the residents to be served. Guiding Principle 36 • Facility Needs Assessment . 3-15 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment Proximity to parks is more than a convenience issue. It helps to establish an excellent City park system by providing improved air quality, circulation, social opportunities, community identity, and community health benefits. Proximity to parkland is one of the elements identified as predicting levels of physical activity in the community, and a survey of U.S. adults finds that people with access to neighborhood parks were nearly twice as likely to be physically active as those without access to parks. Further, 430/a of people with safe places to walk within ten minutes of home met recommended activity levels, while just 27% of those without safe places to walk were active enough to meet recommended activity levels (Active Living by Design, Land Use Fact Sheet). To analyze the extent to which the distribution of existing Santa Clarita facilities is appropriate, a service area radius map is provided (see Exhibit 3.4-1). Circular service area radii are generated with the park location as the central radius point. Geographical or other physical obstructions should be considered in analysis of actual service area, so service area shapes are not necessarily full circles but may be truncated to reflect a major barrier, such as an arterial roadway. When areas zoned for residential use fall outside graphic service area designations, it can be said that the area may be underserved by the existing parks. Exhibit 3.4-1: Service Area Radius Map and Service Gap Areas —F%E.AY Facility Needs Assessment 3-16 CITY (N SANTA CLARITA, CALIFORNIA • Santa Clarita Parks, Recreation & Open Space Master Plan ■ Recreation Facility Needs Assessment . The service area analysis demonstrates that there are eight (8) residential areas outside of the established .5 mile service radius from a developed neighborhood park: • Area north of Soledad Canyon Road, east of Sierra Hwy • Area north of Soledad Canyon Road, west of Sierra Hwy • Area south of Via Princessa, west of Sierra Hwy • Area between Bouquet Canyon Road and the Santa Clara River • Area north of Bouquet Canyon Road around Haskell Canyon Road • Area north of Copper Hill Drive • Area south of Valencia Blvd, east of McBean Parkway • Area south of Lyons Avenue, west of Calgrove Blvd Gaps in service can be addressed by adding a new facility, expanding existing facilities, or by making available an existing facility, such as a school, that has not been previously available for recreation. There are additional rural, low-density residential areas not within .5 mile of a public park, primarily in Sand Canyon. This area is not considered a priority gap area because of the large residential parcels and availability of private open space for recreation. Community Center Distribution . Since transportation to community centers is often by car, bike, or public transportation, the idea of a fixed service radius figure is not as useful as it is for . neighborhood parks where convenience and walking distance are factors. However, it is still helpful to analyze community center locations in geographically large cities such as Santa Clarita in order to determine if distribution is generally equitable and ■ effective. A map is generated to identify general areas in which community centers are absent or are limited (See Exhibit 3.4-2). This analysis will aid in prioritizing recommendations described in Section Five. • It can be said that the following areas are deficient in community centers. . • Central Santa Clarita around the Soledad and Bouquet Open Space opportunity site identified in Section 2.7 . • Eastern Santa Clarita around the Canyon Country Community Center opportunity site identified in Section 2.7 . During the needs analysis process of this report, the need for a community center in the eastern portion of Santa Clarita was expressed by community participants. . The community building in Canyon Country Park, located on Exhibit 3.4-2, does not have the size or flexibility of use usually provided by a significant community center facility. • Facility Needs Assessment . 3-17 Santa Clarita Parks, Recreation & Open Space Master Plan • Recreation Exhibit 3.4-2: Community Center Distribution Map c..n,al nn X. s,e�cwn, svm.cmd.. T 4nam Cwnlry V,M1 •� Nrn,Yl(amvJryCesner NaMWVaY Nan.OisirY aaa.wevm ValarKu(J.n M1rY Y Ve4.KLYeWvyfM �fgFEVMY �AUI.]RIl(IPYIIHN'61 —CIXIFRORSiRflS CIT)01' SAN [A( I ANI IA. (':111H 10.\14 3.5 Acreage Analysis The City of Santa Clarita strives to provide 5 acres of local parkland per thousand residents, as established in the 1991 General Plan, Parks and Recreation Element. This policy raises several questions: Are there currently 5 acres of parkland per thousand residents? If not, how many more acres are needed now and in the future to keep pace with growth? Is the goal of a minimum of 5 acres per thousand enough parkland to accommodate all identified future recreation demands? The following discussion addresses these questions, examining the issue of parkland acreage from two standpoints: 1) overall City-wide acreage needs as compared to the parkland acreage standard and 2) acreage needs as calculated based on identified recreation facility needs. City-wide Parkland Acreage Based on Acreage Standard In general, a parkland acreage standard is the ratio upon which development fees and/or dedications can be based. Establishment of a standard creates an obligation to fund improvements that achieve the standard throughout the City. Five (5) acres / 1,000 is the highest standard allowed under the provisions of the Quimby Act, State law that gives the City its authority to require fees or dedicated property to offset new development impacts on recreation facilities. Establishment of a standard does not necessarily limit the City in the acceptance of negotiated Facility Needs Assessment 3-18 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment fees or property as conditions of approval for future development. On the other hand, a parkland acreage goal can be higher than the standard, reflecting a community's desire or need for additional parkland. A City's acreage goal represents a self-imposed target that provides a planning guideline without a formal commitment to fund achievement of the goal. The OVOV Technical Background Report indicates that "local parkland" pertains to community parks, neighborhood parks, and special use facilities. Golf courses, and parkland outside the City's boundaries are therefore not counted. In addition, the City does not credit natural/passive open space within natural open space parks as parkland. Exhibit 3.5-1: Acreage Goal and Quantities So, how do current parkland quantities compare to the 5 acre per 1000 residents standard? Exhibit 3.5-1 updates a similar exhibit from the OVOV Technical Background Report. The following points are worth noting: • A current parkland deficit of 612 acres exists. A future deficit of 915 acres will occur if no new parkland is added and the City continues to grow as anticipated. These are significant shortages. • Golf courses, which were not included in the OVOV Technical Background Report tables, are not included in acreage totals of this Master Plan. • School grounds are not included in acreage totals. • Facilities and populations outside the City -- but in the OVOV General Plan planning areas -- are not included in this analysis. • There are twelve (12) identified undeveloped park sites totaling 845 acres within the City that, when designed and developed, could contribute toward the parkland acreage goal. • There are nine (9) sites identified for possible acquisition. • There are six (6) sites identified as future natural open space parks within the City, for which approximately 10% of the gross acreage could count towards the acreage goal. Facility Needs Assessment 3-19 Po ulati Surplus or - Deficit demanded {based on 5 C 1000 Local arkland 1987 115,000* 575 57 -518 2007 177,158 886 274 -612 Build -out 237,750** 1,189 274 -915*** *Approximate **Approximate anticipated build out population. ***Represents deficit if no new parkland is added. So, how do current parkland quantities compare to the 5 acre per 1000 residents standard? Exhibit 3.5-1 updates a similar exhibit from the OVOV Technical Background Report. The following points are worth noting: • A current parkland deficit of 612 acres exists. A future deficit of 915 acres will occur if no new parkland is added and the City continues to grow as anticipated. These are significant shortages. • Golf courses, which were not included in the OVOV Technical Background Report tables, are not included in acreage totals of this Master Plan. • School grounds are not included in acreage totals. • Facilities and populations outside the City -- but in the OVOV General Plan planning areas -- are not included in this analysis. • There are twelve (12) identified undeveloped park sites totaling 845 acres within the City that, when designed and developed, could contribute toward the parkland acreage goal. • There are nine (9) sites identified for possible acquisition. • There are six (6) sites identified as future natural open space parks within the City, for which approximately 10% of the gross acreage could count towards the acreage goal. Facility Needs Assessment 3-19 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment The following table illustrates how the local parkland acreage figure in Exhibit 3.5-1 is derived: Parkland Acreage Needed to Accommodate identified Facility Needs Based upon the facility needs requirements (See Exhibit 3.5-2) the City has current and future needs for sports fields, playgrounds/tot lots, tennis courts, open turf areas, neighborhood parks, and community centers. The future acreage requirement for these recreational activities is summarized in Table 3.5-2 below. Facility Needs Assessment 3-20 Acreage Credit toward acreage goal AC Re ional Parks Central Park 80.0 Santa Clarita Sports Complex 20.0 Co munity Parks Bouquet Canyon Park 10.5 Bridgeport Park 16.0 Canyon Country Park 19.3 Newhall Park 14.3 Valencia Heritage Park 17.2 Nei hborhood Parks Almendra Park 4.3 Begonias Lane Park 4.2 Circle ] Ranch Park 5.3 Creekview Park 5.0 North Oaks Park 2.3 Oak Spring Canyon Park 5.7 Old Orchard Park 5.4 Pam fico Park 7.6 Santa Clarita Park 7.3 Todd Lon shore Park 31.6 Valencia Glen Park 7.3 Valencia Meadows Park 6.1 Sp ecial Use Facilities Newhall Community Center 4.5 Veterans Historical Plaza •5 Total 274.4 Parkland Acreage Needed to Accommodate identified Facility Needs Based upon the facility needs requirements (See Exhibit 3.5-2) the City has current and future needs for sports fields, playgrounds/tot lots, tennis courts, open turf areas, neighborhood parks, and community centers. The future acreage requirement for these recreational activities is summarized in Table 3.5-2 below. Facility Needs Assessment 3-20 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment Table 3.5-2: Acreaae Analvsis Based on Recreation Elements Needed at Build -Out Softball youth 3 2.0 6.0 1.5 9.0 Baseball youth 4 2.0 8.0 1.5 12.0 Soccer,youth 16 2.0 32.0 1.5 48.0 Football youth 2 2.0 4.0 1.5 6.0 Basketball Indoor 3 .5 1.5 2.0 3.0 Playground/Tot Lot 22 0.25 5.5 1.5 8.25 Tennis Courts 80 .2 1 16.0 1.5 24.0 Skateboard Facility 3 .4 1.2 1.5 1.8 Open Turf 52 -- 52.0 N/A 52.0 Neighborhood Park/Service Ga 8 5.0 40.0 N/A 40.0 Community Center Ga 2 25.0 50.0 N/A 50.0 Total Acreage to Accommodate Facility Needs at Build Out 254.05 *From Exhibit 3.3-2 **A multiplier is used to account for approximate acreage (parking, buffers, walkways, etc.) needed for support elements The sum of 254 acres is an approximate figure representing a need to add acreage and/or utilize existing underutilized acreage in order to satisfy known recreation element needs. This number is compared to the acreage deficit generated by adherence to the City's standard of 5 acres per 1,000 residents (915 more acres needed). It appears that there is no clear need to establish an acreage goal higher than the City standard and that the current acreage standard will accommodate identified recreation needs. It should be noted that this acreage analysis does not include an evaluation of need for natural/passive open space, which is addressed by policy established in other documents. 3.6 Maintenance and Operations Analysis . The City's previous Parks, Recreation and Open Space Master Plan includes provisions calling for effective park design and maintenance to "...promote community pride, exhibit cleanliness and security, and reduces public liability." As . part of this Master Plan process an analysis of maintenance and operations was undertaken. A separate report evaluating maintenance standards and operations . issues is included in the Appendix. This report suggests some possible changes in maintenance standards and practices which could lead to changes in daily maintenance activity. Facility Needs Assessment 3-21 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Facility Needs Assessment This report echoes results of many of the community outreach inputs -- maintenance of park and recreation facilities in Santa Clarita is very good. This is consistent with the high importance placed on maintenance conditions by the residents which is clearly evident from the community input. 3.7 Program Analysis A complete recreation program analysis is included in Section Four of this Master Plan. Some of the recommendations have implications for facilities, since many programs require facilities for operation. Facilities or improvements needed to address program needs include: • Community centers that o provide support for youth experiences in a variety of programs, including non -sports activities, o address the needs of multi -generational families, o provide indoor and outdoor spaces for supervised free play, o allow for expanded youth programs and services, including teen dances, o strengthen the existing youth employment program, o promote mentoring and volunteer programs, o expand physical fitness opportunities, and o decentralize services and programs for older adults. • Places for non-traditional youth activities such as BMX programs • Arts Facility/Museum • Continuation of efforts to provide accessible facilities • Event Park • Trails • Special Needs Facilities These facility needs are included in the Needs Summary Matrix at the end of this Section. 3.8 Trends and Implications Analysis A complete copy of the trends report is found in the Appendix. The report reviews current literature and studies on social and recreational trends and discusses the potential impact on the City of Santa Clarita. Needs pertaining to recreation facilities include: • "Intergenerational" facilities that address needs of all of the City's population regardless of age . • Facilities that support programs, and provide positive, safe, and secure recreational alternatives Facility Needs Assessment • 3-22 . • Santa Clarita Parks, Recreation & Open Space Master Plan ■ Recreation Facility Needs Assessment • Facilities that support programs and activities, promote personal connections, . and allow the community to highlight and share their diverse backgrounds • Neighborhood parks that allow for increased community connectedness Facilities, such as neighborhood parks, that conveniently support healthy . lifestyles • Facilities that support increased multi -cultural family arts events . • Facilities in which children can experience and appreciate nature and open space . These facility needs are included in the Needs Summary Matrix at the end of this Section. . 3.9 Facility Needs Summary and Prioritization . This is a key portion of the Master Plan that brings together information from various public and staff input, as well as other relevant studies and analysis, and distills them into a broader overall picture of recreation in the form of recreation . facilities that can support the needs of the Santa Clarita citizenry to achieve the community vision. . Since all of the needs identification tools are directly or indirectly based on community input, 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. The Facility Needs Summary (Exhibit 3.9-1) uses a numerical ranking system to establish relative priorities; the more needs identification tools that indicate a particular need, the higher the ranking. For instance, "Gymnasium" is indicated as a need by six (6) tools and therefore has a higher relative priority than, say, "Picnic Tables" with three (3) tools shown. In determining the overall numerical total, the Exhibit gives greater weight to quantitative tools (statistically valid) by counting each as double the value of a qualitative tool. This is reflected in the top header (Qualitative x2 vs Quantitative x1). Facility Needs Assessment 3-23 Santa Clarita Recreation & Open Space Master Plan Recreation Facility Needs Assessment Fxhihit Tq-1 I I I a Z. I v Santa Clarita o h Facility Needs Summary o a e s M 8 a 0 0 0 0 9 o E 5 _u i i i i a° E y^ O 0 0 0 0 E • v 6 ° _ U G to _ AR Faclllty(Museum StudlolWorkshop) 3 Baseball Flsld Bardshelll0ltdoor Amphitheatre 4 Basketball Court ndoor) 3 &cycle Trails 3 BMXTrscklRacetrack 3 Central Park Expansion 1 Cs MMM Centers (eddidonal, aeb'mundrr+Man Ceurrdyt 8 Concession Stand Improvements (extended hours) -. t Cultural Arts Center 4 Dog Pok EquestriariTrails 2 Event Park 3 Exercise Course in Parks Field Maintenance Fitness Center Fly Fishing/Casting Pond ' 2 Football Golf Cowse/Ddvin Range GWWASIUM Healing Garden Health and Wellness Center Hiking Trails Lila Lighting in Parks Multi -Purpose Field Neighborhood Park Open Gns~ Aron Open Space (pr ssme and enhance) Perking (additional at parks) Perromting Arts Certer Picnic TableslFacllldes Pocket Parks Septa Clarita Sports Park Expansioxn Sector CerterfFscll (eadelde Shade Structures at Sorts Fields Skateboard Park Sower FIsIdIL100d SoRball Field S eclat Weds Feclilty Swimming Pool (recrestlondlessons) Storage for Sports Equipment Facility Needs Assessment 3-24 • Santa Clarita Parks, Recreation & Open Space Master Plan ■ Recreation Facility Needs Assessment Based on the Exhibit 3.9-1 and for the purposes of this summary, facility needs . which are suggested as "high priority" are highlighted in yellow and include (in alphabetical order, indicated numerically by a 6 or above): . • Community Centers (additional, distributed appropriately) • Gymnasium . . Open Turf areas Open Space (preserve and enhance) • Soccer Fields (lighted) ■ Tennis Courts • Walking/Running/Jogging Trails ■ Facility needs considered 'priority" needs (receiving a numerical score of 3, 4, or 5) are shown as bold type and include: • Art Facility • Baseball Fields • Bandshell/Outdoor Amphitheater • Basketball Court (indoor) • Bicycle Trails • BMX Track • Dog Park • Event Park • Hiking Trails • Multi-purpose Field • Neighborhood Parks • Performing Arts Center • Picnic Facilities • Senior Facility • Skateboard Park • Softball Fields • Special Needs Facility* • Swimming Pool (recreation/lessons) • Teen/Youth Center • Tot Lot/Playground *Special Needs Facility is taken to mean a universally accessible playground. Facility Needs Assessment 3-25 NSanta Clarita Parks, Recreation & Open Space Master Plan Recreation Programs Section Four 0 4.0 RECREATION PROGRAMS In striving to attain its purpose of developing and implementing quality, value -based programs that encourage healthy lifestyles and celebrate the community's diversity, the City of Santa Clarita Parks, Recreation and Community Services Department provides a vast array of recreation, social, and cultural programs and events for all segments of the Santa Clarita community. This section analyzes the programs and services, and includes a review the current level of recreation program and services offered by the Department. Based on qualitative and quantitative data collected during the Master Plan process and the review and analysis of current programs, there are no significant gaps in programming. Staff has responded well to meeting the diverse program interests of the community. However, it is timely to review programs offerings; eliminate any duplication, focus on core program, and strengthen existing program offerings to respond to changing demographics and recreation preferences. As the community demographics are constantly changing, ensuring programs are convenient and affordable for residents will demand staff's continual attention and resources. 4.1 Recreation Benefits In addition to residents having access to recreation facilities, trails, and open spaces, the availability of a wide -range of recreation programs and leisure opportunities is a major component to the quality of life in any community. Recreation programs benefit individuals, families, businesses, neighborhoods and households of all ages, income levels, cultures and abilities, by creating environments that engage people in positive activities. Recreation programs and services that are developed, designed, and delivered effectively can provide the following benefits: .a Create a unique sense of place Promote healthy lifestyles • Advance lifelong learning .0 Provide for safety and security • Foster youth development • Create strong families .& Strengthen cultural unity • Promote economic vitality Protect and steward the environment .0 • Create fun and celebration Recreation Programs 4-1 Santa Clarita Parks, Recreation & Open Space Master Plan • Recreation Programs Recreation pursuits range from organized activities such as sports, classes, youth activities, family programming, and community events to more passive endeavors such as picnics, hiking, cycling, and walking. Effective recreation programs promote the positive use of leisure time and a lifelong commitment to a healthy lifestyle, personal development, and a strong community. Through the community outreach effort, Santa Clarita residents identified their priorities for recreation programs and facilities that support the quality of life in Santa Clarita, including: Opportunities to enhance physical fitness, health, and well- being; Opportunities to gather and socialize with others; Opportunities for hobby, self-improvement, or career development; • Opportunities to give back to the community through volunteer work. 4.2 Existing Recreation Programs Existing Programs and Services The City of Santa Clarita is committed to the delivery of quality, affordable and accessible recreation programs. In FY 2005-06 the Department served over 569,500 participants in award-winning programs and activities. Of those participating, 46% were non-residents based on RecWare registration data. A summary of the Program Inventory and participation levels is presented below in Exhibit 4.2-1. The highest participation level is in programs for youth (grades K-5) and teens (grades 6-12), especially in youth sports and aquatics. There is also a high level of participation in child development programs for children under 5 years old. Santa Clarita was recently recognized by America's Promise as one of "100 Best Communities for Young People". Recreation Programs 4-2 • Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Programs Exhibit 4.2-1: Santa Clarita Recreation Services Inventory ' This figure indicates the number of registrants/participants multiplied by the number of classes or events held. Participation Data was not available for Volunteerism, Older Adult Activities, Community Services, Arts and Events, and Special Events. In the City's 2004-2007 Community Strategic Plan, Cultural Arts, Youth Activities, and Public Safety (which included teen behavior) were among the top ten issues identified in a comprehensive community input process. The Department of Parks, Recreation, and Community Services has been responsive in addressing these issues and to implementing many of the suggestions for programs and services put forth by its residents. In general, the types of recreation programs and activities offered by the City of Santa Clarita are determined through customer interest; input from local users, residents and employees; and input from the Parks, Recreation, and Community Services Commission. Other Service Providers . The City is not the only community service provider meeting the various needs of Santa Clarita. The Department frequently works in collaboration . with other agencies and organizations to deliver services, and should expand this effort in the future. A listing of key community service providers - both current and potential - is included in Exhibit 4.2-2 below. In an era of tight . Recreation Programs 4-3 ■ Frequency Time A e Grou c O � p c E N u a C v C C6 v O ''� *2006 Activityn — ' LL " o w in r Attendances Adult Sports 5,178 Aquatics 185,401 C.E. R.T. 966 17,844 Child Development Contract Classes 112,004 Cowboy Festival 6 055 Day Cams 14 032 Excursions 201 Daddy Daughter Dance 174 Tennis 15 534 Youth Sports 212,182 Total 569,571 ' This figure indicates the number of registrants/participants multiplied by the number of classes or events held. Participation Data was not available for Volunteerism, Older Adult Activities, Community Services, Arts and Events, and Special Events. In the City's 2004-2007 Community Strategic Plan, Cultural Arts, Youth Activities, and Public Safety (which included teen behavior) were among the top ten issues identified in a comprehensive community input process. The Department of Parks, Recreation, and Community Services has been responsive in addressing these issues and to implementing many of the suggestions for programs and services put forth by its residents. In general, the types of recreation programs and activities offered by the City of Santa Clarita are determined through customer interest; input from local users, residents and employees; and input from the Parks, Recreation, and Community Services Commission. Other Service Providers . The City is not the only community service provider meeting the various needs of Santa Clarita. The Department frequently works in collaboration . with other agencies and organizations to deliver services, and should expand this effort in the future. A listing of key community service providers - both current and potential - is included in Exhibit 4.2-2 below. In an era of tight . Recreation Programs 4-3 ■ Santa Clarita Parks, Recreation & Open Space Master Plan • Recreation Programs fiscal resources, it is paramount that public, non-profit, and private businesses work collaboratively to maximize existing resources to deliver public services. The Arts Alliance, a coalition of local community arts organizations and the non-profit Santa Clarita Valley Committee on Aging are two key partners working with the City in providing a wide range of cultural arts and older adult activities, respectively. Exhibit 4.2-2: Existing and Potential Service Partners Table 4.2-2 Existing and Potential Service Partners Cultural Arts Partners Arts Advisory Committee Arts Alliance (over 20 arts organizations) Redevelopment Committee Old Town Newhall Association College of the Canyons California Institute of the Arts The Masters College Visions in Progress Youth Advisory Committee Local School Districts Local Parent Teacher Associations Human Relations Forum Local Faith -Based Organizations Santa Clarita Valley Libraries Santa Clarita Valley Boys and Girls Club Santa Clarita Valley Historical Society County of Los Angeles Chamber of Commerce Social/Fratemal Organizations SCV Tourism Bureau Performing Tree Special Needs Population Partners Carousel Ranch and Heads -Up Therapy with Horses L.A. County Department of Children and Family Services Santa Clarita Valley Special Olympics Autism Organization Older Adult Program Partners SC Committee on Aging Dial -a -Ride Santa Clarita Adult Day Health Center Senior Center of Santa Clarita Valley AARP SCV Food Pantry L.A. County Health ServiceslNursing Home Alzheimer's National Association L.A. County Elder Abuse Hotline Youth and Teens Program Partners Local School Districts Local Faith -Based Organizations Mountasia Santa Clarita Public Access Channel Local Parent Teacher Associations Santa Clarita Boys and Gids Club Local Boys and Gid Scouts Chamber of Commerce SCV YMCA Santa Clarita Valley libraries SCV Youth Project Valencia Town Center SC Volunteer Resource Center ACTION Magic Mountain County of Los Angeles City of Santa Clarita Student Employment Program Betty Ferguson Foundation Recreation Programs 4-4 • Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Programs California Youth Chess League Hart District Regional Occupational Program SCV School and Business Alliance Arts Alliance Santa Cladta Scholarship Program AYSO Soccer SCVAA Youth Sports Back Country Horsemen of CA Equestrian Trails Intemational Center for Adolescent Health GLADD Canyon Country Little League School to Career Program Positive Coaching Alliance VIP Youth Advisory Committee Homeowners Associations Child Care Resource Center Family Day Care Association of the SCV Santa Clarita Child and Family Center KIN Love Soccer Young Champions, Inc. Public Safety/Teen Concerns Partners CERT Neighborhood Watch Groups Homeowners Associations and Neighborhoods Faith -Based Organizations Parent Teacher Associations Saugus Action Committee Canyon County Advisory Group Volunteers on Patrol Anti -Gang Task Force L. A. County Sheriffs Office School Districts Visions in Progress Human Relations Forum Blue Ribbon Task Force . The Department, together with parents, young people, business leaders, faith -based organizations and law enforcement developed a Youth Strategic . Plan in 1996 that addressed at -risk youth challenges such as lack of job training and limited transportation. The Plan resulted in a variety of new services and programs. The Department also actively collaborates with the Boys and Girls Club, schools and the Sheriff's Department to provide services for youth and teens. The City is also addressing the obesity issue among ■ youth and adults through multi -disciplinary health partnerships with employers, health care providers, schools, public health organizations, and private fitness providers. . There are several recreation -oriented businesses that offer instructional classes for a variety of interests in City and community facilities. For . example, the City partners with Musical Stepping Stones in offering pre- school, youth music, and sign language classes; and Kidz Love Soccer for soccer clinics. These are excellent examples of public/private partnerships to maximize resources and service to the public. . Recreation Programs 4-5 Santa Clarita Parks, Recreation & Open Space Master Plan • Recreation Programs A wide variety of experiences and opportunities are available to the community through the programs and services provided by the Department of Parks, Recreation, and Community Services. The City's Department of Parks, Recreation and Community Services provides recreation activities and programs at 14 City facilities, which include: • Bouquet Canyon Park • Canyon Country Park • Central Park • City Hall • Community Center • North Oaks Park • Newhall Park • Newhall Community Center • Old Orchard Park • Santa Clarita Park • Santa Clarita Sports Complex and Aquatic Center • Valencia Glen Park • Valencia Heritage Park • Valencia Meadows Park Schools utilized for programming activities include: • Arroyo Seco Junior High School • Golden Valley High School • James Foster Elementary School • La Mesa Junior High School North Park Elementary School • Placerita Junior High School • Rancho Pico Junior High School • Rio Norte Junior High School • Santa Clarita Community College District facilities • Saugus High School • Sierra Vista Junior High School • Valencia High School • West Ranch High School • Canyon High School • William S. Hart High School Businesses contracted for delivery of various activities in their locations of business include Santa Clarita Lanes, Santa Clarita Karate, ATA Black Belt Academy, GymcheerUSA, Fun & Fit Gymnastic Center, Wallers' GymJam Academy, Shin's Antigravity Sports, Gymboree, Picasso Playmates, Sign, Sign and Play, Vibe Performing Arts Center, Valencia Lanes, STAR Dance Recreation Programs Im Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Programs Center, Vista Valencia Golf Course, New World Dance, Ice Station Valencia, Santa Clarita Athletic Club, and T.K. Tae Kwan Do. 4.3 Program Needs Assessment In the Master Plan process, a variety of methods and processes were utilized in obtaining public input. The data derived from the public input process was the foundation upon which the program analysis and recommendations were developed. Those methods included: • Community Outreach: Information gathered from Santa Clarita residents and stakeholders through a variety of methods including: a series of three (3) workshops; workshop participant questionnaires; two (2) focus groups; and fourteen (14) stakeholder interviews. • Community -Wide Telephone Survey: The community -wide random sample survey provides current, statistically valid information specific to Santa Clarita that provides detailed information of the types of recreation facilities and programs most often utilized by Santa Clarita's residents. In addition to the community outreach effort, the current and future demographic composition of the City was analyzed. Demographic trends were obtained through a variety of resources that included national, state, regional and local demographics. Emerging and future population trends and their implications for parks and recreation for the Santa Clarita community were evaluated. . The evaluation of programs is intended to help focus the strategic direction for community services in the future. The focus of the program analysis is to . identify service needs related to recreation interests. These interests may be accommodated in public facilities such as libraries, community centers, schools, public parks, or other centers. This prioritization of needs in this way . helps facilitate park planning as program needs drive what improvements are needed. Program and space needs are interconnected and interdependent. ■ Exhibit 4.3-1 is a listing of all of the program needs identified in the extensive community process. . Recreation Programs 4-7 ■ Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Programs Exhibit 4.3-1: Program Needs Summary Recreation Programs 4-8 NEEDS IDENTIFICATION TOOLS Exhibit 4.3-1 nuanritativet2Xl Qualitative 1X m O al O Santa Clarita Program Needs m m 3= m q m m = a a o21 y «N m Summary - m a a= o a ] O L L O O t E U' n E2 `o `0 E y N C Q! E m o 0 0 m o Identified Need u° r a in u LL u r Adult Ballroom Dance t Aerobics/S innin /Fitness 3 Archery t Arts or Crafts Programs/Education 6 At -Risk Youth Programs 3 Baseball f Bicycling t BMX Programs 2 2 Cooldno Classes/Instruction 2 Dance Instruction Excursions t Family -Based Programs, e.. Day Care 2 Festivals(Community Celebrations 3 Fly Fishing 2 Gdf Instruction/Proorams t Health and Wellness Programs 2 t Histo /Herita a Tours/Lectures Hobbies/Self-imp/Career Dev. 2 Intergenerational Programs/Mentoring 2 Intern Programs in Parks t Martial Arts 2 t Movies/Theatre in Parks Nature Education Programs 2 2 Non -Traditional Programming Obesity Prevention 2 2 OnLine Classes for Older Adults Outdoor Concerts Outdoor/Adventure Programs 3 2 Passive Activities (walldnWbrd watching t PM Youth Classes for Worldno Parents Preschool Programs 2 Public Art t Senior Pr rams 3 Soccer 3 Social Activities t Special Needs Programs 4 Spoils 3 Swimmin /A uatics 3 Teen Programs 15-20 ears T Tennis Instruction/Programs t Volunteer Pr rams t Water Polo t Young Adult/Addt Programs 3 Youth Intramural Sports Leagues t Youth Programs T Youth Sports Training Recreation Programs 4-8 NSanta Clarita Parks, Recreation & Open Space Master Plan . Recreation Programs The programs and/or services with a higher priority of need were identified in ■ five or more of the assessment processes. The highest priority recreation program needs in Santa Clarita are: Youth Programs Teen Programs (15-20 years) ■ Arts or Crafts Programs/Instruction Special Needs Programs . In addition to these needs, health and fitness activities, such as aerobics classes, health and wellness programs, obesity prevention activities, and sports and aquatics were seen as important. Opportunities for hiking and . outdoor adventures that promote health and fitness exist in the City's extensive trail and open space network, which includes 342 acres of ■ developed parks, 37 miles of existing trails, and approximately 3,000 acres of open space. Programs for the older adult population and community wide festivals and events also were identified as important needs during the assessment process. There is also a need to provide unstructured play and social gathering opportunities for youth. . The top three of the needs identified in this community process were also part of the top ten issues identified in the City's 2004-07 Community . Strategic Plan, indicating continued interest in the expansion of these program areas. The top three needs identified in the current community process are Youth Programs, Teen Programs (15-20 Years) and Arts or Crafts ■ Programs/Education. ■ 4.4 Program Recommendations The following program recommendations address the top program needs . based on the assessment process. These may address needs of a specific age group or the community in general. There may be some overlap or . interdependency among the recommended actions. There is also a relationship between program needs and park and facility needs discussed in other sections of the Master Plan. Youth Programs The Department has built on its past success as one of the 100 Best Communities for youth by expanding the Department's role in addressing . the broader issues of youth development by partnering with schools, law enforcement, and other community agencies in a multi -disciplinary approach to improve youth resiliency, self-esteem, and family relationships. . Opportunities exist to further expand on this success. . Recreation Programs 4-9 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Programs Recommended Actions: • Maintain cooperative efforts with youth sports organizations, e.g., the Positive Coaching Alliance, to provide safe and accessible programs that develop sports skills, good sportsmanship, and provide youth experiences in organized sports. • Continue to provide the support needed for the 10-14 year age group by offering an array of programs and services that include tutoring, mentoring, non -sports activities, and volunteer opportunities. • Through the Anti -Gang Task Force, Santa Clarita Valley Youth Project, Santa Clarita Sheriff's Substation, public health, social service and non-profit agencies, continue to offer prevention and education programs like Character Counts that serve at -risk youth and their families. • Address the needs of multi -generational families and develop workshops, counseling, and educational programs that assist the children, parents, and grandparents in accessing resources and developing life skills. • Provide indoor and outdoor spaces for supervised but unstructured free play for youth. • Continue financial assistance support for youth who cannot afford program fees. • Expand preschool programming with an emphasis on social skills, the arts, environmental education, experiences, and physical fitness. • Continue to partner with the education community in developing an anti-bullying/positive race relations program for implementation in schools and the community. • Provide more ongoing child development programs that develop preschoolers socially and physically, preparing them in concert with educational goals of the local schools. • Integrate youth development strategies into the development, design, and delivery of youth programs and services. • Expand youth programs and services with an emphasis on the following activities: o Aquatics experiences and lessons o Recreational sports o Academic and homework assistance o Arts activities o Activities on school sites o Technology-based programs and services e.g. on-line classes, Wii o Out of school care and/or activities (Out of school care includes those times that school is not in session including before and after school as well as spring, winter, and summer breaks) o Environmental education o Civic engagement and volunteerism Recreation Programs 4-10 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Programs o Physical fitness, nutritional education o Interactive family programming, including intergenerational programs • Explore, expand, and establish opportunities for youth to participate in the ongoing identification, development, and delivery of programs, services, and events. • Continue to collaborate in the delivery of programs and services for youth including special interest class instructors, private agencies, and non-profit organizations. • Work with private providers and others to expand licensed childcare opportunities, particularly for infants. • Develop special events for the youth including the continuation and expansion of teen dances. • Explore and work with other youth in this age group to program where middle and high school teens like to connect to friends such as neighborhood retail centers, movie theatres, bowling alleys, etc. • Promote mentoring and volunteer programs that provide opportunities for youth mentoring youth, business mentoring youth, seniors mentoring youth, and youth connecting with seniors. • Explore opportunities to expand excursion programs that provide for highly interactive experiences for youth. • For middle and high school youth, consider "non-traditional" activities such as those mentioned in community process (e.g. BMX, and others such as kayaking, mountain climbing, snowboarding, surfing, laser tag, paintball, etc). Teen Programs (15-20 years) This age group is considered still at risk and one of the most important age groups to address in terms of programming and services, promoting healthy lifestyles, and positive experiences that create lifelong skills and leisure pursuits. Visions in Progress is the City of Santa Clarita's Youth Advisory Committee. This committee allows youth the opportunity to contribute their ideas, opinions, and recommendations for solutions on City activities, projects, issues, and decisions relating to the teens of the City of Santa Clarita. Emphasis will be primarily on academic support, health and wellness, mentoring with an emphasis on college, career and job preparation, as well as civic and volunteer involvement. Recreation Programs 4-11 Santa Clarita Parks, Recreation & Open Space Master Plan • Recreation Programs Recommended Actions: • Through the VIP Youth Advisory Committee, Anti -Gang Task Force, Santa Clarita Valley Youth Project, Santa Clarita Sheriff's Substation, public health, social service, and non-profit agencies, continue to offer prevention and education programs like Character Counts that serve at -risk youth and their families. • Expand programming to provide targeted volunteer opportunities for this age group to support their efforts in preparing for college entry requirements. • Strengthen the existing youth employment program that promotes skills in searching and maintaining employment. Program would promote academic success for long-term career and/or employment planning as well as working closely with the business and educational community partnering for the long-term success of youth. • Explore and work with other youth in this age group to program where middle and high school teens like to connect to friends such as neighborhood retail centers, movie theatres, bowling alleys, etc. • Promote mentoring and volunteer programs that provide opportunities for youth to impact positive social change, mentor youth, business mentoring youth, seniors mentoring youth, and youth mentoring seniors. • Create a clean and wholesome teen gathering place. • Consider "non-traditional" or "alternative" activities that are of interest to this age group, such as BMX programs identified in the community process and such activities as kayaking, mountain climbing, and tournaments (snowboarding, surfing, laser tag, paintball, etc.). • Provide classes and programs at convenient times and locations for older teens that may only have free time evenings and weekends. • Develop special events for this age group including the continuation and expansion of teen dances. • Explore opportunities to expand excursion programs that provide for highly interactive experiences for youth. • Explore, expand, and establish opportunities for youth to participate in the ongoing identification, development, and delivery of programs, services, and events. • Create and/or utilize technology-based programs and services (e.g. on-line classes). Recreation Programs 4-12 ■ Santa Clarita Parks, Recreation & Open Space Master Plan . Recreation Programs ■ Arts or Crafts Programs/ Education Working in collaboration with the Arts Alliance, other community . organizations and private providers, a wide variety of arts and crafts activities for all age groups is currently offered by the Department. The community process, however, indicated a continued interest in the expansion . of these programs. Interest in cultural arts events and activities that provide entertainment such as concerts and theatre productions as well as those that . develop skills in dancing, drama, music, and the arts will continue to grow as residents of all ages and ethnicities seek these opportunities close to home. Recommended Actions: • Continue to address outstanding action steps identified in the City's 2005 Strategic Plan Update. • Increase promotion to attract and build audiences for theatrical performance and experiences. • Foster cultural unity through cooperative programs and events that celebrate the community's cultural heritage, character, and spirit. • Showcase different cultures in special event programming to enhance cultural understanding and unity. • Expand cultural events and creative experiences for all ages through community partnerships with the Arts Alliance, the College of the Canyons, merchants, businesses, Chamber of Commerce, and other community organizations. • Install marquee signs in parks to promote arts events. • Encourage the preservation and restoration of historic structures to create community pride and a sense of history for Santa Clarita. • Draw on local community resources such as the Santa Clarita Historical Society, local architecture, and historical societies to assist with historic restoration projects and programs. • In partnership with local school districts and the Santa Clarita Historical Society, expand interpretive outreach programs about Santa Clarita's history and agriculture. Programs should be developed to follow the California Science and History -Social Science curriculum framework and content standards. • Continue to produce arts and cultural events that improve the quality of life for residents, such as the Cowboy Festival, Concerts in the Park, and the Fine Crafts Fairs. Recreation Programs 4-13 Santa Clarita Parks, Recreation & Open Space Master Plan • Recreation Programs Special Needs/ Developmentally Disabled Programs Santa Clarita's special needs population includes the physically and developmentally disabled and the frail elderly. This population benefits both from therapeutic recreation, social, and educational programs as well as from ensuring that all programs offered by the Department are made as accessible and safe as possible. A need for additional outreach to the disabled, collaborative efforts with other providers, and expanded therapeutic programs and services was noted in the community process. Recommended Actions: • Continue to support Santa Clarita Valley Special Olympics in providing an array of training opportunities and competition for the Santa Clarita disabled population. • Outreach to the disabled population and agencies that serve this population to determine recreation, social, and educational needs and desired programs. • Based on the outreach results, develop/implement more adaptive programming (e.g. wheelchair basketball, equestrian programs). • Ensure that all Department programming is safe and accessible by the disabled community and meets ADA standards to the extent possible. • Consider formation of a disabled residents committee to advise the Department on issues of concern to the disabled community. • Expand transportation alternatives for residents unable to drive to activities and programs. • Explore opportunities for passive recreation at parks and recreation sites to meet the needs of the disabled population. • Develop programs in natural, outdoor settings that are wheelchair accessible that offer opportunities for inclusion, socialization, and intergenerational programming, e.g. gardening, fishing. Festivals/Community Events Community events and festivals that bridge the community and bring people together for recreation, cultural expression, and entertainment are some of the Department's most popular programs. These events unite the community, and build community identity and vitality. Venues such as an amphitheatre and the Santa Clarita Performing Arts Center located at the College of the Canyons has the potential of becoming the heart of the City and destination venues for visitors. The public outreach process indicated that residents consider these events a very high priority and are interested in expanding events. Recreation Programs 4-14 • Santa Clarita Parks, Recreation & Open Space Master Plan iRecreation Programs Recommended Actions: . • Expand community and population specific special events that create a solid sense of community and foster family connectedness. . • Offer movies/theatre in the parks. • Consider an intergenerational health and wellness event, with an emphasis on physical activities and nutritional education. . • Explore opportunities to expand environmental education events for families, as well as middle and high school youth. • Target events for middle school separate from high school. ■ • Develop a multi -cultural event that highlights the customs of various cultures and ethnicities. . • Continue to build on the success of the Cowboy Festival, City Marathon, and other special events. Health and Fitness Programs The focus on health and wellness has become a national interest for all ages. As boomers age, they anticipate living a longer and healthier life and look for . opportunities that support this goal. Obesity issues for both youth and adults challenge the Department to continue to foster physical and mental health and wellness though active and passive recreation activity, and to assume a leadership role in educating the public about how to achieve health and wellness. Recommended Actions: • Develop and continue existing multi -disciplinary health partnerships ■ with schools, local hospitals, and health care providers, private health clubs, and other agencies to bring public information and educational . programs that prevent obesity and successfully promote physical activity across entire communities. • Regularly and succinctly articulate to the public and policy makers the . health and wellness outcomes of Department programs and facilities. • Collaborate with local school districts to ensure state standards for physical education are implemented and supplement school programs . with physical activity and skill development in recreation offerings. • Provide healthy snacks that meet state nutritional standards in the Department -sponsored programs, day camps, special events, and ■ vending machines. • Incorporate healthy eating and exercising habits into after-school . recreation programs and camps for young children that model healthy living. • Address the needs of an aging population by encouraging participation . in physical activity with an emphasis on the gentler aerobic activities. . Recreation Programs 4-15 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Programs Encourage bicycle safety and use as an alternative to automobile travel and provide secure bicycle and pedestrian access to schools and parks. • Expand physical fitness and all other health and wellness activities, threading these themes throughout other programs such as community events, hiking, dancing, etc. • Market recreation as essential to healthy lifestyles for all ages and educate consumers about disease prevention and wellness programs accessible to them. • Continue the City Marathon and other events that promote health and fitness. • Provide outdoor skills training, and adventures that encourage individuals and families to hike, rock climb, camp, and in other ways enjoy the outdoors. • Develop drop-in, fitness opportunities for individuals and groups set in a natural environment in parks or along trails. Older Adult Programs Currently, Santa Clarita seniors are served by the non-profit Santa Clarita Committee on Aging (Santa Clarita Senior Center). Approximately 6,000 adults over 65 years of age participate in a variety of recreational and social activities provided by the Senior Center and various community organizations. The City currently contributes some funding for the Center's activities. Population trends indicate that although Santa Clarita is a community of many young families and adults, there is a growing population of older adults. All demographic reports for the region and state indicate this number will greatly increase with the aging of baby boomers. Although not specifically identified as a high priority through the public outreach process, the need to provide safe and accessible programs to all Santa Clarita population segments was a common theme, and with the expected growth of this population, the Department should be prepared to take a more active role in providing programs and services to meet the needs of this group. Input from the community process indicated a need for decentralized older adult programs, an additional older adult center, and expanded outreach to the underserved. Recommended Actions: • Work closely with the Senior Center to provide a comprehensive older adult services program area that includes recreational, educational, and socially targeted activities. • Decentralize older adult services and programs. • Develop marketing strategy and programs that include more active recreational activities for the growing population of "baby boomer" Recreation Programs 4-16 Santa Clarita Parks, Recreation & Open Space Master Plan Recreation Programs seniors or "young old" who are interested in health and fitness activities and social connectedness. Specific program areas could include: a. Aquatics b. Older adult sports - e.g. bocce ball, lawn bowling c. Health and wellness d. Social clubs e. Physical fitness - Tai Chi, hiking f. Computer education g. Specialized, lifelong learning opportunities including on-line classes h. Environmental education and awareness • When possible, search out and create collaborative relationships to establish partnerships in the development of the older adult services delivery system. • Continue funding Senior Center recreational and social programs. • Assist in expanding transportation alternatives for the non -driver. 0 4.5 Program Recommendations Summary . The Department is challenged to keep up with the growing population and the public's demand for diverse recreation programs. The demand increases on many fronts from different age segments and demographic groups. Santa . Clarita's median age is 33.6 years but the older adult population will continue to grow as "baby boomers" age. Even though there is some leveling off and . decline in school enrollment, there is a large school age population. Service for youth will remain a priority in the city as evidenced by from the quantitative and qualitative data gathered in the Master Plan process. Many . of the program recommendations listed will require new or improved parks and facilities to address program needs. ■ There is a consistent demand for convenient, accessible, and equitably distributed recreation programs throughout the City to serve busy, . commuting, and two -income households. The scarcity of time and traffic congestion precipitates the need for recreation close to home and transportation alternatives to access programs. The interest in a community . center or facility to serve older adults and youth in Canyon Country is an example of the community's preference. . There is a keen interest in cultural arts programs and events that provide entertainment such as concerts and theatre productions as well as those that develop skills in dancing, drama, music, and the arts. This interest will . continue to grow as residents of all ages and ethnicities seek these opportunities close to home. Cultural events increase cultural understanding ■ and connect disparate communities. Increased promotion to attract and build audiences for theatrical performance and experiences will be needed. . Recreation Programs 4-17 Santa Clarita Parks, Recreation & Open Space Master Plan ■ Recreation Programs The Department can build on its past successes and sustain both active and passive recreation programs for youth and teens. Continuity in programs for before and after school care as well as active sports and fitness, outdoor activity and arts education will remain a priority. Time for non -structured play for younger children is also needed. Teens (15-20) have an interest in a clean and wholesome social gathering place. Collaboration with other providers to expand therapeutic recreation programs and ensure accessibility to facilities is a priority. The Department has a solid foundation to build on and is well-positioned to improve its programs; as it moves forward to implement the Master Plan and achieve its vision encouraging healthy lifestyles and celebrating the community's diversity. Recreation Programs 4-18 E LJ Santa Clarita Parks, Recreation & Open Space Master Plan Update 0 Section Five 0 5.0 ■ Recreation Facility Recommendations RECREATION FACILITY RECOMMENDATIONS . This Section presents potential opportunities to meet recreation needs identified in the Needs Assessment section based on analysis of existing inventory and demand, . community outreach, and consideration of the City's established goals and policies. Fortunately, there are many opportunity sites to consider in Santa Clarita (Exhibit . 5.3-1). There are eighteen (18) identified undeveloped park sites, six (6) of which are likely to be natural open space parks within the City. Another nine (9) new . sites have been identified for acquisition. Therefore, solving the recreation needs puzzle could be accomplished in a variety of ways, depending upon specific analysis and design of each site and upon future acquisition outcomes. Moreover, the City's . process of park design and development involves extensive community input that will likely affect park and recreation facility design. It is clear that it is not realistic for this Master Plan to present a single, defined pathway for development of future . parks over time. This Master Plan report strives instead to identify opportunities to consider and to pursue in more detail. . For City park projects, choosing a project or projects to pursue occurs as a result of the capital improvement project budget process conducted by the City each year. . The chosen project would then follow a process pathway, with community input, that will determine what amenities will be added to the park. The opportunities discussion that follows, as well as Exhibit 5.3-1, offers a way to visualize the overall . need in the context of the opportunities so that the ultimate goal of satisfying recreation needs is kept in mind. N 5.1 overall concept . The discussions below assume that several of the opportunity sites described in Section 2 will be improved for the purpose of addressing recreation needs. Use of the opportunity sites will involve separate design and administrative processes that . may ultimately alter how they are to be utilized, in which case, the overall concept of meeting recreation needs to be somewhat flexible. Recreation Facility Recommendations 5-1 Santa Clarita Parks, Recreation & Open Space Master Plan Update • Recreation Facility Recommendations Satisfaction of identified needs does not appear to be a daunting task; the City has effectively pursued park and recreation facility additions and planned for more. It is intended that the City pursue satisfaction of recreation facility needs using the following key strategies and improvements: • As established in the City's Open Space Acquisition Plan and in Section Six of this report, a "green belt" of open space will be created surrounding the City; • Major community parks are located along north/south and east/west trail and road systems, linking residential areas with parks and with significant open space; Neighborhood Parks are within reasonable walking distance of most homes; Design and use of opportunity sites should be pursued in order to meet recreation needs and goals (parkland acreage and recreation element quantities); New residential development is planned to include park and recreation facilities that adequately serve its planned population and that complements and enhances the City park system as a whole. Exhibit 5.1-1 graphically depicts an integrated system of open spaces, parks, and trails that provides connectivity, variety, and interest. Central to the concept plan are the Guiding Principles established in the Santa Clarita Valleywide General Plan process: The natural buffer area surrounding the entire Valley, which includes the Angeles National Forest, Santa Susanna, San Gabriel, Sierra Pelona, and Del Sur mountains, shall be preserved as a regional recreational, ecological, and aesthetic resource. Guiding Principle 5 The Santa Clara River corridor and its major tributaries shall be preserved as open space to accommodate storm water flows and protect critical plant and animal species (riparian vegetation, fish, etc.). Guiding Principle 6 Recreation Facility Recommendations 5-2 Santa Clarita Parks, Recreation & Open Space Master Plan Update Recreation Facility Recommendations Exhibit 5.1-1: Overall Concept for Santa Clarita - OPEN SYKE / RCCElR1E N• TP.UES M1 s.Nw<uiu NNFNTMY� sm�P,NEuoN PM%$-NepFborho.J PMOE$ yu�Yl �nk.xy - nPnw�N wNaoon - wuxry uNo EXHIBIT 5.41 RIDGELINE, TRAILS AND W PARIAN CONNECTIONS N 5.2 Key Issues . Based on the needs assessment process and on previous strategic plan processes, a set of key issues has been identified that are addressed below. Key issues include: • New open space acquisition • New trails to connect to existing trail network • Provision of quantities of sports facilities appropriate to the current and future population, to include: o Indoor Basketball Courts o Soccer Fields - youth o Tennis Courts o Baseball Fields - youth o Softball Fields - youth Recreation Facility Recommendations 5-3 Santa Clarita Parks, Recreation & Open Space Master Plan Update • Recreation Facility Recommendations . Provision of parkland acreage quantities consistent with the City standard of 5 acres per 1,000, with appropriate distribution Provision of appropriate numbers of community centers in appropriate locations Non-resident use of City facilities Open Space Acquisition The City has been involved with the production of several recent documents establishing goals for open space and evaluating opportunities to maximize open space preservation. The City's Open Space Acquisition Plan (2002), the Open Space Acquisition Implementation Work Program (2008), the 2007 Community Strategic Plan, and the Open Space Preservation District Engineer's Report make clear the importance of open space in protecting visual, recreation, cultural, and environmental resources in Santa Clarita. Additionally, the OVOV Vision and Guiding Principles document and the OVOV Technical Background Report emphasize the role of open space in the area. Section Six of this report summarizes findings of these documents and clarifies the current status of open space planning. New Trails The draft Santa Clarita Non -Motorized Transportation Plan is under consideration for approval at the time of this Master Plan report. It is a comprehensive document that will guide the future development of bicycle and pedestrian facilities, paseos, and trails within the City. With extensive input from the community, the Plan focuses on trail facilities, planning and policies related to bicycling and walking, non -motorized connections to transit, programs, and safe routes to schools that together form the basis of an overall non -motorized transportation network. Both on -street and off-street facilities are addressed. Existing and proposed trails are shown in relation to open space and parkland, illustrating a strong connection between the Non -Motorized Transportation Plan and this Parks, Recreation, and Open Space Master Plan report. No further trail planning is included in this Master Plan report. New parks will play an integral and vital part of the City's bike and trail system. Whenever possible, new parks shall make a connection to the bike and trail system. Also, new and existing parks shall provide amenities to encourage the use of the bike and trail system such as bicycle air stations and bicycle parking (i.e. racks). Recreation Facility Recommendations 5-4 • Santa Clarita Parks, Recreation & Open Space Master Plan Update ■ Recreation Facility Recommendations . Sports Facilities The recreation facility demand analysis provides important data on the types of . recreation facilities used by Santa Clarita residents. This information, coupled with information from the community outreach process and sports user groups, has been compared to the City's inventory of facilities to determine whether the City . has a surplus or deficit for a variety of recreation elements such as sports fields and courts. Based on the information collected, there are anticipated deficits for the . following recreation elements at ultimate build -out: • Indoor Basketball Courts (3) ■ • Soccer Fields - youth (16) • Tennis Courts (80) . • Baseball Fields - youth (4) • Softball Fields - youth (3) Each of these is discussed below. Gymnasium / Indoor Basketball Courts Background: According to the Demand and Need Analysis evaluation, Santa Clarita will need three (3) additional indoor basketball courts by the time the City reaches ultimate build -out. Gymnasium / Indoor Basketball are among the needs most often indicated by Master Plan needs identification tools. Gymnasiums are often part of a larger community center building in which offices, meeting rooms, exercise rooms, and other elements are found. Recommendations: As shown in Exhibit 5.3-1, three sites have already been considered for inclusion of new indoor basketball courts: • Central Park (planned and in design) • Sports Complex (planned and designed) • Canyon Country Community Center (location TBD) It is anticipated that the above locations could fully address identified quantity needs for indoor basketball courts. Additional sites compatible with indoor courts include: • Bouquet Canyon School Recreation Facility Recommendations 5-5 Santa Clarita Parks, Recreation & Open Space Master Plan Update Recreation Facility Recommendations • Rivendale • Summerhill Lane Parkland • Whitaker-Bermite Property Central Park and the Santa Clarita Sports Complex are signature community parks and community centers serving all of Santa Clarita. Soccer Fields Background: Although twenty (20) fields are currently utilized for soccer games in Santa Clarita, most games are played at schools. The City will need 16 additional fields by the time the City reaches ultimate build -out. Soccer fields are among the needs most often indicated by Master Plan needs identification tools. There are over 4,000 Santa Clarita youth participating in organized soccer games currently. Soccer fields are often used as overlay elements on baseball and/or softball fields. Scheduling can address potential time slot conflicts; however an overlay soccer field is not always counted as a full field because other activities may limit its availability. Dedicated soccer fields, if feasible, provide maximum availability. Multi -use with football is considered appropriate and desirable. Recommendations: As shown in Exhibit 5.3-1, several sites are considered potentially compatible with new soccer fields including: Creekview Park Expansion Newhall Park Santa Clarita Sports Complex (planned and designed) Bridgeport Marketplace Site Norland Avenue Site Rivendale Site South Fork Corridor Wiley Site Bouquet Canyon School Via Princessa/Metrolink Site Whitaker-Bermite Property Recreation Facility Recommendations 5-6 • Santa Clarita Parks, Recreation & Open Space Master Plan Update . Recreation Facility Recommendations ■ Tennis Courts . Background: According to the Demand and Need Analysis evaluation, Santa Clarita will need . eighty (80) additional tennis courts by the time the City reaches ultimate . build -out. Tennis courts are among the facilities identified as high priority according to the Needs ■ Summary Matrix. Recommendations: One site has . already been considered for inclusion of new tennis courts: • Provide thirteen (13) courts at Central Park, Phase IV Additional sites that are potentially compatible with tennis courts include: • Creekview Park expansion • Old Orchard Park • Santa Clarita Park • Bridgeport Marketplace • Chevron Pioneer Oil Refinery Site • Soledad and Bouquet Open Space • Mancara • Norland Avenue • Rivendale Site • Round Mountain Recreation Facility Recommendations 5-7 Santa Clarita Parks, Recreation & Open Space Master Plan Update ■ Recreation Facility Recommendations ■ • South Fork Corridor • Wiley Site • Bouquet Canyon School • Summerhill Lane Parkland • Via Princessa/Metrolink Site • Whitaker-Bermite Property The City may strive to provide additional public tennis courts; clearly there is a quantity needed and distribution of public courts could be more equitable. However, meeting the entire identified need of 80 courts could be considered a low priority. It is not uncommon that excessive need for tennis courts is observed during the demand and needs analysis portion of needs assessment. This may be because telephone survey respondents incorrectly consider courts owned by associations, clubs, or schools to be public. This generates demand, but without inventory credit for these types of facilities an inflated need figure is generated. Therefore these private tennis clubs (such as Valencia Paseo Club) may partially fill the need for tennis courts. As the City pursues park projects in the future, consideration should be given to providing at least some public courts in different areas of the City. Baseball and Softball Fields Background: Seven (7) private league fields are currently utilized for youth baseball games. By build -out, an additional four (4) fields are anticipated to be needed. A need for three (3) additional softball fields is also anticipated at build -out. It is desirable to provide ballfields that are designed appropriately for either softball or baseball, but that can also be programmed for other activities. Recommendations: As shown in Exhibit 5.3-1, several sites are considered potentially compatible with new ballfields, including: • Creekview Park Expansion • Rivendale Site • Wiley Site • Bouquet Canyon School • Via Princessa/Metrolink Site • Whitaker-Bermite Property Recreation Facility Recommendations W. 0 0 Community Centers Santa Clarita Parks, Recreation & Open Space Master Plan Update Recreation Facility Recommendations . Background: Additional Community Center/Senior Center elements are among the needs most often indicated by Master Plan needs identification tools, and a community center was highly ranked in priority by participants in ■ the Needs Prioritization Workshop. Need for a community center serving eastern Santa Clarita was often expressed. The City has already begun planning for a 35,000 SF community center building at Central Park as part of a Phase III design effort. It is anticipated that recreation elements could include: gymnasium, exercise and dance rooms, racquetball, multi -use classrooms, and a warming kitchen. Phase III of Central Park could add basketball courts, a wet -play park, a dog park, and picnicking facilities. Combined with existing sports fields, Central Park will be a major recreation facility for the entire City. Recommendations: As shown in Exhibit 5.3-1, one site has already been considered for construction of a community center: • Central Park (planned and designed) Additional sites that are potentially compatible with new community center facilities include: • Bouquet Canyon School Site • Canyon Country Community Center • Summerhill Lane Parkland • Whitaker-Bermite Property . Community centers are often considered the heart of the community, a place where the community comes together for recreation, learning, socializing, . growing, and health. In fact, rather than dividing community center activities into different locations (i.e. senior center, teen center, etc), there is growing interest in integrated "multi -generational" facilities which are flexible ■ and diverse. Moreover, trends in retirement are toward more active recreation pursuits often found in community centers offering a broad range of services and facilities. 0 Recreation Facility Recommendations Santa Clarita Parks, Recreation & Open Space Master Plan Update Recreation Facility Recommendations Parkland Acreage Background; Based on the City's parkland standard of 5 acres per 1,000 residents, a current parkland deficit of 612 acres exists. A future deficit of 915 acres will occur if no new parkland is added and the City continues to grow as anticipated. Recommendations: There are twelve (12) identified undeveloped park sites totaling 845 acres within the City of Santa Clarita (See Exhibit 5.3-1). Depending upon specific design and public process outcomes for each site, it is likely that most opportunity sites will be considered parks for which full acreage credit is given when developed. On the other hand, some opportunity park sites may ultimately be considered "natural open space parks", a different type of park for which a maximum of 10% acreage credit can be given because a maximum of 10% of a natural open space park can be improved for active recreation. Additionally, six (6) future natural open space parks are identified totaling 1,289 acres within the City. Most of the area in these parks will remain as natural open space but as much as 10% (or 129 acres total) of the gross area can be developed (by definition) and be counted as parkland acreage credit. So there are approximately 1,977 acres of potential parkland and open space under the City's control and perhaps as much as 817 acres (688 plus 129) could be counted toward the parkland acreage goal. If developed, this could more than meet the acreage goal of 5 acres per 1,000 residents. On top of that, another nine (9) new sites have been identified for future acquisition (See Exhibit 5.3-1). Some acquisition sites can be developed as neighborhood or community parks, some as natural open space parks. The gross acreage of the acquisition targets is more than 1,000 acres. It is fair to say that the potential exists to meet the City's acreage goal of 5 acres per 1,000 residents, even without identified acquisition targets needed for reasons other than acreage. Priority should be given to meeting the current acreage deficit of 612 acres. Park Use by Non -Residents Background: During the Master Plan process the issue of park use by non- residents was raised. At the time, it was noted that some recreation programs had a relatively high percentage of participants from outside City boundaries. It is not uncommon for park and program users to cross City Recreation Facility Recommendations 5-10 ■ Santa Clarita Parks, Recreation & Open Space Master Plan Update . Recreation Facility Recommendations . boundaries, in both directions. If that flow is higher than anticipated or is primarily in one direction, it becomes an issue to address. . Recommendations: The City notes that two recent efforts are serving to address the issue of park use by non-residents. First, annexation has claimed a portion of the non-resident population previously thought to be ■ frequent users of City parks and programs. The City observes that current non-resident use of programs is not as high as previously noted and points to . annexation as a possible factor. Second, the City of Santa Clarita and the County of Los Angeles are jointly working on the One Valley One Vision Valleywide General Plan. This document will guide development outside the . City and one of its goals is to ensure that park requirements and standards are similar if not the same as those of the City of Santa Clarita. This should, over time, mean that appropriate park and recreation facilities will be . provided for populations outside City boundaries, thus lessening demand on City parks and programs. 5.3 Facility Maintenance and Operations Recommendations The City of Santa Clarita should continue to follow its current maintenance standards and practices with new facilities and areas. Staff should monitor changes in technology and practices that may lower maintenance costs while continuing to meet or exceed standards. With the addition of new areas and facilities, staff should evaluate the feasibility of de -centralizing or zoning some maintenance functions by area. For example, athletic field maintenance might be more efficient as new facilities come on-line if that function is split into an east and west zone, thus reducing travel time between fields and permitting personnel to spend more time performing maintenance activities. Due to the timing of construction of most facilities in Santa Clarita, many will reach the end of their usable life at about the same time. This may place a heavy capital replacement burden on the City of Santa Clarita at that future date. One recommendation is that components of each area and facility (such as playgrounds, restrooms, etc.) be entered into an asset management database together with the current replacement costs, current facility or area conditions, and estimated remaining usable life (in years). Each subsequent year, information on conditions should be updated and the replacement costs adjusted based on the consumer price index (CPI) for construction in the economic region that includes Santa Clarita (Southern California). This database should also include the maintenance cost information that is currently being tracked by maintenance managers. This practice Recreation Facility Recommendations 5-11 Santa Clarita Parks, Recreation & Open Space Master Plan Update • Recreation Facility Recommendations . will enable the City of Santa Clarita to conduct a cost -benefit analysis for repairing versus replacing each facility and/or component, as well as better estimate the . fiscal year that each asset will need to be replaced. 5.4 Summary of Recommendations at Opportunity Sites Exhibit 5.4-1 is intended to show general feasibility only, for purposes of . community -wide recreation master planning. When an actual project is undertaken, design will be refined in accordance with environmental considerations, . accurate topographical information, community input, and cost considerations in effect at the time. Exhibit 5.4-1: Summary of Recommendations at Opportunity Sites • Recreation Facility Recommendations 5-12 FAM" HEEDS M SNRT 6W Vr1k ACTIVE D Exhibit 5.3-1 $$ Santa Clarita Recommendations at Opportunity Sites g _ SSW iwcr y it' - r[ Pe III eMIV R e5 n.k�lOwP. onI C I 30 1 7 Recreation Facility Recommendations 5-12 ■ Santa Clarita Parks, Recreation & Open Space Master Plan Update Recreation Facility Recommendations Exhibit 5.4-1: Summary of Recommendations at Opportunity Sites (continued) DEFlNITIgJS •.Lew pgb�l Fd. DMaem 04oe�eeq MCA. MYtdI1RMe1eM Cpw:rvtlen AWply N•Nk~Yd 9.9enYl Ux OSbKeSpu In addition to the identified opportunity sites in Exhibit 5.4-1, the County has plans to add three (3) community parks and two (2) neighborhood parks west of the 5 freeway, and one (1) park in the Whites Canyon area. These parks will offer diverse recreation opportunities. A listing of potential amenities and location of these parks is listed in the Appendix. Recreation Facility Recommendations 5-13 Santa Clarita Parks, Recreation & Open Space Master Plan Section Six 6.0 OPEN SPACE The purpose of this section is to summarize findings and recommendations of various recent documents and to clarify the current status of open space planning. The City has been involved with the production of several recent documents establishing goals for open space and evaluating opportunities to maximize open space preservation. The City's Open Space Acquisition Plan (2002), the Open Space Acquisition Implementation Work Program (2008), the 2007 Community Strategic Plan, and the Open Space Preservation District Engineer's Report make clear the importance of open space in protecting visual, recreation, cultural and environmental resources in Santa Clarita. Additionally, the OVOV Vision and Guiding Principles document and the OVOV Technical Background Report emphasize the role of open space in the area. The fact that property owners in the City voted overwhelmingly last year to support a new Open Space Preservation District and related assessment is a reflection of the community's interest in moving forward toward continued open space preservation. Moreover, results from the needs assessment process of this Master Plan (Section Three) indicate that open space preservation and enhancement continues to be of significant interest to Santa Clarita residents and community leaders. It should be noted that, at the time of this Master Plan report, the City is developing an open space management plan that will provide a guide for the management, maintenance, and development of natural open space areas and natural open space parks. The open space management plan recognizes the importance of creating a park ranger system to help manage, use, and control the City's open space. This master plan recommends that the open space management plan looks at the feasibility of a park ranger system to help manage, use, and control the City's open space. 6.1 Open Space Definition This Master Plan brings together various discussions and definitions of open space, including the following: "Open Space is vacant, undeveloped land in its natural state as well as both active and passive park space." "...In order for park space to be considered open space the park needed to be of [significant] size." (Proposed Open Space Acquisition Implementation Work Program) "[Regionally significant] parkland is open space. " (Open Space Acquisition Plan) Open Space 6-1 Santa Clarita Parks, Recreation & Open Space Master Plan "Vacant, undeveloped land in its natural state is open space." (Open Space Acquisition Plan) "Landscaped areas within developments, paseos, and bike paths are not open space." (Open Space Acquisition Plan) "This category refers to private or public lands that are essentially free of structures or roads and are maintained in an open, natural state." (Regarding the Open Space land use designation, City of Santa Clarita Land Use Element) For the purposes of this report, the broad definition of open space found in the General Plan's Land Use Element (L-53) is not used herein. That designation includes most publicly -owned land within the City, including fire stations, corporate yards, and other public facilities not generally perceived to be open space. Small parks or even landscaped portions of projects may be zoned or described as open space but for this report we are dealing with a concept of open space that relates to recreation, conservation of natural and cultural resources, and/or viewsheds - large scale open spaces having community -wide significance. A working definition for the purpose of this Section is: "Open Space" shall mean improved, unimproved, or natural land [of significant size or impact] where development activity is limited in an effort to preserve natural areas and protect sensitive habitat. Active and passive recreational opportunities may be encouraged in open space. 6.2 Open Space Related Documents City of Santa Clarita General Plan - Open Space and Conservation Element Each City in California is required by State law to adopt a comprehensive, long- term general plan for its own physical development. The General Plan includes mandatory elements including land use, circulation and transportation, housing, conservation, noise, safety, and open space. The current adopted version of the Open Space and Conservation Element was created in 1991 and amended in 1999. Findings include: • Five (5) Significant Ecological Areas are designated in the Valley area: Santa Clara River, Santa Susana Mountains SEA, San Francisquito Canyon SEA, Lyon Canyon SEA, and Valley Oaks SEA. City of Santa Clarita Open Space Acquisition Plan The Open Space Acquisition Plan was developed by the City in 2002, and serves as a tool to help maximize the preservation of open space. The document strives to: Open Space 6-2 Santa Clarita Parks, Recreation & Open Space Master Plan • Assist in the creation of a greenbelt surrounding the City. • Provide a framework for the City to evaluate, acquire, and maintain the most beneficial parcels. • Allow the City to maximize the expenditure of funds by targeting parcels that present the greatest economic, strategic, and natural resource value. • Create and enhance partnerships between the City and other agencies. • Provide an objective, systematic format for evaluating property. • Promote, protect, and preserve open space within the City to enhance overall quality of life. • Enhance the City's ability to secure grant funding. Findings include: • The City will continue to receive significant dedications of open space from developments within the City and throughout the Santa Clarita Valley • 600 acres of parkland are needed to meet the needs of the community (2002 estimate) • In ranking the value of potential open space, open space outside the City should be given priority One Valley One Vision Valleywide General Plan One Valley One Vision is a current joint effort between the County of Los Angeles, the City of Santa Clarita and Santa Clarita Valley residents and businesses to create a single vision and guidelines for the future growth of the Santa Clarita Valley and the preservation of natural resources. The result will be a General Plan document and Environmental Impact Report for a planning area that includes the City as well as other areas such as Stevenson Ranch, Castaic, Val Verde, Agua Dulce, and the future Newhall Ranch. The General Plan, in Phase IV of its development at the time of this report, will be based on Vision and Guiding Principles and on the Technical Background Report. Phase II Vision and Guiding Principles. A vision statement and a set of 36 guiding . principles were developed from extensive public feedback efforts early in the General Plan process. Goals are summarized in Section 6.3, below. . Phase III Technical Background Report. Phase III of the General Plan effort established a database of existing Santa Clarita Valley features important in development of the land use map and associated policies. Open space findings include: . • More than 77% of the OVOV unincorporated area surrounding Santa Clarita is designated open space, mostly Angeles National Forest • Designated open space within the City is approximately 7% of the total land . area in the City • Open Space . 6-3 Santa Clarita Parks, Recreation & Open Space Master Plan • Visual open space resources in the OVOV planning area include ridgelines, canyons, woodlands, scenic drives, rivers/streams/water bodies, and recreation areas • Four State parks are located within the OVOV planning area and total approximately 12,950 acres • Santa Clara River is a Significant Ecological Area and a designated State Recreation Trail Corridor • The OVOV Technical Background Report identifies several historic sites within the Santa Clarita Valley, including: one listed on the National Register of Historic Places, eight listed as California Registered Historic Landmarks, and four as State Points of Historic Interest. Additionally, there are 69 identified archaeological sites within 1/4 mile of the Santa Clara River. Open Space Preservation District The City's preservation district is designed to preserve natural land from development, create more parks, and protect biological and geological resources. The District will also assist in completing the greenbelt buffer of open space around the City of Santa Clarita. Established in 2007 by a vote of property owners, the District provides a mechanism to assess properties a fee for open space purposes. Aspects of the District include: The benefit area includes lands within a 3 -mile radius of City boundaries. At least 90% of future open space purchased will be preserved for natural open space; no more than 10% can be used for active, improved parkland. The District is expected to generate an additional $1.5 million annually for acquisition. The assessment is proposed to be in place for 30 years. 6.3 Open Space Goals and Objectives City of Santa Clarita General Plan - Park and Recreation Element (1991) Selected goals and policies include: Policy 1.6: Use every opportunity to obtain land and facilities as it becomes available and/or ahead of need and hold, or landbank, for subsequent improvement to meet future park and recreation needs. Establish an open space district for the purpose of acquiring park and open space lands. Goal 4: Aggressively pursue acquisition of future parkland Goal 5: Utilize the Santa Clara River as a central recreational corridor and identify other significant natural features to be designated as open spaces, parks, and recreational opportunities. Open Space 6-4 Santa Clarita Parks, Recreation & Open Space Master Plan City of Santa Clarita General Plan - Open Space and Conservation Element (1999) Selected goals and policies include: Goal 1: To preserve the special natural features which define the Santa Clarita planning area and give it its distinct form and identity. Policy 1.5: Investigate, develop, and prepare a long term plan to consolidate and acquire open space using one or more of the following options to maintain viable natural ecosystems in conjunction with the orderly development of the planning area: open space easements; dedication of development rights; joint powers authority; open space district; City ownership and management by the Parks an Recreation Department; Homeowners' Associations; and/or Landscape Maintenance Districts Policy 1.9: Establish the Santa Clara River and its tributaries, when appropriate, as a major centralized open space corridor linking a variety of public recreation and open space uses Policy 1.14: Encourage the preservation of the National Forest and open spaces surrounding the City through regular meetings with Los Angeles County Regional Planning Department, alliances with other cities and environmental groups and utilizing our congressional and state legislative delegations. Goal 2: To preserve designated natural ridgelines in the planning area to maintain the aesthetic character of the Santa Clarita Valley. . Policy 2.3: Identify and incorporate the dominant and special scenic topographic features, landmarks, and other physical characteristics in each community as a component for developing a community image. ■ Goal 3: To protect significant ecological resources and ecosystems, including, but not limited to, sensitive flora and fauna habitat areas. • Goal 4: To preserve open space areas for recreational use as a natural buffer to . more intensive land uses. Policy 4.4: Encourage the cohesive development of trails and open space as a . unified system, contiguous throughout the City and planning area with linkages to county, state, federal, and other parklands and trail systems. . Policy 4.5: Utilize the Santa Clara River as a focal point for development of an integrated system of bikeways, trails, parks, water features, and open space . Policy 4.10: Support the acquisition and preservation of the Santa Clarita Woodlands State Park in the Santa Susana Mountains. • Open Space . 6-5 Santa Clarita Parks, Recreation & Open Space Master Plan Policy 4.16: Seek park sites and open space areas having areas of natural scenic beauty which can be conserved and enjoyed by the public, as well as areas having recreational opportunities. Policy 4.18: Maintain public access to open space areas, where appropriate. Community Strategic Plan (2004-2007) Selected action plan items include: Page 14: Acquire 1,000 acres of additional open space lands within the Santa Clarita Valley, including lands that will help complete the greenbelt around the City through developer acquisition or joint powers authorities. Page 14: Place a high priority on increasing parkland/open space dedications when negotiating new development agreements. Page 14: Develop a City of Santa Clarita Open Space Management Plan in consultation with Open Space partners such as the Santa Monica Mountains Conservancy Page 14: Bring Elsmere Canyon into public ownership Page 14: [Continue] development and implementation of the Master Plan for Discovery Park, a 24 -acre site located adjacent to and within the Santa Clara River. Page 15: Implement the Open Space Acquisition Plan through identifying desirable open space property in the Santa Clarita Valley, making a list of parcels that have the highest priority to acquire and develop a plan to bring the lands into public ownership. Page 15: [Continue] acquisition of the Santa Clara River Corridor Page 15: [Continue] preservation of the Angeles National Forest Open Space Acquisition Plan (2002) Selected goals and policies include: Page 3: The natural buffer area surrounding the entire Santa Clarita Valley, which includes the Angeles National Forest, Santa Susanna, San Gabriel, Sierra Pelona, and Del Sur mountains, shall be preserved as a regional recreational, ecological, and aesthetic resource. Page 3: The Santa Clara River corridor and its major tributaries shall be preserved as open space. Open Space 6-6 ■ Santa Clarita Parks, Recreation & Open Space Master Plan • Page 3: The Santa Clarita Valley's prominent ridgelines shall be preserved and hillside development shall be limited to protect their valuable aesthetic and visual . qualities intrinsic to the Santa Clarita Valley landscape. . Page 3: Development shall be located and designed to protect Oak, Sycamore, and other significant indigenous woodlands. . Page 8: New parklands will be developed throughout the Santa Clarita Valley, with priority on locations that are not now adequately served. These shall encompass a diversity of park types and functions, including passive and active areas, in . consideration of the recreational needs of the residents to be served. 6.4 Existing Permanent Open Space Given the definitions of open space described above, we can begin to list and map . existing permanent open space. Permanent open space is land that is either owned publicly as open space or has been zoned or otherwise designated as such. ■ Exhibit 6.4-1 lists existing parks by type and the corresponding parkland acreage that is applied toward the acreage standard calculation (5 acres per 1,000 residents; see also Section 3.5 Acreage Analysis) and also shows how much acreage is considered to be open space as defined in this section. The purpose of the exhibit is to provide a current benchmark for how much parkland and open space exists in the City and within the Open Space District. The exhibit is helpful because not all parkland is open space (as defined herein) and not all open space is parkland. Exhibit 6.4-1: Open Space Acreage Open Space 6-7 Santa Clarita Parkland Credit Open Space* Credit I Acres Credit I Acres Parks within the City Regional Parks Yes 168 Yes 168 Community Parks Yes 77.3 Yes 77.3 Neighborhood Parks Yes 92.1 No 0 Natural Open Space Parks No 0* Yes 0 Special Use Parks No 5.0* No 0 Parks outside the City but within the O en Space District Regional Parks No 0 Yes unknown Community Parks No 0 Yes unknown Neighborhood Parks No 0 No 0 Passive Parks No 0 Yes unknown Special Use Parks No 0 No 0 Other Open Space outside the City (natural, conserved with no recreation elements No 0 Yes unknown Open Space 6-7 Santa Clarita Parks, Recreation & Open Space Master Plan Total within the Open Space District 350 Acres *Using the limited definition as used in this section of the Master Plan 6.5 Potential Permanent Open Space Based on Section Five of this Master Plan and on other open space documents, we can list and map potential permanent open space that may become publicly owned or which may become zoned as such. The Exhibit shows that there are significant open space opportunities in and around Santa Clarita. Open Space 6-8 Santa Clarita Parkland, if develo ed Open Space Credit Acres Credit Acres Parks within the City Re ional Parks Rivendale Yes 60 Yes 60 Community Parks Soledad and Bouquet Open Space Yes 235 Yes 235 Discovery Park Yes 24 Yes 24 Norland Avenue Yes 58 Yes 58 Round Mountain Yes 142 Yes 142 Wiley Site Yes 14 Yes 14 Neighborhood Parks Yes No 0 Bridgeport Marketplace Yes 4.8 No 0 Keystone Park Yes 6 No 0 Mancara Yes 5 No 0 River Village Park Yes 28.2 No 0 South Fork Corridor Yes 106 No 0 Natural Open Space Parks Quigley Canyon Park 10% 16 Yes 158 Lost Canyon 10% 4 Yes 41 Gate Kin 10% 21 Yes 208 WhitneyCanyon 10% 44 Yes 442 Special Use Parks Chevron Pioneer Yes 4.6 Yes 4.6 Acquisition Targets Beales Cut 10% 6 Yes 60 Bouquet Canyon School Yes 6 No 0 Canyon Country Cornrnunity Center Yes 3 No 1 0 Quigley Can on Expansion Yes 20 Yes 20 Summerhill Lane Park Yes 3.5 No 0 Open Space 6-8 Santa Clarita Parks, Recreation & Open Space Master Plan Via Princessa/Metrolink Yes 11 Yes 11 Whitaker- Bermite Property 10% 99 Yes 996 Other Open Space within the City (natural, conserved with no recreation elements No 0 Yes City Total potential within the City 921 2,473 If new open space is acquired under the provisions of the Open Space District, then the quantity of developed area is limited to 10% of the total. Detailed descriptions of each potential/opportunity site can be found in Section 2.8. Open Space 9 ■ Santa Clarita Parks, Recreation, and Open Space Master Plan Funding and Implementation ■ Section Seven ■ ■ 7.0 FUNDING AND ■ IMPLEMENTATION 7.1 Current Funding Strategies Currently, funding for capital improvements/additions to park and recreation facilities in the City of Santa Clarita comes from several sources. Fees on new development (Quimby in -lieu fees, developer fees) are a major source of funding to provide parks and recreation facilities for the residents of newly developing areas of the City. Other recent sources of funding include grant funds and contributions from the City's general fund. Funding for maintenance and operation of Santa Clarita park and recreation facilities and programs are currently provided by user fees for recreation programs and facility use, and the City's general fund. 7.2 Funding Sources Two major cost centers require funding in order to implement the Master Plan. One is capital costs which include: a) acquisition and development of new required park lands and facilities, and b) renovation of existing park and school land. The second is the ongoing cost of maintaining and operating these facilities. The following listing of funding sources have been categorized according to the appropriate application of the funding they provide - capital funding, operation and maintenance, or a combination of both. These explanations of funding options are provided to give definition to alternative funding programs which the City may elect to employ. These sources will be evaluated and applicable sources will be matched to the specific projects which are recommended in this Master Plan. Funding and Implementation 7-1 Santa Clarita Parks, Recreation, and Open Space Master Plan and Implementation Sources of Capital Funding Programs Non -Profit Foundation - such as a 501(c)(3). This would provide a vehicle for a capital fund drive and a means to build community support. There should be well-defined facilities and specific costs to be funded. The foundation acts as a conduit for receiving private donations from entities who might otherwise be reluctant to donate to a City. In addition, the donor can receive tax benefits. The foundation can solicit private foundations, corporations and other businesses, local organizations, and individuals (gifts, bequests, trust funds, etc.). The foundation also provides an organization that can partner with other non -profits (such as churches, service clubs and organizations) as well as private companies to jointly develop park and recreation facilities. Grants - (from county, state and federal agencies). While these sources have been declining in recent years, they do provide funding to many projects. Many require matching funds from the City which is an obstacle. Such funds, however, could come from sources such as non-profit foundations. There is usually strong competition for such grants and the City needs to compete aggressively. Some examples of such funding are: • The California Department of Parks and Recreation administers grants which have been established by Statewide propositions or are provided for by other State programs such as the Habitat Conservation Fund Grant Program under the California Wildlife Protection Act of 1990 and the Recreational Trails Program. • CalTrans provides for on- or off-street bike trails and some foot trails through such funding mechanisms as ISTEA Transportation Enhancement Activities and Bicycle Lane Account Funds. • Community Development Block Grant (CDBG) funding is available for upgrading parks for ADA requirements and other improvements. These funds are also used for some limited program funding. • The California Department of Resources manages many grant programs, through several departments such as the Department of Conservation, Wildlife Conservation Board, State Coastal Conservancy and others, that can be used for open space acquisition, habitat restoration, trails, etc. Much of the funding comes from State Bond Acts Prop 50 and Prop 84. Foundation Grants - There are some private foundations and non -profits that support park and recreation developments and programs. These entities can be solicited for donations to the City's Non Profit 501 (c) (3) Foundation to support specific projects which meet their criteria. Quimby Act - The Quimby Act is a widely used source of funding which enables local government to exact dedication of land or in -lieu fees from new residential development to maintain a minimum ratio of park land to population. This applies only to residential subdivisions and does not address additional park demands created through the construction of new units on existing lots or to condominium conversions. Funding and Implementation 7-2 Santa Clarita Parks, Recreation, and Open Space Master Plan Funding and Implementation Development Agreements (DA's) are another mechanism through which park and recreation improvements can be acquired or provided. As part of an agreement specifying the type and density of development that will be allowed, the City can negotiate conditions and considerations in return for concessions. Such incentive programs can also be used in the provision of parks and other open spaces in commercial areas. One such program would allow extra floor space in exchange for public recreation facilities such as a plaza, a mini -park, or an amphitheater. Another example of such public space in commercial development would be a new senior center. Bonds - Most bond issues require a two-thirds vote of the electorate and are therefore not widely used for this type of funding. Some of the most common forms of these bonds are as follows: General Obligation Bonds - These bonds are issued subject to a two-thirds majority vote of the electorate and pledge the full faith and support of the borrower. General obligation bonds are paid out of the City's General Fund. Only cities with excess General Fund capacity are able to use general obligation bonds for park facility development today. Another method of implementing park and recreation facility development by use of a type of general obligation bond is by gaining voter approval for an additional property tax assessment to pay for the debt of park bonds. The issuer is authorized by the vote of a two-thirds majority of the electorate to levy an ad valorem tax on all taxable property within its jurisdiction at whatever rate is required to service the debt. Because of the high level of security, these bonds command the lowest interest rate. This type of financing requires strong community support and involves much time and effort to study community attitudes and promote acceptance in order to be successful. Revenue Bonds-- These bonds are secured by a pledge of revenues from a tax or non -tax source such as assessments or fees. Because the revenue from a particular facility is the only security, these bonds usually carry a higher interest rate than general obligation bonds. The direct issuance of revenue bonds without the formation of a funding district, as described in more detail below, may not be feasible for park and recreation purposes due to limited income streams from these types of activities. However, revenue bonds have been used to partially fund such development as an aquatic facility where a feasibility study verified the revenue generating capacity of the development. . Redevelopment Agency Funding - Redevelopment agency tax increment revenues are in some cases used to finance development of park and recreation facilities. These revenues are derived from new development iwhich creates tax increment that can be pledged to support bond financing. Certificates of Participation - This is a form of lease purchase agreement . that does not constitute indebtedness under the state constitutional debt limit and does not require voter approval. In a typical case, a local . Funding and Implementation 7-3 Santa Clarita Parks, Recreation, and Open Space Master Plan Funding and Implementation government entity decides to acquire a new or renovated public facility. This facility is purchased or constructed by a vendor corporation and the local government signs a lease agreement with the corporation to use the facility. An underwriting firm then buys the lease obligation from the vendor corporation and breaks it into small units called "C.O.P.'s". Each C.O.P. represents a share of the lease payment revenue stream. The underwriter then places the C.O.P. issue with a bank which, in turn, sells the certificates to individual investors. The local government makes the lease payments to the bank which makes payments to the certificate holders. At the end of the lease period, title to the facility passes to the local government entity at nominal cost. Interest paid the certificate holders is tax exempt. Fund -Raising Events - (concerts, raffles, etc.) While these are not a major source of funds, such events could contribute to an overall effort toward capital funding for a specific facility. Funds raised from such events could be channeled through the non-profit foundation described above. Sources of Operation and Maintenance Funds User Fees - Such fees provide some contribution toward maintenance, but are not sufficient to provide any capital funds. Some of the sources of such fees include: • Charges for classes and special programs • Charges to sports leagues for maintenance and lighting costs • Space rental for meetings, parties, and special events • Charges for play, such as for tennis and golf • Group picnic shelter use charges • Charges for use of sites in the park system for such activities as swap meets, bazaars, antique shows, auto shows, weddings, concerts, carnivals, Christmas tree sales, etc. • Joint use with non-profit organizations is also included in this category, where sports teams would renovate fields and/or provide field maintenance (labor or costs) if guaranteed use during the season. It is strongly recommended that the City examine the current fee structure and make adjustments so that the fees collected are in line with the costs of maintenance and operation of the facilities or programs for which the fees are levied Corporate Sponsorship of Events - This is most popular for major art or sports events, team sports and various senior or youth activities and should be actively pursued. Adopt -a -Park Programs - This type of program could generate funds or volunteers to provide maintenance for City parks or facilities. Volunteer Labor - Useful for certain programming and/or maintenance tasks. Would probably not constitute a large portion of funding needs. Funding and Implementation 7-4 Santa Clarita Parks, Recreation, and Open Space Master Plan . Joint Use Agreements with School Districts - Joint Use agreements with local School Districts provide for reciprocal use of facilities in some cases and City use of school facilities in others. They define responsibilities for capital . improvements and maintenance of the facilities. Problems sometimes arise when expanding school sports programs create inequalities in the amount of . time the City has access to the joint use facilities. Agreements need to be definitive and specific as to allowed usage. . Sale or Lease of Surplus Lands - The sale or lease of land or other capital facilities for which the City has no further use can sometimes be a major source of revenue. One-time receipts from the sale of land can be used for . the acquisition of new park lands, recreation facilities, or the development of new community service facilities. Revenues from long-term leases can be . used to provide maintenance or underwrite programs. Surplus parcels also may provide opportunities for trading land elsewhere in the City with other agencies that own land more suitable for park purposes. ■ Funding and Implementation 7-5 ■ Funding and Implementation • Sources for Both Capital and O & M Funding . Concessions - By contracting with a concessionaire to build and/or operate a facility, the City can generate income which could cover the capital costs and maintenance of the facility. Examples of such concession -operated . facilities include: baseball or softball diamonds, equestrian facilities, handball courts, tennis courts, miniature golf, roller hockey facilities, and food and . beverage concessions. In most cases, the City provides a site for the facility and either the City or the concessionaire builds the facility. The lease terms are determined accordingly. ■ Special District Assessments - These include Benefit Assessment Districts (under state law AB1600), Landscape and Lighting Act Districts, and Mello - Roos Districts. A special assessment or levy is placed on a property to finance improvements and/or maintenance that specifically benefit that property. The legislation requires a vote of the residents in order to form . such districts or in order to change the level of assessment. Taxes - Some examples of taxes used by other cities to pay for park and . recreation include Transient Occupancy Tax, Real Estate Transfer Tax and Admissions Tax. A portion of such tax revenue could be dedicated for specific park and recreation uses, either to provide funding for a bond issue ■ or to cover defined maintenance and operating costs. User Group Contributions - Sports groups sometimes have an interest in . constructing and maintaining fields for their use if the City would provide a nominal lease of land for a reasonable time span so that they can capture the value of the improvements. This relieves the City of the costs involved, . however, it precludes the use of the fields by other user groups unless that is made a condition of the lease. . Joint Use Agreements with School Districts - Joint Use agreements with local School Districts provide for reciprocal use of facilities in some cases and City use of school facilities in others. They define responsibilities for capital . improvements and maintenance of the facilities. Problems sometimes arise when expanding school sports programs create inequalities in the amount of . time the City has access to the joint use facilities. Agreements need to be definitive and specific as to allowed usage. . Sale or Lease of Surplus Lands - The sale or lease of land or other capital facilities for which the City has no further use can sometimes be a major source of revenue. One-time receipts from the sale of land can be used for . the acquisition of new park lands, recreation facilities, or the development of new community service facilities. Revenues from long-term leases can be . used to provide maintenance or underwrite programs. Surplus parcels also may provide opportunities for trading land elsewhere in the City with other agencies that own land more suitable for park purposes. ■ Funding and Implementation 7-5 ■ Santa Clarita and Open Space Master Plan ■ Funding and Implementation 7.3 Funding Sources by Project Type A summary of the various funding sources for the most appropriate project type is presented in Exhibit 7.3-1. The City should look at developing new sources beyond those currently in use. It should be kept in mind that Quimby fees or other developer fees can only be used to provide facilities for new residents. Deficits identified in Exhibit 7.4-1 should be funded by one of the various funding sources. The specific funding source to be considered will depend partly on the timing of the development and the funding sources which may be available or which are more easily pursued at that time. o.. 6u.:r � 4-1. C....d inn Gnurrac by Orniart Tvnp ' The grant requirements will specify what functions are eligible for funding. Funding and Implementation 7-6 PR03ECT TYPE Funding Source Acquisition Improvement Operations Programs Non -Profit Foundation - i.e. 501 (c)(3) x x State and Federal Grants x x Foundation Grants' x x Quimby Dedication/In lieu Fee x x Development Agreements/Impact Fees x x General Obligation Bonds x x Revenue Bonds x x Certificates of Participation x x Redevelopment Agency Funding x x Fund Raising Events x x Sponsorship (Naming Rights) x x x x User Fees x x Corporate Sponsorship of Events x x Adopt -a -Park Program x x Volunteer Labor x x Public/Private Partnerships (Concessions) x x x x Benefit Assessment District x x x x Mello Roos District x x x Transient Occupancy Tax x x x x Real Estate Transfer Tax x x Admissions Tax x x x x User Group Contributions x x x x Joint Use with School District/Public Agency x x x x x General Fund x x x x ' The grant requirements will specify what functions are eligible for funding. Funding and Implementation 7-6 Santa Clarita Parks, Recreation, and Open Space Master Plan Funding and Implementation . For major improvements which include such facilities as community centers, tennis complexes, gymnasiums, senior centers, teen centers, ballfield complexes, etc., the use of a fund raising effort to be conducted on behalf of . the City's non-profit foundation could be beneficial. Sponsorships/naming rights for major corporate or other private donors can be offered. In some cases, the use of a professional fund raising firm should be considered once a . facility or project for which the funding will be used is identified. Other sources of funding for such projects could include public/private partnerships, . partnerships with private sector through website advertising, user group contributions, joint use with the school district and public or private grants. . Use of bonds or special districts require a vote by the residents and have been used successfully in some communities. The specific facilities and improvements to be paid for need to be identified and a public relations effort . is required to enlist the support of the electorate. The greater the demand and recognition of the need by the public, the greater will be the chance of success. M Funding and Implementation 7-7 Santa Clarita Parks, Recreation, and Open Space Master Plan Funding and Implementation 7.4 opinion of Probable Construction Costs for • Identified Facility Needs . Exhibit 7.4-1: Opinion Probable of Construction Costs (current) . Improvement Current Facility Improvement Identified Facility Needs (from . Deficit Exhibit 3.3.1 and 3.3-2) Cost per Facility Costs Sub -Total Unit' (current needs) Softball Field (youth - not lighted') $ 540,000 - $ - Baseball Field (little league - not lighted") $ 470,000 1.5 $ 705,000 Soccer Field (225' x 360' - not lighted") $ 630,000 6.3 $ 3,969,000 Football Field (youth - not lighted") $ 380,000 - - Indoor Basketball Court (11,000 SF Gymnasium) $ 3,700,000 - - Tot Lot/Playground $ 500,000 6.5 $ 3,250,000 Picnic Tables $ 4,000 1 $ 4,000 Tennis Courts (lighted) $ 275,000 52 $ 14,300,000 Skate Boarding Facility (12,000 SF @ $40/SF) $ 480,000 2 $ 960,000 Walking/Jogging Paths (per mile) 8' Decomposed Granite Path $ 170,000 - miles $ - 6' Concrete Path $ 250,000 - miles $ - Bicycling Paths (per mile) 12' Asphalt Path $ 320,000 23 miles $ 7,360,000 Open Grass in Parks ($200/acre) $ 200,000 33 acres $ 6,600,000 Community Center (20,000 SF @ $400/SF) $ 8,000,000 1 $ 8,000,000 ESTIMATED TOTAL COST FOR IMPROVEMENTS: $ 45,148,000 'Anticipated Construction Costs in 2008 Dollars. Actual costs will depend on final design, size of facility, additional support facilities, utilities, and infrastructure, as well as site specific conditions. Does not include site specific requirements, infrastructure, grading, professional fees for design services or acquisition costs. RJM has prepared these estimates of probable construction costs on the basis of its best professional judgement and experience with the construction industry. The estimate, however, represents assumptions and opinions of the construction market and contractors' methods of determining actual oonstrucion costs over which RJM has no control. If the owner wishes greater assurance as to the construction cost, he shall employ an independent cost estimator. —Estimated Cost to light a field is $200,000 Funding and Implementation 1I ■ • Santa Clarita Parks, Recreation, and Open Space Master Plan Funding and Implementation Exhibit 7.4-2: Opinion Probable of Construction Costs (build -out) . Identified Facility Needs (from Improvement Cost Per Facility guild -Out Facility Improvement Costs Su Exhibit 3.3-1 and 3.3-2) Unit" Deficit Deficit Softball Field (youth -not lighted`) $ 540,000 3 $ 1,620,000 . Baseball Field (little league - not lighted"') $ 470,000 3 $ 1,410,000 Soccer Field (225'x 360' - not lighted') $ 630,000 9.7 $ 6,111,000 . Football Field (youth - not lighted') $ 380,000 1.7 $ 646,000 ■ Indoor Basketball Court (11,000 SF Gymnasium) $ 3,700,000 3.1 $ 11,470,000 Tot Lot/Playground $ 500,000 15.3 $ 7,650,000 ■ Picnic Tables $ 4,000 58 $ 232,000 Tennis Courts (lighted) $ 275,000 28 $ 7,700,000 ■ Skate Boarding Facility (12,000 SF @ $40/SF) $ 480,000 1 $ 480,000 Walking/Jogging Paths (per mile) 8' Decomposed Granite Path $ 170,000 15 miles $ 2,550,000 . 6' Concrete Path $ 250,000 15 miles $ 3,750,000 Bicycling Paths (per mile) . 12' Asphalt Path $ 320,000 21 miles $ 6,720,000 Open Grass in Parks ($200,000/acre) $ 200,000 27 acres $ 5,400,000 ■ Community Center (20,000 SF @ $400/SF) $ 8,000,000 1 $ 8,000,000 ESTIMATED TOTAL COST FOR IMPROVEMENTS: $ 63,739,000 'Anticipated Construction Costs in 2008 Dollars. Actual costs will depend on final design, size of facility, additional support facilities, utilities, and infrastructure, as well as site specific conditions. Does not include site specific requirements, infrastructure, grading, professional fees for design services or acquisition costs. RJM has prepared these estimates of probable construction costs on the basis of its best professional judgement and experience with the construction industry. The estimate, however, represents assumptions and opinions of the construction market and contractors' methods of determining actual oonstrucion costs over which RJM has no control. If the owner wishes greater assurance as to the construction cost, he shall employ an independent cost estimator. "Estimated Cost to light a field is $200,000 Funding and Implementation 7-9 Santa Clarita and Open Space Master Plan Funding and Implementation Exhibit 7.4-3: Opinion Probable of Construction Costs (cumulative) Identified ed Facility Needs (from Cumulative Facility Cumulative Total Cost per Facility Improvement Exhibit 3.3-1 and 3.3-2) Deficit Unit Cost Softball Field (youth - not lighted") $ Baseball Field (little league - not lighted"') $ Soccer Field (225'x 360' - not lighted") $ Football Field (youth - not lighted") $ Indoor Basketball Court (11,000 SF Gymnasium) $ Tot Lot / Playground $ Picnic Tables $ Tennis Courts (lighted) $ Skate Boarding Facility (12,000 SF @ $40/SF) $ Walking/Jogging Paths (per mile) 8' Decomposed Granite Path $ 6' Concrete Path $ Bicycling Paths (per mile) 12' Asphalt Path $ Open Grass in Parks ($200/acre) $ Community Center (20,000 SF @ $400/SF) $ ESTIMATED TOTAL COST FOR IMPROVEMENTS: 540,000 3 $ 1,620,000 470,000 4.5 $ 2,115,000 630,000 16 $ 10,080,000 380,000 2 $ 760,000 3,700,000 3 $ 11,100,000 500,000 22 $ 11,000,000 4,000 59 $ 236,000 275,000 80 $ 22,000,000 480,000 3 $ 1,440,000 170,000 15 miles $ 2,550,000 250,000 15 miles $ 3,750,000 320,000 44 miles $ 14,080,000 200,000 60 acres $ 12,000,000 8,000,000 2 $ 16,000,000 $ 108,731,000 'Anticipated Construction Costs in 2008 Dollars. Actual costs will depend on final design, size of facility, additional support facilities, utilities, and infrastructure, as well as site specific conditions. Does not include site specific requirements, infrastructure, grading, professional fees for design services or acquisition costs. RJM has prepared these estimates of probable construction costs on the basis of its best professional judgement and experience with the construction industry. The estimate, however, represents assumptions and opinions of the construction market and contractorsmethods of determining actual construcion costs over which RJM has no control. If the owner wishes greater assurance as to the construction cost, he shall employ an independent cost estimator. "Estimated Cost to light a fieri is $200,000 Funding and Implementation 7-10 3 i ate= Alh RJM DESIGN GROUP PLANNING AND LANDSCAPE ARCHITECTURE 31591 CAMINO CAPISTRANO SAN JUAN CAPISTRANO, CA 92675 www.rjmdesigngroup.com