CC - Item 9B - Parks, Recreation, and General Facilities Master PlanROSEMEAD CITY COUNCIL
STAFF REPORT
TO: THE HONORABLE MAYOR AND CITY COUNCIL
FROM: JEFF ALLRED, CITY MANAGEE~
DATE: SEPTEMBER 14, 2010
SUBJECT: PARKS, RECREATION, AND GENERAL FACILITIES MASTER PLAN
SUMMARY
Last year, City Council authorized the development of the City's first-ever Parks,
Recreation and General Facilities Master Plan. MIG, Inc. working with several other
specialist consultants has completed the final draft of the Master Plan. It is being
presented to City Council for acceptance as a road map to future development,
renovation, and programs. Completion of the Master Plan accords with the City of
Rosemead's Strategic Plan Goal 1: "Beautify community infrastructure and improve
public facilities," and Goal 2: "Enhance public safety and quality of life." Further, the plan
is consistent with the challenge set forth in Rosemead's General Plan regarding the
"availability of quality park, recreation, and open space facilities to meet the needs of all
Rosemead residents."
Staff Recommendation
Staff recommends that the City Council receive and file the Parks, Recreation, and
General Facilities Master Plan.
DISCUSSION
The City of Rosemead's Parks, Recreation, and General Facilities Master Plan provides
a vision for providing high quality, well-managed parks and recreation and public
facilities, and recreation programs to meet changing community needs over the next
fifteen years. The plan reflects input from more than 700 residents who participated in
telephone surveys, community workshops, questionnaires, stakeholder interviews, and
focus groups.
The Master Plan includes an inventory of existing facilities and programs, a list of
proposed capital improvement projects, recommendations for public communication and
involvement, and suggests several financial strategies for funding projects. It is
important to note that while the Master Plan provides general guidance, it is through the
annual budget process that City Council will provide actual policy direction and funding
for the capital improvement program (CIP).
With City Council's authorization, eleven of thirty-two of the Plan's project
recommendations have been completed, are already underway, or have been included
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City Council Meeting
September 14, 2010
Page 2 of 2
in the current CIP budget. These projects include playground renovations, Sally Tanner
Park improvements, Aquatic Center and Civic Center design, new park development,
and creation of a September 11 Memorial (see Table 7, page VII-8 of the final draft).
Additionally, several of its financial proposals have also been employed including a
successful bond issuance to fund the Rosemead Aquatic Center renovation and other
major projects, the aggressive pursuit of grants for the aquatic centers and park
development, and a review of impact fees as a means to fund future projects.
Because the Master Plan establishes specific goals for facility and program
enhancement as a result of significant public input, it should increase grant
opportunities and does reflect the specific needs and priorities of the Rosemead
community.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process.
FISCAL IMPACT
The Parks, Recreation, and General Facilities Master Plan was funded in the Fiscal
Year 2009-10 Capital Improvement Budget.
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acknowledgments
We would like to thank the many citizens, staff, and :ommunity
9- ,;-pups whe provided extensive input fc r the development -,f
this Parks, Recreation and General Fa-Jities Master Plan. TI- -
project was ?ruly a community ef7:-•rt. ensuring that this elan will
meet trie newels and desires of all regid?MT in Rosemead
CITY OF ROSEMEAD CITY COUNCIL
Gary Tay r, N4ayr-:,
Steven Ly, Mayer Prv Tem
;ands Aimenta, Council Merrnbei
Margaret Clark, Council Member
Polly Low, C,?uncil Member
OFFICE OF THE CITY MANAGER
Jr-?ff -y Allred, City Manager
COMMUNITY DEVELOPMENT DEPARTMENT
Star, W n3, Cr~mmr.,nity Devc-l,7prnent Uire~.t_,r
PUBLIC WORKS DEPARTMENT
Public V\1r7i Ks Diie~tr~r
PARKS AND RECREATION DEPARTMENT
David M mra m2 y c•tt, Pa-,KS and ti;~rrp~tr• t~, dlrecvi!
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CITY OF ROSEMEAD PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN
table of contents
EXECUTIVE SUMMARY
Public Involvement The Comer;ione of the i::an 1
Cc,re Values The Foundation for Recreation Services 1
Vision and Mission 2
The Community's Future 2
Improving Services 3
T'ie Capital Improvement Plan 5
Neat Steps. The Fut_ue of Parks and F:ec •~ati n 6
CHAPTER I: INTRODUCTION
1 1 Intr-duCTi-)n 1
1 2 Plan Purpose 1
1.S How the Plan Was Developed 2
1 4 Relationship to Othei Planning Activities 4
CHAPTER II: PLANNING CONTEXT
21 IntroduCtion 1
2 2 Regional Context 1
2 3 History 2
2 4 Physical Characteristics 2
2 5 Demographic Profile 3
2 6 Demographic Trends 7
CHAPTER III: EXISTING CONDITIONS - PARKS AND
RECREATION FACILITIES AND PROGRAMS
3.1 Introduction 1
3 2 Organization 1
33 Park Classifications 3
3 4 Park Standards 7
3 5 Existing Park Inventory and Conditions 7
3 6 Parks and Facilities Provided by Other.lurisdictions 31
3 7 City of Rosemead Recreation Programs 34
3 8 Programs Provided by Other Jurisdictions 39
9 Neighboring Cities 41
• 3 10 Parkland Analyczis 42
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CITY OF ROSEMEAD PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN
table of contents
CHAPTER IV: EXISTING CONDITIONS - NON-
RECREATIONAL PUBLIC FACILITIES
, 1 Intrcductic,n 1
4.2 Existing Public Facilities Conditions 1
4.3 Key Findings 1
CHAPTER V: PARK, FACILITY AND PROGRAM NEEDS
ASSESSMENT
i Introducti:m 1
5 2 Public Involvement Results 1
5 3 Public Outreach Summaries 2
5 4 Key Findings 10
CHAPTER VI: POLICIES, RECOMMENDATIONS AND
ACTIONS
6 1 IntroductlCrn 1
6 2 Policies, Recommendations and Actions 1
6 3 Capital Projects
CHAPTER VII: CAPITAL IMPROVEMENT PLAN
7 1 Introdu•_tion 1
7.2 Relation to Master Plan and Capital Improvement Program 1
7 3 Existing Funding Sources 2
7.4 Proposed Capital Projects 4
7.5 Estimated Operations and Maintenance Costs 9
7.6 Potential Additional Revenue Sources - Capital 9
73 Potential Additional Revenue Sources - Maintenance and
Operations 16
7.3 Summary and Recommendations 19
APPENDICES (PUBLISHED AS A SEPARATE DOCUMENT)
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executive summary
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• BEAUTIFY COMMUNITY
INFRASTRUCTURE AND IMPROVE
PUBLIC FACILITIES,
• ENHANCE PUBLIC SAFETY AND
QUALITY OF LIFE.
• ENSURE THE CITY'S FINANCIAL
VIABILITY WITH BALANCED BUDGETS
AND PRUDENT RESERVES.
KEY ORGANIZATIONAL GOALS FROM
ROSEMEAD STRATEGIC PL4N 2410-11
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executive summary
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THE CITY OF ROSEMEAD"S FIRST
Parks, Recreation and General
Facilities Master Plan, initiated in
the winter cf 2009, establishes a
ccmmunity-supported road map
for providing high quality well-
managed parks and recreation
facilities throughout the community.
The Master Plan identifies current
and future recreation needs. It
establishes goals, standards, and
guidelines to improve parks and
recreation facilities. In addition,
the Master Plan presents costs for
implementing capital and nc•n-
capital projects that will provide
the most benefit to the Rosemead
community. When implemented,
the Plan will provide an accessible,
community-oriented park system
that meets the needs of Rosemead
residents for the next 15 years and
beyond.
PUBLIC INVOLVEMENT: THE
CORNERSTONE OF THE
PLAN
The Parks, Rey eation and Genet al
Facilities Master Plan was enriched
by a wealth of information provided
by the residents of Rosemead.
Almost 700 City residents were
involved in identifying current
community needs, future
desires, and opportunities for
improvements.
Community preferences were
measured and recorded thr-ugh
a variety of public involvement
activities, which were planned to
ensure the participation of a broad
cross-section of the community.
These included:
• Telephone Survey
• Community Workshops
• Community Questionnaires
• Stakeholder Interviews
• Focus Group
CORE VALUES: THE
FOUNDATION FOR
RECREATION SERVICES
Core values are the fundamental
principles that guide all services
provided by the City of Rosemead
Parks and Recreation Department.
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These values form the basis for the
vision, mission, and goals defined for
the community and are embodied
in this Master Plan as stated in the
City's 2008 General Plan Resource
Management Element:
"Availability of quality park
recreation, and open spa,:-.
facilities to meet the need
all Rosemead residents."
The General Plan goes on to further
state goals and policies related
to parks and recreation resources
as: (1) preserving and maintaining
established open space and
recreational resources; (2) making
provisions for additional open space;
(3) assisting in the conservation and
protection of water resources; and
(4) contributing to regional efforts
to improve air quality and energy
conservation.
These goals and policies have
guided the formation of the
recommendations contained within
the pages of this document.
VISION AND MISSION
Parks and recreation is vital to the
community of Rosemead. The City's
parks and recreation facilities help
create healthy living environments,
eniovable outdoor opportunities,
and a sense of place for Rosemead's
continuously growing and changing
community.
The Parks and Recreation Department
vision is to build a healthy community
and support a high quality of life for
all residents. The City will achieve this
vision t^ meet community needs by
providing a system of parks, trails,
recreation facilities, and natural
areas that support environmental
stewardship and diverse recreational
programs and opportunities.
THE COMMUNITY'S FUTURE
Eleven areas of improvement for
parks, recreation facilities, and
programs were identified by the
project team during the planning
process. These areas of improvement
covered:
• Parks and Recreation Facilities
• Safety and Security
• Sustainability and Conservation
• Trails and Connectivity
• Special Use Facilities
• Programs
• Cultural Diversity
• Volunteerism
• Joint Use and Partnerships
• Communication
• Nc)n-Recreational Public Facilities
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IMPROVING SERVICES
Considering the areas of
improvement that were identified
during the planning process, the
Parks, Recreation and General
Facilities Master Plan includes a
number of key recommendations
and strategies that will enhance the
parks and recreation facilities cIffered
by the City of Rosemead. When
implemented, these strategies will
help the community achieve its vision
Within the policies and
recommendations in Chapter 6 are
also specific actions to be taken
to address issues raised by the
community.
Each of the areas of improvements
begins with a policy. "Safety
and Security" and °Sustainability
and Conservation" are reflected
throughout the policies and
recommendations. There are 25
policies in all. They are listed below:
Parks and Recreation Facilities
Policy 1: Employ established park
planning principles in the design of
improvements of existing parks and
recreation facilities.
Policy 2: Ensure that all parks and
recreation facilities maintain a high
level of safety and security for
visitors and staff.
Policy 3: Provide Parks and
Recreation Facilities that are
well-maintained and aesthetically
pleasing.
Policy 4: Provide facilities for
organized and individual sports
activities, free non-structured play as
well as passive recreational pursuits.
Policy 5: Ensure that the design of
new parks and renovation of existing
parks is environmentally conscious,
energy and resource efficient and
financially sustainable.
Policy 6: Develop new facilities that
are multi-purpose and flexible to
ensure maximum use efficiency.
Policy 7: Ensure that City staff
and contractors are well-trained
to provide the best service to the
community.
Policy 8: Develop a maintenance and
management schedule that identifies
preventative, remedial and deferred
maintenance programs that include
structures, pools and equipment.
Policy 9: The design of park facilities
should explore opportunities to
generate revenue from admission,
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asset management, user fees and
concessions in order to offset
operating costs.
Policy 10: Prior to development,
identify the staffing requirements
and operational and maintenance
Cultural Diversity
Policy 15: Use Parks and Recreation
as a tool to unite, celebrate and
explore the cultural diversity of the
City of Rosemead.
Volunteerism
costs of recreation facilities to ensure Policy 16: Promote the use of
adequate budget planning.
Trails and Connectivity
Policy 11: Increase multi-modal
pathways including bike paths,
pedestrian walkways, equestrian
paths, hiking trails and other means
of non-motorized transportation.
Policy 12: Aggressively pursue
improvements to streets, sidewalks
and trails in keeping with Policies
in the Circulation and Resource
Management Elements of the 2008
Rosemead General Plan.
Special Use Facilities
Policy 13: Provide Special Use
Facilities that are well-maintained,
safe and aesthetically pleasing.
Programs
Policy 14: Continue to provide
comprehensive City-wide recreation
programs.
volunteers as a way to give back to
the community and support the park
system.
Joint Use and Partnerships
Policy 17: Build and maintain
community partnerships with
schools, non-profits, service clubs
and local businesses to foster joint
use of facilities for recreational and
cultural uses.
Communication
Policy 18: Continue to explore and
expand the ways the City promotes
and communicates programs and
events, i.e., social networks, twitter,
blast emails, canvassing, etc.
Non-Recreational Public Facilities
Policy 19: Ensure the safety and
security of employees and visitors at
all buildings that provide services to
the public.
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Policy 20: Provide universal access to
employees and visitors at all public
buildings.
Policy 21: Ensure that buildings
are well-maintained, aesthetically
pleasing, fully functional and energy
eff icient.
Policy 22: Make sure that all new
buildings or renovations to existing
buildings meet current LEED rating
system requirements.
Policy 23: Evaluate functionality of
non-recreational buildings.
Policy 24: Ensure that public service
facilities are adequately staffed
and employees are trained to
handle customer needs quickly and
efficiently.
Policy 25: Monitor staff performance
on a regular basis to maintain a high
level of customer service and provide
helpful and successful transactions
with visitors and customers.
THE CAPITAL IMPROVEMENT
PLAN
Based on the policies and
recommendations stated in Chapter
6, the Master Plan recommends a
number of capital and non-capital
projects. Because the anticipated cost
for implementing all improvements
in the short term exceeds the City's
available funds, projects were
categorized according to priority
level.
High priority projects are those
that most meet community needs,
improve operations and maintenance.
and strengthen the community. These
projects include the replacement of
playground equipment at several
parks including Klingerman, Zapopan,
Garvey and Rosemead, a 12,500
s.f. expansion of the Garvey Park
gymnasium, improvements to existing
parks and recreation facilities, the
refurbishment of sports fields at
Garvey and Rcsemead Parks, and
the renovation of the aquatic centers
at Garvey and Rosemead Parks. In
addition, several nc n-capital projects.
including a Trails Master Plan and an
ADA evaluation of parks and facilities,
are among the high and medium
priority projects.
The Department will establish a sh,-•rt
term park and recreation financing
strategy using these high priority
oroiects as its loundation. Potential
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financing options will include
Park Impact Fees (PIFs), grants,
fundraising, and a possible Bond
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NEXT STEPS: THE FUTURE OF
PARKS AND RECREATION
Over the next few years, the City G
Rosemead will continue to cultivate
strong, positive relationships with
residents as well as public, private,
and non-profit organizations in
order to unite community efforts to
develop, staff and maintain parks,
recreation facilities, and pr:^grarris.
This plan is nct a finished document.
It is a dynamic tool that can be
adapted to respond to changing
recreation trends and needs. The City
of Rosemead will continue to seek
the community's advice and move
forward in implementing this Master
Plan, so that the City can provide
an exceptional system of parks and
recreation facilities for all residents.
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CHAPTER ONE
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• BEAUTIFY COMMUNITY
INFRASTRUCTURE AND IMPROVE
PUBLIC FACILITIES.
• ENHANCE PUBLIC SAFETY AND
QUALITY OF LIFE.
• ENSURE THE CITY'S FINANCIAL
VIABILITY WITH BALANCED BUDGETS
AND PRUDENT RESERVES.
KEY ORGANIZA T JONAL COALS FROM
ROSEME.AD STRATEGIC PL PJ 010-11
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introduction
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1.1 INTRODUCTION
IN MARCH OF 2009; the City cf
Rosemead began developing a
Parks, Recreation and General
Facilities Master Plan to evaluate
the City's current resources, assess
future needs, and develop a road
map for meeting these needs. The
development of this plan was a
collabc-rative effort involving City
staff, elected officials, and stake-
holders and residents from the City.
This plan represents the first Parks,
Recreation and General Facilities
Master Plan developed for the City
of Rosemead.
1.2 PLAN PURPOSE
Most of the park system that nC w
exists in the City of Rosemead was
developed decades ago. Since that
time, community recreation needs
and expectations have continued
to change, while the park system
has remained largely the same. The
park system today serves a sig-
nificantly larger and more diverse
population. However, it uses parks
and recreation assets that were
built long before many of its current
users were born. Meanwhile, the
current financial climate makes it
more challenging for the City to
effectively respond to the great
need for expanded, improved, and
updated parks, recreation facilities,
programs, and services.
The Master Plan is an essential first
step in finding solutions that will en-
able the City of Rosemead to move
beyond current challenges and
toward a stronger position where it
can more effectively meet current
and future recreation needs. In this
context, the Master Plan:
• Presents a long-term vision and
coals for the Parks and Recre-
ation and Public Works Depart-
ments and the community for
the next 15 years.
• Describes current and future
needs, community interests, and
preferences for parks, recreation
facilities, and programs.
HATER P AN 1 L1
chapter one
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• Identifies priorities and develops
recommendations for action that
will guide future development
and management of the park and
recreation system.
1.3 HOW THE PLAN WAS
DEVELOPED
The Parks. Recreation and General
Facilities Master Plan was developed
throuqh the active involvement of
staff, residents, and elected officials
who participated in meetings, inter-
views, community workshops, focus
groups and telephone surveys. Nearly
700 community members participated
in the planning process. The Project
Management Team (PMT), composed
of staff from the City of Rosemead
Parks and Recreation and Public
Works Departments and office cf the
City Manager, met and communicat-
ed on a regular basis throughout the
planning process. At key milestones,
the Project Management Team met
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and reviewed findings from the plan-
ning process. The resulting Master
Plan reflects community priorities
and interests and provides the City
with the direction it needs to respond
effectively to the chanai--g recreation
needs.
The development of the Master Plan
involved four phases, which are noted
in Figure #I -I
Phase I - Where Are We Now?
The first phase of the planning pro-
cess focused on existing park and
recreation resources in the City of
Rosemead. All City parks, recreation
facilities and public buildings were
inventoried, mapped and evaluated
to assess their existing condition.
To develop a more comprehensive
picture of recreation assets available
to residents, Phase 1 also included an
inventory of parks, recreation facilities
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introduction
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and programs offered by other pro-
viders, including neighbc:rinq cities,
L.A. County, state and federal parks
and private or non-prcf-t organiza-
tions. This first phase also included
early community outreach activities tc
develop an initial profile of key issues,
priorities and perceived needs.
Phase II - Where Do We Want To
Be?
The ser.cnd phase focused primarily
on public outreach and analysis of the
park system to determine key recre-
ation needs in the community. The
public was invited to participate in an
array of different activities tc• share
their input regarding current recre-
ation needs and perceived gaps, and
to identify priorities for future park
and ie-reation services. These op-
portunities included two community
workshops held in the northern and
southern sections of the City, as well
as a telephone survey of 400 randomly
selected households. In addition,
community questionnaires for adults
and youth, provided in Enqlish, Chi-
nese, Spanish and Vietnamese were
available in public buildings, parks,
community centers and other venues
throughout the City. Findings from
these various outreach tools, together
with an analysis of the existing park
svstem, orC.vided an erneiging protile
of where the park system is today anci
where it needs to be in the future.
Phase III - How Do We Get There?
The third phase of the ~ iannirq pr,i-
cess drew upon the overall strategic
direction emerging from the preced-
ing stages to identify goals, strategies
and actions to improve the park and
recreation system and public service
delivery system. Narrowing the gap
between the current system and
where the system should be in the
future, these recommendations will
enable the City to achieve its goals
for its parks, recreation programs and
general facilities. This undertaking
includes organizational and financial
strategies that will be needed to more
effectively carry out the Master Plan_
Phase IV - Finalizing the Plan
During the final stage, results from the
planning process were integrated into
a draft Master Plan. The draft Master
Plan will be made available to staff.
City Council and the public for review
and comment. Information gathered
during this time was used to confirm
and refine the overall strategic direc-
tion and specifir recommendations of
the Master Plan. Following this review,
a final versic•n of the Master Plan will
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be presented to the City Council for
approval. The final Master Plan will
guide parks and recreation service
delivery for the next 15 years.
1.4 RELATIONSHIP TO OTHER
PLANNING ACTIVITIES
Although this is the City's fiat Parks,
Recreation and General Facilities
Master Plan, its development has
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General Plan
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ROSEMEAD~
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been influenced by a number of other
documents that have been developed
and adopted in recent years. The
most significant planning documents
that bear on this Master Plan are high-
lighted below.
City of Rosemead General Plan
(2008)
The Land Use, Circulation and Re-
source Management Elements of the
Rosemead General Plan 2008 include
implementation measures for public
facilities and parks and recreation fa-
cilities. It states as implementation ac-
tions that Rosemead should provide
the following:
• Goal 1: Availability of quality
park, recreation, and open space
facilities to meet the needs of all
Rosemead residents.
• Goal 2: Increased greenspace
throughout Rosemead to improve
community aesthetics, encourage
pedestrian activity, and provide
passive cooling
benefits- Goal 3: Managed use and protec-
tion of local water resources.
Elsewhere in the General Plan are
numerous references to alterna-
tive and non-motorized methods of
transportation, including bike trails,
pedestrian paths and hiking trails to
ease traffic, promote healthy lifestyles
increase connectivity throughout the
City, and reduce pollution. Addition-
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ally, the General Plan acknowledges
that limited recreational resources in
Rosemead can be supplemented by
partnerships with schools, non-profits
and private or commercial organiza-
tions to serve increasing recreational
needs.
These recommendations in the Gen-
eral Plan are consistent with similar
recommendations found in Chapter V
of this document.
Garvey Park Master Plan 2008 (in
process)
During the past 18 months, a study
has been under way to evaluate
and recommend design changes to
Garvey Park. Though incomplete, the
results of the public outreach and site
analysis helped understand the needs
of the community and the role Garvey
Park plays in meeting the needs and
expectations of its visitors.
Chapters III and IV contain evaluations
and recommendations for Garvey
Park. However, this document does
not include the design details noted
in the Garvey Master Plan.
Departmental Goals and Vision
internal memos, white papers, plan-
ning documents and other resources
were reviewed to note the direction
and vision already being taken by the
Citv of Rosemead to improve facilities,
services and programs. This document
remains consistent with the goals
stated in those documents and will
support City efforts already underway
to improve facilities and services.
1.5 PLAN ORGANIZATION
The Parks and Recreation Master Plan
is organized as eight chapters and
three appendices.
Chapter I: Introduction describes the
purpose of the Plan, phases of the
planning process, the involvement of
City residents, the relationship be-
tween this Plan and other planning
documents, and the organization of
the Plan document.
Chapter IL Planning Context provides
an r.verview c.f the City cf Rcsemead,
including background relevant to the
Plan, such as the City's geographical
context, history, and demographics,
Chapter III & IV: Existing Parks and
Recreation System and Non-Rec-
reational Public Facilities provides
a profile r-f all Farks and recreation
and general facilities currently man-
aged and operated by the City of
Rosemead. It also identifies parks and
recreation facilities and programs of-
fered by schools and other local park
jurisdictions within a five-mile radius
of Rosemead.
S' Idf AD PARKS. RE,FA loN AND GENERAL F4
M AEI E R PI AN 1 1-5
chapter one
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Public Outreach Workshops
Chapter V.- Park, Facility and Pro-
gram Needs Assessment and Non-
Recreational Public Facilities Needs
Assessment presents key findings
from the public involvement process
and summarizes community needs
for parks, recreation facilities and
programs based on a desired level of
service and the community's vision for
their ideal, future park system.
Chapter VI: Recommendations and
Strategies presents a framework for
the overall management of the City
of Rosemead Parks, Recreation and
General Facilities System, encpm-
passing a set of policies, goal, and
recommended actions for achieving
these goals. These goals and actions
are designed to meet the needs
and priorities of residents as identi-
fied through the public involvement
pr ucess.
Chapter Vll: Capital Improvement
Plan presents a list r,f sp,.=Cifir r::~iects
for improving existing parks, devel-
oping new parks, and enhancing the
park system.
Chapter VIII: Financial Plan presents
recommended capital and operations
funding strategies needed to irrmple-
ment the policies, goals and actions
outlined in this Plan.
Appendices are published as a
sepal ate document and include the
unabridged documents that represent
the community outreach data, presen-
tati~ns, reference materials, etc.
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1.6 1
CHAPTER TWO
planning context
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• BEAUTIFY C0,MMUNI7Y
INFRASTRUCTURE AND IMPROVE
PUBLIC FACILITIES.
• ENHANCE PUBLIC SAFETY AND
QUALITY OF LIFE.
• ENSURE THE CITY'S FINANCIAL
VIABILITY WITH BALANCED BUDGETS
AND PRUDENT RESERVES.
KE)' ORGANIZATIONAL GOALS FROM
ROSEME-\D STRATEGIC FLAN 2010-? 1
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planning context
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2.1 INTRODUCTION
THIS SECTION PROVIDES AN
OVERVIEW of the planning context
to provide a foundation for the
Parks, Recreation and Facilities
Master Plan. It describes where
Rosemead is located, whom it
serves, and what key demographic
issues ai fel-t the delivery of
park and recreation services. It
includes a look at both the local
and regional context of the City
of Rosemead and describes the
service area for the Parks and
Recreation Department. This
chapter presents a demographic
profile of the community, including
City population estimates, age
breakdown, income distribution
and ethnic composition, in order to
plan for present and future park and
recreation need;.
2.2 REGIONAL CONTEXT
The City of Rosemead is located 11
miles east cf the core of downtown
Los Angeles in the center of the
San Gabriel Valley. It encompasses
approximately 5.5 square miles
of and bordered by six cities:
Temple City, San Gabriel, El Mc nte,
South El Monte, Montebello,
Monterey Park and it also abuts an
unincorporated area of Los Angeles
County.
Several major transportation
corridors cross through the City.
The 1-10 freeway, a heavily travelled
route for commuters, virtually
bisects the City's northern and
southern area, while 1-60 cuts east/
west through the southern tip of the
Ivgmrr 1-1
Percentage of Land Use
Mixed -Office & Light
Commercial/Residential, Industrial, 61%
7%
Commercial , 99k
Residential, 64%
i
Public Facilities, 14%
chapter two
r~
L
ty. These heavily travelled roadways
have aesthetic, social, physical and
political impacts on the community
because of the divisions they create
Residential neighborhoods dominate
the total acreage of the City,
comprising nearly two-thirds of City
land uses. Other land uses are noted
in Figure 2-1.
2.3 HISTORY
As with most regions in Southern
California, the Tonqva tribe of
native Americans inhabited the
Rosemead area in the mid 1700s.
In 1771, the founding of the first
San Gabriel Mission near Whittier
Narrows initiated an era know as the
Spanish Colonial period. Following
the Mexican-American War, Anglo-
Americans began immigrating into
the still largely pastoral lands. John
Guess and his wife Harriet were some
of the first settlers in 1852. Leonard
and Amanda Rose soon followed,
purchasing a large expanse of land to
breed and train horses. They named
the ranch Rosemeade, later shortened
to Rosemead, which was adopted by
the City as its formal name. The City
was incorporated in 1959.
Once known for horse ranches, and
chicken and rabbit farming, the City
of Rosemead is now the hr-,me of
several major corporations rncruaing
Edison International, the well-known
Chinese fast food chain Panda
Express, and Huy Fong Foods. Inc.,
manufacturer of Sriracha or red chili
sauce.
2.4 PHYSICAL
CHARACTERISTICS
Climate
The City c)f Rosemead experiences
a temperate climate with minimal
rainfall and warm summers. A large
amount of fair-weathered days
translates to increased popularity fo
outdoor recreation activities. As in
the many southern California towns,
residents enjoy walking and jogging
almost daily.
The hot summer months can oiten
reach daytime temperatures above
100 degrees, which encourages pool
use but restricts most other outdoor
activities. During these months, the
communities recreational needs shift
from outdoor to indoor facilities.
Indoor recreational activities for youth
are especially critical, as children are
out of school for the summer.
Hot temperatures and low rainfall also
contribute to relatively dry, desert
conditions in the area- These factors
contribute to the importance of
water conservation and the need for
•
•
II.2 1
planning context
•
is
•
shade at park facilities. Incorporating
drought-tolerant, low-water use
vegetation in recreational landscapes
within the city is necessary for both
the economical and environmental
health of the City and its residents.
Incorporating shade structures and
large shade trees within parks and
green spaces increases the usability
of outdoor recreation facilities during
warm weather.
Natural Resources
The Rio Hondo River channel in
Rosemead presents a unique natural
resource and recreational opportunity
within the City. A tributary of the
Los Angeles River, the Rio Hondo
is approximately 20 miles in length.
The portion of the river that passes
thrc•ugh the City comes from EI
Monte in the northeast and travels
towards Pico Rivera in the south. The
majority of the river is •concrete-lined
to control storm water flow, except
where it reaches the Whittier Narrows
Recreation Area just south of the
City of Rosemead. Laige spreading
grounds for water conservation
surround the river in this area, and
bicycle paths along the river are
scenic and popular. A local non-profit
organization, Amigos de lcs Rics,
envisions a 17-mile loop cf parks
and greenways along the Ric) Hondo
and San Gabriel Rivers, including me
portion that runs through the City of
Rosemead. The Emerald Necklace,
as the loop is called, has spurred a
revitalization of trail connections to
existing parks, as well as the creation
of many new parks along its length.
The trail connections and greenways
alc•ng the Emerald Necklace present
an opportunity for Rosemead
residents to walk, jog, bicycle and
connect with surrounding natural
resources. The portion of the Rio
Hondo channel within the Rosemead
City limits is adjacent to the Garvey
Community Center, providing an
ideal opportunity for environmental
education and explc:rati on.
2.5 DEMOGRAPHIC PROFILE
Population growth is the key
component of increasing demands for
parks and recreation services in most
areas. Additionally, demographic
characteristics can influence
recreational interests and levels of
participation. For example, age and
income affect an individual's ability tcu
pursue and participate in recreational
activities. To a lesser extent,
employment, education, and ethnicity
also play a role. The demographic,
educational, economic and housing
information cited in this Master Plan
are from the 2005-2007 American
chapter two
•
Community Survey (ACS), conducted
by the U.S. Census Bureau.
Fi urr 2-2
Population Growth and Age
Distribution
According tc 2005-07 ACS data,
the City of Rosemead's population
is 53,445 residents. The 2005-2009
Percent of Population by Age Group
lox 17%
16x
16% 7X
101E 7% 7% 65 ex 6% 3%
6% M
6% 1 11
0%
'o Oi V. N ^b O4 r3 4J°j ror ,l°
Jig h o rye ~-P '0 y 11 'o -P o a
Ape GMW ("am)
Economic Forecast
for the San Gabriel
Valley predicts that
the population will
see continued slow
but steady growth.
SCAG's 2007 report
on population growth
predicts Rosemead's
population to grow to
60,752 by 2025.
The median age of residents is
currently 39, which is older than L.A.
County's 34.1 but comparable to
surrounding cities. The table below
shows the median age of Rosemead's
neighboring cities
MEDIAN
CITY AGE
Alhambra 38.3
Monterey Park 41 1
San Gabrtei 38.8
L.A Count) 3J 1
As the graph in Figure 2-2 shows, the
majority of Rosemead residents fall
into age groups ranging from 25-
54 years. Almost 20°k of Rosemead
residents are between the ages of 45
and 54. Age structure is important
because different age groups require
different types of parks and recreation
services. Young children need safe
play areas, youth require sports fields
and active recreation opportunities,
young adults also enjoy active
recreation including walking/jogging
paths, and older adults benefit from
opportunities for social interaction.
While it is important that the City of
Rosemead provide recreation services
to all age groups, a portion of parks
and recreation resources should be
devoted to the large percentage of
young to middle aqed adults in the
community.
Population Diversity
Culture and ethnicity often play a
role in the recreation preferences and
level of participation for members of
the community. This could increase
the demand for certain types of
recreation facilities, programs and
services.
The City's population is culturally
diverse. Figure 2-3 illustrates
Rosemead's ethnic and racial diversity
in comparison with four other San
Gabriel Valley cities and Los Angeles
County.
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C7
planning context
•
•
•
Fifty-six percent of people living in
Rosemead were born outside the
United States, and 81% of residents
speak languages other than English
in their homes. More than 22 different
languages are spoken at Rosemead
High School. This language diversity
presents challenges for recreation
programming and marketing
materials. Announcements and
programming materials will require
presentation in multiple languages
and formats. Some cultures prefer
to disseminate information via
word of mouth, while others get
the majority of their information
from radio or television programs.
Cultural preferences can also dictate
recreation activity preferences.
Introducing ethnic sports, games
and events might elicit new interest
from particular groups within the
community. Community outreach
might be necessary to help identify
specific cultural needs and desires.
As shown in Figure 2-4, Asian
residents clearly outnumber any
other ethnic of racial group, the
greatest numbers being Chinese
and Vietnamese. The second largest
group is those with Latino or Hispanic
ethnicity (47%}. Since the year 2000,
the Census has allowed participants to
select one or more races to indicate
RacelEthnicity Population Comparison
W% - - - -
80%
70% wwta.
Bekaa
sox ONawo Amerkan
3 ■A"n
U 6DX - - - ■PuftislaM.,
40% DO",
■hlnpe,.c
20%
lox
0%
c-P.".- cites and Cu-my
their racial identities
and to choose whether
they are of Latino or
Hispanic descent.
This information is
an important tool in
recreation planning, as
cultural pastimes and
traditions often lead
to specific interests in
Rosemead Eltmiclty - 200347
Asir, ses
Tye
G I
Some tMMr tae ~ 27%
a Vlam. isx
Rh. k 11%
0% 20% 40% 60% 00% 109%
P.,c.nt d Popul.U.n
recreational activities
and events. Understanding the racial
dynami,s will help the City provide for
the needs and desires of all residents.
Housing
Housing units during 2005-2007
Census totaled 14,542. That number is
expected to climb to 15,520 by 2025
according the Southern California
Fi~rvrr 2-4
LITIES MA51EP P11-N 1 II.5
chapter two
Association of Governments (SCAG)
predictions, based on U.S. Census
data.
According to ACS, families made up
S1% of the households in Rosemead,
as determined by surveys taken
between 2005-2007. This included
both married-couple families (60%)
and other families (21%). These data
may suggest a demand for family
activities, intergenerational facilities
and programs, as well as a need for
services to support non-traditional or
single-parent families. The median
household size is currently 3.7 people
FiK, r•r 1- S
Homeowners comprise 54 percent of
the population, while the remaining
residents rent their homes. Median
home values during 2005-2007
were estimated to be $467,300,
Median Home Values
LA County
&M Gabnd
Monterey F.*
AMnmDq
Temple cay
Rowmes0
as shown in Figure 2-5. Since the
economic downturn, the Nati;anal
Association of Realtors reports a
drop of approximately 25 percent
in home values. The current drop in
home values may prevent residents
from moving to larger homes to
accommodate growing families, thus
forcing families to rely more heavily
on City parks and facilities for outdoor
space and amenities. For all residents,
less equity and an economic
downturn often translates to tighter
budgets. City programs and facilities
can provide economical recreation
alternatives for financially burdened
residents.
Education
The high schc•:~i graduation rate
of Rosemead students is 29.2%, as
shown in Figure 2-6. While this is
slightly higher than the County's
22.8%, this rate is considerably lower
than the national average. Nearly 40%
of students drop out before earning a
high school diploma. This contributes
to the lower income levels noted in
the next section.
Community classes geared towards
increasing study skills can assist
students who are unable to receive
the support they need through schoc
•
•
20064M Moms Valves
planning context
•
•
•
programs and at home. After-school
recreation and social opportunities
for teens can provide inspiration and
motivation for youths who are unsure
of their career interests and goals. The
teenage population possesses energy,
creativity and free time (especially
when they drop out Of school).
Taking advantage of these assets can
produce volunteer opportunities,
personal enrichment and large-scale
community projects.
Income and Economy
In recreation planning, trends show
that people with more disposable
income tend to participate more
frequently in leisure activities- On
the other hand, lower income areas
cannot afford leisure time (because
of the amount of time they devote
to work) or cannot afford the costs cf
recreation programs and activities.
However, low-income families often
take advantage of free or low-cost
recreation options such as playing in
parks or on playgrounds. Especially
during difficult economic times, a
community's average annual income
can be considered as a factor in
predicting residents' willingness to
pay for park and recreation services
and imor ovemems.
In Rosemead, the
median household
income is $44,115,
and per capita
income is $17,072,
according to ACS
data. Rosemead
has a lower average
household and per
capita income than
surrounding cities
Rosemead Education Level - 2005-07
Less than Graduate
Bachelors
Degre,
H.S. Grad
Degree,
,
38.4% 2.2%
11.8%
Some
-
college,
18.4%
H.S. Grad,
29.2%
(Figures 2-7 and 2-8)•
Twelve percent of all families and 17%
of families with a female householder
and no husband present
have incomes below the
poverty level. Residents with
low household incomes will
require l2w-cost recreation
programs. Scholarship
programs developed to
assist those in need might
be necessary in order tr,
- k P ~ s ttain-ble
Foirr (1..4Gen,r
F~Virr 2-.. Al id.11r
Fi~rrr ?-R r -IO e,
H-hold 1-
IN , lQ
and e r so ,rce_ a e
for all community member. F--
2.6 DEMOGRAPHIC
TRENDS
As part cf the planning
strategy for this document
new trends will be
considered in making
recommendations that
will affect development
p.n
Y
.ur~N
i-.W •..w~n MannYS~•. t-.WYY. lifs.Y
cnr~~.- c.u...N Cwwp
F Rntr N'FAD PARKS r.EC. Rr r.t10N ANrr `ENt R I• L rAC ILI11ES MASTER F1 AN 1 11.7
PR C.pf. Iftom
chapter two
11
and growth in Rosemead. The
National Recreation and Park
Association (NRPA) studies looks to
see how trends in the environment,
socioeconomics, technology, and
in urban development affect cities'
planning efforts for recreation services
and park facilities.
Several trends will be considered
in planning for Rosemead's future
recreation facilities and programs.
According to NRPA trends data, the
following are increasing:
• Preventive recreation, that is, the
need for recreation as an antidote
for social problems.
• Recreation for groups limited
by income, physical disability,
language, or cultural barriers-
• Collaboration among program
and facility providers, partnerships
and cooperation between public,
private, and non-profit sectors,
especially cultural organizations.
• A greater need for walking and
bikinq on trails, sidewalks, within
parks, along streets and within
utility corridors.
• Family recreation centers
(intergeneraticnal campuses) that
offer a variety of services for each
family member.
• Pressure to increase park capacity
and infrastructure of existing parks.
• A concern for adequate park and
facility maintenance.
• Collaboration between parks and
schools to share construction,
development, and use of lands
and facilities.
• Community volunteering
opportunities, such as adopt-a-
park projects, friends-of-parks
groups, and park watch programs.
• Increased demand for tiny-tot and
pre-school programs and activities.
• Provision for aquatics programs
and water safety instruction.
• Prevision for Senior citizen
programs and activities.
• The need for financial sustainability
in order to deliver ouality
recreation services and facilities.
The future socio-demographic make
up of Rosemead and these national
park and recreation trends will
influence the planning for recreation
and parks services, programs, and
facilities.
•
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P/E AD PARK' RE CRF AI 1-0 AND GENERAL FA
CHAPTER THREE
existing conditions -parks and
recreation facilities and programs
40
•
• BEAUTIFY COMMUNITY
INFRASTRUCTURE AND IMPROVE
PUBLIC FACILITIES.
• ENHANCE PUBLIC SAFETY AND
QUALITY OF LIFE.
• ENSURE THE CITY'S FINANCIAL
VIABILITY WITH BALANCED BUDGETS
AND PRUDENT RESERVES.
KEY ORGANIZATIONAL GOALS FROM
ROSEMEAD STRATEGIC PLAN 2010-11
•
0
•
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•
r r 1..T[' THREE
existing conditions - parks and
recreation facilities and programs
3.1 INTRODUCTION
THIS CHAPTER OF THE
ROSEMEAD Parks, Recreation
and General Facilities Master Plan
portrays the scope and nature
of the existing City park system,
programs, and services. Specifically,
this chapter:
• Discusses the City's organization
and staffing of park and
recreation services;
• Presents the park classification
system;
• Reviews the existing park and
facility inventory;
• Cc)mpares the existing parks and
facilities with other agencies and
national park standards; and
• Outlines Current recreation
pr•:grarrm+ing provided by the
City and other local providers.
3.2 ORGANIZATION
Organizational Structure
T he City of R _,semead v, _,v1des
leisure services Through the Parks
& Recreation Department. which
is responsible for recreation
orogramrninq, aquatics, and facility
supervision. On the other hand,
park and facility maintenance is
handled through the Public Works
Department.
Separate operations for recreation
services and parks maintenance
are common in many cities.
While this organizational system
is functionally efficient, it can
make cost of service accounting
somewhat more complicated.
For tracking expenditures, as well
as providing more streamlined
operations and funding allocations,
many cities prefer to merge all park
and recreation services within one
department.
Parks and Recreation Department
Staffing
The Parks and Recreation
Department is budgeted to
support 12 staff positions (full time
equivalents) in FY 09/10. These
include:
• Parks & Recreation Director (1)
• Assistant Director of Parks &
Recreation (1)
chapter three
•
• Re-reation Supervisor (3)
• Administrative Assistant (1)
• Administrative Specialist (1)
The total number c-f positions remains
unchanged from the previous year.
From 08/09, one Pool Manger FTE
was subtracted. but a Recreation
Coordinator was added. These 12
FTEs are supported by up to 150
kart-time staff whose workload varies
r' Vfrr
seasonally. Many seasonal employees
are hired to staff summer programs
and aquatics. Figure 3-1 illustrates
the organizational structure of the
Parks & Recreation Department.
Public Works Department Staffing
The Public Works Department is
in charge of park maintenance,
along with other tasks such as tree
maintenance, pollution prevention,
sanitation services, street cleaning,
City of Rosemead
Parks and Recre ation
Department
Parks and Recreation AdministraUVl ,
Pire,"or ' Specialist
1
Facifity Supervisor
RCRC and Garvey Center
Recreation Recreation
Coordinators Coordinators
(21 12)
(Day) (Evening)
Racreatton Reueation
Leaders Leaders
1&2 1&2
•
11
Sr. Lifeguards, Recreation
Lifeguards, Leaders 1&2
Cashiers, - -
Attendants
existing conditions - parks and recreation facilities and programs
E
•
•
and engineering. In FY 09/10, the
Department was budgeted to support
20 FTEs. These positions reflect a
reorganization of positions since FY
08/09, and the addition of one FTE.
• Public Services Superintendent (1)
• Assistant Public Services
Superintendent (1)
• Maintenance Specialist (10)
• Crew Leader (4)
• Associate Engineer (1)
• Deputy Public Works Director (1)
• Management Analyst (1)
• Fublic Services Manager (1)
FTEs for Public Works are all
associated in some way with park
maintenance, facility and building
maintenance, graffiti abatement,
tree maintenance, landscaping,
beautification and other public wor ks
services. Tasks als. include staff
involvement in some capital facility
development, as well as maintenance
of mon-City facilities (through
contract), such as the Fern School
Sports Complex and the grounds
around the L-s Angeles County
Library on Valley Boulevard. Thus,
FTEs associated with the routine and
preventative maintenance of City
parks and recreation facilities alone
Cann: t be determined separately.
Organizational Transitions
In addition to the restructuring c,f
staffing positions as no, ab-1ve.
park and recreation operations are
going through several adjustments.
In Fall 2008, the City of Rosemead
began restructuring its in-house
maintenance operations and
transitioned routine maintenance
functions to contract services.
Currently, the City has existing
contracts for maintenance services,
including janitorial and building
maintenance, landscaping, and tree
trimming.
3.3 PARK CLASSIFICATIONS
The City of Rosemead provides a
wide variety of parks and recreation
opportunities. While some parks
serve adjacent neighborhoods, otherE
provide recreation facilities that serve
the entire community. Still other sites
provide green space within the city
or help meet specialized recreation
needs. In this manner, the City's
park system serves all residents by
providing diverse park experiences.
As part of the planning process,
the City's park classification system
was refined to encompass park,
recreation, and open space needs
in the future. Six park types were
i ' c M t e 11 VA G K G R F C fit 1. T I O N A N D G E N E s h t F A C T I. 1 T I E 5 M A'11 E R P1 AN 1 III-3
chapter three
•
identified. These park categories are
defined in the next several pages.
Mini Parks
Typically two acres or smaller in
size, mini parks are small parcels
that provide limited recreation
opportunities. These sites can
include open turf, trees, low-
tacilrtres, when opportunities are
available. These sites help enhance
neighborhood identity, preserve or
provide open space, and improve the
quality of life of nearby residents.
Community Parks
Community darks are larger
parks (10-40 acres) and focus on
maintenance plantings, children's play serving the active and passive
areas, pathways and picnic tables. recreational needs of the surrounding
Mini parks do not usually feature
permanent restrooms or other high
maintenance amenities, unless there
are homeowners associations or
ether groups willing tc, pmvid i more
frequent services.
Neighborhood Parks
Neighborhood parks provide
nearby residents with access t
basic recreation opportunities
Typically three to nine (3-9) ac s
in size, these parks provide ea y
access - particularly for pedestrians
and cyclists - to close-to-home park
and recreation facilities, such as
children's playgrounds, turf fi ds
and sports courts, as well as alking
paths and picnic areas. Amen ies
and facilities should support I cal
use. Neighborhood parks can be
developed in conjunction with
elementary schoc-Is, libraries or other
complementary, compatible public
community. Typically, community
parks accommodate large group
activities and offer a wide variety of
facilities such as athletic complexes,
aquatic facilities, activity centers and
gymnasiums, children's playground
equipment, walking paths, natural
areas, event space and picnic areas.
Community parks should have
restrooms in at least one part of the
park site. The site should allow for
organized group activities and offer
other recreational opportunities
too impactful or too large-scale for
the neighborhood park level. The
site should be easily accessible by
motorists, pedestrians and bicyclists.
Community parks may be developed
in conjunction with a junior high or
high school or other compatible
public facilities when opportunities
•
•
existing conditions - parks and recreation facilities and programs
•
•
•
Regional Parks
Regional parks a,e lame (200 acres
or greater), multi-use parks that can
include a wide variety of facilities.
These parks can be very large versions
of community parks that prc vide
large cr_~mplexes cf sports fields,
specialized facilities for performance
or large group gatherings, or unique
facilities that are not appropriate for
local :arks due to the large number
of people using them. Other types of
regional parks are themed around a
particular facility, historical reference
or natural resource that attracts a high
level cf interest, including areas that
preserve significant environmental
features. This classification is
desirable if the site is contiguous to or
encompasses unique natural features.
The primary distinction of a regional
park is that it draws visitors from a
very large geographic area due to the
uniqueness of the facilities, setting
or theme within the region. Regional
parks are intended to serve the
population of the entire County.
Regional Recreation Areas
Regional recreation areas provide
access to significant ecological,
cultural, or historical features or
unique facilities that arract visitors
from throughout the entire region
ncludino incorporated and
unincorporated areas). Kegronal
recreation areas may be composed c
one larae site or several sites located
in proximity that together provide
a significant recreation area for the
region. These parks may include
areas of significant natural resources,
as well as more developed activity
sites. Regional recreation areas may
be supported by a wide variety of
specialized facilities such as indoor
recreation centers, large group picnic
areas, special event facilities/festival
space, and carnparc,unds.
Special Use Facilities
Special use areas are sites that are
occupied by a stand-alone specialized
facility or fulfill a particular purpose.
(This category does not include
specialized facilities located in parks
of other types.) Typical special use
sites include boat ramps, sport field
complexes or community centers.
These facilities can serve either a Iota
or a regional function, depending on
the type of activity and the availability
of that activity in other locations.
Linear Parks
Linear parks are developed
landscaped areas and other lands that
follow linear corridors such as rivers,
ui-s
chapter three
3LE 3-1: GUIDELINES FOR
MMUNITY PARKS
ommunity: 10-40 acres
inimum Facilities & Rec. Number
Trst Lot/Playgrcund 1
Informal/Open Space' 1
Open Picnic Tables 12
Picnic Shelters' 4
Barbecues 16
Basketball courts 2
Lighted Soccer Fields
(practice and game)' 2
Lighted Tennis Courts 2
Volleyball 2
ipport Facilities
Public Restrooms
Trash Receptacles
Maintenance Building
Concession Building
(3,000 to 5,000 s. f.)
On-site parking for 150 - 200 cars
ptional Facilities
Lighted Baseball Fields (practice and
game)'
Lighted Softball Fields (practice and
game)',
Performing Arts Center
Senior Center
Gymnasium
Community Center
Swimming Pool or Aquatics
Skate Park
Horseshoes or Shuffleboard
Jogging/Exercise Course
Historical and/or Cultural Facilities
Teen/Multipurpose Center
Dog Park
A!l tnformailOpen Space areas should have a
maximum 2% grad%enr
Picnic sherters for group-type structures shou
accommodate six to ten prrnic tables beneath
the sheher.
' Practice fields can be accommodated P. the
informal/open space area(s)
transportation rights-of-way, canals
powerlines, and other elongated
features. This type of park usually
contains soft or hard surfaced
trails, landscaped areas, signage,
viewpoints, and seating areas.
access nor provide any recreaticna
value. In Rosemead, greenspace
may include:
Greenbelts: Greenbelts are
permanently protected areas of
green space, farmland, forests,
wetlands, and watersheds
providing a buffer around a town
or city. These parcels also include
landscaped areas surrounding
a development to separate it
from a neighborinq incornpatible
use, such as separating office
buildings from an industrial area.
Natural areas: Natural areas are
designed to protect or conserve
significant natural features, such
as trees, rivers and streams,
wetlands, steep hillsides,
environmentally sensitive areas,
and wildlife habitat.
These trail ccrridors may support
non-motorized transportation,
recreation, exercise, and community
access by connecting significant
destinations within the City.
Currently, the City of Rosemead
does not have any linear parks. •
However, linear parks and trails are
proposed to enhance connectivity
in the City and improve park access.
(See Chapter VII).
Greenspace
Greenspace includes natural or
landscaped rpen space within
the City to contrast with the built
environment. The size and shape
of greenspaces will vary depending
on function and use_ Where
appropriate, these parks may
support outdoor recreation, such
as trail-related opportunities, bird
and wildlife viewing, environmental
inter pretatic,n and education, and
small-scale picnicking. These sites
also may function as green oases
that are primarily intended for
enjoying nature. However, some
greenspaces may not have public
• Open Space? The city may
protect open space parcels that
have no recreational value.
• Beautification Areas:
Beautification areas are
landscaped areas typically
located along street rights-of-
way, medians, intersections, and
entry ways. Like open space,
these areas provide visual
benefits to the community,
but have no recreational
value. Beautification areas
differ from open space in
that they are intentionally
maintained to promote city
landscape aesthetics. The
level of landscaping may
vary significantly-from low
maintenance mulching and
•
•
•
existing conditions . parks and recreation facilities and programs
•
•
•
shrubs to nigh-maintenance
flower beds and artwork--
depending on the location of
these parcels.
In addition to the park types noted
above, the City of Rosemead has
several nc,n-recreational public
buildings that were evaluated as
part of the planning effort. These
are described in Chapter IV.
3.4 PARK STANDARDS
Along with designating
classifications for parks, national
standards suggest the types of
amenities and furnishings that
should be provided for visitors
in each type of park. Tables 3.1
and 3.2 delineate what activities
and recreation facilities ought
to be found in Community and
Neighborhood parks.
Based on these benchmarks, we
can show hcw the City of Rosemead
compares with other local and
national cities.
3.5 EXISTING PARK
INVENTORY AND
CONDITIONS
The City of Rosemead owns 62
acres of parkland at 12 sites, ranging
from Rcsemaad Park (19.25 acres)
to Olney Park (0.17 acres). The park
system consists of four g-eenspaces,
twc mini parks, one neighborhood
park, two community parks and
three special use facilities.
Some of these areas are used as
open space by agreement with
other agencies including Southern
California Edison (SCE), Garvey
School District, San Gabriel County
Water District, and the City of
Monterey Park.
Existing parks are summarized by
classification in Table 3-3.
Tar le 3-4 summarizes the City's park
inventory by park type. More than
half of the City's inventory (58%
of the total park system) is held in
two community parks that provide
a variety of indoor and outdoor,
active and passive recreation
opportunities. These parks are
supplemented by three special use
facilities (23% of the park system),
providing additional sports fields
and indoor programming space.
While most communities strive to
provide basic recreation amenities
within 114 to '12 mile of most residents,
the City of Rosemead provides few
mini parks and neighborhood parks
to meet those needs. However,
these park types still comprise 17%
of the park system. Finally, only 2%
of the park system is comprised of
greenspace
5
3-9 acres
nimum Rec. Facilities
Tot L..t/Playground
Informal/Open Space
Open Picnic Tables
Picnic Shelters'
Barbecues
Basketball
Volleyball
Paved Walkways
Trash Receptacles
Facilities
Res,rooms
FOR
Tennis Courts (fenced)
Sand Volleyball
Jogging Path
Water Spray Pool
Softball: Practice Only
Baseball: Practice Only'
On-site parking for 15-20 cars
Informal/Open Space areas should have a
amurn 2% gradient
.nrc shelters for group-type structures should
ommodate six to ten picnic tables beneath
shelter.
sctice fields can be accommodated in the
rural/open space area(s)
hapter three
•
Tnlilr i.j
Level of Service
One way of measuring the amount of
park land provided in a community
is by calculating the level of service
(LOS). Park level of service is a ratio
of existing park acreage to the City's
current population. This ratio is
expressed in terms of acres per 1,000
residents. Together for all park types,
the City of Rosemead provides a level
of service of less than one acre per
PARKS & COMMUNITY CENTERS
FACWTV TYPE
ACRESISIZE
Park
2apopan Park
v? affil: orhopd Pa+
r
-
ess nzaiez Spons
,pe=:a' Use
Garver Re!_reat'on 1. ente'
5pe'7 a:: _15e
R,:*emeadComm-r.,* =e -IfIr'Fari
Special Use
_ 5
SaN, Tanner Pa;
Min: Park
25
kl•noerman Fart
r"6rn. Far+
Tr ang!e Park
Greensr' a_•a
25
V:1e55 Farb:
Urs~r?57Jd; c'
T-10.-TAL PARKS &,6PMIJNITY CENTERS
P
Table-i-4
fAn Parks
2
20
4%
G: mmun ry Parks
2
29.75
58 K 56
Greensroace
i
02
1,000 residents. Even though the
division of park types (percentages)
within the park system suggest a
variety of park opportunities, the
City's level of service reflects the
fact that Rosemead provides few
park acres in all park types. This
is especially true for mini parks,
neighborhood parks, and greenspace
As shown in Table 3-5• the NRPA
recommends standard quantities of
facilities (sports fields, community
centers, swimminq pools, etc.) that
municipalities should provide to
residents based on their population.
The City of Rosemead meets or
exceeds these recommendations in
a few areas, but presents a deficit in
most cata•aories. For cities that have
very little area left to expand or build
new recreation facilities, their best
oppc-rtunity is to consider partnering
with other cities or agencies to
offer more options to residents.
Therefore, these numbers should be
seen as guidelines rather than goals,
and should be used by the City of
Rosemead to prioritize development
opportunities that might arise or
pursue joint use opportunities that
became available.
Note: The Gt1•'s ex!strnp )eve! cr serv ce IS i- ased on the 200-5-2007 Amer-,;an r.-'*1 mun-tY Sur:-ey Overview of Park Condition (ACS) data presented in Chapter 2(53.445 residents) Since the City of Rr~semead provide,-
0
•
III-8 1
existing conditions - parks and recreation facilities and programs
•
•
less park acreage Man comparame
communities and national standards,
it is critical that existing resources are
accessible and in good condition.
As part of the planning process, City
parks and facilities were evaluated to
assess the general condition of the
parks, equipment, amenities, and
furnishings.
The observation of the parks and
recreation facilities takes into account
the general attractiveness, usability,
accessibility, maintenance, up-to-
date standards, circulation, shelter
and shade provided, and whether
the facility is meeting the needs of
area residents. These evaluations
are not a substitute for a thorough
infrastructure or architectural
examination nor do they take the
place of a formal ADA assessment.
A number of similar conditions were
observed in many sites throughout
the City.
• Much of the children's play
equipment in parks is outdated
and in need of replacement.
• The maj,,)rity of parks that offer ball
fields or soccer fields appear to be
sufferinq from overuse making the
surface uneven and difficult to play
• -he pools at both Rosemead and
,i -v Parks are aging and in
- ~ rrncvrti;?n.
TABLE 3-5 - CURRENT AND FUTURE FACILITY NEEDS BASED
ON 2007 POPULATION OF 53,445 AND PROJECTED 2025
POPULATION OF 60,752"
CURRMTLY ADJUSTED r
FACILITY TM n r er
AVAILARU 6 F
Far'ei'aiI i . N,.
_
7 00111 _ ,_i
7j
iCl
e:L-x'i Full
-n;lc P!av Araas
S i'YYi =
i2)
=iimcjTrait
= r
6i
- J Park
5JX= 10
91
Play .A!v-a:,
h; LM = 5
:!s =
ti•.
-
-35 9X-
7
0
5~? Ck?J =
T~•
i'J: _
C c'u r"~
-~X _
5!
•Rrlrr ro Clraprer ! I'ai~zr 9, for population numbers and sourrrs.
Renovations and improvements are
needed in a number of sites. These
are noted in the following park
descriptions.
chapter three
ROSEMEAD PARK
~;ias>ific3ro^
Comm,;ri•, E ,~i
elc-pecl
a.
• Basketball ,l' r,rted s_r.~, +c
lioht,ng
• F^ol (See Rosemead Pcc•!;
• itball field, (1) lighted
• =.aseball field: (1) lighte-,
pen turf area: casual .r-.
path and par c
_nic areas: (12) shelter a ea. , ! 1?5 jr
,nder trees on turf
• Flay areas: (3) plav areas play, ?quiprner,,, reaiLF t
surfacing and sand
• Fes trooms
king lot and
.",Ck ha-Tvs-,
r rest hnoir JffiCE hwl .f in c;
- -0f,elzIr-urf is unev,-,
r,efficient. Concrete paths are c racked aria unever. Waste
receptacles are rusted. Picnic shelters are dated and paint s
peeling Restrooms a e structurally Cound but mare::, _
fini;,he'_ riee:c: r..:~..'• i lack ADAeomphancy
Ccmme cc
1, ..h r:or tributes 10 Confusinq layout
are in need of resurfacing e
f 7,ur g. S. me concrete paths need replacement F,-,
shelters and waste receptacles need replacement or
'efurbishment Play equipment and resilient surfacing nc.
.pdating and replacement. Restrooms need updating. F
is in need of wayfinding signage Buildings are in need c
address- tr: e i:bU•c:
•
0
existing conditions - parks and recreation facilities and programs
is
•
40
hapter three
•
ROSEMEAD POOL
-_r_i.~~.-,
]s cracked and un-- , :v places Poc.l
rit I, dated and :,fter _ _iiariical
a::i ,o:ns Aqua- _ a'e dated Et rc
atics building from park r,g I~,T is avvlward.
. - .{r
and pool facilities are aver E0 years old The pot,l
ner,--
: unport CompeTi;i;e sH,rrr:,{ skallcv. drC".r
a end
Cd'..
jeck ar,d p'-._
d n 1 entry neeg`: :4c :_.r, ,a s,gr:agr.
: u lding needs updating
•
•
III-12 1 CITY 01 1'C;E"F ' Pr. RK', FrIHF A - ION /Nrr CFNERA I. ACILI'IE4 WAS 11-H Vr AN
existing conditions • parks and recreation facilities and programs
•
•
40
chapter three
GARVEY PARK
,.inrq Park
j'acing and sar ~4 t asE
of
nic s$UCtU res. I~""•; ;•.!c~cr~:
,as: (8)
• Tennis courts i5)
• ~ orage room: (See buildina E.
• baseball field: (1) lighted field
• =•vmnasium. (1) full indoor basr eth " - _
sndscaped areas -
-ack bar/Restroo•
-rfice building (Ft,,_1,_ n
• Fesvoom/Office building
^ = plav equipment and resilient s,Jrfabr.q is =iate:!
r,orn Concrete deck around pool Is uneven Pool often
experiences mechanical failures. Turf is uneven with b:---
spots Tennis courts are in good condition, but Tennt
_rTL ar,d ball fields lark rnodern lightir.q Infield,
-irl is rr, good cand;ncn. I:,
`Ibser at
.^t t zed for spectator evant!-
~mmEr a
rl! r:arl circulation is corrfusina and a
ends! r.<
; a, equipment and resilient su-at -:i rec.
,nd replacement. Pool .eer_s rerc anon
E;..la_-_ment. Picnic structures need new paint Tennis
t , '-eld lighting need updating. All turf is patchy alid if-
0f restoration Baseball infields need maintenance
,rnasiur,i is in reed c,fexpansicn and HVAC svstem
•
•
•
III-14 1 CITY OF R051 rtEtD PARKS RF CREA'ION AND I-NFRAI AC Ii II IF5 N tiIFh
existing conditions - parks and recreation facilities and programs
•
40
chapter three
•
GARVEY POOL
ns
_,ncrete deci ar_,und pool is uneven F o,>I e
and mecl.anical b,eal ]t,., _
liidlr,U rr, at~i i:,lt ire dated.
F' of and p .>I ,clh:es are ove, l,: .r- _ . _ r Crete
i as been reccr,tly refurbished. 3 _
mprovements The pool cannot be heate. e l =i.-,=
Cann-,t be -iced Vear-r:rJnd activities.
,BCJ'nme"r_^,'3:On5
- :JCci: and pGCI td-~lui.=s need renovation.' replacemer±
em ae . _eds ce moted o:,, puhli
access. Pool building needs updatwQ
- ul,~ be -enc.. a..-
•
u
III-16 1
•
•
•
existing conditions - parks and recreation facilities and programs
R E l F E A T I c N D G E u E R A F A c I l I I I E S N 5 E R P L A N III-17
chapter three
ZAPOPAN PARK
- d Fart
_ pans
- ...:•Inped on SCE ui~1 qFo
FIeY areas c: Pia,
:,jriacing and sand base
_ ask.etball courts. (2) Full -rze c light d ba51,- : aU
JrS
• ,-,d volleyball tour,
Pestroom building
Open turi area
"on ,r ens
Play area adjacent r.: r-, , f in :Ieod conditic.n Plac
equipment and sunaun_q . iurthest piay area s
and vrom. All turf areas are patchy Basketball an
Volie,,ball courts are worn and dated Restioom facilo
S ns
nlpl
=rid public 5c iety ,per..-er Jr, -Jat_
`~i':1rt . ni.rrs'_-....ctJrE-s „anrr- t`;e parl.
Pr-
r.ac, mme ,da;.c,ns
Plac area at tar L nd of pari 15 n nerd of refurbisr,rr e•-,'
uri need,,nd Volleyi-n, rt5
e5d updoLng ar _ , r, C';I .res need
plating and ill.-,r
•
•
•
III-18 1 ( Its' Of Re IS EM At PAr,K5, 6EI..REAIION AND G• NE RA
existing conditions - parks and recreation facilities and programs
•
•
IvEAII PARKS, • CREATION AND GENERJ.' FAC'L11'<< M1S'FR FLAN III-19
chapter three
JESS GONZALEZ SPORTS COMPLEX
ility ;SP ,rte Park
Stet,..
al a r1! GgFrted fr-, _i . ~-:cV,rr c_., ire
FIF =otbalifield (1) Ir-
=troom ta_jLt,
• _',yck be!
:ailing lot 1
i
-;r. is patchy and uneven. Bleachers are in good coed -
Open turf areas are patchy and worn. Restroom facilia- is
oo~d condruar Snack barbuil-,fi,a i< outdated. Dn-i
~n;a~ns are o,adated
`herd is limited pariinq available it the parkinc lot `_F._
_ - =
t;;' S:prc c sp`-r-u'~g equipment ra aiso vc,"
Des an prohibits simultaneous use of fields
d turf is ir, need of refurbishment • e!i c._ _.'I el
_ en t ,ri areas. The snack bar building needs updaan;:
especially the roof-top viewing area Parking lot could h<
expended The drinking fountains need replacement
:1d~'ir nal storao- are needed Field layout
•
•
•
III-20 1 r'"' Of p.,crIAEAD FA1K%, 9rr,REATION AND GENERAL rAiltrlr1
existing conditions - parks and recreation facilities and programs
•
•
0
chapter three
GARVEY RECREATION CENTER
j... ficat.,
Spec-,alt, Fet.dm
status
DevelopeJ
• 1:4eeting and even; 'a:> e -
Preschoo+
• Restrc ; n~~
:to,,,
F>._ently built. Corr rt :i•
ned buii6 r, ; ,,,i : ounds
along tF~c Pi' -
reed to be monitor _ c7
or, a regular basis rtEnar,Ce should be performed a.
eeded Upgrades should be evaluated on a regulariy
eiuled basis. City should include trail entry/cie_ rr at s
meci the Garvey Recreation Center with oth•. r
s of interest within the City, as well as to con, ° -
io neighboring cities City should take advantage co
environmental education opportunities presented b~ t!,c
Ri•, Honr!; channe! ii e atershed heafth riparian e__ _
111
u
•
111-22 1 C 1 1 Y 11 r R 0 c E M F A h R A; K 5 R 1 C k r A~ 10 N A N V G r E A I C I L I 1 I E- M A
existing conditions - parks and recreation facilities and programs
•
C7
chapter three
ROSEMEAD COMMUNITY RECREATION CENTER
Status
ewdoped
• tvleeting and event rooms (table eea :r i for jr-, rc 3'_~l,
•-iassroor _
• Preschoci
V,ri, par: - _ '
• -stroor.s
~ce
k.onci,t
ar„_I _rrcuncle are in good .__•,d
_zoervaft.
c. Wn n j K,ng,
Cor;manu
wp wbon sna reeds Pr,,__r anz .a,;- l e_ n-n AV's
ur an grounds
_c^ en~'at ons
_:dei e>.nanding meetirg rcc• ,r ar pror g
lr .,,i J= ;•ut-lic us s. such ac a F,i..:za a r r r
•
•
0
existing conditions - parks and recreation facilities and programs
•
•
•
III-25
chapter three
SALLY TANNER PARK
Sc-..,_
_ eloped _ ~an vabriel _o~' ~'cater pis,
• CG'.~5: CS}
lpe pica `
!,::en turf area
_.--?E•,E
F•'IdV area is In gOC~ .a... and c, -
are rusty and wom. The restroom building has a r
% cf and exterior paint. Interior of restroom build- i!
=ed and not unnersali, accessible The picr,-.::.
46 iq metal/paint Tr' i_• in Good condaic~r:
enCZIMOMen25 are r,r_,.erc r; pa:i Topoora,;',,
~.o nmana
hides back of park from s. . r•: ~a~ding sort-.
for undesirable actn,ities
Ne[ :~r•imenc-:' .:•rs
BBCls and waste receptc_,~ _ _ ~terior of
suz om building needs updating. Picnic shelter is in
~I
J
•
0
existing conditions - parks and recreation facilities and programs
J
•
0
chapter three
•
KLINGERMAN PARK
_..r..._
1 ...-1 rl ~iJUtl'~_;1 '_.i I~I.•'n i:, 11_'.'
c,_., =a, 6t.
a, .Play e~~npment
TI,:- la, a • s it aced cc edition tiite fur.!shir -in _ ai
d u" is patch v and une.
Ohserva;.:,ns
"I=•. : krnued pie
•
•
11128 1 CITY Or ROSE-,'rA. IAr✓.S. RFCFEAl MN A',D GENELaL FPCILITIES MASTEk FLAN
•
•
existing conditions • parks and recreation facilities and programs
GUESS PARK
i area are i : r ac oci
,~~~ishinc,s a~• _c~ndrtl~,n-
•
chapter three
ROSEMEAD RECREATION CENTER MINI
PARK
03ssijii`ie'':'7.
1\ r': F x
_
71.E play area IS In O^7~ CJ1, ji'.,
catched resilient s-jrrau'. ;
_IU.se .
~pithEatrE area rs sc,a rely
C ^.~,~ns
egetate~ and Iacls • sue'
s..r•o,;n,ding par} a- ,
a warde and street
sur.eunding area should b-:
e-jesgned to enhance vis,
appeal and use. Landscap-
. p should be utili-
SPECIAL FACILITIES
Dinsmoor Heritage House (Museum)
The Dinsmoor House is a cultural and historical
museum containing period furnishings, glassware,
china and silver from the nineteen hundreds, as well
as other historical artifacts relating to early Rosemead
history. It was built in 1929 and acquired by the City
of Rosemead as a United States Bicentennial project.
This early California Spanish style house includes
memorabilia of L.J. Rose, for whom Rosemead is
named.
TRIANGLE PARK
h~lrii
..!5.
~'~~~•I_ '.7
-
• _'.,e :spec- d'__
.
M 1 ope spa-.=
aGQ22 pled
ANGELES PARK
OLNEY STREET PARK
rrm c n:in7?rL
•
•
LI
III-30 1 C I T Y OF R O S E M E A D P A r . K S , : ' P r A T I O N A N D G E N E R A L r A C I L I T I E S M A S T E D Pt AN
existing conditions - parks and recreation facilities and programs
J
•
3.6 PARKS AND FACILITIES
PROVIDED BY OTHER
JURISDICTIONS
There are a number of additional
parks, recreation facilities and
open space areas provided within
Rosemead or just beyond the city
limits. Parks and facilities provided
by others range in size from private
clubs to the 1400-acre Whittier
Narrows Recreation Area, a regional
recreation area that borders the City
of Rosemead. These opportunities
provided by others are noted below.
Schools
There are four school districts
surrounding the City of Rosemead.
To the northwest, Alhambra Unified
School District has two High
schools and one Community Adult
School that offer local recreation
opportunities for Rosemead
residents.
The Garvey School District, located
within the City of Rosemead, includes
seven elementary schools and tw
intermediate schools with nearby
recreational resources. The Garvey
School District maintains a Joint
Use Agreement with the City of
Rosemead. The Agreement is for joint
use of portions of the Duff Elementary
School fields and classrooms. The City
also maintains a jc•int use agreement
to utilize Garvey and Temple
Intermediate srh of gymnasiums.
In turn the City pays for rental of
the facilities and also contributes to
maintenance such as the installatior
of new chain link fencing.
The Rosemead School District, also
located within the City of Rosemead,
is home to 4 elementary schools and
one intermediate school that can
easily be accessed by members of the
community.
Lastly, the El Monte City School and
El Monte Union High School Districts
include many recreational resources
that can be utilized by Rosemead
residents. Rosemead High School
and the City have a good partnership,
as high school students use the
City pool facilities and sports fields
and the City uses the high school
auditorium and sports fields.
Savannah Cemetery (EI Monte
Cemetery)
This historic cemetery is most likely
the oldest Protestant burial ground
in southern California. Dating back
to the 1850s, many of the area's
pioneering families are buried within
the cemetery. The facility is located
across the street from Rosemead
Park, and includes large shade
trees and pathways. The Southern
California Genealogical Society and
EI Monte Cemetery Board operate
the cemetery in a collaborative
relationship.
Southern California Edison (SCE)
SCE maintains a utility corridor that
chapter three
C7
runs through the City of Rosemead.
As part of an agreement with
SCE, Rosemead is able to utilize
certain portions of the corridor for
recreational use. The City holds
license agreements for the properties
of Guess Park, Zapopan Park, and
Klingerman Park,.
Asian Youth Center (AYC)
The AYC is a non-profit, o, mmunity
based organization in San Gabriel
that serves the social service needs of
local youth and families, with a focus
on Asian immigrants. The facilities are
comprised of more than 9,000 square
feet of recreation area with an indoor
basketball court, computer labs,
classrooms and counseling rooms.
4rparNrah (.,pretcn
Boys & Girls Club of West San
Gabriel Valley
Located in the heart of Monterey
Park, the Boys & Girls Club offers
programs in character and leadership
development, education, career
development, health, life skills, the
arts, sports, fitness and recreation.
The facility provides an after-school
program and Club 14, geared
especially for teens
Neighboring Cities
Monterey Park
The City of Monterey Park has over
100 acres of parks and facilities. The
City operates two community centers,
one senior center and a museum.
Tennis courts can be accessed at six
different park locations. Ball fields
are also located within six of the
parks, and a gymnasium is available
at George Elder Park. Other features
offered by the City of Monterey
Park include a Japanese Garden, a
pool facility, hiking trails and several
children's play areas.
San Gabriel
The City of San Gabriel is home
to approximately 26 acres of parks
and facilities. The two larger parks,
Vincent Lugo and Smith Park, are
located near the northwest boundary
of the City of Rosemead. These parks
offer sports fields, playgrounds and
historically themed picnic areas. Smith
Park also offers a pool facility. The City
also offers two lighted tennis courts
•
11
II.32 1
existing conditions - parks and recreation facilities and programs
•
•
•
and a Historic Spanish-style building
which can be rented for events. There
are two facilities offering recreation
and event services, the Community
Recreation Center and the Adult
Recreation and Senior Center. Both
Centers are located on South Mission
Dr ive.
San Gabriel Mission Playhouse
Owned by the City ~f San Gabriel,
the Mission Playhouse is a legendary
performing arts center. The theatre
seats over 1,300 people and provides
one of the largest stages in Southern
California. Plays, dance performances
and events are scheduled weekly, and
the venue can be rented out by the
public for shows and events.
La Casa Community Center
Offering many free services and a
sliding scale preschool program, La
Casa Community Center is located
on Mission Road in San Gabriel. The
center is operated by a non-profit
organization and owned by the
regional Presbyterian Church.
Alhambra
The City of Alhambra has almost 200
acres of parks arid facilities. There
are six parks in Alhambra which
provide a variety of fam ly amenities
including picnic shelters, ball fields,
tennis courts, horseshoe pits and
children's play areas. Both Alhambra
and Granada Parks feature swimming
pools. Almansor Park is home to a
large gymnasium with scheduled
times for Basketball, Volleyball, Table
Tennis, and Badminton. Meeting
rooms are available at several of the
parks, and Almansor Park provides a
picturesque banquet facility and lake.
The City of Alhambra also owns and
operates a municipal golf course.
A xeriscape garden is featured at
the Burke Heritage Park, next to the
Alhambra Historical Museum. The
museum is operated by the Historical
Society and features period clothing,
furnishings, books and memorabilia.
Near Alhambra high school is a
Community Garden which provides
gardening plots for community
members as well as monthly meetin-as
and workshop!
Temple City
Temple City is Home to two parks,
totaling approximately 20 acres
of parkland. The Live Oak Park
Community Center is used for
programs, meetings and banquets.
Athletic fields and basketball courts
can be found at Live Oak Park, and
the Perfoiminq Arts Pavilicn can be
found at Temple City Par6
El Monte
The City of El Monte operates
approximately 45 acres of parks and
recreation facilities. Two park sites
are shared by agreement with public
schools. Baseball fields, basketball
courts and wading pools can be
found at several of the larger parks.
The El Monte Community Center
1 III-33
chapter three
as well as three other community
:.enter type buildings are owned and
operated by the City. The Santa Fe
Historical Trail Park, a documented
Historical Landmark, is home to
the unique facilities of the Osmond
House (circa 1800) and the original El
Monte jail.
County of Los Angeles
Whittier Narrows Recreation Area
Rosemead is fortunate to have
a large open space area in close
proximity to the City. Whittier
Narrows Recreation Area is a 1,400
acre park providing fishing lakes,
picnicking areas, playgrounds, a
nature center, an equestrian facility,
trails, a multipurpose athletic complex
and much more to neighboring
communities. Special events such
as family campfire nights, carnivals,
festivals and dog shows also take
place throughout the year.
Whittier Narrows Golf Course
The Whittier Narrows Golf Course
is a scenic, 27-hole golf course
with views of the San Gabriel Valley
Mountains. The course is set on 260
acres of Whittier Narrows Park, with
mature tree-lined fairways. Special
tournaments and banquets can be
hosted on site.
Rosemead Library
The Rosemead I brarv is
approximately 29,500 square feet in
size. It features adult and children's
areas, a lounge, circulation desk,
handicapped access and tree
parking. The library also has a
public meeting room available to
the public for a small rental fee. The
room accommodates 100 people.
The Rosemead Library is owned and
operated by L. A. County.
3.7 CITY OF ROSEMEAD
RECREATION PROGRAMS
Currently, the City of Rosemead
provides recreational programming
targeted to meet the needs of all its
residents. The year-round preschool
program is popular, as well as aquatic
programs and city-wide special
events. Adult sports programs are
well-attended and a variety of senior
clubs and activities are offered by
the City. Teens are encouraged to
attend adult recreation classes and
excursions.
The City of Rosemead offers
recreation programs in the following
service areas:
• Youth programs
• Teen and adult programs
• Senior programs
• Community events
• Aquatic programs
The components of these program
areas are described below.
Youth Programs
Preschool
The City ,:-f Rosemead offers a
•
•
III-3a
existing conditions - parks and recreation facilities and programs
•
•
11
Preschool program for children
ages 3 to 5. The program is offered
year-round at Rosemead Park, Duff
School and Garvey and Rosemead
Community Centers. It is a fee-based
program for both residents and non-
residents. Activities include arts and
crafts, music, literature, numbers and
shapes, letter recognition and field
trips.
The program is very important to
residents, and is much less expensive
than other local preschool programs.
The program serves nearly 200
children per year.
After-school Programs
The Community Services Department
offers an After-school Sports/
Playground Program for 1 st - 8th
graders at eight elementary sites,
two parks and three junior high
schools. The City also runs a program
called Pun Zone for youth to attend
after-school. Fun Zone occurs at
Rosemead Park and provides a variety
of activities including crafts, games,
tournaments, field trips, and cooking.
The summer drop-in program
receives an average attendance of 60
school-aged youth daily.
The City of Rosemead hosts youth
and junior high dances such as the
Spring Social and Summer Luau
Social. The City also hosts a Summer
Fantasy program which offers eight
weeks of afternoon activities, contests
and excursions. In November and
December kids can enjoy "Rec at
Night" featuring board games,
movies, snacks and crafts.
Youth Sports
The Youth Spurts program otters
free to low-cost programs for
children apes 4-14. The program
offers a variety of sports throughout
the year including basketball,
soccer, volleyball, flag football, and
cheerleading.
Elementary school-aged teams
receive a fair amount of participation,
while pee-wee sports and drill/
cheerleading programs receive
slightly less. Junior high teams are by
far the least populated. Participation
in youth organizations is very high
at both the Sports Complex and
park facilities. It is most likely that
local organizations are recruiting the
majority of youth sports participants
ages 1-14.
Youth Classes
A vai iety of y< Uth Classes _uCh
as dance, martial arts, music,
exercise and arts classes are offered
throughout the year. Classes cater tc
various skill levels. City attendance
records for the 2008-09 fiscal year
show over 700 participants for these
classes. The majority of youth class
participants are residents of the City
of Rosemead (78%).
Teen and Adult Programs
Teen and Adult Classes
1 11135
hapter three
•
A series of teen and adult group
classes are scheduled throughout the
year. They include exercise, arts and
crafts, educational and occupational
courses. Fees and times vary for these
classes. In order to accommodate
residents, several classes are taught
in a language other than English.
According to City attendance reports,
over 900 individuals attended these
classes during the 2008-09 fiscal year.
However, many of the participants
were non-residents (55%).
The City also provides support staff
and facilities at its community centers
for Adult Education classes offered
through the El Monte-Rosemead
Adult School. Some of these courses
are duplicates of those offered by
the City. During the 2009 summer
session, only 250 of participants
that registered for the El Monte-
Rosemead Adult School courses were
residents cf the City of Rosemead.
Adult Sports
Adul' _--ed sports are very p',p iiar
within the City of Rosemead.
Women's and Men's Basketball
Leagues are offered, as well as men's
and co-ed slow pitch softball and
co-ed volleyball. Women's and men's
adult badminton and ping-pong
are also available for drop-in play
at Garvey Intermediate gymnasium
during specified times and days.
Adult Excursions
The City of Rosemead organizes
a variety of excursions to popular
theme parks and attractions. Some
activities, such as whale watching
and sports games, are geared
towards families. Others, such as
snowboarding and Knott's Scary Farm
are geared towards teens. All childrer
9 and under must be accompanied
by an adult. During the 2008-09 fiscal
year, approximately 400 participants
attended excursions. Slightly more
than half of these individuals were
residents of the City of Rosemead.
Senior Programs
The City of Rosemead offers a variety
of senior programs. The majority of
programs are offered at both the
Rosemead and Garvey recreation
center facilities.
Excursions
Senior day trips are offered twice
a month and a variety of overnight
sponsored trips are scheduled
throughout the year. Fees vary
depending on the destination.
Excursions can include trips to various
Southern California tourist venues,
cultural institutions, theatres and
casinos.
The City subsidizes a large portion
of the costs of these excursions,
however many of the participants are
non-residents. Out of six excursions
offered during the spring of 2009,
only 44% of registered attendees
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•
were residents of the City of
Rosemead.
Special Events
Farties, health screenings and
luncheons are offered to the senior
community. The Cinco de Mayo
dance, 50's party, Sweethearts
Jamboree and the Autumn Harvest
Festival are just a few of the many
events for seniors. These activities
are hosted at both the Garvey and
Rosemead centers.
Senior Lunch Program
The City cf Rosemead maintains a
subsidized lunch program for seniors
in the community. A hot, delicious
meal is available Monday - Friday
for seniors 60 and over. A donation
of $1.25 is suggested. Over the past
year, the program served an average
of 170 seniors daily, 50% of which
were Rosemead residents.
Senior Clubs, Meetings and
Ongoing Activities
A variety of clubs such as the Latin
American Club, the Dance Club and
the Leather Craft Club hold weekly
meetings at the community centers.
Bingo clubs meet every Thursday
and Friday at the Rosemead Center.
Senior Clubs are not charged for the
use of the City facilities for meetings
or fundraising events. None of
the clubs are nr)n-profit or serve a
majority resident membership.
Senior movies are offered at both
the Rosemead and Garvey Centers.
existing conditions - parks and recreation facilities and programs
Movies are free of charge and occur
twice a month at both venues
Community Events
A series,.- f spe: ial events are held
throughout the year.
Concerts in the Park
Rc,ckin' Rosemead is the City's
popular summer concert series.
Concerts take place in Rosemead
Park on Friday evenings for four
weeks in July and August.
Seasonal Events
Other special events are linked
to holidays and seasonal periods,
including the 4th of July Parade and
Festival, a Halloween Oktoberfest
Celebration, Breakfast with Santa,
the Annual Easter Eggsiravaganza
and Memorial Day Celebration.
A notable city-wide event, the
Rosemead Community Yardsale,
is held in front of the City Hall
each year. Residents from all over
Rosemead gather to buy and sell
both new and used items. Booths
hosted by local organizations and
the City provide food, information
and entertainment. This event is
extremely popular.
Library Programs
The Rosemead Library offers a free
Homework Center to assist students
with after-school homework. Grants
and corporate/community funding
provide computers and homework
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Rnmwir: Eaficr ~~q :^rm'agrvrn
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Aquatic Programs
Both City pools are open daily for
Public Swim during the summer
months (June-September). Summer
season passes can be purchased
from $20-25, and daily entry fees are
$1 at both pools. Youths 14 years
and under who live in the City of
Rosemead can apply for a Free Swim
Pass during the summer. The quantity
is limited to 500 participants at each
pool. The Rosemead pool is heated
and offers various programs year-
round. Swim lessons were attended
by nearly 700 participants during the
2008-09 fiscal year. Seventy percent of
those individuals were residents.
Aqua Aerobics
Then semead po:::l offers shallow
and deep water workouts with water
weights, aqua joggers and music-
Swimming is not required for these
classes, and all ages are invited to
participate.
Lap Swim & Lessons
Lap swim i5 11:7.r ages 16 and up.
There is a small fee per visit. A variety
of group swim classes are held
at both pools during the summer
and at Rosemead Pool during Fall
and Spring. These lessons cost
approximately $20 per session arid
include a maximum of 10 students per
class. Progress reports are issued at
the end of each session. Private and
semi-private swim lessons are aisc
offered through the City. Costs vary
depending on class size and structure.
Swim Team
For $30 per month, residents ages
5-17 can join the Rosemead Rapids
Swim Team and receive professional
coaching and structured workouts
three days a week. There are also
regular competitions with other
municipal swim teams.
Rentals and Special Events
The Rosemead pool is available
for swim team, private rental,
and community use. The pool
and spacious deck area holds
approximately 250 people, making it
a perfect site for parties and contests.
There is a fee for renting the facility.
Wacky Wednesdays are Chemed
parties held throughout the summer
where food, fun and games are
provided by the City of Rosemead's
Aquatic staff. Admission to Wacky
Wednesdays is $3.
Thursday night at Rosemead Pool
is Dine-In Movie night. Popcorn
and punch are served and a movie
is shown at sunset. Admission is $2
per person and swimming is allowed
throughout the entire event.
The Rosemead Pool hosts a tropical
Luau for 250 participants. For $5
per person, community members
are entertained Lq native Hawaiian
J
0
existing conditions • parks and recreation facilities and programs
•
dances, swimming, cilnner and
dessert
.
Volunteer Activities
Many Rosemead residerts contribute
personal time and resources to
support the various recreation
programs and special events such as
the 4th of July parade. The success
of these events wouldn't be the
same without the help of community
lunteers.
People for People
People for People is a group of
volunteers that raises funds to provide
distribution of food to families in
r eed. Their primary purpose is
• assist residents of the City of
:semead with short-term food
is r -visions.
Adopt-A-Wall
The Adopt-A-Wall program is a
partnership between residents and
the City of Rosemead to eradicate
graffiti. This program greatly reduces
the cost and negative impacts of
graffiti and vandalism by supplying
citizens with the information, supplies
and support to immediately paint out
graffiti from designated locations.
3.8 PROGRAMS PROVIDED
BY OTHER JURISDICTIONS
There are a number of additional
programs provided within
semead or just beyond the city
40-nits. These programs provided
v other jurisdi.ctic•ns add many
nearby opportunities tar Kosemeacl
residents. In addition to City-
sponsoled programs, Rosemead
residents can participate in a wide
variety of recreation programs
provided by surrounding public
and private organizations. These
opportunities provided by others are
noted on the next several pages.
Local School Districts
Both Garvey and Rosemead Schoc~l
districts offer before and after school
child care for children grades 1-8 at
all school sites. The programs, which
have limited capacities, are funded
by the California State Department c
Education for all qualifying parents.
Boy Scouts of America
The Mission Amioos District of
the Boy Scouts of America serves
Rosemead and its surrounding areas.
The Boy Scout programs are focused
on physical fitness, environmental
conservation, national heritage and
the true spirit of Scouting. They meet
weekly and plan camping trips and
other recreational outings.
Center for the Pacific Asian Family
(CPAF)
The mission of the CFAF is to build
healthy and safe communities by
addressing causes and consequences
of family violence. Aware of the
specific cultural and language needs
of API women and their families,
the Center offers support services
111 39
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•
such as shelter and counseling,
activities for children, tutoring and
academic assistance for school-aged
children and women learning English,
fundraising, special events, translation
services and more.
Asian Youth Center (AYC)
The AYC is a non-profit, community
based organization in San Gabriel
that serves the social service needs
of local youth and families, with a
focus on Asian immigrants. They offer
after school and summer programs
which include homework assistance,
academic enrichment, cultural
activities and field trips, leadership
development and community service
opportunities as well as recreational
activities. Multi-lingual teachers
(English, Chinese & Spanish) are
available.
Monterey Park Women's Club
The San Gabriel Valley District
Women's Club promotes activities
in the arts, conservation, education,
home life, public affairs and
international affairs. They host a
variety of fundraisers, contests,
competitions and luncheons
throughout the year.
Boys and Girls Club of West San
Gabriel Valley
Located in the heart of Monterey
Park, the Boys and Girls Club offers
programs in character and leadership
development, education, career
development, health, life skills, the
They have an after-school program,
Club 14, geared especially for teens.
Club 14 offers computer classes,
homework assistance, sports leagues,
tournaments, and more for teens. For
adolescent girls ages 8-17, the Boys
and Girls Club provides a special
program called SMART Girls. This
important program teaches health,
fitness, prevention education and self-
esteem enhancement to encourage
healthy attitudes and lifestyles.
Organized Youth and Adult Sports
There are numerous private and
public sports organizations in
Rosemead as well as in nearby
communities that offer residents
opportunities to join and play in
organized team sports. Among the
most prominent organized team
sports available in the local area are
leagues in sports such as softball,
basketball, football and soccer. There
are organized sports leagues for both
youth and adults.
Sports organizations and leagues
that utilize facilities within the City of
Rosemead include:
• Rosemead Rebels
• Rosemead Youth Association
• American Youth Soccer Association
Region 40
• Rosemead Elite Cheer
• Running Rebels Basketball
•
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existing conditions - parks and recreation facilities and program.
•
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•
L--)cal sports organizations and
leagues in surrounding areas include
• Monterey Park Sports Club, Inc.
• Monterey Park Aztecs Youth
Football
• Adult Tennis Club (San Gabriel)
• Alhambra Thunderbirds Football
• American Youth Soccer Assn.,
Region 60
• American Little League of
Alhambra
• East Alhambra Little League
• Junior/Senior Baseball League
• West San Gabriel Valley YMCA
• American Chinese Dance Assn.
• San Gabriel Youth Football, Inc.
• San Gabriel Sunny Slope Little
League
• Adult Soccer Leaque/Women's
Soccer of the San Gabriel Valley
In addition to these private sports
leagues, adult and youth team sports
are also a significant element of the
sports programs offered by the cities
of Monterey Park, San Gabriel and
Alhambra.
3.9 NEIGHBORING CITIES
Monterey Park
Similar to Rosemead, the City of
Monterey Park provides a wide
variety of recreation programs such as
health and fitness classes, enrichment
programs, organized sports leagues,
aquatics and other special programs.
Classes and programs have been
develoGed to meet the needs of all
aqe groups inciuciing pre-scnooi,
youth, adults, and adults over 50. The
Youth free lunch program, Community
Participation Program and various
youth sports programs are services
that are easily accessible tc
Rosemead residents and complement
the programs offered by the City of
Kos-mead.
San Gabriel
Although limited in its size and
resources, the City of San Gabriel
prcvides an extensive variety of
recreation programs.
La Casa Community Center
Offering many free services and a
sliding scale preschool program, La
Casa Community Center is located
on Mission Road in San Gabriel.
Programs include ESL classes
mornings and afternoons, assistance
with citizenship, parenting, leadership
training, social service information
and more.
Alhambra
Almansor F'ark in Alhambra is home to
a large gymnasium offering free open
play Badminton for all ages. Bowling,
boxing, Gymnastics, Horseshoes,
Table Tennis, Lawn Bowling and
Martial Arts are a few of the novel
programs also offered by the City of
Alhambra. The Community Services
Department manages after school
recreation programs at nine school
sites within The City. A Community
chapter three
•
3arden is located near Alhambra High 3.10 PARKLAND ANALYSIS
School where individuals can sign
up to tend a plot, or get involved in
informative meetings and workshops
on gardening. There is a pool facility
located at Alhambra Park; however
aquatics programming is currently
on hold until the summer of 2010 for
pool refurbishments. The Alhambra
Civic Center Library offers story time
for all ages and many events for the
community. Additionally the Joslyn
Adult Center provides the location
for a wide variety of programs and
activities for adults age 60 and over
including recreation, social services,
nutrition and transportation.
Rosemead's park LOS was compared
to four comparable communities
to see whether the park acreage
provided by the City of Rosemead
is above or below the norm. To be
an accurate measure, only City parks
were counted in this analysis, even
though parks of other jurisdictions
do provide additional resources in
each of these communities. Cities
with similar acreage, population size,
per capita income and population
density were selected for parkland
comparison. The selected cities
included Monterey Park, San Gabriel,
Alhambra and Temple City.
Temple City
Temple City offers senior excur ions,
senior clubs, and other senior
activities throughout the year. They
also offer a driver safety course and
a free vision care program for (e)w-
insome seniors. The City also ers a
variety of teen and youth programs.
There is a Teen Zone site where teens
can get help with homework, play
games, listen to music and more.
The Recreation Department hosts a
fee-based afterschool program for
k-6 grade youth at several elementary
schools. Temple City also presents
special events throughout the year
including the Chinese New Year
celebration and the Camillia Festival.
Monterey Park is home to eight
large parks, five small parks and
one garden, tctalin~ approximately
107 acres. In addition, there are
7 recreation buildings and 13
freestanding restroom facilities. With
a population of 62,584 in 2005-07, the
City of Monterey Park provided 1.7
acres of parkland per 1,000 persons.
When compared with cities across
the nation (TPL 2008), this ratio is
significantly below average. However,
park expenditures per resident are
close to the average amount spent in
other cities, at approximately $72 per
person.
The City of San Gabriel is slightly
smaller than Rosemead, but has a
similar population density. The City
•
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III-d2 I
existing conditions - parks and recreation facilities and programs
•
is
•
is home to two large parks, two
smaller parks and two community/
recreation centers. The arrlount of
parkland provided by the City of San
Gabriel is below average at 0.6 acres
per 1,000 persons. Park expenditures
per person in this City are also below
average.
Alhambra is slightly larger
than Rosemead, with a slightly
higher population dens'lty. With
approximately 200 acres of parkland,
this City provides several large parks,
a community garden and a Municipal
Golf Course to its residents. Just shy
of 2.5 acres of parkland per 1,000
persons, the City of Alhambra still
falls below average in providing
park space. Howevel, they spend
a significant amc-unt cf money per
resident on parks and recreation.
There are two parks in Temple City,
both with community meeting room
capacity and outdoor recreational
facilities. The parks offer a combined
total of 20 acres of park space,
translating to approximately 0.6
acres of parkland per 1,000 persons.
Similar to the City of San Gabriel, this
relatively low ratio corresponds with
a relatively low expenditure of City
funds per resident.
With 51 total acres of parkland, the
City of Rosemead is also below
average in providing park spa-e to
residents. Rosemead ranks hiqh in
population density, but provided
just short of 1 acre of parkland per
1,000 persons. However, the City of
Rosemead spent a comparatively
large sum of $76 per resident on park
expenditures in 2008.
3.11 L.O.S. EVALUATION
On average, the cities of Monterey
Park, San Gabriel, Alhambra and
Temple City only provide 1.3 acres of
parkland per 1,000 persons. This LOS
is higher than the City of Rosemead's,
as shown in Table 3-6. The National
Parks and Recreation Association
(NPRA) recommends a minimum of
2.5 acres of park space per 1,000
persons. The Southern California
Association of Governments (SCAG)
recommends a minimum of 4 acres
per 1,000 persons. At the current
population, the City would need
to provide an additional 133.5
acres of parkland to meet NPRA
standards and 212 acres to meet
SCAG requirements. Looking at the
comparable cities, Alhambra is the
closest to meeting the N PRA goals at
2.4 acres per 1,000 persons.
In July 2009, the NRPA released
detailed results of a survey tallying
the number of amenities provided
by City and County park facilities
throughout the nation. Averages for
comparable jurisdictions (containing
populations between 50,000 to
99,999) are shown in Table 3-7. These
numbers are helpful in identifying
areas where Rosemead might be
' M E A r A R K S . R E C r E A T I O N I ND G E N E R A L r ~ _ I L 11 I E S M A S I EP P L A N 1 III-43
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lid lr
POPULATION DENSITY AND ACREAGE PER PERSON COMPARISON
CITY AREA
CITY POPULATION DENSITY
Rosemead -745 15.4 ~f 4
PARK P
50.887
ERCENT OF PARKILAND
TO CITY AREA (
1.5'.
PARK ACREAGE
P/ rrr PERSONS)
0.45
San Gabriel 2.543
2^
~ ~
0 h
g~x.
4
lacking in their provision of park
services.
In comparison to national averages,
Rosemead provides significantly
fewer sports fields, sports courts and
playgrounds. However, they provide a
similar number of outdoor swimming
pools and community centers.
The neighboring cities of Monterey
Park, San Gabriel, Temple City
and Alhambra provide a range of
amenities that are accessible to
Rosemead citizens. The large number
of tennis courts in Monterey Park,
for instance, can help supplement
the relatively small number of courts
available in Rosemead. However,
there are very few soccer/football
fields provided by Rosemead and
surrounding cities, and there are no
dog parks offered- These amenities
should be considered as possible
additions to the services offered
by the City of Rosemead. More
basketball courts, baseball fields
and playgrounds should also be
considered in the future.
Often, standardized
recommendations such as those
provided by the NPRA and SCAG
do not take into account the specific
opportunities and constraints of
individual communities. For densely
populated cities like Rosemead,
where vacant land and open space
are no longer obtainable, other
methods for setting parkland goals
are needed.
Community outreach is another
method of assessing park, recreation
and open space needs. Identifying
high use areas and upcoming trends
can also be a useful tool. In the City
of Rosemead, strategic planning for
joint use of facilities and utilization
of marginalized property will most
commonly be the answer to satisfying
the needs for park and facility
exCansion
•
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existing conditions - parks and recreation facilities and programs
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ROS' PdEAIO , ARKS NI. R1, AI 10 N Aril) G E N i NAI F A C It II I E S MAS I L R PLAN 1 III-45
A'aminaal Rrrmoiion and 11,74 4,mrirrrran. 1009 Oprrnri»g A. Rrpnrl. filly 2009•
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II1,46 1 tI"OF ROSrle(All RAF KS.RECR- All,-.,N AND GENES I 1 F, CILI1 IES MASTER PI AN
CHAPTER FOUR
existing conditions -non-recreational
public facilities
C7
•
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• BEAUTIFY COMMUNITY
INFRASTRUCTURE AND IMPROVE
PUBLIC FACILITIES.
• ENHANCE PUBLIC SAFETY AND
QUALITY OF LIFE.
• ENSURE THE CITY'S FINANCIAL
VIABILITY WITH BALANCED BUDGETS
AND PRUDENT RESERVES.
0
KEY ORGANI /ATON`A' GOALS FROM
ROSE,MEAD STRATEGIC PLAN 2010-11o
J
existing conditions -non-recreational
public facilities
•
•
4.1 INTRODUCTION
THE CITY OF ROSEMEAD OWNS
AND OPERATES several non-recre-
ational public facilities. Four of these
facilities were selected by the City to
be included in the Parks, Recreation
and General Facilities Master Plan
including: City Hall, Public Safety
Services Center, City Maintenance
Yard (at Rosemead Park), Public
Works Building and Temporary
Maintenance Facility (at Garvey
park). This chapter provides a review
of the existing conditions of these
buildings as well as recommenda-
tions for improvements.
4.2 EXISTING PUBLIC
FACILITIES CONDITIONS
Public Buildings Evaluated in this
Master Plan
• Maintenance Yard at Rosemead
Park
• City Hall
• Public Safety Services Center
• Public Works and Temporary
Maintenance Facility at Garvey
Park
Overview of Facilities Condition
To make its evaluation of these facili-
ties, the MIG Team visited each site
and observed the general condition
of the structures. The general attrac-
tiveness, usability, accessibility, main-
tenance, and up-to-date standards
were noted, along with whether the
facility is fulfilling City staff needs.
4.3 KEY FINDINGS
• The building structures are basi-
cally sound, but are in disrepair
and are outdated
These evaluations are not a substi-
tute for a thorough infrastructure
or architectural examination nor do
they take the place of a formal ADA
assessment.
There are a number of similar condi-
tions that were observed at the
facilities including:
• A lack of universal access for all
ages and levels of mobility within
the community.
• A lack of adequate storage/office
space.
• Interior and exterior materials
that are out-dated or in need of
maintenance.
• Access to building needs much
improvement
• Rooms are inadequate to house
the needs of staff/employees and
equipment
• More space is required to providE
for growing program needs
v-1
chapter four
MAINTENANCE YARD AT ROSEMEAD PARK
elnped
_ _
1/\r r.GrJ_[ra1Y1 E'd C'ltl ::I:I'
r re-engineered metal storage build-
g with office/employee breal' rra-
restroom with shower
i re-engineered storage buildir,
•I-ed \aith fenced front thazar-i: _ -
gal: or3ua,
_r;s
The structwes ~,ie n. ao~,~ conditior, ~•at
TF~P E~7Bnpr any IrIEnJ"!nlsl~e5 ar? :5'r
and outdated. Buildings are not disabicd
accessible. Electricallmechanical'plu• b - o
systems are outdated and inefficien',
Hazardous materials are not stared
CSI: se . - -
e c ffice building does not functi!,n a.
_
mostly use -
~:naliv intended. it L
•ae Restroom and showerfa- 7
a7ecl: sr--e does 1
_-o!n: date zL.raae and parking nE-_i:
rencvat,co-, and':' replacement
bu!iding should be repurposed for storsar
F u11dings need ADA accessibility. Re-!,:,. m
_I shower facilities should be eKpar j•_
as neccessary for use. Electricallmechan--.r,i
r lumbing systems should be updatea
and expanded as neccessary for use )
space needs to be expanded. Hazard-...,
materials storage needs to be relocated
Est, oerns 3ed ~'r6er Frci DrT•m E'
•
•
•
IV-2 I , TY nF -n;:N'-Ap PAi -KS RErI;ATION nNLr GENrRAL FACILITIES WASTER -,LAN
existing conditions - non-recreational public facilities
•
•
is
CITY HALL
S rZe
i -
a5c
Kaoa lramed
~MU and iraratd a!
rI ;or and roof structure, CMU and
cenditior,, however the exterior finishes are
c,.rrdated and worn (except for the council
zhambers) The building as a whole lac-.
disabled access The lower level retairw a
. all is failing. There are r.o elevators t:.
r -wide access to lower level staff offrc•= -
rot is outdated Office and storaa<
e is limited and cramped Lightirn:
t available/outdated in some a ea
-ulcal, mechanical and plumE.r- _
ems are our.datei
,cil chambers ha t:ee!, : - _
ated
Pndati: _
-,r finrsi e_ . - -
~hrrg needy ---.'..bilty Lov,-
retaining wall needs maintenanc<
rvttd elevator to provide access to lo' r
Its---i ,tall offices. Interior needs updat _
E,, ,f needs repair. Office and storage .
F Beds to be expanded to accomodat
Lighting needs replacement and upda,
- - me areas Electrical, mechanical ar.,
r,ibing systems need updating
- ,;.-(Fr riot Center Study to
rTi,r T,
C r 1 Y OF R O S E r , ' E A D P A R K S RE( R E A 7 1 O N A N t) G E N E R A L - A l I l I T I E 5 Id A S 1 E R PLAN I IV-3
chapter four
PUBLIC SAFETY SERVICES CENTER
. ;
ire 1961-is. renv atec `
sr~r:: r~• e~
Slab on grade boil ~n~
cs r;-MU and wood stud waI6 and
~-Ood roof structure Exterior finishe_are
tucco with built--,~- a,,7 c~mp^
7loion ic,of shingle,
he _l,verall building
-!ition. Exterior and intenoi finish=_s are=
good condition. Roof and parapets ae r
disrepair Building layout is poor with 5rr.a;I
entrances and lack of direction. Employ-•
breai room counters are not accessibi-
_ _~im'iOr fcei~U rS {rcOL•-L. ~_,Eai:;
r. Jf°repai~..tuo,.o is ~,-ci-., ,•7^
s
F'Jil;l-, i5 witl,ir1 5_I i,icv
-c m^ -
ei=ctrical towers. Building was original,,
r as a temporary facility- There is a lac'
^ica and storage space to accomoa.:
simf. There are no shoe+<_,:. r _ i s
=int'
needrepair BUlldfra
ia:• in n=e: , rnnro, ernent All buildir~:
,-u ras need to provide disabled
--ssibility. Some exterior features 'r--'-
-i reveals) need refinishing. Stucco r,-e rs
_ ,.rshina tvlore -office space and stc.
eecl
,l 1l
u
' I
C7
IV-4 I ( ' T Y 0 F ROSEMIAD !ArKS• r•E[-.EATION Ar,D G*NERAL FACILITIES MASTER P L A
existing conditions - non-recreational public facilities
•
is
PUBLIC WORKS AND TEMPORARY
MAINTENANCE FACILITY AT GARVEY PARK
J
c.i:.
i _ 4jped as a tempt
• s lab on grade wA 1'r, I,ii-. c•ri:: r lI'
and wood iramed rooi structure with a
i, ilt-up roof system.
-nporary fenced yard for er.p- :
;..,A ing and exterior storaae.
i'
Tike buIldina Ftr_,ctwe iE in good conditi•_,n
E>.tenc - i~• f nis'n- ; e in good
cc,r,dition. Exterior glazing is worn. Expos-:
beams e•:. nF--1 nniC6i t ere s _
!XR Ubc` Thal buildlnG as
. ~ d:r q as . ,snded tc ! ; ry
i;~dtty There are no shower is i ties ,ne
punter heights do not provide disabled
' ~ her- a.- , _ t •a
ala7 l r
. - anent. Exposed beams :t
finical screens need repay .w: ' i i -
--.t , es should be universally ac;;essibl,
Permanent parking and storage is neede
Euildina should be retumed to its ongi':al
n , T ose r i housing preschool activit,es
ublc V, r4s should be relocated to a neo
•q designed expressly for the nee.c
to of the department, includv..-
'acilities.proper storace and
."le pa-ding for employees and'te•-!
Mr n PARKS RFC RE ATItIIN ANC, GENE: ` PACILITIES MA57ER PLAT. I IV-5
chapter four
This page rntentionaly left blanl
•
0
park, facility and program
needs assessment
CHAPTER FIVE
0
•
• BEAUTIFY COMMUNITY
NFRASTRUCTURE AND iMPROVE
PUBLIC FACILI7IES.
• ENHANCE PUBLIC SAFETY AND
QUALITY OF LIFE.
• ENSURE THE CITY'S FINANCIAL
VIABILITY WITH BALANCED BUDGETS
AND PRUDENT RESERVES
KEY ORGANIZATIONAL GOALS FROM
ROSEMEAD STRATEGIC PLAN 2010-11
•
0
•
park, facility and program
needs assessment
•
E
5.1 INTRODUCTION
THE PURPOSE OF HE NEEDS As-
sessment is to identify future needs
for parks and recreation facilities
based on a combination of the
community's vision for the park and
recreation system along with experi-
enced observations and analysis of
existing facilities and programs. In-
terpreting this vision for the City of
Rosemead involved multiple tasks:
A review of existing documents,
including the 2008 General
Plan Update, 2008-09 Annual
Budget, Garvey Park Master an
(incomplete), and public and
internal performance reports:
• Assessment and analysis of
existing facilities; and
• Public feedback obtained
through a Telephone Survey,
Self-administered Questionnaire
Stakeholder Interviews,
Community Workshops, and
Program Focus Group.
This chapter reviews key findings
from the Needs Assessment analy-
sis. Specifically, this chapter:
• Summarizes the public
involvement process and
key findings that led to the
development of a vision and
goals for the community;
• Reviews potential directions for
the park system; and
• Identifies level of service
implications for the provision of
parks, facilities, and programs.
5.2 PUBLIC INVOLVEMENT
RESULTS
To develop a strong foundation for
the Parks, Recreation and General
Facilities Master Plan, MIG solicited
feedback from a broad spectrum
of City residents regarding their
needs, preferences, attitudes, and
visions for parks and recreation
services. A variety of activities were
conducted throughout the plan-
ning process to ensure participation
from a cross-section of the commu-
nity, including various age groups,
languages, and diverse special
interests. Public and staff comments
were documented and summarized
in this chapter. The key findings
chapter five
11
u
from these activities provided a
foundation for the recommendations
for parks and recreation presented in
Chapter 6.
Public Involvement Activities
The development of this Master Plan
involved significant feedback from
City residents. This feedback was c b-
tained through a variety of formats:
• Telephone Survey: This statistically
valid, dtywide survey obtained
public input on a variety of issues
related to the Master Plan. The
survey was conducted by Leisure
Vision during a six-week period in
June and July 2009. Respondents
were randomly selected to assure
a uniform distribution of calls
based on demographic data.
The complete summary of these
findings can be found in the
Appendix of this document.
• Self Administered Questionnaire.
A two-page, 15 question self-
administered questionnaire was
distributed through the Parks and
Recreation Department at public
events and city facilities. Available
in English, Chinese, Spanish and
Vietnamese, the questionnaire
was developed for respondents
ages 12 and over to encoirage
participation from as many people
as possible.
• Stakeholder Contacts. Key
stakeholders and senior staff,
identified by Parks and Recreation
staff, were interviewed to discuss
issues and opportunities for the
park system. The feedback from
these interviews helped inform
and confirm feedback obtained
through other types of public
outreach.
• Community Visioning Workshops:
Community workshops were
held in April 2009, at the Garvey
Recreation Center and at the
Rosemead Community Recreation
Center. The two workshops were
designed to gather input on
park usage, facility preferences,
needs for park maintenance and
renovation, and the park and
facility needs of users. Interpreters
were present to translate questions
for participants.
• Focus Group: Program staff,
supervisors and teachers were
invited to share their vision and
identify their priorities and needs
for programs and facilities. When
added to comments from the
community, this feedback helped
determine the future development
of services for Rosemead.
5.3 PUBLIC OUTREACH
SUMMARIES
What follows are results and key
findings from each of the outreach
activities. The impressions, priorities
and needs of staff and community
members provide a foundation for the
development of the recommenda-
tions presented in Chapter 6.
•
•
V-2
park, facility and program needs assessment
•
E
•
Telephone Survey
A telephone survey was cc,nducted in
Summer 2009 to explore the percep-
tion cf users and non-users about City
parks, recreation and public facilities.
Developed by Leisure Vision, MIG,
Inc, and City staff, the survey was tai-
lored to issues of strategic importance
to effectively plan the future park
and recreation system. A t--tal of 405
surveys were completed. The results
of the scientific, random sample have
a 95% level of confidence with a preci-
sion of at least +/-4.9%.
Key findings are noted below: In many
cases, these results are compared
to national benchmarks to indicate
where Rosemead is above or below
the norm. This refers to the National
Benchmarking Average, proprietary
information developed by Leisure
Vision from hundreds -if parks and
recreation surveys completed in com-
munities across the country.
• City of Rosemead Parks Visited
Over the Past Year: According to
respondents, the most frequently
visited City parks include
Rosemead Park (45%) and Garvey
Park (26%). It should also be noted
that 36% of respondents indicated
that they did not use any City
parks last year. In Rosemead, parks
and facility usage is slightly lower
than national benchmarks. Sixty-
four percent (64%) of Rosemead
respondents use parks. The
national benchmarking data shows
that on average 72% of respondent
households indicate they use parks
in their local community.
• Rosemead Recreation Facilities
Used During the Past Year: Twenty
percent (20%) of respondents
indicated that their households
have used the Rosemead
Community Recreation Center
during the past year. Other
frequently mentioned facilities that
respondents have used during
the past year include: Rosemead
Pool (18%), Garvey Pool (120/0, and
Garvey Center 02%). More than
half of respondents (58%) had not
used any Rosemead recreation
facilities during the past year.
• Rating of the Physical Condition
c,f Parks and Recreation Sites
Visited: Seventy-nine percent
(79%) of respondents rated the
physical condition of City parks and
facilities as either excellent (21%)
or good (58%). This is slightly lower
than national benchmark data,
which show that on average 85%
of respondent households rate the
conditions of parks as excellent
(31 or good (54%).
• Need for Parks and Recreation
Facilities: The most needed parks
and recreation facilities include
walking and biking trails (52%),
small neighborhood parks (49%),
and picnic areas and shelters
(419'x,). National benchmarking
chapter five
•
data indicate that trails and
neighborhood parks are the top
needs in most communities.
The need for walking and biking
trails is significant. The 52%
of respondents who cited a
need for more trails represents
approximately 7,562 households or
nearly 28,000 people.
• Participation in Recreation
Programs: Participation in City-
sponsored programs in Rosemead
is lower than the national
benchmarking average. Only
20% of Rosemead respondents
indicated they participated in
recreation programs during
the past 12 months, compared
to the national benchmarking
average of 30%. Of the 20% of
respondents that had participated
in recreation programs, 50%
had participated in 2 or more
progiars.
Rating of the Overall Quality
of Programs Participated In: Of
the 20% of respondents who
had participated in recreation
programs offered by the City of
Rosemead during the past 12
months, 87% rated the overall
quality of the programs as either
excellent (40%) or good (47%). In
addition, 12% rated the programs
as fair and only 1 % rated them as
poor.
Most Important Service Elements
of Parks and Recreation Programs
or Services: Residents noted that
a variety of factors are important
to providing quality recreation
services. These included: quality of
staff, fees charged for programs/
activity, and security at the
program site.
Ways Respondents Learn About
Programs and Activities: F ifty-
five percent (55%) of Rosemead
respondents indicated one of the
means they learn about parks and
recreation program offerings is
through the parks and recreation
brochure, which is higher than
the national benchmarking
average of 50%. However,
opportunities exist for increasing
marketing through the web (8%
in Rosemead compared to 14%
national benchmarking average)
and through the newspaper (15%
in Rosemead compared to 41 Vo
national benchmarking average).
Improved marketing in a few
areas may be one mechanism that
J
•
V-4
park, facility and program needs assessment
•
•
translates to more park usage and
recreation program participation.
• Need for Parks and Recreation
Programs: There are two parks and
recreation programs that at least
30% of respondent households
have a need for: Farmer's Market
(35%) and City-wide special events
(31%).
Most Important Parks and
Recreation Programs: Based on
the sum of their top four choices,
the parks and recreation programs
that households rated as the mr,st
important to their household
include: Farmer's Market (21%) and
adult sports and fitness programs
(16%).
• Programs Respondents Currently
Participate in Most Often: Of those
that have participated in City
programs (20%), the programs they
participate in most often are City-
wide special events (8%) and Youth
Learn to Swim programs (7%)
Organizations Used for Indoor and
Outdoor Recreation and Sports:
The City of Rosemead is the prime
provider of indoor and outdoor
recreation and sports activities in
the community. When measured
against other providers, i.e public/
private schools, churches and
religious organizations, private
health and fitness clubs, and
neighboring communities, nearly
half of respondents (49`/0) have
relied on the City of Rosemead
Parks and Recreation Department
for indoor and outdoor recreation
and sports activities during the
past year. The City of Rosemead
is used most frequently to serve
ages 11 and under; ages 12 to 17;
ages 18 to 54; and ages 55+ in that
order.
Use of Sport Fields: Fourteen
percent (14%) of respondents
indicated that they have used
City of Rosemead sport fields for
youth soccer, baseball, football,
and softball or adult soccer and
softball. Of this 14%, youth soccer
fields, youth baseball fields and
adult soccer fields were the most
frequently menti•-~.ned.
Sports Fields that Households Feel
Are Most Important To Improve:
According to the respondents who
use City sport fields, the following
types of fields need improvements:
youth soccer fields (46%), youth
baseball fields (29%), and adult
soccer fields (20%). It is important
to note that the sports fields that
respondents indicated are most
important to improve (youth soccer
and baseball fields, adult soccer
fields) have the lowest excellent
ratings of all sports facilities. While
relatively few respondents rated
these fields as fair or poor (8%,
12% and 21% for youth baseball,
youth soccer and adult soccer
fields respectively), there may be
opportunities to improve these
sports fields of high importance.
• Reasons Preventing Households
from Using City Parks, Recreation
Facilities and Programs More
Often: The most frequently
mentioned reason that households
do not use City parks, recreation
chapter five
•
facilities and programs moire
often is that respondents are not
interested/too busy (37%). This
response is typically the top reason
cited in most communities. Other
frequently mentioned reasons
include: I do not know what is
being offered (13%) and program
times are not convenient (11%).
Actions Respondents Are Most
Willing to Fund with Tax Dollars:
The actions that respondents
would be most willing to fund
with their tax dollars include:
upgrade and improve existing
neighborhood parks (31%),
develop new/connect existing
walking/biking trails (23%),
upgrade/improve existing outdoor
pools/aquatic center (21i), and
upgrade existing indoor recreation
centers (20%) Nationally, more
respondents are willing to
invest funding into improving
their existing park system than
into any other single area. With
neighborhood parks being one of
the two most important facilities
to respondents in Rosemead, this
finding is very consistent with other
survey findings.
• Satisfaction with Overall Value
Respondent Households Receive
from Parks and Recreation
Department: Sixty-nine percent
(69%) of respondents indicated
that they are either very satisfied
(25%) or somewhat satisfied
(449c.) with the overall value
they receive from the City of
Rosemead Parks and Recreation
Department. In addition, few were
somewhat dissatisfied (3%) or very
dissatisfied (2%). The remaining
26% are neutral. These ratings are
somewhat higher than the national
benchmark data that shows 60%
of respondents being either
very satisfied (25%) or somewhat
satisfied (35%) with the overall
value they receive from their local
parks and recreation system.
Public Facilities Used During the
Past Year: The City Hall and Public
Safety Center serve the needs of
Rosemead residents. City Hall was
visited by 27% of respondents
during the past year, while the
Public Safety Center was visited by
only 9% of respondents.
Reasons Preventing Households
Frorn Using City Hall or the Public
Safety Center More Often: Many
residents (37%) did not use City
Hall or the Public Safety Center
more often because they did not
know what services were offered
there. Another 12% did not know
the location of these facilities.
Self Administered Questionnaire
A self-administered questionnaire was
designed and administered to solicit
demographic information, recreation
preferences, availability of recreation
facilities, perceptions about City facili-
ties, gaps in service, and willingness
to bear some cost for maintaining or
improving existing facilities. The ques-
tionnaire was introduced to visitors at
•
v-6 1
park, facility and program needs assessment
•
•
•
the City's "Yard Sale" event in April
2009• and distributed at the Easter
Eggstravaganza as well. Questi,n-
nakes were made available at all pub-
lic City facilities to encourage people
to take part in the master planning
process. In addition, information
about how to participate in the survey
was posted on the City's website for
several weeks.
The questionnaires were directed to-
ward both youth and adults in English,
Chinese, Spanish and Vietnamese.
Two hundred twenty-six (226) ques-
tionnaires were returned with respon-
dents counted as follows:
Encilish
7 7R
Chinese
63
S~13nIS
Vietnamese
17
Key Findings from Self-
Administered Questionnaire
Results and key finding from the
questionnaire are presented below.
Complete results are included in the
Appendix of this document.
Many findings from the questionnaire
confirm, what the City already knows
about its community and how they
perceive Parks and Recreation servic-
es and facilities, su,-h as the popularity
of both the Garvey and Rosemead
Community Centers. However, some
iev,a valaCie mrormativn
ar.,vders u
that will influence future planning
for the City. In some cases. these
responses also differ from telephone
survey findings.
• 89% of park users gave the facilities
a "very satisfied" to "somewhat
satisfied" rating.
• 23% of people receive information
about parks and programs from
friends, closely followed by the
Parks and Recreation Brochure
(21%).
• 431/o of respondents reported
that they had participated in City
recreation and/or sports programs.
• Respondents ranked the top three
benefits cf parks and recreation
facilities as:
1. Makes Rosemead a more
desirable place to live
2. Improves physical health and
fitness
3. Helps reduce crime
• 66% of residents would be willing
to support an increase in taxes to
fund improvements to park and
recreation activities, trails and
programs.
Stakeholder Interviews
Ten key stakeholders were inter-
viewed to share their insights about
the specific needs of the groups they
represented. Identified by the City,
the stakeholders represented various
user groups. special interest groups
hapter five
u
and/or organizations, elected and
appointed officials. Stakeholders were
asked to respond to nine questions,
however, they were not limited in
their responses. The interviews lasted
approximately 20 minutes each.
(The stakeholder list, questions, and
complete answers can be found in the
Appendix).
These comments reflect the overall
collective key findings of the stake-
holders:
• Several stakeholders expressed
a high regard for the recreation
resources in Rosemead.
• All the stakeholders recognized
that there are areas that need
improvement:
• Ongoing maintenance at all
facilities
• Renovation of the RCRC
• Renovation to most public
I estrooms
• Ongoing concerns about the
pool facilities
I
More programs for youth and
teens
• They all mentioned that City's fee
structure needs to be evaluated.
• Several suggested that improved
partnerships with schools and
private organizations to help
relieve sports field shortages.
• Key stakeholders noted that
cultural diversity presents benefits
and challenges for the provision of
Dark services.
Community Visioning Workshops
Two Community Visioning Workshops
were held at the Garvey Recreation
Center and the Rosemead Commu-
nity Recreation Center on April 27
and 28, 2009. A total of 32 member s
of the community attended. Facilita-
tors explained the Master Planning
process and its goals. Participants
were asked to vote for their favorite
park facility, programs and amenities
by placing dots on graphic boards on
display in the room. The boards were
written in English, Chinese. Spanish
and Vietnamese. Small-group discus-
sion followed. Each breakout group
went through a three-stage process:
• Determine which facilities worked
well and where if any the gaps or
needs were in those facilities:
• Things they liked
• Farks they visited
• Sites that met their recreation
needs
• What should be added or
fixed
• Determine which programs worked
well and where the gaps or needs
were:
• Programs they liked
• Programs that need expansion
• New programs to be added
~J
V-8 I r TY OF R''S"M• AD PARKS. RE(REtIfION AND GE'•ERAI GACILIIIES MASTER FILAI
park, facility and program needs assessment
•
•
•
• Choose three top priorities of the
listed programs and'acilities
Key findings from the workshops are
noted below. Complete results are
presented in the Appendix.
Workshop Key Findings
The list of desired parks, amenities
and programs that emerged from
both workshops was varied and broad
in scope. They ranged from specific
site amenities to community-wide
improvements. The priorities noted
by each break-out group at both
workshops are presented in Table
5-1. These priorities are not arranged
in any particular order since all were
of equal importance t0 the group
members. Items listed in more than
one breakout Group are denoted with
an asterisk
An analysis of priorities from both
workshops indicated the following:
• Participants recognized the need
for parks to keep up with new
recreation trends such as skate
park, splash pads, nails and bike
paths.
• Users want to feel safe and secure
in their parks and on trails. They
are aware that new technologies
might be available to help law
enforcement do their jobs better.
• Residents want to keep their local
neighborhood parks functioning
litblr 5• I
WORKSHOP FINDINGS
• Skate park*
• Splash/spray pads*
• Bike trails
• Priority use of facilities for
residents
• Fence around preschool
playgrounds
• More security lighting for
Rosemead Trail and Garvey Park
• Expand Sally Tanner Park
• Jogging track in Garvey Park`
• Informational/security kiosks
• Ping Pong play area
• Expanded picnic areas
• Destination feature at Garvey
Park
• Additional/shared parking
• Upgrading of basketball courts
and equipment
• Better water management at
pool
• Outdoor performance venue
• Summer School for Ages 7-17
school district function)
• Classes for homeowners re:
taxes
• Classes on conservation and
living green
• Increase in youth programs
• More cheer/dance classes
• More baseball/softball
• More occupational classes
• More evening classes
• Expand pre-school/day-care
• Organized teen programs*
• Senior enrichment classes
• Citizenship classes
• Skills refresher classes for seniors
(driving, computer.,.)
• Arts festival featuring local talent
• Mock government workshops
• Basketball tournaments
• Drive-in cr c.pen air mcvie5
well. They would rather see
improvements or expansion of
local facilities than building new
ones.
• Most asked for more and
expanded programs, showing that
they would like more outlets for
recreation and reasons for social
gatherings in their community.
E5 W A51 E R Pi A6 1 V-9
chapter five
•
• Teen and youth programs were
seen as a high priority among
participants who perceived a gap
in service for these age groups.
5.4 KEY FINDINGS
Although the community outreach
process relied on a variety of different
methods to gather input from Rose-
mead residents, many of the same
issues and needs tended to emerge
from these various discussions and
survey instruments. These key [,,nd-
ings are categorized here to p ovide
an overall profile of what was I rned
through this process.
Existing Condition of Parks
Most expressed appreciation for the
parks available to City residents and
rated the overall condition as good. It
is no surprise that Garvey and Rose-
mead Parks ranked highest among
park visitors. The same result was
found for Garvey Recreation Center
and Rosemead Community Recre-
ation Center. The result of the popu-
larity of these parks and facilities is
that they are showing their wear from
the heavy use they receive.
From the on-site tour of facilities,
the team also observed that years of
cosmetic maintenance was failing to
address issues of aging infrastructure-
This is especially true for the two
public pools at Rosemead Park and
Garvey Park. Poor circulation, visibility
and accessibility issues were com-
mon themes among the park facilities
visited by the master plan team.
Among most participants in the
outreach process there was almost
universal desire to upgrade and im-
prove amenities of existing parks and
recreation facilities. Lack of parking
was a recurring theme, especially at
Jess Gonzales Sports Ccmplex and
when special events are being held at
Rosemead Park
Lack of Parks and Facilities
The greatest need that emerged
from both the telephone survey and
the workshops was the desire to
increase the number of walking/jog-
ging paths and trails, including bike
trails throughout the City. The second
greatest request was for indoor exer-
cise and fitness facilities, followed by
skate parks and splash pads.
While many had voiced concerns
about the existing parks, others let
us know that there were simply not
enough parks with sports fields to
serve residents. According to par-
ticipants, this was due in large part
to the use of fields by non-residents.
•
•
v-1o I
park, facility and program needs assessment
•
•
•
This was especially, true for the local
football organization, the Rebels.
Needs of Youth Not Being Met
Serving the needs of youth and the
teen population was seen as a top
priority in the focus group and com-
munity workshops. The perception
that there were too few facilities and
programs for youths and teens was a
recurring theme. Some wanted to see
more in the way of teen centers and
programs.
Reasons for Having and Supporting
Parks and Recreation
The reasons people cited for using
parks and the perceived benefits
for doing so was physical fitness,
health and well-being, followed by
opportunities to gather and socialize.
These types of activities relate to
quality of life issues. Amonq the types
of requests from outreach rarticipants
were cultural events, community
building activities, opportunities to
learn about and participate in efforts
to sustain and heal the environment.
Conclusion
The analysis contained in this chapter
is a general profile of the recreation
needs, desires and priorities that
emerged through the community
outreach and planninq process. This
overview along with more specific
needs assessment details lays out
an overall vision of improvements
that need to be made to existing
parks and the type of park and
recreation opportunities that should
be available to residents of Rosemead
in the future. These findings have
helped to guide and shape the
recommendations that form the basis
f Chapter V
v-,1
hapt er five
•
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u
•
V-12 1 1 . " Y C1 L F 0'; , WE A R P A R K S ~ E R E A 1 I I N A 14 6 E N E R A L r A C I I I 1 I E 5 10 A G 1 E R P I AN
CHAPTER SIX
policies, recommendations
and actions
40
.7
•
0
•
•
• BEAUTIFY COMMUNITY
I
INFRASTRUCTURE AND IMPROVE
i
PUBLIC FACILITIES.
i
• ENHANCE PUBLIC SAFETY AND
I
QUALITY CF LIFE.
• ENSURE THE CITY'S FINANCIAL
VIABILITY WITH BALANCED BUDGET`
AND PRUDENT RESERVES.
KEY ORGANIZATIONAL GOALS FROM
•
'_`c,=~49 Dc;c T r,CPLAN 20101-11
•
CHAP ER SO
policies, recommendations
and actions
6.1 INTRODUCTION
THIS CHAPTER OUTLINES policy
recommendations and goals that
together create a framework for
the maintenance and improvement
of the City of Rosemead parks and
recreation system as well as the
management of non-recreational
public facilities. It also. describes the
recommended a•--tions for carrying
out these polices and achieving
these goals. These policies, goals
and actions are based on the com-
munity needs assessment and the
level of service analyses for parks,
facilities, programs, and mainte-
nance.
The policies, standards and guide-
lines contained in this chapter are
both general and specific and are
not intended to be adopted as laws
or ordinances, but rather serve as
guidelines to steer future policy.
They set a framework for ongoing
practices that are designed to pro-
tect and enhance the recreational
experiences of Rosemead residents
and visitors.
This is the first Parks and Recreation
Master Plan for the City of Rose-
mead, and it should be updated on
a regular basis (usually every five to
ten years). The policies in this chap-
ter are consistent with the General
Plan goal to "provide high quality
parks, recreation and open space
facilities to meet the needs of all
Rosemead residents."
6.2 POLICIES,
RECOMMENDATIONS AND
ACTIONS
The recommendations contained in
this chapter address issues within
the following categories
• Parks and Recreation Facilities
• Safety and Security
• Sustainability and Conservation
• Trails and Connectivity
• Volunteerism
• Special Use Facilities
• Cultural Diversity
• Programs
• Joint Use and Partnerships
• Communication
• Non-Recreational Public Facilities
•
•
•
•
•
chapter six
vi-2 I
PARK AND RECREATION
FACILITIES
Policy 1: Employ established park
planning principles in the design of
improvements of existing parks and
recreation facilities.
Recommendation: Ensure that the
placement c,f buildings, open air
facilities, and landscape plantings are
unified, functionally-related to, and
compatible with adjacent uses.
Recommendation: C,-)ordinate the lo-
cations and the species of plants with
architectural and site design.
Recommendation: Consider the con-
text cf local f istnry and culture when
developing a park theme. Utilize
available histcric artifacts and other
resources where possible.
Recommendation: Design and build
parks anJ recreation facilities to be
fully accessible to all park users and
ensure they meet Americans with Dis-
abilities Act (ADA) requirements.
Recommendation: Evaluate and up-
date facilities fc,r Universal Accessibil-
ity and Safety.
• Action: Conduct a Universal
Accessibility Study throughout the
Rosemead park system.
• Action: Update facilities per Study
recommendations. Phase projects
over a five-year period.
Recommendation: Develop site plans
that ensure ~rptimurn utility, comfort
and security fc)r all park users.
Recommendation- Achieve a creative
balance of functional and aesthetic
criteria in the design of each park.
Policy 2: Ensure that all parks and
recreation facilities maintain a high
level of safety and security for
visitors and staff.
Recommendation: Remove graffiti
from park property within 24 hours.
Recommendation: Provide security
iaF tiny throuahcut parks and parking
areas.
Recommendation: Provide lighting
along pathways and trails.
Recommendation: Minimize obstruc-
tions tL, visit ility in the parks to allow
for- patrols to monitor unlawful activity.
• Action: Redesign and re-grade
Sally Tanner Park to increase
visibility into and out of the park
to deter transients and unlawful
behavior.
Recommendation: Repair and replace
,nw~n ccnc,=te pathways as needed
at all parks and recreation facilities.
Recommendation: Pest all park rule
shins in ea-lily visible areas. And,
where appropriate, post them in dif-
policies, recommendations and actions
•
Recommendation: Increase patrols
when necessary to deter unlawful
behavior at park facilities.
Recommendation: Provide a means
f ~r -park visit _ rs is report unlawful or
unsafe behavior.
Policy 3: Provide Parks and
Recreation Facilities that are
well-maintained and aesthetically
pleasing.
Recommendation: Monitor turf condi-
tions at all park facilities and refurbish
or replace turf on a regular basis to
ensure level play areas
• Action: Replace ball field turf at
Garvey Park, Rosemead Park and
Jess Gonzalez Sports Complex.
• Action: Renovate open turf area at
Garvey Park, Rosemead Park and
Zapopan Park.
Recommendation: Monitor and evalu-
ate the cc•ndition of all play equip-
ment, soft fall surfaces and play areas
on a regular basis. Make repairs as
needed on a phased basis.
• Action: Renovate hilltop play
area and repair safety railing at
Rosemead Park.
• Action: Update play structure and
surfacing at Rosemead Park, at
play area nearest the Recreation
Building.
• Action: Update play structure
and surfacinq at Garvey Park, at
play area nearest the Recreatior
Building.
• Action: Update play structure at
north end of Zapopan Park.
Recommendation: Evaluate and
replace outdated field lighting equip-
ment.
• Action: Update lighting at
Rosemead ball fields.
• Action: Update lighting at Garvey
ball field and tennis courts.
Recommendation: Evaluate picnic
areas including structures and seat-
ing for repair and replacement on a
phased basis.
• Action: Refurbish picnic structures
at Rosemead and Garvey Parks.
• Action: Refurbish Arbor at Guess
Fark.
• Action: Proceed with planned
improvements to Sally Tanner
shade pavilion.
Pnw belrer ar .~nlir Tanuer Ark
IV
Recommendation: Conduct a Rose-
mead Park Master Plan to evaluate
the best and most efficient use of park
space and pool facility.
Policy 4: Provide facilities for
organized and individual sports
activities, free non-structured play
as well as passive recreational
pursuits.
Recommendation: Aggresively seek
( -)ppcriunities acquire land for
recreational use to provide for future
•
•
•
•
chapter sir
F-Vamp r b mr, n rren rrrarr rurrL11
Gr lnrrnshrd.
oarkland requirements. Consider land Public Land, Rivers and Mountains
currently not zoned as open space
Conservancy and other land conser-
but with corrpatible adjacent use and vation agencies.
that could be rezoned without nega-
tive impact to surrounding areas.
Recommendation: Explore oppor-
tunities for developing additional
comprehensive sports facilities that
include lighting, fencing, seating and
restroom facilities.
Recommendation: Identify possible
locations for splash/spray park facili-
ties to encourage -ecreation on hot
days.
Recommendation: Explore opportuni-
,ips f,-,r building a skate park at a new
or existing facility.
• Action: Consider renovation,
redesign or replacement of Garvey
Park gymnasium to accommodate
competition play with spectator
seating, flexible court uses and
HVAC improvements.
Recommendation: Continually seek
c pportunities to acquire land through
grant partnerships with the Trust for
Policy 5: Ensure that the design
of new parks and renovation of
existing parks is environmentally
conscious, energy and resource
efficient and financially sustainable.
Recommendation: Evaluate irrigation
sysiems at all parks and recreation
facilities to improve coverage and
efficiency to meet current water use
regulations and City water conserva-
tion ordinances.
Policy b: Develop new facilities that
are multi-purpose and flexible to
ensure maximum use efficiency.
Recommendation: Explore the
development of a centrally located,
multi-generational recreation facility
to meet the needs of teens, youth,
adults and seniors under one roof.
•
VI-4 I
Recommendation: Conduct a Civic
Center study r,, assess the needs and
costs of upgrading currrent facilities
versus building a new complex or
policies. recommendations and actions
•
campus to house City Hall, a library
and multi-generational community
center.
Policy 7: Ensure that City staff
and contractors are well-trained
to provide the best service to the
community.
Recommendation: Ensure that Parks
and Recreation staff and management
have the resources, tools, technology
and training needed to effectively
perform their jobs.
Recommendation: Continue to offer
opportunities for staff to update their
skills by attending classes or work-
shops.
Recommendation: Occasionally al-
low staff from other departments to
shadow employees in their job duties
to promote collaboration and under-
standing between departments and
agencies.
Policy S: Develop a maintenance
and management schedule that
identifies preventative, remedial
and deferred maintenance
programs that include structures,
pools and equipment.
Recommendation: Evaluate restrooms
throughout parks for repair and re-
placement on an ongoing basis.
• Action: Update restroom facilities
at Garvey and Zapopan Parks.
• Action. Update interior of restroom
facility at Saily Tanner Park.
Recommendation: Evaluate play-
grcunds at all parks for repair and
maintenance on an ongoing basis.
Policy 9: The design of park
facilities should explore
opportunities to generate revenue
from admission, asset management,
user fees and concessions in order
to offset operating costs.
Recommendation: Exl to e commer-
cial developments of recreational fa-
cilities that appeal to youth and teens
such as climbing walls, batting cages,
and skate parks.
Recommendation: Undertake a
Nexus study c>f the City's fee structure
and Quimby regulation. Based on the
findings, update the fee ordinance to
improve cost recovery rates.
Recommendation: Review the City's
fee ordinance structure annually
and update as necessary to provide
adequate funding to maintain and
improve facilities as required-
Recommendation: Seek additional
revenue generating activities, grant
programs and other fund-raising pro-
grams, such as "Friends of the Parks,'
adopt-a-park or a park foundation.
1 M-5
•
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chapter six
VI-6 1
Policy 10: Prior to development,
identify the staffing requirements
and operational and maintenance
costs of recreation facilities to
ensure adequate budget planning.
TRAILS AND CONNECTIVITY
Policy 11: Increase multi-modal
pathways including bike paths,
pedestrian walkways, equestrian
paths, hiking trails and other means
of non-motorized transportation.
Recommendation: Consider develop.-
trig a Trails Master Plan to identify and
formalize trails throughout the City.
Recommendation: Promote use of
trails for wellness, recreation and
transportation, Place fitness stations
and distance markers along trails
to enhance interest and make trails
multi-purpose.
Recommendation: Identify routes that
o:~nnect Rosemead with regional trail
sites such as the Emerald Necklace.
Whittier Narrows and Rio Hondo
Channel.
Recommendation: Identify streets
that could i,e adapted for bike paths
connecting all areas of the City.
Recommendation: Seek grant funding
for trails from agencies such as, Safe
Routes to School, Complete Streets,
and other transportation-related
agencies.
Recommendation: Install siqnage
identifying bike paths, walking paths
nearby trails, transportation corridor
(i.e. buses, trains and light rail) and
places of interest.
Policy 12: Aggressively pursue
improvements to streets, sidewalks
and trails in keeping with Policies
in the Circulation and Resource
Management Elements of the 2008
Rosemead General Plan.
Recommendation: During street wid-
ening and renovation planning, make
it a priority to connect the City using
streets, roads, sidewalks and trails
that follow inclusive design guidelines
established by the Architectural and
Transportation Barriers Compliance
Board. (www.access-board.gov/out-
do or/c•utdoor-rec-rpt. htm)
Recommendation: insure that the
Parks and Recreation Department
is included in design review and
decisions affecting roadways, streets,
sidewalks and pathways that could
potentially connect parks, schools and
places of interest throughout the City.
Recommendation: Use street and
roadway renovation as opportunities
for creating recreational nodes that
act as destinations or milestones to
connect all parts of the city to parks,
schools, special facilities, places of
policies. recommendations and actions
I-]
interest, public buildings or other
modes of transportation. Use guide-
lines established by Safe Routes to
Schools (www.saferoutesinfor.org/
guide/engineer-ing,'sidewalks.cfm)
and Complete Streets (http., /plan-
ning.org/pas/quickno,,es./Pdfl'QN-
5text.pdf).
SPECIAL USE FACILITIES
Policy 13: Provide Special Use
Facilities that are well-maintained,
safe and aesthetically pleasing.
Recommendation: Proceed with
stated goal of assessing mechanical
systems at Rosemead Pool.
• Action: Remove pool chemicals
and equipment from unsecured
locations to secured and locked
locations away from staff and
public.
• Action: Update pool water
monitoring system to assist staff
in maintaining optimal pool
conditions.
Recommendation: Renovate Rose-
mead pool and support facilities in
conjunction with Rosemead Master
Plan as recommended under Policy
3. (The pool and facilities are in need
of remedial repairs, however, these
repairs do not address the overall
condition of systems and design that
must be addressed in a contextual
redesign of the park facilities.)
Recommendation: Address reme-
dial repairs to Garvey pool and its
facilities, but reserve funds for overall
recommendations as addressed in
the Garvey Park plaster Plan currently
underway.
Recommendation: Designate Com-
munity Centers as official Cooling
Centers for at-risk populations.
Recommendation: Proceed with
planned impr-2vements to Rosen--::,
mmuniry Recreation Center r,._
Recommendation: Proceed with o_ a1-
to increase rental use of Community
Centers.
• Action: Improve landscaping at
Rosemead Community Recreation
Center amphitheater to provide
attractive outdoor space alnd
picturesque backdrop for events
and banquets.
• Action: Increase advertising of
facilities available for rent.
Recommendation: Froceed with
stated goal to develop daily/weekly
maintenance schedule for Recreatior
Centers-
Recommendation: Refurbish turf at
Jess Gonzalez Sports Complex.
Recommendation: Consider the red=
vi-7
•
•
•
chapter six
to maximize sports field use, increase
parking, improve storage facilities and
refurbish concession building.
PROGRAMS
Policy 14: Continue to provide
comprehensive City-wide recreation
programs.
Recommendation: Continue tc) devel-
op recreation programs and services
that meet the expressed needs and
requests of the community.
• Action: Conduct periodic
community workshops to evaluate
and discuss program trends and
:hanging needs of residents.
• Action: Establish a Parks and
Recreation Commission to provide
citizen input and review on parks
and recreation issues.
Recommendation: Explore possible
s:-hcdarship, sponsorship or subsidies
for residents who have an expressed
need.
Recommendation: Continue to rede-
sign, develr•p and retire programs to
meet current needs and desires of the
community.
• Action: Develop an evaluation
standard for class performance
and satisfaction (as stated in Dept.
Goals and objectives)
Recommendation: Develop inter-gen-
erational programs that take advan-
tage of the abilities and interests of all
aqe groups (i.e. adopt -a-grandparent,
homework assistance, mentoring).
Recommendation: Develop a Youth
Advisory Council made up of a cross-
section of teens and tweens from
diverse ethnic backgrounds to meet,
discuss and advise staff on youth and
teen issues, trends and needs in the
community.
Recommendation: Create youth and
teen programs and events based on
recommendations from the Youth
Advisory Council.
Recommendation: Create volunteer
and empl- yment opportunities for
youth and teens that open up leader-
ship training and goal setting.
Recommendation: Develop programs
that allow youth and teens to create
and participate in performing and
cultural arts events.
CULTURAL DIVERSITY
Policy 15: Use Parks and Recreation
as a tool to unite, celebrate and
explore the cultural diversity of the
City of Rosemead.
Recommendation: Develop a Cultural
Arts Cc,un,il t advise and develop
multi-cultural events and activities
that bring the diverse community
tooether.
policies, recommendations and actions
•
Recommendation: Continue devel-
oping city-wide family events similar
to 4th of July and Oktoberfest that
promote a sense of community and
celebrate cultural diversity in Rose-
mead.
VOLUNTEERS
Policy 16: Promote the use of
volunteers as a way to give back
to the community and support the
park system.
Recommendation: Develop a volun-
teer program that includes a coordi-
nator, trainer and recruiter to assist
staff with events, programs and public
campaigns.
Recommendation: Support all volun-
teers with leadership training, supervi-
sion and resources necessary to do
their job successfully.
Recommendation: Utilize non-profit
agencies that promote volunteer
services to help recruit and train vol-
unteers.
Recommendation: Reward volunteers
through incentive programs and pub-
lic recognition.
JOINT USE AND
PARTNERSHIPS
Policy 17: Build and maintain
community partnerships with
schools, non-profits, service clubs
and local businesses to foster joint
use of facilities for recreational and
cultural uses.
Recommendation: Continue discus-
sions with school districts to share use
of sports fields and meeting rooms.
Recommendation: Continue discus-
sions with Southcm California Edison
(SCE) to develop parks and open
space along utility corridors.
• Action: Pursue negotiatiobs with
SCE for future use of Zapopan
Park. Current park conditions
require renovation, replacement
and refurbishment of equipment
and buildings. Improvements may
not be approved under --urrent
usage agreements.
• Action: Follow through with stated
goals of developing Hellman Ave.
Pocket Nark and San Gabriel Blvd.
pocket park.
COMMUNICATION
Policy 18: Continue to explo
re and
expand the ways the City pr
omotes
and communicates program
s and
events, i.e., social networks,
twitter,
blast emails, canvassing, etc
.
Recommendation: Continue
~o de-
velop the City website as a useful tool
to promote participation in re
creation
programs and events that are offered
through the City.
Recommendation: Maintain a rictor-
ous schedule for publishing the recre-
•
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•
E
•
chapter six
awareness of programs and participation.
NON-RECREATIONAL PUBLIC
FACILITIES
Policy 19: Ensure the safety and
security of employees and visitors at all
buildings that provide services to the
public.
Recommendation: Inspect and monitor
buildings for damage that could affect
structural integrity or public safety.
• Action: Repair lower level retaining wall
at City Hall.
• Action: Repair roof leaks at City Hall.
Recommendation: Ensure that the trea-
ment and storage of all maintenance
materials follow safety standards.
• Action: Improve storage facilities at
Maintenance Yard at Rosemead Park to
allow for secure storage of materials.
Policy 20: Provide universal access to
employees and visitors at all public
buildings.
Recommendation: Include all non-recre-
ational buildings and facilities in universal
access study recommended in Policy 1.
• Action: Be sure to address accessibility
to basement offices in City Hall,
including public and staff.
Policy 21: Ensure that buildings are well-
maintained, aesthetically pleasing, fully
functional and energy efficient.
Recommendation: Evaluate and update
interior and exterior lighting of buildings.
• Action: Update interior lighting at City
Hail.
Recommendation: R'eFair, maintain and
update building infrastructure and facade--
on a regular and timely basis.
• Action: Update electrical, mechanical
and plumbing systems at City Hall and
Maintenance Yard at Rosemead Park.
• Action Refurbish exterior glazing on
the Temporary Maintenance Facility at
Garvey Park.
• Action: Perform repairs to roof,
par apets, reglets, reveals and stucco at
Public Safety Center.
• Action: Repair exposed beams and
mechanical screens at the Temporary
Maintenance Facility at Garvey Park.
Policy 22: Make sure that all new
buildings or renovations to existing
buildings meet current LEED rating
system requirements.
Recommendation: Conduct an evalua-
t11 fall existing buildings to determine
whether they qualify for LEED certification.
Policy 23: Evaluate functionality of non-
recreational buildings.
Recommendation: Consider redesign of
public areas in City Hall to improve circula-
tion and functionality.
Recommendation: Consider relocation of
PuLlic Safety Center to accommodate fully
functional facility that includes adequate
storage, office space, parking, lockers and
showering facilities and emergency shelter.
policies, recommendations and actions
•
(Current location is in close proximity
to high voltage power equipment.)
Recommendation: Consider redesign
of the Maintenance Yard at Rosemead
Park to accomodate current use as a
storage facility (versus staffed office
facility).
Recommendation: Make it a prior-
ity to seek a permanent location for
the Public Works facility to include
adequate office space, locker rooms,
personal hygene areas, secure storage
areas for equipment and supplies and
adequate parkinq for employees and
fleet.
Policy 24: Ensure that public service
facilities are adequately staffed
and employees are trained to
handle customer needs quickly and
efficiently.
Policy 25: Monitor staff
performance on a regular basis to
maintain a high level of customer
service and provide helpful and
successful transactions with visitors
and customers.
6.3 CAPITAL PROJECTS
Some of the policies, recommenda-
tions and actions listed in this chapter
require allocation and planning of
short-, medium- and long-term capital
funding. Chapters VII and VIII cover
strategies for acquiring funding for
The following is a partial list of im-
provements that have beer. identified
as Capital Projects. Some of these
projects are taken from the City of
Rosemead CIP section cf the 2009-10
budget and are already scheduled to
be completed.
• New lighting
• building interiors and exteriors
• spc its fields and courts
• pathways and trails (i.e
Rosemead Park Trail)
• Regrade and redesign Sally Tan-
ner Park
• Make planned repairs at Sally
Tanner Park
• Update restroom interior at Sally
Tanner Park
• Update restroom facilities at
Zapopan and Garvey Parks
• Repair cracked concrete path-
ways at all parks
• Resurface ballfield turf at:
• Garvey Park
• Rcs:-mead Park
• , leczz C,onzalez ~_o7s Complex
• Renovate open turf areas at:
• Garvey Park
• Rosemead Park
• Zapopan Park
• Renovate or replace park play-
ground areas
• Hilltop play area at Rosemead
Park
•
r ~
L_J
chapter six
•
• Preschool Playground at Kosemeacl
Park (located near recreation
building)
• Garvey Park playground located
near recreation building
• Update northern playground at
Zapopan Park
• Expand playground at Klingerman
Park
• Replace playground at Sally Tanner
Park
• Refurbish picnic structures at Rose-
mead and Garvey Parks
• Refurbish arbor at Guess Park
Redesign or replacement of Garvey
Park gymnasium (refer to Garvey Park
Master Plan)
• Redesign or renovation of aquatic
building and pool at Garvey Park (re-
fer to Garvey Park Master Plan)
• Redesign or renovation of aquatic
building and pool at Rosemead Park
(following completion of Rosemead
Park Master Plan)
• New amenities at existing or new
park facilities:
• Ojtepark
• K_`lash plaza
• Recommended Studies
• C,--.nduct a study to determine the
cost i ren.vating v relocating the
Civic Center
• Conduct a Trails Master Plan
• nduct an ADA evaluation of
-.I11 iPS Sri,-! r,j_lil
• Conduct a LEED evaluation of
existing facilities and buildings
• Conduct Rosemead Park Master
Plan
• Additional trails, bike paths, ameni-
ties and signage throughout City
• Update the pool water monitoring
system at both pools
• Make planned improvements to
RCRC roof
• Redesign Jess Gonzalez Sports Com-
plex to make better use of space
• Develop two new pocket parks as
planned on Edison right of way
• Redesign Maintenance Yard at Rose-
mead Park
• Design and build a Public Works
Maintenance Facility
• Update electrical, mechanical and
plumbing systems at City Hall and
Maintenance Yard at Rosemead Park
• Redesign public areas of City Hall to
improve circulation and functionality
• Relocate Public Safety Center
• Design and build an intergenerational
community center to house seniors,
teens, meeting spaces, classrooms,
performance stage, kitchen and other
support facilities
CHAPTER SEVEN
funding options and
recommendations
•
•
0
•
INFRA5TRUCTURE AND IMPROVE
PUBLIC FACILITIES.
• ENHANCE PUBLIC SAFETY AND
QUALITY OF LIFE.
• ENSURE THE CITY'S FINANCIAL
VIABILITY WITH BALANCED BUDGETS
AND PRUDENT RESERVES.
KEY ORGANIZATIONAL GC)ALS FROM
ROSEMEAD SiR.ATEGlC PLAN 2010-1 1
• BEAUTIFY COMMUNITY
•
7.1 INTRODUCTION
The City of Rosemead (City) Parks and
Recreation Department endeavors
to provide park facilities that are well
distributed throughout the City and
that provide an engaging variety
of recreational opportunities. The
Department also needs to adequately
operate and maintain its facilities
in order to maximize their use and
enjoyment by the citizens of the City.
This chapter focuses on funding
sources, both existing and proposed,
for current and future planned
park and recreation facilities. As
City staff and decision makers are
aware, municipal funding sources are
constrained, particularly in the short
term. However, there are potential
additional funding sources that the
City could consider. Additionally, this
chapter presents the most current
identified park and recreation facility
projects and the estimated costs of
those projects. Probable funding
shortfalls are identified and potential
funding sources are suggested-
CHAP1Ek' ti V E N
funding options and
recommendations
Figure 1 summarizes the additional
funding sources required to fund
projects in each level of priority, as
identified later in this chapter. Funding
sources are listed in order cf ease of
adoption; those listed farther to the
left are generally easier to adopt or
obtain than those listed to the right.
Priority 1 projects could be funded with
a combination of the first three funding
sources.
Figure 1: Funding Sources Required to Fund Capital Improvement Plan
J0.
~i Ca yJ~ ~ / F'
Pnonty 1 Pro}ects
Pnorny 1 and 2 Projects
♦
♦
•
•
1Pnonty 1, 7 and 3 Projects
•
♦
♦
•
7.2 RELATION TO MASTER
PLAN AND CAPITAL
IMPROVEMENT PROGRAM
This chapter presents planning
level cost estimates and funding
recommendations for park and
AD PAkr S. RECREATION AND GENI
L AN I VII r
•
•
•
•
•
chapter seven
vn-z I
recreation projects suggested earlier
in this document. The Master Plan
presents short, medium and long
term improvement projects eligible
for eventual inclusion into the City's
Capital Improvement Program (CIP).
Bath the Master Plan and the CIP are
preliminary indications of the City's
plans for new facilities. As a working
document, the CIP will be reviewed
and revised on a regular basis, as
the City's needs change. Neither the
Master Plan nor the CIP is intended
to be inclusive of all projects needed
to serve the City in the future; rather,
each document is a 'snapshot' of the
City's perceived needs at the time it
was created. Therefore, the planned
projects listed in the CIP are included
on a conceptual basis and are subject
to change.
The recommended projects in
this Master Plan can be seen as
a generalized roadmap to guide
future facility needs. Parks projects
recommended here represent an ideal
level of service. Future updates must
be informed by the policy decisions
that will need to be made regarding
the level of service that the City will
provide. The availability of adequate
funding, both for facility acquisition
and improvements and for on-going
cperations and maintenance, will be
critical considerations to the level
of facilities realized. The parks and
recreation chapter of the development
impact fee study, a separate effort
currently in progress, will also need to
be informed by the recommendations
made as a result of the information
presented here.
7.3 EXISTING FUNDING
SOURCES
Existing City resources for park
facilities and recreation programs
are constrained. The Parks and
Recreation Department is well aware
that it must compete with many other
City departments for funding. This
section sets the stage for the funding
discussion by presenting the existing
financial situation within the context of
the City's overall tudget. The section
also details the Parks and Recreation
Department's existing funding sources
The City of Rosemead Parks and
Recreation Department receives
funding for maintenance and
operations from a variety of funding
sources, including the City's General
Fund, the Community Development
Block Grant (CDBG) fund and the
Proposition A fund. This section
provides a description of major
existing funding sources including a
description of historical revenue.
funding options and recommendations
is
Table 1 shows all existinq funding
sources for parks and recreation
services from FY _7007-08 to FY 2009
2010 (projected). The two largest
current funding sources for parks and
recreation are:
a General Fund -The General Fund
supports a variety of essential City
services such as police and fire
protection, street maintenance,
libraries, and parks and recreational
facilities maintenance and
development. General Fund
revenue comes from sources such
as property tax, sales tax, franchise
fees, and service fees. Over the
previous three fiscal years, the
General Fund provided for over
95 percent of funding for the
Parks and Recreation Department.
The allocation to the Parks and
Recreation Department is not
fixed, and is adjusted annually to
meet need. It is also constrained
by competing needs of other City
departments fr,nded by the General
Fund.
9 Community Development Block
Grant (CDBG) - This fund accounts
for revenues received from the
U.S. Department of Housing and
Urban Development. Grants are
devoted to community economic
development and economic study.
A similar amount of funding (less
than two percent of the Parks and
Recreation Department budget) has
also been received annually from the
Table 1: Parks and Recreation Department Funding
FY 2007-08 FY 2006-09 FY 2009.10
Funding Source Budget Adopted Adopted
General Fund
$ 3,486,038 f
3,325.400
S 3,132,203
CDBG Fund
53.037
66.140
75 168
Propuwlron A FunJ
37.000
75 000
02.000
Total
$ 3,576,075 $
3,486,540
f 3,269,371
;r<nersi Fund''k of TWai
97%
95%
96%
8p Cory d Rdf TA Adapted BMW rY 2006-07. Cdr d R034nead AdVmd &dpb FY
200-1 -06 Car or Rm m 4d Adapba Wail ft rY 200" Crk Of RpaeMeod Pans and Reveawn
Dew urmt
Proposition A Fund. Proposition A
was passed July 1, 1982. It guarantees
the City of Rosemead a share of an
additional two percent of sales tax
collected in Los Angeles County t:
be used for transportation related
expenditures
Expenditures
The Parks and Recreation Department
expenditures fend the capital facilities
and maintenance and opera ions costs
of a neighborhood and com unity
park system, and a number f City
recreation and aquatics facil ties-
Total costs to the departme It for
the provision of these services over
the past five fiscal years appear in
Table 2 (on the next page). &er the
previous five fiscal years, Salaries
and Benefits make up the majority
of expenditures, ranging from 64
percent of total expenditures in FY
2004-05 to 50 percent in FY 2008-09.
•
•
•
•
Department budget has fluctuated and
has dropped to $2.9 million in FY 2009-
2010 (estimated) from a high of $4.25
million in FY 2006-2007 (actual).
Table 3 slows Parks and Recreation
Department staffing for the previous
five fiscal years. Full time equivalent
(FTE) positions have ranged from 94 to
135 positions.
To date, the Parks and Recreation
Department has ensured that
expenditures are programmed to
mat- %--h available revenue. With the
current economic downturn, revenues
are projected to decrease. In the FY
2008-09 budget request, overall park
revenue and expenditures declined by
approximately two percent, despite
an increase in service population.
Depending on the length and severity
and Recreation Department can expect
further reductions in revenue and
consequently level cf service, unless
other funding sources can be identified
and obtained.
7.4 PROPOSED CAPITAL
PROJECTS
The City cf Rosemead is a largely built
cut city with little or no additional
vacant land to acquire for parkland.
Consequently, the City is considering
the adoption of a Parks Master Plan
devoted primarily to the renovation
and expansion of existing parkland
and special use facilities. The City's
existing parkland and facilities, as well
as planned improvement projects, are
first described below. A description of
proposed new facilities, as prioritized
based on MIG's community meetings,
follows.
Table 2: Parks and Recreation Department Budgeted Expenditures
FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10
Actual Actual Actual Actual Actual Actual Estimated
Expenditures $ 3.201,236 $ 3,383,358 $ 3,881,469 $ 4,249,462 $ 4,078,631 $ 3,084,219 $ 2,895,966
Source: City of Rosemead. Comprehensive Annual Financial Report 2009.
Table 3: Parks and Recreation Department Employees
FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2007-08 FY 2008-09 FY 2009-10
Employee Ciasstfication Actual Actual Actual Actual Actual Actual Actual
Full-time and Part-time 97 94 103 101 103 135 114
Employees
)urce City of Rosemead. Compehensrve Annual Finam„ral Report 2
funding options and recommendations
•
Existing Facilities
Table 4 displays existing greenbelt,
mmunity, neighborhood and
specialty facility park acres within the
City of Rosemead. The City currently
maintains 50.87 acres of parkland.
Recent sales of vacant residential
and commercial land indicate that
the average price of a residential
acre is approximately $700,000, while
the average price of a commercial
acre is approximately $3 million. This
suggests that the City of Rosemead
currently maintains an estimated $49.4
million worth of parkland based on the
facilities shown in Table 4.
Table 5 (,-)n the following page) shows
the inventory of existing recreational
and special use facilities maintained
by the City of Rosemead. The City
currently maintains 101,947 square feet
of special use facilities. These facilities
may need to be replaced oi` expanded
as demand for park facilities increases
with new development. I
New Facilities
New park and recreation facility
recommendations are informed
Table 4: Existing Parkland Inventory
Acre/Sq.
Est. Land Value
Est. Land
Park Type
Ft.
per Acret
Value
Angelus Park
Greenbelt
0.20
$ 700.000
5 140,000
Garvey Parke
Community
10.50
700,000
7,350,000
Garvey Recreation Center
Facility
3.00
3,000.000
9,000,000
Guess Park
Greenbelt
0 25
700.000
175,000
Klingerman Park
Mini
0.75
700.000
525,000
Olney Park
Greenbelt
0.17
700 000
119,000
Rosemead Community Recreation Center
Facility
2.75
3,000.000
8,250.000
Rosemead Park
Community
19.25
700.000
13,475,000
Sally Tanner Park
Neighborhood
1.25
700.000
675,000
Jess Gonzalez Sports Complex Park
Specialty Facility
600
700.000
4,200,000
Triangle Park
Greenbelt
0.25
3,000.000
750,000
Zapopan Park
Neighborhood
6.50
700.000
4,550,000
Subtotal - Improved Park Acres
50.87
$ 49,409,000
Weighted Average Land Value per Acre
$ 971.300
Land values based on average recent sales for vacant residential and commercial land in the City of Rosemead. Land value is applied to
parks according to the corresponding surrounding land use.
A putylrr: wanks la0ity ooe:upes ' 43 acres if land n Garvey Park Talc tacikly is expected to revert to park and recreation uses in ttte
neat future
Sources CRy of Rosemead; t.nopret Real Estate Listings; Wllelan Financial Services
•
C7
I VII-5
chaoter seven
•
Table 5: Existing Park Facilities
Sq. Ft.
Rosemead Park and Pool
Rosemead Club House
884
Concession Stand and Restrooms
1,416
Playgrounds (3)
12,890
Rosemead Pool House
4,888
Large Pump Room
980
Subtotal - Rosemead Park and Pool
21,058
is
Garvey Park
Recreation Offices and Restrooms
1,200
Pool House
5,166
Gymnasium
8,128
Tennis Courts
Storage, Restrooms and Snack Bar
1,400
Subtotal - Garvey Park
15,894
Zapopan Park
Playgrounds (3) 7,788
Sally Tanner Park
Playground 4,981
Klinaerman Park
Playground 1,902
Other Facilities
Rosemead Community Recreation Center 18,000
Jess Gonzalez Sports Complex Restrooms, Office and Bay 1,800
Garvey Community Center 30,524
Subtotal - Other Facilities 50,324
Total - Park and Recreation Buildings
101,947
Sources: City of Rosemead; Willdan Financial Services.
•
VII-b I (,IY ()r cncEMEA - 'ARKS, RrCREA7I0I4 AND GENEFAl rA IEITIES MA
funding options and recommendations
•
by parkland standards, which are
expressed as devel-ped park acres per
1,000 residents. Table 6 presents the
calculation of cur rent Iacal community
parkland standards, as well as the
City's General Plan policy standard of
2.5 acres per thousand residents. The
City of Rosemead provided 0.88 acres
of parkland per 1,000 residents in the
base year of 2007, or less than half of
the suggested General Plan policy
standard. The year 2007 is used as a
base year to maintain consistency with
other chapters in this study.
Table 7 (gin page 8) shows a list of
parks and recreation improvement
projects being recommended in this
document. Projects are assigned
priority levels of 1, 2 or 3 indicatinq
that ideally the project should be
complete in the next 5, 10, or 15
years, respectively. The projects
that appear in Table 7 include the
construction of completely new
facilities, such as the Aquatic Center
at Rosemead Park, as well as the
repair of numerous older and well
worn facilities. In total, approximately
$32 million in improvement projects
is being recommended as part of the
Master Plan to serve the City's park
and recreation needs over the next 15
veal s.
Table 6: Existing Park Standards
Amount Unit
Current (20071
Exisling Local Community Park Acres
Population . 2007
Existing Level of Service
General Plan Standard
5087 Acres
57,756 Residents
0.88 Acres per 1,000 residents
2.50 Acres per 1.000 residents
Sources American Community Survey x005-2007 Cfty d Rosemead WAfdan Financial Services
Table 8 below summarizes
improvement projects from Table 7 by
both priority order, and project type
(new construction, repair, or technical
analysis). For the purposes of this
analysis, only projects in the "New
Construction" category are considered
eligible for development impact fee
funding. j
Table 8: Summary of Rosemead Parks Facility Improvements
1 $ 14.005.000 $ 5.825,100 $100.000 $19.930,100
2 1,585,000 5,215,700 50.000 6,850,700
3 1100.000 4,117,500 - 5,217,500
Total $ 16 690.000 $ 15.158.300 $150.000 $ 31,998,300
years 2n6- 10 years: 3=11.15 years
Only A'fincfs in this category are *4 die fir impact fee funding Proocs in the oahw two categories
must be fmideo with other sources in Order to convoy wan the mkigabon Foe Act
Sowce Table 7
vll-7
•
•
chapter seven
•
•
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funding options and recommendations
7.5 ESTIMATED OPERATIONS
AND MAINTENANCE COSTS
In addition to capital costs, the
addition of new park and recreation
facilities will also increase annual
operations and maintenance costs.
These costs are typically funded
by the General Fund. Based on
a review of current operations
and maintenance cysts from the
Department's budget, the annual
cost of maintaining the amenities in
the suggested facilities in the Parks
Master Plan has been estimated and
is described in this section
Table 9 on the following page
summarizes the costs of maintaining
the additional new facilities proposed
in Table 7. In all, approximately
$409,500 will be needed annually
to maintain the top priority projects
that involve construction of new
or expansion of existing Parks and
Recreation facilities. No increases in
annual maintenance effort or cost
are assumed for renovation projects.
$242,900 will be needed annually to
maintain mid priority projects, and
$50,000 will be needed to maintain
low priority projects. Many of the
CIP projects presented in Table 7
represent repairs or maintenance
projects. Accordingly, additional
maintenance costs have n;,t Geer
calculated for these; the maintenance
costs appearing in Table 9 represent
maintenance costs for new facilities
that will require additional operations
and maintenance resources.
7.6 POTENTIAL ADDITIONAL
REVENUE SOURCES -
CAPITAL
Additional funding will be required
not only to fund the capital
improvements and renovations show
in Table 7, but also to fund the on-
going maintenance costs shown in
Table 9. Certain funding sources can
be used for any purpose, while others
are restricted to solely fund capital,
or solely fund on-going maintenance
needs. This section will describe the
revenue sources that can be Used to
fund capital improvements. hevenue
sources used to fund on-going
maintenance and operations costs are
described in the subsequent section.
There are several potential additional
untapped revenue sources for funding
capital needs. However, each source
must be approved by either the ruling
body or the voters. Consequently, the
biggest hurdle for implementation of
these revenue sources is the approval
by the community to exact funding
•
0
chapter seven
•
•
Table 9: Estimated Maintenance Costs for Planned Facilities
Annual Total Annual
Maintenance Maintenance
Planned Facility Facility Size Units Cost per Unit' Cost
Priority 1
Construct new Aquatic Center at Rosemead Park
to include competitive pool with lessons and
wading pool areas, new bath house, picnic
shelter, and bleachers with solar panels
Construct a new Aquatic Center at Garvey Park
to include water play and interactive spray
features, slides, lesson pool, new bath house,
and picnic shelters
Reconstruct City Hall parking lot to create Civic
Center Campus with connectivity between City
Hall, Library, and RCRC. Project to include
roof/HVAC repairs and expansion of RCRC
(2.500 sq ft) to house Parks & Rec. Department.
Teen Center, and Computer Lab
Develop new Neighborhood Parks along Edison
easement and on "surplus" properties (i.e.,
Stallo/Heliman)
Prio ' 2
Renovate and expand Garvey Park Gym (to
12,500 sq ft) to include spectator areas,
restrooms, and dressing areas wlupgraded
showers
Construct new restroomloffice building (1,800 sq
ft) at Garvey Park (adj. to large playground)
Prio " 3
Construct a Skate Parke
Annual Maintenance Costs for Planned Facilities
NIA
NIA
2,500
9
28,609
1.800
WA
NIA 5 150,000 $ 150,000
N/A
Sq. Ft.
Acres
Sq. Ft.
Sq. Ft.
NIA
150,000 150,000
8.00 20.000
9,946
89,500
Subtotal S
409,500
8.00
228,500
8.00
14,400
Subtotal $
242,900
50,000
50,000
702,400
Note: Figures have been rounded-
' Maintenance costs per unit are based on the operations and maintenance expenditures reported by each division of Parks and Recreation in the
Rosemead Adopted Budget for FY2009-2010. Total budget amounts are divided by corresponding existing facility inventory (facility sq ft.. acres of
improved parkland, etc.) to obtain unit costs.
z Annual estimate for skate park maintenance provided by Los Angeles County Figure is based on the annual maintenance cost for the 12.500 square
foot skate park facility at Village Park within the City of Paramount
• Sources: Los Angeles County MIG. Willdan Frianctai Services
VII-10 I
funding options and recommendations
l/ 11
u
from itself to fund park facilities. The
revenue sources examined below
are shown in order of probability of
approval. (Those listed sooner are
more likely to be approved.) The
degree to which the community and
its representation is willing to consider
imposing additional revenue sources
will dictate the level of park facilities
that are financially feasible.
As part of this Master Planning effort,
MIG initiated exploration of several
additional revenue sources. For
example, Leisure Vision was retained
to conduct a telephone survey ,,_)f
residents in Rosemead to determine
the highest priority projects in the
community. The highest priorities for
what respondents wanted to fund
with their tax dollars were to upgrade
and improve existing neighborhood
parks, to develop new and connect
existing walkways and biking trials, and
to upgrade and improve the existing
pools.
Additionally, a self-administered
questionnaire was distributed to
residents at various city events.
According to the responses, 66%
of respondents would be willing to
support an increase in taxes to fund
improvements to park and recreation
activities, trails and programs.
Development Impact Fees
The City is currently conducting
a nexus study, per the guidelines
set forth in the Mitigation Fee Act,
as a precursor to implementing
development impact fees for a number
of facility categories, including parks.
In-lieu park dedication fees and impact
fees are one-time fees paid by new
development at the time of building
permit issuance to provide facilities
for new development. These fees can
provide a significant source of revenue
for capital projects, with two main
caveats:
• The capital facilities must benefit
new development; facilities that
do not benefit new development
cannot be funded with impact fees;
and
• Park in-lieu dedication and impact
fee revenue is dependent on the
development market. As such,
revenue generation can be highly
variable from year to year.
An example of potential impact fee
revenue has been estimated and is
shown below. All impact fee estimates
shown below are preliminary and are
subject to change. The impact fee
revenue estimated in Table 10 assumes
that the City continues to provide
parks at the existing level of 0.88 acres
of parkland per thousand residents and
existing value of park improvements
•
is
•
•
•
chapter seven
and facilities per resident. It the City
imposes impact fees based on the
maintenance of the existing 0.88 act e
per thousand residents standard, it
could potentially generate $5.8 million
in impact fee revenue through 2030
for new park facilities tc serve new
development.
The City is also investigating an in-lieu
fee for community and neighborhood
parkland under the Quimby Act, which
allows the City to charge a fee in-lieu
of parkland dedication at the City's
General Plan standard of 2.5 acres per
thousand residents. While an in-lieu
fee could generate significantly higher
revenue than the Mitigation Fee Act
park impact fee, Quimby fees can only
be levied on residential subdivisions,
and it is not apparent that any future
development in the City would be
eligible to pay such a fee. As such, a
revenue estimate for Quimby fees is
not included here.
Table 10: Estimated Park Impact Fee Revenue
New Residents (2010-2025) 3,755
Fee per Capita $ 1,540
Fee Revenue $ 5,783,000
Sources California DeDarlment of Finan--e C,ty of Rosemead. Willdan Financial
Servu;e5
The exact level of the tees will not be
known until the separate fee analysis
process is complete. However, an
estimate based on preliminary fee
calculations is made and shown in
Table 10 below.
Potential impact fee revenue only
accounts for approximately one third
of the project costs for new park and
recreation facilities that are attributable
to new development. New facilities
will also partially benefit the existing
service population. An estimated $10.9
million in additional funds would be
needed to complete projects deemed
appropriate for impact fee funding in
the event that the City charges impact
fees at a level consistent with the
existing park facilities standard.
Redevelopment Funding
Redevelopment funds are a
potential source of revenue for the
Parks and Recreation Department.
Redevelopment funding may
become available for future parks
projects located within the City's
redevelopment area. it must be noted
that the Redevelopment Agency
controls the use and prioritization
of funds. To the extent that projects
listed in Table 7 are within the City's
redevelopment area, redevelopment
funding options and recommendations
•
funding may be allocated to those
projects. To receive funding, projects
must be located with a redevelopment
area.
Grant Funding
Historically, the City has won more
than $550,000 in the form of Rivers and
Mountains Conservancy Grant (RMC
Grant) funds for the development of
the San Gabriel Blvd. Pocket Park.
While these funds are not currently
devoted to projects that appear on the
City's proposed CIP, RMC and other
grant funds may become available
to the City in the future. Because the
availability of grant funding is highly
unpredictable, it is impossible to
estimate the exact amount of funds
that may become available to the City;
still, the City's history of obtaining
grant funds can be interpreted as
evidence for the viability of this option.
One grant that some proposed
projects listed in Table 7 may qualify
for comes from one section in
Proposition 84, known as the Statewide
Park Development and Community
Revitalization Program. The program
provides between $100,000 and
$5,000,000 for projects that meet
certain criteria, including projects
that address a critical lack of space,
serve an underserved rC)mmunity,
address resident's needs, among
others. Applications for the first round
of the program were due in March
2010. However, the application for the
second competitive round will be due
no sooner than March 2011, so the
City has sufficient time to complete
the necessary application. The project
that is most likely to be eligible to
receive Proposition 84 funding is the
construction of the new aquatic center.
The City should pursue this funding
aggressively, and submit an application
for the second competitive round of
the award
Another grant that projects in the CIP
c-ould be eligible for this the Land and
Water Conservation Fund Program.
This is a federal program, administered
by the National Park Service that seeks
to acquire, develop, and maintain
outstanding properties in perpetuity
for outdoor recreation purposes.
Under the previsions of the California
Outdoor Recreation Resources Plan
Act of 1967, (Public Resources Code
§5099 et seq.), the expenditure
of funds allocated to California is
administered by the Director of
the State Department of Parks and
Recreation. Of the funding available
to California each year, sixty percent is
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40
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forty percent is allocated to southern
California, after administration costs
are subtracted. Generally speaking,
eligible projects are either the
acquisition of additional parkland, or
the development of outdoor parkland,
including rehabilitation of existing
facilities. Indoor facilities, such as
community centers and gymnasiums
are not eligible to receive this funding.
Additionally, the grant requires a
j ,llar for dollar match, meaning that
. a best, it can be used to fund half of
an eligible project's total cast. The
City should aggressively pursue this
funding source for eligible projects,
and submit an application for the next
competitive round, anticipated due in
fall of 2010.
Voter Approved Bond Measure
Another pot -rtial revenue source
tc fund parks projects is a voter
Table 11:
City of Rosemead A
ssessed Value
SBE Non- Total Taxable
Fiscal Year Secured
Unsecured Unitary Assessed Value
2004-05
$ 2.345,083,686 $
57,368.008 $ 20.426,612 $ 2,422.878.306
2005-06
2,561,631.859
64,776.971 18.555.208 2,644,964.038
2006-07
2,826.876.615
55.851.646 19173,832 2.901.902.093
2007-08
3.085.354.513
61,564.235 18.883,761 3.165.802.509
2008-09
3.277,256,282
66.506.103 18.883.761 3,362.646.146
•
Source City of Rosemead Comprehensive Annual Financial Report 2M,
approved bond measure. A bond
is issued based on increasinq the
property tax rate on real property
assessed value. Table 11 shows the
total taxable assessed value of real
property in the City of Rosemead from
FY 2004-05 to FY 2008-09.
Table 12 sl-,_,ws an estimate of the
revenue that a general obligation
bond issue could potentially
generate. The analysis assumes an
interest rate of 4.53 percent (the
current municipal bond interest rate,
as reported in the Wall Street Journal)
and a 30-year bond issue. Although
the current property tax rate in the
City of Rosemead may vary by parcel
depending on local assessments,
special taxes and school bonds, it is
assumed to be approximately 1.54
percent.' The table shows revenue
generated by three scenarios that
would add to the existing tax rate by
a relatively small amount (0.010, 0.015,
and 0.020 percent, respectively).
Table 12 also shows what the increase
would translate into in terms of an
annual increase on the property tax
bill of a home worth $507,000, the
average home price in the City of
Rosemead f;~r homes sold in 2010_
Des` I?e jrrer i market conditions
ulnlr•nmv,-AmmwlI'manaal
Rrr..,n.11 L.rninrc,l rrt °rI.
V11. 14 1 CITY i?F I. G5EN° / U CAI , S ; EC.Rrl.TInN AND -EI4ERA
funding options and recommendations
•
we do not assume any decrease in
assessed value, as total assessed
value has continued to increase in
Rosemead (see Table 11). Conversely,
to be conservative in projecting debt
capacity, no increase in assessed value
is assumed going forward.
A general obligation bond could
provide a substantial amount of
funding up front for the Parks and
Recreation Department's capital
needs. However, there are certain
limiting factors that may influence the
feasibility of such a bond, especially in
the short term as the housing market
worsens. The City may be considering
issuing a bond for other capital project
needs. The political acceptability
of issuing a bond for Parks and
Recreation Department (or any other
department's) projects may be low
given the current economic conditions.
Also, 'voter fatigue' may cause voters
to decline issuing a bond.
Sales Tax
An increase in sales tax could also
generate revenue for the Parks and
Recreation Department. The approval
of a sales tax for park and recreation
purposes would require two-thirds
voter approval. This analysis estimates
potential sales tax revenue if a 1/8th
cent sales tax to fund park facilities
Table 12: Revenue & Debt Capacity of Potential Tax Increase
Potential Rate Annual Tax (Med. Annual Revenue Proceeds from
Increase Home Value)' For Debt Service Bond
$10 / $100,D00 AV $ 51 S 336,000 I $ 5,458,000
$15 ! S100,000 AV 76 504,000 8,187.000
$20 / 5100,000 AV 101 673,000 10,916,000
R" Property Axsessed value (FY 2008-09) S 3,362
Inlaresl Rate 453%
Pend (years? 30
' !assumes average horse valkw al 51,07 000
' Sono procesda nee. or ue:.nce costs and reserve fund
Sources City of Rosernew Comprenenslve Annual Fnancol Report 2009 Zillow Recent Singe FamAy
Horne Sales. Wall Street Journal Wiliden rmanaa+ Services
and maintenance is appr;~ved by the
voters of the City. Table 13 details the
potential sales tax revenue over the 1 E
year planning horizon of this analysis.
Parcel Tax
Parcel taxes are a
type of excise tax on
the use of prcpert
y. A great advantage
of a parcel tax is it
s flexible use cf
revenues. Widely
used thar~)uahlut
Table 13: Potential Sales Tax Revenue
the state,
these taxes
are adopted
FY2008-09 Revenue.
$ 3,589,817
Sales Tax Rate (City share)
1%
as a special
Total Sales (Estimated)
$ 358,981,700
tax dedicated
to specific
1i8 Cent Sales Tax Revenue (Annual)
$ 449,000
purposes. All
Total Revenue - 15 Years
$ 6,735,000
special taxes
require tvvc'-
Sources: City of Rosemead FY2009 CAFR: Willdan
Financial Services.
thirds voter
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vii-It
approval- I hus, the greatest cnaiienge
for this funding source, as with several
of the previous suggestions, is gaining
voter approval. Parcel taxes are usually
levied as a flat amount per parcel with
variances by major land use category.
The parcel tax must not be correlated
with assessed value to avoid being
considered a property tax subject to
the constraints of Proposition 13. The
parcel tax on a specific property need
not be correlated with the benefit
received by that property from the
expenditure of tax revenues. This
revenue source could also be used
to fund ongoing operations and
maintenance costs (see also next
section). Table 14 estimates potential
parcel tax revenue, should the voters
approve an annual parcel tax of $45
per parcel.
Table 14: Potential Parcel Tax Revenue
Parcels 10,580
Annual Parcel Tax 45.00
Annual Revenue $ 476,100
Total Revenue - 15 Years $ 7,141,500
iource Wildan llnancai Services
7.7 POTENTIAL ADDITIONAL
REVENUE SOURCES -
MAINTENANCE AND
OPERATIONS
This section details the revenue
sources that could potentially be
used to fund the ongoing operations
and maintenance associated with the
new facilities presented in Table 7.
As with the previous section, funding
alternatives are presented in order of
estimated ease of approval. Revenue
from any of the following funding
sources can be spent on maintenance
and operations for either existing or
new park facilities.
Potential Increase in Recreation
Program Cost Recovery
One additional potential source of
revenue for the City's Department of
Parks and Recreation is an increase
in charges for services. Charges for
services typically include fees for the
use of facilities, recreation program
fees, use permits and other user-
related charges. Table 15 details
recent cost recover y history in the
City of Rosemead, and compares the
City's historical cost recovery to that of
other neighboring cities. In FY 2009-
10, the Department anticipates that
it will receive approximately $334,400
in revenue from charges for services.
When compared to the Department's
funding options and recommendations
total annual expenditures, this figure
has accounted for between 9 and 11
percent of total costs since FY 2006-
07. Among the cities surveyed, the
City of Rosemead recovers the second
lowest percentage of its costs through
charges for services.
Cost recovery for certain recreation
programs could potentially be
increased without negatively impacting
recreational activity participation.
Modest increases in the City's cost
recovery rate would both bring the
City into line with its neighbors, and
increase revenue for maintenance and
operations. Increased cost recovery
where feasible and appropriate
would provide additional funding for
operations and maintenance or capital
projects. For example, funding would
increase by about $25,000 annually for
every one percent increase in the cost
recovery rate, using FY 2009-2010 as
a base year. The Parks and Recreation
Table 15: Cost Riacovery
FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10
City of Rosemead
Total Parks and Recreation Expenditures
Charges for Services Revenue
Cost Recovery Percentage
City of Alhambra
Total Community Services Expenditures
Charges for Services Revenue
Cost Recovery Percentage
City of Montetev Park
Total Parks and Recreation Appropriations
Charges for Services Revenue
Cost Recovery Percentage
City of El Monte
Total Parks and Recreation Appropriations
Charges for Services Revenue
Cost Recovery Percentage
$ 3,959.590 $ 4,178,000 $ 3,,576,075 $ 3.486,540
337,815 420.400 397,700 334,400
9% 10% 11% 10%
$ 7,956.841
$ 8.335,108
$ 9,015,048
$ 9.762,657
547.646
616.851
594,152
672.158
7%
7%
7%
7%
$ 4,352 714 $ 4.671,410 $ 4,703,518 $ 4,653,504
719.960 748,604 773,995 778,400
17% 16% 16% 170/
0
$ 4,371.100
$ 4.737,60
S 4,374,000
NIA
602.752
777.11100
823,900
NiA
14%
1t %
19%
NIA
Nc'e I r e Cities of Montebello ano I emple Carty only provide fi tancial information for FY2007•20p8 Because no other observations are
adatile for these cities they are omitted from the comparison.
•
Sources City of Monterey Park Adopted Budget FY 200809. City of Alhambra CAFR 2009: City of Rosemead Department of Parks •
and Recreation City of El Monte booted Budget FY 2000-)9: Wilktan Financial Servires
•
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chapter seven
VI618 1 CITY 0 F
fee study to set fees at a level that
recovers costs at a higher rate.
Public-Private Partnerships
Public-private partnerships are
contractual agreements between
public agencies and private sector
entities that provide the prospect for
greater opportunities for the general
public and greater benefits to the
private sector partner by combining
and leveraging the resources and
risks of each through cooperation
and consolidation of their respective
resources. One typical public-private
partnership situation is when a public
agency constructs a facility (typically a
sports complex) then leases that facility
to a private entity in exchange for a
share of revenue generated by the
facility. The benefits to this situation
are that the needs of the community
are met, while the agency does not
have to maintain the facility.
The City of Rosemead has considered
such proposals to raise funds for the
Dinsmoor House restoration. The City's
2010-2011 Strategic Plan suggests
an initiative to apply for private grant
funding dedicated to the development
of neighborhood parks, as well as an
initiative to pursue these public private
new sources of revenue.,
Public private partnerships are well
worth consideration. Hc:wever,
estimates of costs, savings and
revenue are unique to the nature of
each situation, and associated revenue
projections are therefore excluded
from this analysis.
Benefit Assessment Districts
Benefit assessment districts allow
for the imposition of annual benefit
assessments on property owners
commensurate with the annual costs
of an identified special benefit to
that property. There are a number of
different types of benefit assessment
districts authorized by California
State law. Some are limited to
provision of public facilities (often
using debt financing secured by a
lien on property within the district)
and some allow funding of operations
and maintenance. Lighting and
Landscaping Districts (L&Ls) are an
example of one commonly used
benefit assessment district that can
be used for maintenance. L&Ls can
finance the costs associated with
landscaping and lighting public areas,
including acqui-ing land for parks and
Cnv R••?rmra.i Sirate~nc Plan li.t ~`~l" and
r
funding options and recommendations
•
the installation and maintenance of
landscaping and recreation facilities.
Benefit assessment districts have
certain requirements that limit, but not
eliminate, their applicability to the City
of Rosemead Parks Master Plan:
Benefit assessments can only fund
facilities or services that provide a
special benefit to a distinct group
of property owners. Special benefits
must be in addition to any general
benefits accruing to all properties
in a jurisdiction. An increase in
property value alone does not
qualify as a special benefit.
Property owners must approve a
benefit assessment by majc.rity
vote= This constraint means
that assessments are easier to
impose on new development
projects (which tend to have a
limited number of land owners)
as a condition of approval, rather
than more broadly on all property
owners.
• Property owners can repeal an
existing benefit assessment usin-a
an initiative process unless the
assessment is funding repayment of
debt.
Benefit assessments are often
imposed as a condition of approval
for development projects, similar to
land dedication requirements and
development impact fees. The key
difference is that benefit assessments
and therefore make them more
suitable to fund ongoing costs. Unlike
one-time fees paid by the developer, Early rour•rpr for ploy drrrlopniew
l rovern (,if) Hall and rhr bbrar7
the funding burden falls on future
property owners.
7.8 SUMMARY AND
RECOMMENDATIONS
The plan recommends that the
City provide significant additional
recreational facilities within the 15 year
planning horizon- The Department
could incur up to $32 million in
facility improvement costs thrbugh-
the planning horizon, should all of
the recommended facilities be built.
Some of the needed new facilities
can be associated with growth and
impact fee funding can be used to
fund new development's fair share
of project costs. The following
recommendations for funding; the
proposed improvements are divided
into two categories: one time facility
costs and ongoing maintenance and
operations costs.
Recommendations for Funding
Facility Costs:
• Implement development impart
fees at as high a level as possible
• Seek approval for voter approved
bond measure
•
• Prioritize rc ~ :.z 3 i- •
, The y,ro r< t.--a '11A, i-..l;•" priority proje_'
4rtn• aFn-,rnen r.
Rosemead Towne Center
0 1` E
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chapter seven
VII-20 I
• Seek additional sources of grant
funds and allocate grant awards to
high priority projects
Table 16 presents three funding
scenarios. Four funding sources are
common to each scenario: impact
fee revenue, revenue from a bond
measure, existing funding allocated to
CIP projects and grant funding. These
funding sources are considered the
most likely to be realized by the City.
Grant funding varies by scenario, and
is assumed to be secured to balance
project costs relative to the other
available funding in each scenario.
Additionally, any potential benefits
from public-private partnerships
cannot be estimated, so they are also
excluded from this analysis. Revenue
from a bond measure assumes an
Table 16: Capital Facilities Funding Gap: Existing Standards
Scenario
Scenario
Scenario 1 - All
Priority 1 and 2
Priority 1
Source Projects
Projects
Projects
Revenue Sources
Impact Fee Revenue' S 5,783.000
$ 5,783.000
$ 5.783.000
Bond Measure' 10,916,000
10,916.000
10,916,000
Existing Funding Allocated to Master Plan Projects 400.000
400.000
400.000
Grants' 1,U22.800
2.540 300
2,631.100
Parcel Tax 7,141.500
7.141.5170
-
Sales Tax 6,735.000
-
Total Revenue S 31,998.300
$ 26.780,800
$ 19,930.100
Prufnct Costs
Priority 1 Projects S 19,930.100 $ 19,930,100 $ 19,930,100
Priority 2 Projects 6,850.700 6,850,700 -
Priority 3 Projects 5.217.500 -
Total Needs S 31.998.300 $ 26,780,800 $ 19,930.100
Surplus (Deficit) S - $ - $ -
Note Assumes provrskm of the existing City standaM of 0 95 arres per 1,000 residents
Impact fee revenue included here Is a PRELIMINARY ESTIMATE and will only be realizac if fees are adopted at the maximum justified
level at a slanda-d of 0 95 acres per 1 000 resrclervts. The City no tzrrranliy rxxidurarny an impact ree nexus analysis the results or winch
marry vary from figures estimated here.
` Bo,d measure assumes an inLUease of 0.0209E to Ilre properly tax rate.
3 5400,000 in Redevelopment Agency funding for Hellman Pocket Park
(;rant Itxtdmq iron Pruposilnnn 04 vanog by mmnano in order to balarx a project cmr4. wilt available lunding
Smsces tables S. 10. 12. 13 and 14 Wdldan Financial Seances
funding options and recommendations
•
property tax rate.
The first scenario (Scenario l) balances
total project costs listed in Table 7 with
all of the funding sources necessary
to fully fund the program within the
15 year planning horizon. It must
be noted that not all of the funding
sources, particularly the sales tax and
the parcel tax, have a high pcssibility
of corning to fruition. Even so, Scenario
1 presents the choices that the City
Council and the voters of Rosemead
would have to make in order to fully
fund the projects in the CIP. To the
extent that the voters are willing to tax
themselves, the CIP can be funded.
Scenario 2 balances project costs
from Priority 1 and Priority 2 projects
against the necessary revenue sources
to fund those projects. Project costs
are lower in this scenario relative to
Scenario 1, so fewer revenue sources
are required to fully fund the program.
In this scenario, a parcel tax will not be
needed to fully fund the project costs.
Scenario 3 balances project costs
associated with Priority 1 projects with
the funding sources required to fund
those costs. Under this scenario a sales
tax and a parcel tax are not required to
fund the program.
Recommendations for Funding
Increased Maintenance and
Operations Costs:
The provision of additi~~,nal or
expanded parks and recreation
facilities will also result in operations
and maintenance cost increases.
Several possible funding sources for
operations and maintenance costs
should be considered. To the extent
that some facilities may not be built,
operations and maintenance casts wil
not be incurred. It is estimated that
the top tier projects recommended
in this plan will cost $409,500 to
maintain annually. With regards to
funding operations and maintenance
costs, Willdan makes the followino
recommendations:
• Conduct a user fee study to
determine possibilities for
increasing service charges and
inc easing service cost recovery
rates.
• Implement benefit assessment
districts in areas of special
benefit in order to fund local park
maintenance
• Pursue Strategy 12 of the Rosemead
Strategic Plan for 2010 and 2011
by applying for private grant funds
and investigating public - private
partnership opportunities.
Long Term Outlook
Significant eo nc,mic downturn
since 2007 has made it difficult for
"1-z1
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chapter seven
VII-22 I
Rosemead and neighboring cities to
secure sufficient funds to maintain,
much less improve, municipal facilities.
The recession has limited the City's
ability to follow more traditional
methods of raising revenue; residents
under pressure from weaker job
markets and lower home values are
less capable of shouldering higher tax
burdens and less willing to approve
proposed bonds. Yet this is not a
long-term condition, and when the
City engages in long-range facility
planning it becomes especially
important to examine future economic
circumstances in addition to current
ones.
There is already some evidence of
economic recovery on the federal level
as well as within the state of California.
The California Department of Finance
reports that, year over year, nationwide
residential construction for the first two
months of 2010 is 17 percent and 11
percent higher than 2009, respectively.
This trend is even stronger in
California, which has seen 62 percent
and 40 percent increases for the same
period. While nonresidential values are
still decreasing, total property value
in the state of California is higher for
2010 than for corresponding months
in 20091- Both the United States and
I f.ali(,nna t: srwimrb-nt Anth-n7-1 hv BIIJ ij1n~_'
1'l-nnnC. t lild-nita Dep irtrnrnl Finance March 1"i.
2r'1i,
the State of California are experiencing
positive price inflation in 2010 after
a year of decreased prices for 2009;
the average change in California CPI
from year tc date 2009 to 2010 year to
date is 0.53V. Finally, the California
Department of Finance suggests that
non-farm payroll figures in the state
have experienced three months of
growth in 20101•.
All cf these are signs that the U.S. and
State of California may be returning
to a period of higher construction,
increased home values and
employment. Under these conditions
more state and federal qrants for
municipal needs may become
available to the City. Additionally,
residents may become more willing to
tax themselves, either in the form of
a sales tax or parcel tax, t•_ fund park
and recreation facilities. Residents may
also become more willing to pay to
use certain City park facilities, which
may generate higher rates of cost
recovery for the Parks and Recreation
Department. As the City of Rosemead
experiences the benefits of recovery,
the City may see greater availability
in all of the funding resources
recommended in this chapter.
t=1'1 1;,r 1;.5. and r~litnrnia..°~ll ~'d~mi t.. •nnui,or
Seri,-f. i~ahf~mta I~~1-~ilrhnrnt -,1 Fin:anrr, .\pnl 16,
6•.nALm.-u11ura1 Wag, mid Salary Cnq~l~wnxnt.
:alil.unio and Lnutrd SuIrF. Del arbnc•nt ~ •t I'rnenn•.
.'Trd 16. 20111.
•
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0