CITY OF EL CENTRO PARKS & RECREATION FACILITIES MASTER PLAN September 18, 2008

ACKNOWLEDGMENTS City Officials Jon A. Edney, Mayor Benjamin J. Solomon, Mayor ProTem Sedalia L. Sanders, Councilmember Cheryl Viegas-Walker, Councilmember Efrain Silva, Councilmember Ruben A. Duran, City Manager

City Staff Rosie Blankenship, Project Manager Norma M. Villicaña, Director of Planning and Zoning Kristie Riester, Director of Parks & Recreation Patricia Ureña, Recreation Supervisor Chris Legakes, Parks Supervisor Molly Praytor, Parks & Recreation Staff Assistant Gracie Gonzalez, Planning Staff Assistant

Consultants Leslie Golden, Principal, Golden Associates Laurie Batha, Senior Associate, Golden Associates Ruchi Bhutani, Planner, Golden Associates Mary Grace Pawson, Winzler & Kelly Consulting Engineers Kristine Gaspar, Winzler & Kelly Consulting Engineers Theresa Zwillinger, Winzler & Kelly Consulting Engineers Charles Yancil, Winzler & Kelly Consulting Engineers Tatiana Mendoza, Winzler & Kelly Consulting Engineers

Special Thanks To George Galvan, City Planner for City of Imperial Janis Steele, CPRP Parks & Recreation Services Manager, City of Palm Desert John Jordan, General Manager, Heber Public Utility District Larry R. Munoz, Grounds Maintenance Supervisor City of Yuma, Arizona Stan Armstrong, Director of Parks and Recreation, City of Imperial Nancy Goldenberg, Sr. Vice President, Carey & Co., Inc.Historic Architectural Consultant Ed Snively, Ed Snively Realtor Orlando Johnson, Business Manager, Central Union High School Dr. Thomas Budde, Superintendent, Central Union High School Angela McNeece, Assistant Superintendent for Special Services for the Imperial County Office of Education

Developers Rich Brasher Associate, Urban Land Planning Stantec – Desert Lakes Subdivision Ray Buss, Developer - Desert Lakes Subdivision George Pacheco, Project Manager - Citrus Grove Subdivision Tom DuBose, Developer - Las Aldeas Subdivision & Las Palmillas Development Roger Rolfe, Developer - The Meadows Subdivision Peter Fogec, Project Manager - Las Palmillas Development

Prepared by:

Golden Associates Landscape Architects 4400 Market Street Oakland, CA 94608 Telephone 510.465.4030 Fax 510.465.5325 www.goldenlandarch.com

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Table of Contents EXECUTIVE SUMMARY Summary of Planning Process .............................................. 5 PART I INTRODUCTION Introduction and Project Location.......................................... 9 City Recreation Goals............................................................ 9 Guiding Principles for the Master Plan .................................. 9 PART II EXISTING FACILITIES, PROGRAMS and ORGANIZATIONS Existing Facilities ................................................................... 11 School District and Joint Use ................................................ 13 Future School Plans .............................................................. 14 Summary of Public Leagues and Clubs ................................ 15 Summary of Potential Recreation Program Organizations ... 17 Summary of Recreation Programs ........................................ 18 Summary of Privately Owned Facilities................................. 19 Summary of Regional Facilities............................................. 20 PART III EXISTING and FUTURE DEMOGRAPHICS Population Trends ................................................................. 21 Race and Ethnicity................................................................. 21 Gender Distribution................................................................ 22 Change in Age Characterstics............................................... 22 Median Household Income and Unemployment Rate........... 23 Recent Mortgage Shortage ................................................... 23 PART IV PARK FACILITIES GAP ANALYSIS and NEEDS ASSESSMENT Park and Recreation Standards ............................................ 25 Equal Access for Girls in California ....................................... 27 Existing Facilities ................................................................... 27 Retention Basins ................................................................... 27 Park Demand Generated by Planned Growth....................... 31 New Development Proposals ................................................ 32 Issues Affecting Park and Recreational Facility Demand ..... 34 Distribution of Parks and Recreation Facilities to Existing Residential Areas..................................................... 37

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PART V - COMMUNITY PROCESS Summary of the First Community Meeting............................ 39 Comments from the First Community Meeting ..................... 41 Summary of the Second Community Meeting and Written Community Survey................................................................ 41 Summary of Park & Recreation Community Goals............... 42 Most Desirable New Facility.................................................. 43 Preferred Organization to Manage New Facility ................... 44 Park Priority to Determine Maintenance Levels.................... 45 Skateboard Park ................................................................... 46 Comments from the Written Survey...................................... 47 Third Community Meeting ..................................................... 47 PART VI - PARKS and RECREATION FACILITIES RECOMMENDATIONS Basis of Cost ......................................................................... 49 Adams Indoor Sports Pavilion............................................... 51 Athletics Sports Complex- Location ...................................... 52 Athletic Sports Complex Option A......................................... 54 Athletic Sports Complex Option B ..………………………….. 55 Bucklin Park .......................................................................... 56 El Centro Adult Center .......................................................... 57 Extreme Sports Park ............................................................. 58 Old Post Office Pavilion ........................................................ 59 Splash Pad............................................................................ 60 Sunflower Fields Park ........................................................... 61 Swimming Pool ..................................................................... 62 Trails and Connectivity.......................................................... 63 Cultural and Performing Arts Center..................................... 64 Discovery Arts Center ........................................................... 65 Dog Park ............................................................................... 66 Environmental Education Facility.......................................... 67 Exploratorium ........................................................................ 68 Golf Course ........................................................................... 69 Toddler Center ...................................................................... 70 Adventure Playground........................................................... 71 Water Park ............................................................................ 71

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PART Vll –ACTION PLAN, GOALS, STRATEGIES and PERFORMANCE STANDARDS Action Plan for Existing Parks and Facilities ......................... 73 Action Plan for New Parks andFacilities................................ 76 Goals and Strategies.............................................................. 78 Performance Standards ......................................................... 82 PART Vlll – MAINTENANCE and OPERATIONS ANALYSIS Maintenance and Operations ................................................ 89 Ground Maintenance Standards ........................................... 89 Recommendations................................................................. 92

Figures l-1 Existing Parks, Schools and Recreational Facilities ........ 7 IV-8 Distribution of Parks....................................................... 36 X-1 Neighborhood Park ......................................................... 97 X-2 Park Schools................................................................... 98 X-3 Community Parks............................................................ 99 X-4 Athletic Sports Complex/Facility ..................................... 101 X-5 Linear Park Plan ............................................................. 102 X-5 Linear Park Section......................................................... 102 X-6 Cultural Arts Center ........................................................ 104 Tables

PART IX – FUNDING Funding and Financing Strategy for Capital Improvements........................................................................ 93 Funding Strategy for Maintenance and Services .................. 94 Land Acquisition .................................................................... 95 PART X – PARK CONCEPTS Neighborhood Parks.............................................................. 97 Parks-School ......................................................................... 98 Community Park .................................................................... 99 Athletic Sports Complex/Facility............................................ 100 Linear Parks and Pedestrian Connection.............................. 102 Extreme Park - Skateboard , BMX, Rollerblades .................. 103 Regional Parks ...................................................................... 103 Open Space........................................................................... 104 Special Use Recreation Area ................................................ 104 Cultural Arts Center ............................................................... 104 Green Design Principals........................................................ 105 APPENDIX 1) Annual Events ................................................................... 106 2) Special Events................................................................... 107 3) Leagues & Clubs ............................................................... 107 4) Privately Owned Organizations......................................... 110 5) Potential Managerial Organizations .................................. 112 6) Cost Estimates .................................................................. 115

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II-1 Summary of Public Leagues & Clubs............................. 15 II-2 Summary of Potential Recreational Program Organizations ............................................................................................... 17 II-3 Summary of Privately Owned Facilities.......................... 19 II-4 Summary of Facility with 10 mile radius......................... 20 III-1 Population Growth.......................................................... 21 III-2 Changes in Race & Ethnicity.......................................... 21 III-3 Gender Distribution ........................................................ 22 III-4 Changes in Age.............................................................. 22 IV-1 Comparison Park Acreage per 1,000 Resident ............. 25 IV-2 Park and Greenway Classifications ............................... 26 IV-3 Current Inventory ........................................................... 28 lV-4 Gross Park Acreage Demand ........................................ 31 IV-5 Park & Open Space Acreage Associated with Proposed & Approved Developments ....................................................... 32 IV-6 Acreage Summary ......................................................... 33 IV-7 Recreational Facility Demand........................................ 35 V-1 Needs Assessment Summary ........................................ 39 V-2 Facilities Comparison...................................................... 40 V-3 Community Goals ........................................................... 42 V-4 Most Desirable New Facility ........................................... 43 V-5 Preferred Organization for Management of new facility . 44 V-6 Park requiring most Maintenance ................................... 45 V-7 Preferred Location for Skateboard Park ......................... 46

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VII-1 Project Priority Matrix for Existing Facilities .................. 73 Vll-2 Action Plan for New Parks & Facilities .......................... 76 Vll-3 Goals and Strategies ..................................................... 78 Vll-4 Performance Standards................................................. 82 Vlll-1 Maintenance Level of Service....................................... 90 Vlll-2 Maintenance and Operations Budget ........................... 91 IX-1 Financing Mechanism Summary.................................... 94

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EXECUTIVE SUMMARY Introduction This Parks and Recreation Master Plan (Master Plan) serves as a guide to the future development and improvement of parks and recreational facilities in the City of El Centro (City). The City has recently completed a new General Plan. This General Plan outlines planned growth and identifies park and recreation goals. Considerable opportunities and challenges exist in identifying the City’s needs, identifying sites, and developing cost effective guidelines for future parks and recreation facilities. This Plan also provides an inventory of existing park facilities and open space, identifies the City’s future parks and recreation facility needs, and identifies potential sites for the development of future parks and open space. The planned growth provides the City with the opportunity to analyze these needs in light of the impacts caused by development. Mitigation Fees (established under Government Code Section 66000) will be utilized to assure that planned growth provides a financial contribution to offset the impact that this growth has upon the City’s park and recreation infrastructure. Upon conceptual approval of the recommendations in this Plan, the City will update its General Plan to include the additional detail presented herein on how the Goals and Policies related to Parks and Recreation and Open Space will be implemented. In addition, it will consider modifications to In-Lieu ordinance and fee structure to fund the recommendations of this Plan. The recommendations will be incorporated into the City of El Centro’s Capital Improvements Program (CIP) for further prioritization and implementation.

Summary of Planning Process In June 2007, the City engaged the consulting team of Golden Associates and Winzler & Kelly to provide a Parks and Recreation Master Plan. The planning process took a multi-pronged approach including:

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1) Observation - The consultant team conducted a threeday site analysis and photo documentation of the existing parks, recreation facilities and existing school sites. This documentation noted special features and identified required improvements for each site, which are described in Part IV of this Plan. 2) Research - The team researched existing aerials, proposed new developments, Memoranda of Understanding (MOU) between the School District and the City and private program providers as well as existing and future recreation facilities within a 10-mile radius. This information has been included in Part lI of this Plan. 3) Interviews with Stakeholders - The team solicited input from the Parks and Recreation Staff, Planning Staff, Coaches, Program Directors and future developers’ staff on issues such as park and recreation facilities program needs, development and maintenance, as well as facilities siting, and facilities design. 4) Statistical Comparison - El Centro’s quantity and quality of existing park and recreation facilities are compared in Part IV to National and State Standards, as well as other nearby communities. 5) Community Process - As described in Part V of this document, a three-part community process was developed with the following goals: a. Identify Issues and Concerns 1) First Community Workshop b. Set Shared Goals and Prioritize Existing Parks 1) Second Community Workshop 2) Community Written Survey c. Present Design Recommendations to a Joint Work Study Session with City Council, Planning Commission, Community Services Commission and Community Members.

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6) Park and Facility Recommendations - Based upon information gathered from the Community, City Staff and the Golden Associates Team, design alternatives were developed and presented to the Community and City Staff for their evaluation and selection. Recommended as well were planning level cost information, which has been provided in Part VI. This cost information includes both capital costs, which allow mitigation fees to be calculated, and preliminary estimates on maintenance costs. 7) Action Plan - A summary Action Plan, in Part Vll, was prepared, highlighting the goals articulated by the community, the priority of those goals, the actions needed to accomplish those goals and the “key players”, timing and potential funding. 8) Performance Measures - For each goal identified in the Action Plan, performance measures were written identifying strategies, input, outputs, outcomes and efficiency measures. Refer to Part Vll. 9) Maintenance and Operations Analysis - A maintenance Operations analysis was included in Part Vlll, addressing the current and future maintenance and operational needs for the existing and future parks, programs and facilities. 10) Funding and Land Acquisition - Part IX of this Master Plan provides an overview of the various funding mechanisms available for both capital and operational costs associated with Parks and Recreation. The Master Plan addresses land acquisition by including costs for acquisition within the estimates for proposed facilities. Current land acquisition costs were provided based upon current land purchases during April 2008.

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After the preliminary acceptance of the Draft Master Plan, Winzler & Kelly prepared a separate document that included the development of a Mitigation Fee Study and in-lieu fee structure which supported the implementation of this Master Plan. A financial plan will be brought to the Council/Commission as part of the Ordinance and Fee Update process. a) Update General Plan and EIR - The final program recommendations will be used to update the General Plan and its EIR to assure consistency between those documents and this Plan and to provide the appropriate CEQA analysis for implementing the recommendations of this Plan. b) Update In-Lieu Fee Ordinance and Fee Structure The final program recommendations will also be used to update the City’s In-Lieu Fee Ordinance and Park and Recreation Mitigation Fees in order to assure that new development provides its “fair share” of the recommended program. 11) Concepts for Future Parks - Generalized concepts addressing programmatic issues of different park types are presented in Part X. 12) Cost Estimates - Conceptual level cost estimates have been prepared and included in the Appendix and Part Vl of the Park and Facility Recommendations. Typically, an order-of-magnitude estimate is prepared at the end of the schematic design phase of the design delivery process. It is normally expected that an estimate of this type would be accurate within plus 50 percent to minus 30 percent of the estimated cost.

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Figure I -1 - Existing Parks, Schools and Recreational Facilities

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PART I INTRODUCTION Introduction and Project Location This part of the Master Plan provides a brief description of the City, its established recreation goals and the guiding principals for the Master Plan. This introductory information established the framework in which the City undertook its community planning and outreach process and it sets the baseline for the Master Plan recommendations. The City of El Centro is located in the southern-most tip of California, within 14 miles to the northern border of Mexico and 50 miles to Yuma, Arizona. With water supplied by the Colorado River, this southwest desert environment has become one of the most highly developed and productive agricultural regions in the country. El Centro is the principle-trading center of the Imperial County. Covering 10.86 square miles, El Centro is the largest of seven cities within Imperial County and is also the location of the County seat. Several State and Federal government offices are situated in El Centro, such as the Bureau of Land Management, the Federal Bureau of Investigations, the U.S. Border Patrol Headquarters, the Social Security Administration, the Employment Development Department, the Department of Agriculture and the Federal Court Magistrate. With a population of over 43,000 people, the City now faces a population increase that is exerting pressure on the existing park and recreational facilities’ infrastructure. With funds from the new developments and other sources, the City has the opportunity to develop a plan that improves the quality of life for the existing and future residents over the next two decades.

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City Recreation Goals The City has articulated its goals for its recreation program. These goals, as described on this City’s web site are: Recreation and Lifelong Learning: Implement comprehensive cultural, recreational and lifelong learning programs for seniors, adults, youth and special needs populations through partnerships with public, private and not-for-profit sectors of the community.

Arts & Culture: Develop a plan that fosters local arts and culture and which promotes regional and national cultural opportunities via partnerships with public, private and not-for-profit sectors of the community.

Guiding Principles for the Master Plan Based on the City’s General Plan, discussions with staff and input from the community, the following principles have been developed to guide the master planning process: • Overall recreational commitments must remain within the financial means of the City. • The recreational facilities, both old and new, should be able to support multiple functions, as well as joint uses or ownership. • The Master Plan should enhance the present facilities and programs. • The General Plan update will include the recommendations of the new Parks and Recreation Master Plan. • The Master Plan will also provide a qualitative discussion regarding sources of revenue generation, in addition to dedication and fee ordinance updates. • The Master Plan will provide land acquisition strategies. • The Master Plan will cover the aspects for maintenance and upkeep of the park and recreational facilities. • The Master Plan will address issues of sustainable new park development.

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PART II EXISTING FACILITIES, PROGRAMS and ORGANIZATIONS This section includes an overview of the existing recreational facilities, school joint-use agreements and programs which the City operates and maintains in partnership with the school district, as well as private and non-profit programs in El Centro. Also included are regional facilities that can be utilized by residents and workers in El Centro.

Existing Facilities The City of El Centro owns and maintains thirteen (13) parks totaling 84.51-acres and seven (7) recreation facilities totaling 8.18-acres. The total areas of City owned parks and recreation facilities are 92.69-acres. The following excerpts highlight major facilities and agreements that are relevant to the provision of park and recreation services in El Centro. A detailed inventory of all facilities is provided in Part IV. Conrad Harrison Youth Center (750 Park Avenue) Approximately 26,000 squarefeet, the Conrad Harrison Youth Community Building is operated by the Department of Parks and Recreation. The building features a full gym with 1 full indoor basketball and volleyball court, a lobby, a coordinators office, a lounge area, a storage area, restrooms, outdoor showers and a conference room.

El Centro Community Center Building (375 S. 1st Street) The El Centro Community Center is approximately an 8,450 squarefoot building which provides a flexible meeting space for all ages on a daily basis, in addition to summer day camps. Managed by the Department of Parks and Recreation, the site can be scheduled for evening uses such as Community Meetings, large gatherings and a variety of classes. Senior nutritional programs and summer programs are provided by Catholic Charities. The Police Department operates a small community outreach and crime prevention program in this facility as well. El Centro Library (539 W. State Street) The public library is open, Monday through Thursday from 9am to 7pm, Fridays between 9am and 5pm and Saturday between 9am and 1pm. Structured programs are offered: 1) Toddler Story Time is offered almost every Tuesday at 10am throughout the year. 2) Afternoon movies for youth Wednesday afternoons from September to October. 3) Kids Bingo 4) American Association of Retired Persons (AARP) tax workshops held at noon and 5pm from the beginning of February through April 15th.

The after-school programs are provided year-round, between 1pm and 8pm, hosting Junior High Competitive basketball, open gym, staff training and haunted houses. In the summer, the building becomes a summer day camp, providing a venue for sports clinics and leagues between 7:30am and 9pm. The ADA bathrooms are accessible outside the building. Special Olympics utilize this facility for a variety of recreational activities.

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Old Post Office Pavilion (230 S. Fifth Street) Constructed in 1933-34 as a federally funded Public Works Administration project (designed to promote and stabilize employment during

the Depression), this classical Beaux Arts style building was registered with the National Trust for Historic Preservation in 1985. Originally built as the Post Office, this architecturally significant building has great historic value and the potential to provide a venue serving the recreational needs of the El Centro Community. This three-story building has a small performance space, ticket booth, waiting room and bathrooms on the first floor. The second floor and basement have several small potential offices or classroom spaces that could be useful if upgraded to current building codes. The building is in need of substantial seismic upgrades and architectural improvements to provide ADA compliance in accessing the building and facilities. Due to the high water table, the basement has a serious water problem, which must be corrected. The City of El Centro is currently providing the following improvements: ADA access from the Street to the entrance into the building, parking lot improvements, painting of the exterior and interior, as well as a wrought iron fence around the perimeter of the site. Ryerson Center (1100 North 4th Street) The Ryerson Center is located at 1100 North 4th Street and operated by the El Centro Police Athletic League (PAL), which is a nonprofit organization offering programs for youth, such as teen dances, music lessons and martial arts classes. The 6,000 square foot building includes a banquet hall, which is rented to the public to help fund the programs.

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336 S. First Street Building The building, located at 336 South First Street adjacent to the Community Center, is currently being used for storage and will host the 2008 summer art programs for children of all ages. The Plunge (750 Park Avenue) Open between April and August, the Plunge is an outdoor swimming pool, which is open from 9am to 9pm, Monday through Friday and from 8am to 8pm on Saturdays. The pool is closed on Sundays. The facility will be closed for major renovations during the summer of 2008 and through a Facilities Use Request, the Community will have limited access to the Central Union High School Pool during the construction period. After the improvements are completed, the Plunge will be open year-round. Southwest Performing Arts Center Located in the Southwest High School campus, the Southwest Performing Arts Theatre is owned and operated by the Central Union High School District. This state-of-the-art facility provides a 1,100seat auditorium, experienced technical crew and adequate parking. The non-profit Mostly Theater Company offers summer programs for youths and teens to perform several musical performances each season. The Yuma Ballet performs the Nutcracker each winter and the programming committee is upgrading their stage rigging to accommodate larger out-of-town theatrical companies that will perform for the community. The fees are based on a tiered fee structure. I. Performances that have direct student benefit are free. II. Non-profit rental is $350 for the first two hours and $35-$50 thereafter. III. Non-Profit Fundraising rental is $650 for the first two hours IV. For-profit rental is $1,200 for the first two hours and $243 thereafter.

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Schools District and Joint-Use El Centro has three school districts within and near its boundaries. The El Centro Elementary School District offers a comprehensive educational program to over 6,300 students at nine elementary schools, one middle school; Kennedy Middle School (6th , 7th , and 8th graders) and one junior high school, Wilson Junior High (7th and 8th graders). The McCabe Union Elementary School District, outside the City limits, provides a kindergarten through eighth grade education prior to melding into the high school district. These two Districts feed into the Central Union High School District, which includes two fouryear high schools (Central Union High School and Southwest High School) and one continuing high school. The City and the El Centro Elementary School District of Imperial County, California (District) currently have a joint-use agreement in place that allows each agency to program activities on both park and school grounds between 6:00am to 11:00pm provided that the use does not conflict with the regular school programs. However, from our telephone survey to each school, many school grounds were programmatically locked during off-school hours due to security concerns. The District has the following specific lease agreements with the City of El Centro: 1) A joint use agreement for a seventeen (17) acre parcel, adjacent to Sunflower Elementary School on West Main Street, which was agreed to on September 17, 1997. The City, at its’ own expense, may construct any improvements it desires, and is responsible for litter collection. The District is responsible for water, routine maintenance, and allowing access to restrooms when school is not in session (there is no existing sewer connection to the site). Scheduling is by mutual consent. Based upon information from the coaches, the restrooms have not been made available after school hours. This site is the potential location for a future middle school. However, the District has provided written confirmation that they have no plans to develop the property for the next ten to fifteen years.

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2) A lease agreement for the eastern five (5) acres of the McKinley School was agreed to on April 16, 2003. No additional specifics were articulated. 3) A joint-use agreement between the District and the City was agreed to on June 13, 2007. This agreement has the following stipulations: the District will allow public use of the Gymnasiums at Wilson Junior High School and Kennedy Middle School, multipurpose rooms, playing fields, restrooms and classrooms at the various schools within, and the City agrees to provide the City Plunge, Youth Center Parks and Sports Facilities for use by the District. Each entity is responsible for the supervision of its activities when using each other’s facilities. Scheduling shall be by mutual consent provided they do not conflict with school or recreation programs respectively. 4) A Joint Powers Agreement was adopted on July 18, 2007 between the City and the El Centro Elementary School District regarding the joint operation and use of Recreation Facilities. No other specifics were articulated. 5) A Facilities Use Request Agreement between the City and the Central Union High School provides the Community access to the gymnasiums at Southwest and Central, track and field facilities, swimming pool at Central as well as multipurpose rooms, playing fields, tennis courts and classrooms at the various schools within the district. Restrooms are available to each party, provided that the user takes responsibility for opening, closing, control and cleaning of the facility during events. The City in turn agrees to provide the use of the City Plunge, Youth Center, parks and sport facilities. Renewal will be automatically renewed each year for a period of nine years; however, either party can terminate the agreement with sixty (60) days notice at each renewal period. A Facilities Use Request needs to be prepared for each use, indicating the specific time and duration of use. Possible fees may apply.

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Future School Plans

Conclusions

The Central Union High School District is currently in negotiations to purchase 59.3-acres of land on Pitzer Road south of McCabe for a new El Centro High School. The property is located within a 320acre parcel and is adjacent to the future Desert Lakes Development. Depending upon the rate of new development, the new High School is expected to be built within 5-7 years at a cost of $98,000,000. This budget only includes educational classrooms, administration offices and a cafeteria. No money, as of yet, has been apportioned for the athletic fields, gymnasium, theater or library.

It is vital to recognize the importance of joint-use facilities, both to the District and to the existing population of El Centro. The opportunity to use parks, facilities and share resources will extend both school and City dollars to ultimately benefit the entire Community. To accomplish joint-use facilities, both Parties will need to work diligently to create and follow through with their commitments to plan, finance and govern joint-use facilities at future and existing school sites.

The School District has expressed a desire to enter into a joint-use agreement with the City of El Centro to jointly fund and build the Athletic Sports Complex, Aquatics Complex, Library, Theater and other facilities which would serve both the needs of the School and the Community. Additional land is available adjacent to the new High School for the expansion of these facilities. While this is a valuable recreational opportunity, it should be noted that the location is outside the current sphere of influence. While the City of El Centro’s boundaries may be expanded in the future, it is further south of most desirable, centrally located areas indicated in this Master Plan. The Imperial County Office of Education also has plans, within the next three years, to construct a new school for individuals with special needs. Located at the corner of MaCabe and Sperber Road, the new school is in the vicinity of the proposed new High School and just outside City of El Centro’s sphere of influence. The School District has the funds to develop the buildings but not the park or recreational facilities. Land is available adjacent to the proposed site and it is the School Districts hope to develop a joint-use agreement with the City of El Centro to develop a park and recreational facility to serve the special needs community. It is their hope that this location could function as the permanent venue for the Special Olympics within the County and would include a pool, fields for team sports well as, track and field.

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Mutual cooperation is encouraged between the School Districts and the City of El Centro in the analysis, planning and implementation of the school facilities, as well as working out the financing decisions for both new and expanded school facilities. New construction funding for school and recreational facilities is an integral and critical component for achieving increased capacity. Such facilities must be provided in a timely manner to meet the growth needs of El Centro. Shared restrooms (accessed from outside the building), parking facilities and storage for league play must also be provided. For the purposes of this Master Plan, as directed by City Staff, all joint-use property will be counted at 25% usage due to the limited Community access after school hours. Based upon this ratio, 39.06acres (25% of the total school property of 156.23-acres) will be included in the overall total of parks and recreation facilities available for public use.

Recommendations It is recommended that the City continue to discuss mutually beneficial joint-use agreements to maximize the available funding, provide diverse recreational opportunities and conserve the Communities resources.

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Summary of Public Leagues and Clubs El Cento is fortunate to have a dedicated group of adults to organize, lead and manage a wide variety of recreational opportunities for individuals of all ages. The Consultant contacted the coaches, directors and managers of the many groups to better understand their function, use of parks and anticipated needs. The following table summarizes local leagues and clubs. Again, more detailed information is included in the Appendix Item Number 3. Table II-1 Summary of Public Leagues and Clubs Activity

League

Participants

Location

El Centro Babe Ruth League

Over 100 boys between 16 and 18 years old

Practices - Sunflower Field Games - Sunflower Field

El Centro Little League

350 boys and girls between the ages of 5 and 12 years old

Practices at Stark Fields, McGee and Swarthout Parks Games are played at Frazier Park

El Centro Sunbeam League Baseball Estimated Total cost: $500,000 - $1,500,000

County league for 250 youths between the ages of 5 to 12 years

Practices at Sunflower Field Games at Sunbeam

EC Parks & Recreation Department's "Nothing but Net" program

Youth Program during the winter and summer

Conrad Harrison Youth Center

Free program for youths 12 & 16 years old between October and May

Heber Dunes Off-Road State Vehicle Recreation Area

BMX enthusiasts

Gomez Park

El Centro PAL Program

Soccer, boxing, karate, hip-hop dance, a mini-wellness gym and guitar classes for individuals of all ages

Ryerson Hall

El Centro PAL Program

Aqua aerobics classes

Posada del Sol Apartments Pool at 1400 North Imperial

Mid Valley Pop Warner Football Leagues flag football, football and cheerleading

Serving over 500 youths and turning away participants due to space constraints

Practices at the Stark Field and Games held at Central High School and Southwest High School

Imperial Valley Choral Society Master Choral

College credit class for 50 adult members

Chamber Singers

College credit class for 12 – 14 adults

Youth Choir

20-40 youths

Baseball

Basketball

OFF-ROAD PALS

Extreme Sports

Fitness Classes

Football

El Centro PAL Program El Centro Parks and Recreation Department

Singing Juvilatte Singers

Softball

Class at Imperial Valley College Perform SW auditorium and larger churches Rehearsals are at Southwest High School Performance venues vary from old POP to dinner shows Practice at Southwest High School and performances at the Old Post Office Pavilion, Southwest High School and the First Christian Church

10-12 High School Students

Performs at the First Methodist Church mass

El Centro Softball Men’s League

150 men

Stark Field

All Valley Babe Ruth Softball

200 mostly young women between 3 and 18 years old

El Centro Girls Softball

300-400 girls

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Practices are held at Hedrick and Harding Schools Games are held at Stark Field Practice Debbie Pittman Field Games held outside of El Centro

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Soccer

The Imperial Valley Girls Softball League The El Centro Soccer League Imperial Valley Soccer League (youth) PAL Soccer League Sunsations

Swimming Theater

General Swim Mostly Theatre Company is a nonprofit Organization

550 girls between 5-18 years old

Practices year round at the Debbie Pittman Field

800 players between 4 -14 years old 1,000 youths, February to August 600 youths participate in this free program ($35 uniform cost) Competitive Swim team with 150 boys & girls ages 4 -18 years old participate May through August ($75 per person) Community wide use

Sunflower Soccer Field

Practices at Swarthout Park, Aqular Park and McGee Park. Games are held at McGee Park The team utilizes the Central Union High School's pool during the summer months The Plunge

Teens and young adults

Performances at Southwest High

Sunflower Fields

Conclusions • • • • •

Additional acreage is required to accommodate various league tournament-level games, providing a regional draw from other communities Existing Fields maintenance levels are less than ideal Leagues are making due with less quality and less acreage Coaches and volunteers are providing their own pre-game and post game maintenance and safety tasks Leagues are willing to participate in public/private partnerships (i.e., PAL was willing to help build a Skateboard Park) and the Pop Warner Football League would be willing to help fundraise for new facilities

Recommendations • • • • • •

Provide state-of-the-art Athletic Sports Complex for tournament play and allow the practice fields to rest during tournaments Provide additional baseball, softball and football fields to accommodate additional need, as well as Community preference for these sports Work with leagues to create beneficial public/ private partnerships Improve and refurbish existing facilities Increase funding for additional maintenance staff Increase funding for additional programming staff

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Summary of Potential Recreation Program Organizations Currently, the City Staff, non-profit organizations and volunteer groups are doing an excellent job of providing a wide variety of programs for residents of all age groups; however, there is need for additional programs and fields to meet the current demand. Also, as the City population is growing, we must examine the existing and potential new partners, which may help to program and manage additional facilities and programs. The table below summarizes potential program organizers. More detailed information is included in the Appendix Item Number 6. Table II-2: Summary of Potential Recreation Program Organizer Organization

Program or Location

PUBLIC NON-PROFIT

Interest in Increasing Participation

The Plunge Annual and Special Events

Variety of Programs throughout the year at many locations

Special Olympics

Variety of Programs throughout the year at many locations

El Centro Community Center

After-School Youth Programs, NYPUM Program, Summer Day Camps & Aerobic Classes Special Olympics, Senior Sewing

ICOE/IVCEC

Southwest corner of McCabe and Sperber Road

Training Facility, Day care, Center for Exceptional Children, Park, Swimming Pool, Multi-use Fields

Joint-Use Agreement for Recreational use Planning Money has been provided

Boys and Girls Club

Brawley Boys and Girls Club

Programs serving 600- 800 youths, after school and in summer

Willing to program and manage a facility provided by the City of El Centro

Catholic Charities

El Centro Community Center

Senior nutritional program, Arts and crafts, companion and foster grandparent programs

Ryerson Building

Soccer, boxing, karate, hip-hop dance, a mini-wellness gym, guitar classes and aqua aerobics classes

Conrad Harrison Youth Center

FOR- PROFIT

Activities Year round youth activities after school and on weekends, Summer Day Camps & Aerobic Classes "Nothing but Net" Basketball program Swimming from April to September

El Centro Parks and Recreation Department

PAL Police Athletic League

PAL was willing at one time to build a skateboard park and may still be interested in helping achieve this goal

PAL Soccer th

Leadership Program

8 Graders

OFF-ROAD PALS

ATV

March of Dimes

Parenting Classes

Expectant mothers, especially ones who are young in age

Salvation Army

El Centro Community Center

Youth and senior programs Non-Profit Managerial Experience

YMCA

Not currently in El Centro

Non-Profit Managerial Experience

Gymnastics

Non-Profit Gymnasts Organization

Willing to manage a City-provided facility

Not currently in El Centro

For-Profit Managerial Experience

They would want to be paid to manage the facility

Golden Baseball League Stark Field

For- Profit Professional League – Yuma Scorpions will hold five semi-professional games during the season open to the public for a fee

The league will split the entry fees and concession income with the City

Imperial Valley Gymnast Club Big League Field of Dreams Golden Baseball League

Present College opportunities Their organization would prefer to have a permanent location Very interested in helping to organize, program and manage a public facility Very interested in helping to organize, program and manage a public facility

Private Partner not yet Identified

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17

Summary of Recreation Programs

Conclusions With so many currently active and eager non-profit organizations willing to assist in the programming and management of other recreational facilities, it does not appear that the Big League Field of Dreams is necessary or beneficial at this time, unless the other economic benefits are desired. If more City money were directed to City Staff or non-profit organizations (to program and maintain the existing and new facilities), it would very likely be the most cost effective and beneficial approach for the Community.

Recommendations • • • •

Ask the Community who they are comfortable with programming and operating this type of facility. City to increase funding for the renovation and maintenance of existing and new facilities. City to increase funding for the maintenance of existing and new facilities. City to increase funding for the programming of existing and new facilities.

The Parks and Recreation Department has provided a wide variety of Annual and Special Events throughout the year to benefit the residents of the City of El Centro. The Annual Events include the Children’s Fair held in Bucklin Park; Earth Preservation Day in Bucklin Park; Mardi Gras Light Parade, Rain on Main located in Town Square; the Special Olympics held at various venues; the Kiddie Parade & Mutt Strut; Holiday Christmas Tree Lighting; Taco Cook-Off in the Town Square and the Tour de Manure, a 40-mile bike and health fair through the back roads of the City and culminating at Bucklin Park. Also held this year was the City’s 100th Anniversary Centennial Reception. The Parks and Recreation Department also provides the programming; such as cooking, exercise, dance, arts and crafts for the youth at the Conrad Harrison Youth Center, the Plunge swimming pool and the El Centro Community Center. Additionally, the Parks and Recreation Department coordinates the joint-use agreements and the facility-use requests with the School District. A detailed description of these special event programs can be found in the Appendix.

Conclusions With the anticipated increase in the local population, there will be a need for an expansion of new programs for children, teens, adults and seniors. It will be necessary for the Recreation Division management to regularly reassess the needs of the community and to review these programs, to ensure appropriate levels of service. Promotion of such recreation programs through the use of media, signage and outreach will continue to be important means of properly informing the Community.

Recommendations

• Provide Farmers Market and Art Fair on a monthly or quarterly basis in the Town Square to stimulate economic revitalization of the Downtown. • Provide educational programs and drought tolerant demonstration garden to advocate sustainable gardening practices. • Increase fitness and aerobic programs for all ages. • Include therapeutic component to the programming; provide classes for individuals with physical disabilities and chronic illness; such as Tai Chi and Water Aerobics, etc.

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18

18

Summary of Privately Owned Facilities Although the following are private facilities, they are providing a selective niche of services, which indicate that there is both a supply and demand for these facilities. The table below summarizes potential program organizers and more detailed information is included in the Appendix Item Number 4. Table II-3: Summary of Privately Owned Facilities Activity

Organization

Participants

Activities

Bowling

Brunswick

All ages

36-lane bowling alley with restaurant, pro-shop, laser tag, arcade and party center

Dance

Dancing Feet

All ages

Variety of dance classes such as ballet, tap, jazz, and modern dance. Open Monday – Friday 4 to 9 pm

Jacques n Jill Health Club

1,500 individuals from the Communities of Brawley, El Centro, Imperial and Mexicali

Variety of fitness classes such as: cardio vascular work-out; bike spinning room; weight rooms; aerobic classes; Pilates and yoga classes; indoor basketball court; 5 racquetball courts and 3 outdoor tennis courts

Fitness Oasis Health Club & Spa Imperial Valley Gymnastics Club Curves for Women

Women only, with a membership of over 600

Weight training: cardiovascular fitness; aerobic; dance; Pilates; Yoga classes; bicycle spinning room; outdoor swimming pool and babysitting service.

200-350 youths

Open Daily between 4 - 7.30 pm

Women only, with a membership of 110

Weight Management and 30 minute workout three times per week. Open Monday-Saturday (times vary)

Desert Trails RV & Golf Course

Some El Centro Users Mostly “Snowbirds”

Golf Course and RV Park

Rio Bend RV Park

Some El Centro Users Mostly “Snowbirds”

Golf Course and Recreation Country Club with an Activity Building, Cafe, Pro Shop, Library Room, Swimming Pool, Spa, and Laundry/Restroom

Sunbeam Lakes RV Park

Caters mostly to “Snowbirds”

Heated swimming pool, Jacuzzi, exercise room, billiards, shuffleboard and a recreation hall for dances, cards and crafts

Fitness

Golf & RV

RV Park

Conclusions The large clientele for the fitness clubs demonstrates that there is a need within the community for a public-based program, which could provide the same services on a sliding scale. The Community Needs Assessment conducted at the first Community Meeting on September 25, 2007, also confirmed that the Community would like more fitness classes. Please refer to Part V of this Plan for a more detailed discussion of the Community Process. The Community Needs Analysis did not show a large desire on the part of the Community for golf. Based upon those figures and the fact that the fees charged by these private facilities seem reasonably inexpensive, we believe that the current private facilities are adequately meeting the need within the Community at the current time.

Recommendations A public fitness center should be provided to augment the existing facilities and could be located adjacent to the existing Conrad Harrison Youth Center, the El Centro Community Center or at a new Community Fitness Center within a new park. In addition, water parks are a popular recreation attraction in any climate, especially considering the harsh desert environment of El Centro. It appears there is additional need for water sports and indoor facilities as well.

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19

Summary of Regional Facilities In addition to local public and private recreation facilities, residents of El Centro have access to regional recreation opportunities. The table below summarizes regional facilities within 10 miles of the City that augment available in-city facilities and activities. Again, more detailed information is included in the Appendix Item Number 5.

Table II-4: Summary of Facilities within 10-Mile Radius of El Centro Activity

Name

Location

Activities

County Fair

California MidWinter Fairgrounds in Imperial Valley

Located in the City of Imperial this event is the county's largest event with attendees from Calexico, Heber, El Centro, Brawley, Holtville, Calipatria, Yuma, Arizona and Mexicali, Baja California

Lasting for a total of 10 days, the event is held at the end of February or beginning of March each year. The fairgrounds will host other events during the year such as; festivals, barbecues, car races, concerts, trade shows, and private parties.

Heber

Off-road vehicle recreation area

Extreme Sports

Heber Dunes OffRoad State Vehicle Recreation Area

Lake Park

Sunbeam Lake Park

Located 7 miles east of El Centro in the County of Imperial

The existing Sunbeam Lake provides boating, swimming and fishing. It will be expanded to include a swimming lagoon and a tot swim area. Improvements will also include a Community Center, BMX park, 4 baseball fields, play structures, sand volleyball, picnic areas and parking for approximately 275 cars.

Water Park

Splash Pad

Eager Park, City of Imperial

Water Park

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20

PART III EXISTING and FUTURE DEMOGRAPHICS Introduction The analysis of current and projected demographic information, such as age, socioeconomic levels and ethnicity, can be utilized to help assess the needs of the residents of El Centro in regards to current and future park and recreation facilities. These identified “needs” are then considered in Part IV to best gauge and determine facility capacities and shortfalls, and in Part VI to inform the Parks and Recreation Facilities Recommendations. The demographic variables and forecasts are used to compare the perceived needs and wants with the numbers of potential users of recreational facilities. The information in this section is based on available data from the U.S. Census Bureau, Department of Finance (DOF), the Southern California Area Government (SCAG), Demographic NOW (a product of SRC, INC), and various other informational sources.

Population Trends The City of El Centro, the Imperial County and the State of California are facing steadily increasing population growth as shown in Table III-1. Table III-1 Population Growth, 2005-2030 El Centro, Imperial County & California

Area

2005 Population

2010 Population

2015 Population

2020 Population

2025 Population

2030 Population

El Centro Imperial County

40,386

42,829

45,311

47,760

50,109

52,362

142,043

168,032

191,912

215,468

238,048

259,696

California

36,038,859

38,067,134

40,123,232

42,206,743

44,305,177

46,444,861

Source:

2004 Southern California Area Governments (SCAG) 2005 US. Census Bureau

Race and Ethnicity According to the data provided by the City of El Centro, the Hispanic population comprises over 75% of the population and this group is anticipated to increase by over 10% within the next decade. Table III-2 Changes in Race and Ethnicity within El Centro, California

Ethnicity Hispanic NonHispanic

2007 Number Percent

2012 Number Percent

39,363

76.4%

43,587

78.2%

10.7%

12,182

23.6%

12,146

21.8%

-0.3%

Based upon surveys conducted by the California Department of Parks, and published in Public Opinions and Attitudes on Outdoor Recreation in California, the Hispanic population prefers more highly developed parks (rather than natural open space) than non-Hispanic user groups.

Source: Demographiics NOW a Product of SRC, LLC 2007

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21

Gender Distribution According to the data provided by the City of El Centro, the population is evenly distributed between both sexes. However, there has been an increase in females participating in active sports which has increased the demand on the parks. Table III-3 below illustrates gender trends. Table III-3 Gender Distribution within El Centro, California

2007

Gender Male

2012

Number

Percent

25,563

49.6%

27,578

49.5%

7.9%

28,154

50.5%

8.4 %

Female Source:

Percent Change in Number

Percent

25,982 50.4% Demographics NOW, a Product of SRC, LLC 2007

Changes in Age Characteristics Understanding the recreational preferences per age groups can help plan the recreational programs. Youths and teens tend to need more structured recreational programs with adult supervision. Adults 20 – 44 years of age are more likely to participate in adult organized leagues or individual exercise programs. Seniors prefer more passive recreational experiences but with some remaining physically active. Structured senior recreation programs can provide seniors with the support they need for social connectivity and increased mobility. Table III-4 below illustrates age trends. Table III-4 Changes in Ages within El Centro, California 2007

Ages

Number

2012

Percent

Number

Percent

Percent Change in Number

25.3%

13,559

24.4%

2.6%

17,754 34.5% 20-44 years Source: Demographics NOW, a Product of SRC, LLC 2007

18,712

33.6%

14.6%

5-19 years

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13,064

22

Median Household Income and Unemployment Rate According to the U.S. Census Bureau, 2000 Census of Population and Housing and Demographics NOW (a product of SRC 11/16/07) the Median Family Income in El Centro is $41,658 and the Average Household Income is $52,295. This compares to the United States Census Bureau’s estimate of $54,385 for California as a whole (2005-2006 median income in average dollars). According to the 2004 Southern California Area Governments (SCAG) and the 2005 US. Census Bureau, the average unemployment rate in El Centro is 13.4% compared to a California average of 4.9%

Conclusions According to the City’s website and as confirmed by independent research, when El Centro is compared to California State Averages: • Median Household Income is below state average. • Median House prices are below state average • Unemployment is above the state average • Median age below state average The fact that the median household income is below the state average and that unemployment is above the state average demonstrates that there is an increased need to use public services (which are typically less expensive) than private facilities. El Centro along with the County and State, expect to experience population increases over the next two decades. The City must increase the quantity of parks to meet both the current and anticipated demand, as required, based upon the actual population. The quality of life within a City is often measured by the recreational opportunities that are available to its residents. El Centro must decide to what extent it is willing or financially capable of meeting this increased expectation. Our nation is also experiencing an increase in childhood and adult obesity. Nutritional programs and additional exercise are essential to a healthy lifestyle. More nutritional and activity-based programs would greatly benefit the population. Over time, the recreational activities have changed and new interests have replaced older, more established forms of recreation. To some extent, the safety policies for play structures have left many young

El Centro Master Plan 9-19-08

individuals without a challenge. Skateboarding and BMX Parks have filled that niche for the more adventurous youths. Meeting these changing needs is a decision that the City must make based on their risk/benefit comfort level. Further discussion and recommendations for skateboard parks can be found in Part VI, Recommendations.

Recent Mortgage Shortage Since July 2007, California, as well as the entire Country, has experienced a sub-prime mortgage crisis, which has adversely affected the ability to obtain loans. This has lead to a down turn in the once ‘bullish’ real estate market, which has subsequently slowed sales and reduced prices of both existing and new housing. This weakening in the housing market has reduced the number of developers willing to invest in the residential market in the short term. The Desert Lakes Specific Plan is an example of one developer deciding to wait until the housing market economics change for the better. It is unknown how long this economic condition will last, however, if we look at the historical data and the expected influx of new residents to California, we will still find a market for new homes and this will drive future development - if not this year, then in the near future. Therefore, it is still important to plan wisely for the recreational needs for the existing and future residents of El Centro. Future High School A 59.3-acre site has been selected by the Central Union High School District and is in escrow for a future high school located south of Interstate 8 and adjacent to Pitzer Road. The facility is anticipated to be constructed within 5-7 years, depending upon the rate of new construction and an increase in population. The $98,000,000 budget includes costs for the high school, cafeteria, administration offices and classrooms. It does not include the costs for any recreational facilities or fields. The School District has expressed interest in developing a joint-use agreement to develop the recreational facilities with the City to maximize their funding. It is our goal to provide the framework addressing the increased capacity over the next two decades. By proceeding with its planning and fee-setting activities, even in the current construction climate, the City has the opportunity to have a well-structured program developed before it is faced with development pressure. By taking advantage of this opportunity, the City will have the advantage of a comprehensive community-based strategy to implement.

23

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24

PART IV – PARK FACILITIES GAP ANALYSIS AND NEEDS ASSESSMENT One of our primary goals for the Parks and Recreation Master Plan is to identify the current and future needs for the City of El Centro. This needs analysis has been accomplished by examination of the following areas: • An analysis and presentation of various park and recreation standards including National Park and Recreation Facilities standards and the park acreage/population of neighboring cities • A description of existing facilities and programs through research and field review, review of existing joint-use agreements, community meetings, and a survey, as well as interviews with City staff, directors, coaches and program providers • Illustration of existing facilities on a diagram showing proximity of service between existing parks and residential areas • Development of a “Gap Analysis” or the difference between the City’s goals and comparative standard and the existing facilities • Identification of land available for future facility development • Comparison of maintenance practices with neighboring cities

Park and Recreation Standards National Park Standards and Design Guidelines In 1990, the National Recreation and Park Association published Recreation, Park and Open Space Standards and Guidelines (RPOPSG). In this guide, acreage and use standards for park types and recreation facilities are employed to assess type and sizes of parks in relation to a City’s population. At that time, the minimum recommended standard was 3-acres per 1,000 people, but recently (due to a desire to provide more civic amenities), the National Recreation Park Association has increased this number to between 6 and 10-acres per 1,000 residents, suggesting that each community decide for themselves based upon their own needs and in comparison to the neighboring communities. Neighboring City Comparisons The City of Yuma has approximately 491-acres of parks including two golf courses, 95-acres of athletic facilities and 25-acres of Buildings (the grounds are around some City Buildings). As of July 1, 2006, the City of Yuma’s population was 92,160 resulting a park ratio of 5.33-acres per 1,000 residents.

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The City of Imperial has 12 parks, which total 44.49-acres, including six-acre detention basins. Not including the detention basins, which cannot grow any grass, Imperial has 38.49-acres of park for a total population of 11,852. They have a City-stated goal of 3-acres per 1,000 people and based upon their current population, they exceed this goal by 3-acres. The City of Palm Desert has a total of 222-acres of park and a population of 50,000, which equals 4.44-acres 1,000 person. According to the El Centro General Plan, the current City standard is 3-acres of developed park per 1,000 residents. The City has total of 123.83-acres of developed parks including 25% of school joint-use facility which represents 2.9-acres per person. A comparative summary of neighboring communities is presented below Table lV-1 Comparison Park Acres per 1,000 Residents Palm Yuma Imperial El Centro Desert Existing Park Acreage per 1,000 Residents

5.33/1,000

3.25/1,000

4.44/1,000

2.9/1,000

Quimby Act Allowances - State of California Pursuant to the California Government Code 66477, the Quimby Act allows the City to ask up to 5-acres/1,000 persons from developers if the City can demonstrate that it also meets this higher standard. If it cannot, parkland exaction is then limited to a lower standard of 3.0acres of improved parkland per 1,000 new residents. Park Design Guidelines Park design guidelines reflect a hierarchy of parks that are devoted to meeting the diverse recreational and cultural needs of residents. Classification into park type is based on use, function and acreage. Park organization includes mini parks, neighborhood parks, community parks, special use facilities, regional parks and park/school sites. The park design standards presented in Table IV-2 on the following page can be compared to the existing facilities and be used as a guide to plan new facilities. Part VII of this plan provides additional detail on how these standards have been integrated into the recommendations for El Centro.

25

Table IV-2 Park and Greenway Classifications Park Category

General Description

Size and Service Area Criteria

Neighborhood Park

Neighborhood parks are the basic unit of the park system and serve a recreational and social purpose. Focus is on informal recreation.

Typically 5 acres or more, 8 to 10 acres, preferred, with 3 acres the desired minimum size. Service area is on-fourth to one –half mile uninterrupted by major roads and other physical barriers.

Community Park

Serves a broader purpose than Neighborhood Parks. Focus is on meeting community based recreational needs, as well as preserving unique landscapes open spaces.

Varies, depending on function. A minimum of 20 acres is preferred, with 40 or more acres optimal. Service area can be communitywide or several neighborhoods in given area of the community.

Large Urban Parks

Large urban parks are generally associated with larger urban centers with large population. Focus is on meeting wide ranging community needs and preserving unique and sometimes extensive landscapes and open spaces.

Varies, depending on circumstances. A typical minimum size is 50 Acres, with hundreds of acres not uncommon, such as Central Park in New York City.

Youth Athletic Complex / Facility

Consolidates programmed youth athletic fields and associated facilities to fewer strategically located sites throughout the community. Also can provide some neighborhood functions.

Varies, with 20 acres or more desirable, but not absolute. Optimal size is 40 to 80 acres.

Lands set aside for preserving natural resources, remnant landscapes, and open spaces and providing visual aesthetics/buffering. Also provides passive-use opportunities. Ecological resource stewardship and wildlife protection are high priorities. Suitable for ecologically sensitive trail corridors.

Varies, depending on opportunity and general character of natural systems within the community.

Parkway

Linear park-like transportation corridors between public parks, monuments, institutions and sometimes business centers. Can be maintained green space or natural in character.

Varies.

Special Use

Covers abroad range of parks and recreation facilities oriented towards single-purpose uses, such as a nature center, historic sites, plazas, urban squares, aquatic centers, campgrounds, and golf courses.

Varies, depending on the need.

Park-School

School sites that are used in concert with, or in lieu of, other types of parks to meet community park and recreation needs. School sites often provide the majority of indoor recreational facilities within a community.

Varies, depending on specific site opportunities.

Private Park/Recreation Facility

Parks and recreation facilities that are privately owned, yet contribute to the public park and recreation system.

Varies.

Regional Parks and Park Reserves

Large-scale, regionally based parks and open spaces that focus on natural resource preservation and stewardship.

Typically a minimum of 500 acres and up to several thousand acres or several hundred hectares. Service area is regional, which generally encompasses several cities.

Greenway

Reference: Planning and Urban Design Standards, American Planning Association published John Wiley and Sons, Inc. 2006

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26

Conclusion Currently, the El Centro General Plan has set forth a developed parkland goal of 3-acres per 1,000 residents based upon an older RPOPSG “minimum” standard. While the City of El Centro is only slightly under the existing General Plan Standard, the existing quantity of Parks is not meeting the needs of the City’s residents. In addition to El Centro resident use, there is also additional demand being exerted on the park capacity from non-residents participating in regionally serving leagues.

Recommendations We would suggest that the total quantities of parks and type of facilities should be based upon the following: 1) Use the RPOPSG Standards only as a recommended Guideline 2) Compare El Centro facilities to other Communities 3) Adjust the specific uses and quantities of facilities to meet the needs expressed by the Community (as indicated in Part V of this Master Plan) and the unique climate of El Centro. 4) Increase the City standard to 5-acres per 1,000 residents.

Equal Access for Girls in California Twenty and thirty years ago, the availability of sports programs for girls were severely limited both during school and in after school programs. Over the past two decades, the participation of girl’s in after-school sports has dramatically increased. However, research conducted by the Evelyn and Walter Haas, Jr. Fund has identified that the participation of girls from urban, low-income families are less than 25 percent in Oakland and San Francisco. California Assembly Member Darrell Steinberg (D-Sacramento) has authored Assembly Bill (AB) 2404 which will protect girls from discrimination and increase financial support to encourage the participation of girls in after-school sports programs within special districts. State Assembly Bill 2404 has passed the State Assembly and is being reviewed in the State Senate and awaiting approval.

Recommendations 1) Increase the number of fields and programs specifically designed for girls. Increase funding for sports programs for girls. 2) Educate the Community, coaches and policy makers on the issues and the benefits for girls participating in sports. 3) Create and adopt policies, which promote gender equity in recreational sports and programs throughout the Community.

Existing Facilities Based upon the information provided by the City, El Centro owns 84.51-acres of parks and 8.18-acres of seven recreation facilities. The total Parks and Recreation Facilities is 92.69-acres. In addition, the City has entered into joint-use agreements with the School Districts to provide access to most school parks, facilities and programs. However several schools have programmatically locked the parks after school hours which leave many sites difficult to access. For the purposes of this Master Plan, the joint-use property will be counted at 25% usage.

Retention Basins Per the General Plan, retention basins should not be calculated as developed park area because the basin area (if functioning as designed) is not usable all year and because its construction below street level limits the visibility into the site and is a potential security risk for unsupervised children. Table IV-3 on the following page presents the detailed inventory, which supports this summary calculation.

El Centro is ahead of most other Cities in addressing the needs of girls by providing Debbie Pittman Park, which is specifically designated for use by girls. However, the information gathered from the coaches indicated that more fields were needed specifically for girls because the other fields in the City were not yielded to the girls, in spite of having reserved the fields with the Recreation Department.

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27

Adams Park

7

Bucklin Park

20.00

Buena Vista Park (Retention Basin)

4.75 5.9

4.73

Farmer's Park

1.29

Frazier Field*

5.41

Gomez Park

Volleyball

Trails

Tennis

Track

Swimming

Softball Soccer

Racquetball Handball

Play Structure

Gym

Golf

Football

Basketball 4.5

1

1

2

Debbie Pittman Park*

Leeper Park(Retention Basin)

1

2

Other Existing Facilities not listed in Table Play Structure, 4 Ramadas and 3 BBQ areas, On Street Parking Fountains, Duck Pond, Jogging Path, Lake, pavilion area, horseshoe pit, Parks Maintenance Department, 5 shade Structures and off street Parking

7.96

Carlos Aguilar Park Countryside North Park (Retention Basin)

Baseball

Acres

Park

Retention Basin (not included)

Table IV-3 2008 Current Inventory of Parks and Recreation Facilities

1

2 Restrooms & Snack Bar at Soccer Field

1

1

Park and Retention Basin Lighted Facility, 4 Girls Fields with Bleachers, T-ball Field, BBQ Areas and Off-Street Parking

4 1

1

Shaded Play structure, picnic area, walking path 4 Lighted Fields with Bleachers, Joint use with ECESD, Snack Bar & Restroom and Parking Lot

4

5.09

1

1

3.71

2 Ramadas with BBQ and Restrooms One baseball and one soccer field Retention Basin

Legacy Ranch Memorial Plaza Lotus Park (Retention Basin) 3.85

1.5

McGee Park

5.31

Stark Field* Swarthout Park*

11.44 15.49

Town Square* Wildflower Park (Retention Basin)

0.5 3.96

Total

25.38

1

1

1

1

1

1

1 1

1

1

2 3

Play Structure, Shade Structure New Park in Countryside South Subdivision Retention Basin - used for Motor Cross

1

2

1

Lighted Courts, BBQ Areas, New Snack Bar & Restrooms Lighted Big Stark Stadium with seating, Softball, Baseball Practice, Off-Street Parking and two Shade Structures Lighted Facility, Snack Bar, Off-Street Parking Stage Area, Marquee, Water Fountain, Events, Off-street Parking Retention Basin, used for youth soccer

84.51

5

6.5

0

0

0

11

1

9

5

0

0

0

4

2

Note: Retention Basins are not counted in the total Park Acreage. * Lighted Athletic Facility

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28

8.13

Hedrick Elementary

10.93

Kennedy Elementary/ Middle School

16.65

King Elementary School

1

1

8

Other Existing Facilities not listed in Table

1

Pool Access, tennis, basketball, gym, pool etc… Joint Use with written request of Recreation Department during baseball season, locked over weekend

1 1

Two backstops

1 1 1

Two backstops Three backstops Joint Use with Parks and Recreation Department

1

1

1

After School Programs till 6 p.m. Gym and back fields are available with priority to Parks & Recreation Department Joint Use with written request of Recreation Department although, no recent use has been provided

12.2

Lincoln School

7.67

McKinley School

10.38

Southwest High School

16.5

Sunflower Elementary School and Field

4

Volleyball

Harding School

2

Trails

13.32

Tennis

Desert Garden Elementary School

Track

1

Swimming

14.73

Soccer

De Anza Elementary School

1

Softball

1

Racquetball Handball

8

Play Structure

Football

1

Gym

Basketball

17.5

Golf

Baseball

Central Union High School

Acres not Available

Acres

School

1

Joint Use with written request of Recreation Department during Baseball & Soccer Season, Two backstops

1

After School Programs till 6 p.m., also uses Frazier Park for practice, two backstops, two soccer goals. 1

10

1

2

1

10

3

4.15

Lighted Facility, State of Art Theatre, All Weather Turf and Track School building and field not available for public use

Sunflower Park*

16.65

2

Wilson Jr. High School

14.4

1

Washington Elementary School

9.37

Sub Total

16.35

156.23

Total Based upon 25% usage

4.09

39.06

1.75

5

1

Owned by ECUSD joint-use agreement, Drinking Fountain, Dirt Parking Area, Lighted Facility, two backstops and two soccer

2

1

0.5

0

0.75 0.75

1

0

1.25 1.75

0.25

0.75 4.5

0

New Gymnasium Building, Joint Use

1.5

* Lighted Athletic Facility

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29

Conrad Harrison Youth Center (26,018 sq. ft. building)

1.48

El Centro Community Center (8450 sq ft building est.)

2.5

El Centro Library (13660 sq. ft. building)

1

1

Volleyball

Trails

Tennis

Track

Swimming

Soccer

Softball

Racquetball Handball

Play Structure

Gym

Golf

Football

Basketball

Baseball

Facility- Recreation and Community Centers Acres

1

Other Existing Facilities not listed in Table Small conference Facility, Summer Camps, Open Gym, Special Olympics, outdoor restrooms Main Office Parks and Recreation, Community Building with full size kitchen, restrooms, Senior lunches, migrant head start, Day Camps, After school programs etc.

1

1

Library, offices and restrooms

336, First St (1378 sq. ft. Building, 6609 sq. ft. total site)

0.15

Summer Arts Program and storage (Classrooms, Full-size Kitchen, Restrooms and Parking Lot)

Old Post Office Pavilion (10,000 sq. ft. building)

0.02

Building of Historical Significance, Theatre, Lobby, Classrooms and Restrooms

Plunge Swimming Pool

1.03

Posado del Sol Apartment Complex (private facility used by PAL Youth) Ryerson Youth Center

2

Sub Total - Facilities

8.18

City Owned Parks

84.51

School Joint-Use (25% usage)

39.06

Total

1

25 meter pool, Ramada, restrooms, BBQ with Shade

1

Pool used for PAL recreation activities Banquet Facility, Quinceanera, Youth Athletic League Programs

1 0

1

0

0

2

1

0

0

0

2

0

0

0

1

131.75 8.25 12.50 0.50 0.00 2.75 13.75 1.00 10.25 7.25 2.25 0.75 4.50 2.00 4.50

Note: School Property counted at 25% usage.

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Park Demand Generated by Planned Growth While the National Recreation and Parks Association has no specific recommendation on the proportion of types of parks a Community should have, it is clear that fewer, larger parks have several benefits over many smaller parks distributed throughout the Community. Larger parks are more cost effective to maintain and can effectively stretch the costs by sharing common facilities such as restrooms, facilities and parking. Larger parks with a regional draw can also provide secondary economic benefit to the Community when they draw members from other communities to utilize the parks and subsequently spend their recreational or consumption dollars in El Centro. Therefore, it is recommended that the City attempt to provide a better balance between the quantity of Neighborhood and Community Parks. As noted throughout this plan, the City is in the process of updating its General Plan and is anticipating population growth. Table IV-4 below summarizes the City’s parkland acreage needs using population projections and the updates General Plan standards of 5-acres/1,000 population. This overview of demand will be used to evaluate proposed recommendations. Table IV-4 City of El Centro Gross Park Acreage Demand (2010-2030) General Plan Standard (Acres/1,000)

2010 People

Acres Needed

2015 People

Acres Needed

2020 People

Acres Needed

2025 People

Acres Needed

2030 People

Acres Needed

Neighborhood Subneighborhood Parks

2.5

42,829

107.07

45,311

113.28

47,760

119.4

50,109

125.27

52,362

130.91

Community Parks

2.5

42,829

107.07

45,311

113.28

47,760

119.4

50,109

125.27

52,362

130.91

Total (Consistent with Quimby Act Standard)

5

42,829

214.15

45,311

226.56

47,760

238.8

50,109

250.55

52,362

261.81

Park Type

Source: City of El Centro

Currently, Bucklin Park, as a 20-acre park serving a large geographical area, is the only City owned Community Park as defined by the National Recreation and Parks Association. The School District Facilities of Central Union High School (17.5-acres) and the Southwest High School (16.5acres) can also be considered Community Facilities and if counted at a rate of 25% would provide the City of El Centro with a total of 28.4- acres of Community Parks. Based upon the current population and at the current standard of 3-acres per population, the City of El Centro should have 63-acres of Community Parks and at the improved standard of 5-acres per population, the City should have 105-acres of Community Parks or Facilities which will serve the Community and beyond. If the recommendation is accepted that there should be an equal quantity of Neighborhood and Community Parks, El Centro is deficient in the quantity of larger Community Parks and that should be a high priority.

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New Development Proposals Several new major development projects are under consideration in the City of El Centro around the perimeter of the City. The resulting population growth will increase the City’s need for parks and recreation facilities. Each development has dedicated land, funding and/or facilities to meet the provisions as stated in the General Plan. Table IV-5 below summarizes the land and/or facilities dedicated for Public Park and recreation use for each project. As stated in the General Plan, retention basins will not be counted as developed parks and open space. Table IV-5 Parks & Open Space Acreage Associated with Proposed and Approved El Centro Developments Acres/1,000 population

1.5

3.0

84.8

3.1

Parks

Retention basin

156

504

1.5

3.55

Las Aldeas

2,708

8,747

39.12

52.24

Las Flores

150

485

1.55

2.01

1.55

Lotus Ranch

658

2,125

6.7

17.9

6.7

3.1

Miller Burson

494

1596

0

8.78

5.8

2.9

-0-

2.5

0

0

1.62

3.7

102

2.7 (average)

152

The Meadows

47

Willow Bend

134

433

1.62

3

4,347

14,042

50.49

89.98

Total

1.42

30.46

School/ Park Sites

Total Acres (w/o retention + 25% school use)

Population

Citrus Grove Estates

Open Space

Canal/ Linear Park

Residential Lots

Development

27.3

11.77

1.42

30.46

39.07

3.1

9.77 25% usage Source: City of El Centro and Developers 1) Population is based on the assumption of 3.23 persons per households. 2) School/Parks site acreage accounts for 25 percent of dedicated acreage for a school 3) Retention Basins are not included in park totals. 4) Open space and linear park only useful for park calculation if accessible with pedestrian and or bicycle trails.

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Table IV-6 below synthesizes the information on existing and proposed park acreage and presents an overall snapshot of how the City’s planning is aligning with General Plan goals Table IV-6 Acreage Summary of Existing and Proposed Park Facilities and Open Spaces Retention Basin Park Acreage Existing Parks

84.51

Existing Recreation Facilities

8.18

Retention Basins (not included in park acreage)

25.38

Existing Schools with Joint Use Agreements 1 77.55 total rated at 25% usage 6 acres not available

39.06

Subtotal

131.75

Proposed New Parks within New Developments

50.1

New Schools with Joint Use Agreement (39.07A, consider 25% usage = 19.5A

9.77

New Retention Basins (not included in park acreage)

89.98

Subtotal Total

59.87 116.76

191.62

Source: City of El Centro, 2007 1. Twenty-five percent of school sites are credited towards park acreage

Conclusion Based on the City’s current population of 43,316 and the current City Standard of 3-acres per residents, El Centro should have 129.95acres. Currently, El Centro has 131.75-acres of developed parkland (per table IV-6) which slightly exceeds the current standard. However, the data collected from the Community Members have indicated that this park acreage is not sufficient to accommodate the current needs. This could be due to one or more of the following reasons: 1) The existing 3-acres/1,000-person standard is not sufficient to accommodate the City’s Need. 2) The school joint-use agreements are not being utilized to the fullest potential. 3) The climate and soil conditions are more challenging than other regions and it is hard to grow grass to make the fields useable. 4) There is a horticultural need to allow the fields to rest between practices and games, therefore additional fields are needed to rotate the use of the fields.

El Centro Master Plan 9-19-08

5) There are insufficient funds to adequately maintain the existing parks to a high standard. 6) There are additional pressures on the fields due to non-resident league play. Based on the City’s current population of 43,316 and the new City standard of 5-acres/1,000 residents, El Centro should have 216.58acres. Therefore, the City of El Centro is approximately 84.83-acres shy of meeting the new City standard. With an estimated 52,362 population by the year 2030, the City will require a total of 261.81acres per the new City Standard of 5-acres per 1,000 residents. It is important to note that the open spaces and Linear Parks, as listed by the new developments, have been included in the park calculation however, should only qualify as developed parks if these open spaces and linear parks include recreational value, such as picnicking, pedestrian and or bicycling opportunities.

33

Recommendations 1) Only count the available school fields where there is actual jointuse participation from school sites and facilities. 2) Increase and expand on school joint-use agreements to maximize the benefit to the Community. 3) Increase the City Park and Recreation Facilities standard to 5acres per population and develop approximately 85-additional acres of parkland to meet the new standard based upon the current population. 4) Increase funding of Park Maintenance. 5) Increase funding of Programming to provide multiple staff positions to develop additional program activities. 6) Provide a fee-based structure commensurate with the program cost and sliding scale for residents.

Recreational Facility Demand Providing park and recreational service requires consideration of more than simply acreage allowances. It is important that developed park acreage include developed facilities in order to meet needs. Table IV-7 outlines the “Facilities Need Ratio,” for a particular type of facility based on the “recommended guidelines” suggested by the Recreation, Park, and Open Space Standards and Guidelines, published in 1990 by the National Recreation and Parks Association and on a community’s population. Again we must stress the word ‘guidelines’ because these are National guidelines, which do not address the specifics of climate or Community-expressed needs. The additional facilities needed for each activity is provided in fiveyear increments. This number is based on the need ratio and the City’s population projections, and subtracts the number of existing facilities. This table should be updated annually to reflect changes in new development and to respond to new recreational and population trends in order to continue to serve as a guideline meeting the needs of the community over the life of the master plan.

Issues Affecting Park and Recreational Facility Demand

has not indicated any additional need for this activity. Therefore, it is more important to provide the activities requested by the Community than to rely on these National Standards. The Community has indicated an increased desire for baseball, softball, soccer and football as demonstrated by the high numbers of participants voting for these activities at the first Community Meeting (refer to Part V). We recommend that the Facility Need Ratio be increased for these activities and decreased for tennis, volleyball and basketball until increasing Community demand is expressed. Aside from the Community preferences, there are many leagues, such as football, softball and baseball providing programs, which are used by the regional community, and thereby increasing the number of users beyond the exclusive population of El Centro. Providing an Athletic Sports Facility for regional tournaments should be considered because the Community expressed a strong desire for this facility and the coaches have indicated that they would schedule tournaments in El Centro if the fields were acceptable. The harsh climatic conditions of the desert also have an effect on the planning of the Parks and Recreational Facilities. With summer temperatures well over 100 degrees, the need for indoor recreational space, water sports and lighted facilities may be more important than other areas of the country. Shade and lighted evening recreational opportunities are very important considerations, providing a more hospitable park and recreation environment for this community. Water parks are a popular recreation attraction considering the harsh desert climate. It appears there is additional need for water sports and indoor facilities as well.

Recommendations Increase the quantity of baseball, softball, and football fields. Provide a tournament quality Athletic Sports Complex with a fitness center for people of all ages and fees based on a sliding scale.

As mentioned before, the Inventory Recreation Demand List is a guideline. As illustrated in the Table IV-7, there appears to be a deficiency of Tennis Courts (only 25% of the school tennis courts have been counted toward the City totals) however, the community

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Table IV-7 El Centro Recreational Facilities Demand Guidelines (2010 to 2030)

2008 Population 42,071

Activity

Facilities Need Ratio

Baseball

2015 Estimated Population 45,311

2020 Estimated Population 47,760

2025 Estimated Population 50,109

2030 Estimated Population 52,362

Inventory Needed

Current Inventory

or Surplus

Inventory Needed

Inventory Needed

Inventory Needed

Inventory Needed

1/5,000

8.4

8.25

0

9

9

10

10

Basketball

1/5,000

8.4

12.5

4

9

9

10

10

BBQ – Picnic Areas 10 tables per group

1/5,000

8.4

9

9

10

10

Field Hockey

1/20,000

2

0



2

2

2

2

Football

1/20,000

2

.5



2

2

2

2

Golf 9-hole

1/25,000

1

0



1

1

2

2

Golf 18-hole

1/50,000

0

0

0

0

0

1

1

Gym/Wt Room

1/23,000

2

2.75

.75

2

2

3

3

Hand/ Racquetball

1/20,000

2

1



2

2

2

2

Multi- purpose room

1/5,000

8.4

7



9

9

10

10

Playground

1/5,000

8.4

13.75

5

9

9

10

10

1/100,000

0

0

0

0

0

0

0

Senior Facilities

1/40,000

1

0



1

1

1

1

Soccer

1/10,000

4

7.25

3

4

4

5

5

Softball

1/5,000

8.4

10.75

2.3

9

9

10

10

Swimming

1/20,000

2

2.25

0

2

2

2

2

Tennis

1/ 2,000

21

4.5



23

23

25

26

Track

1/20,000

2.1

.75



2

2

2

2

Volleyball

1/5,000

8.4

4.5

4

9

9

10

10

Walk/Jog Trail

1/region

1

2

1

1

1

1

1

Roller Hockey

Source: City of El Centro, 2008 current inventory including 25% of School joint-use facilities Reference: Lancaster, R.A. (Ed.). (1990). Recreation, Park, and Open Space Standards and Guidelines. Ashburn, VA: National Recreation and Park Association.

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35

Figure IV-8 Distribution of Parks & Recreation Areas

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36

Distribution of Parks and Recreation Facilities to Existing Residential Areas Figure IV-1 on the adjacent page, shows the location of the existing parks (as well as the school sites) available for joint-use in relation to the residential areas indicated in yellow. The smaller circles represent a ½ mile radius of the neighborhood parks and the larger circle represents a one-mile radius of a Community Park or Recreation Facility with a larger draw. The green circles represent the parks, the orange circles are the school sites and the pink areas are private facilities.

Conclusions There are some residential neighborhoods, as shown in the Figure IV-1 on the adjacent page, that are not adequately served by a park located within walking distance of their homes. It is important to note, however that several small, separate parks cost more to maintain per square foot than larger parks and that small remote parks can have vandalism problems if not adequately programmed and monitored.

El Centro Master Plan 9-19-08

Recommendations The City of El Centro should increase the park capacity. The following options are available and require input from City Staff, the Community and the City Council 1) Acquire additional property (1-10-acres) and provide additional infill park sites in underserved neighborhoods. 2) Acquire additional property (40 to 80-acres) or work with Developer to provide a larger regional level Athletic Sports Facility which has the opportunity to generate additional revenue to the City from fees per use as well as, secondary commercial and retail sales associated with tournament league games. 3) The existing and new retention basins should not be counted as park acreage. 4) New development contributions should be leveraged as appropriate. These general recommendations together with community input have been used to shape the Park and Recreation Facility Recommendations presented in Part VI.

37

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38

PART V - COMMUNITY PROCESS This section of the Master Plan summarizes and illustrates the input received from the public through community meetings and surveys. This information received has been utilized to shape the initial recommendations. Recommendations were finalized after the third Community Meeting.

Summary of the First Community Meeting On September 25, 2007, over 75 people attended the first Community Meeting held at the El Centro Community Center. The goal was to gather a Community Needs Assessment of the recreational opportunities within the City of El Centro. Various activities and facilities were presented to gauge the Community’s preference for additional recreation facilities. Participants were given 10 red voting dots and invited to place them next to activities and facilities, which they felt, were most desirable for the City of El Centro. The participants were allowed to place one or several dots in each activity if they desired that activity to be included in the Master Plan for El Centro. The following graph shows the distribution of votes the Community desired with similar activities grouped together. Table V-1 Needs Assessment Summary from September 25th Community Meeting Survey

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39

Table V-2 Facilities Comparison The results of the Community Needs Assessment vote indicated a strong desire for a skateboard park, an Athletic Sports Facility, a Cultural/Performing Arts Facility, dance classes and Community Centers. It is interesting to note that no votes were placed for Roller Hockey, Tennis and Outdoor Volleyball, which lead us to conclude that the number of facilities with this activity exceeds its demand.

References: 1. Lancaster, R.A. (Ed.). (1990). Recreation, Park, and Open Space Standards and Guidelines. Ashburn, VA: National Recreation and Park Association 2. City of Yuma, Parks and Recreation Facility Plan, 2006 * Schools counted at 25% usage

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40

Conclusions

Comments from the First Community Meeting

Based upon the National Recreation and Park Standards and Guidelines published in 1990, El Centro and if we assume 25% usage on joint-use school sites, the previous table shows that El Centro should have sufficient existing capacity to provide for the recreational needs for baseball, basketball courts, gyms, softball and soccer. The availability for football, golf, play structures, racquetball, swimming pool, tennis and volleyball are below the National Guidelines. However, the Community Needs Assessment did not indicate additional Community need for tennis and volleyball, which is the reason we place more weight on the needs expressed by the Community rather than National Guidelines. Golf and swimming are below the National standards but are available in the private sector at reasonable rates. Therefore, our focus will be on providing additional football, play structures, running track, softball, soccer, and swimming pools.

The Community was invited to make recommendations for improvements to each of the facilities. Community Recommendations included the following: 1) Improve existing parks rather than obtaining more parkland. 2) Old Post Office Pavilion is a valuable facility for multiple uses. The small rooms are ideal for providing small classrooms and private lessons for dance, art, guitar, instrumental and vocal as there’s no single place available for these activities at present. There should be a central location for these facilities. 3) Additional fields are needed 4) Multi-use (walking, biking, and riding) trails that connect with other trails are needed. 5) Adams Park is the ideal location for the senior center as many seniors reside around the park. 6) Separate softball fields for girls are needed as they play all year-around. 7) Snack bars should be separate from restrooms and in better locations. The snack bars should have hot and cold water, refrigerators, ice machines and more counter space. 8) Park safety and security should be a major consideration for any future projects for the youth. 9) Bowling alley is a great asset for people of all age groups. 10) Indoor swimming pool provides an opportunity for youth.

Recommendations 1) The City should improve the infrastructure of the existing facilities as a priority. 2) The City should fund additional maintenance staff to improve the quality of the existing parks. 3) The City should provide a large Athletic Sports Facility for regional tournament play to include: 4 multi use football/soccer fields, 3 baseball fields, shaded performance area, two softball fields, running track, play structures and possible skateboard park and rock climbing facility. 4) The existing fields should be allowed to rest between use by providing additional fields and or tournament quality fields. 5) The Old Post Office Pavilion should be renovated to provide another venue for music, art, dance, acting classes and small theatrical performances. Private rentals can be a source for additional revenue. The City should continue looking for grants from the National Trust for Historic Preservation and other sources to help fund restoration.

Summary of the Second Community Meeting and Written Community Survey On Wednesday, November 14, 2007 the second Community Meeting was held at the El Centro Community Center with the purpose of presenting a summary of the community’s input from the first Community Meeting, set goals and prioritizes future design and directions for parks and recreation facilities. Over 50 Community Members participated in the meeting. Written Community Survey A written survey in both Spanish and English was delivered and returned with the water bills to every home in El Centro. Of the 9,367 surveys delivered, 351 surveys were returned which represents 3.6% return.

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41

Summary of Park & Recreation Community Goals Several Park and Recreation Community Goals were distilled after the first Community Meeting. These goals were presented at the second Community Meeting and in the written survey to confirm the validity of our assumptions. The Community was asked to rate the importance of the following goals in Table 16 as High, Medium or Low. The quantity of votes rated as HIGH were tabulated and are shown in Table V-3 below. Based upon the number of accumulative votes, these were further divided into High Priority (over 200 votes), Medium Priority (between 100 – 199 votes) and Low Priority (below 100 votes). Table V-3-Community Goals PRIORITY LEVEL

High Priority

Medium Priority

PARK & RECREATION COMMUNITY GOALS

COMMUNITY MEETING VOTES (75) attendees)

Improve Infrastructure to Existing Parks and Facilities

28

220

Provide Upgrades to Existing Facilities (such as shade, concession stands/restrooms, paved parking lots and landscaping)

26

243

Provide more money to increase Staff Maintenance Levels

22

162

Increase Joint-Use agreements with School Districts

21

202

Improve safety (Better lighting, Surveillance and ADA Access)

20

234

Provide Sustainable Guidelines (which conserve resources, such as water and energy)

18

183

Increase Park Acreage guidelines to increase the number of Parks per 1000 population

16 14

141 126 133** 121 125** 73 84 69 46

Increase linkage between existing city and new developments Infill Parks in Neighborhoods that lack ½ mile radius Provide more money for Staff Programming Levels Increase number of fields for girls Increase number of Soccer Fields Increase Baseball and Softball Fields Increase Connection between Park System

Low Priority

Increase number of Football Fields Reduce the number of future tennis, basketball and volleyball courts (based upon lack of desire expressed by the Community)

13 14 12 12 18*

WRITTEN SURVEY (351 surveys)

Increase number of basketball courts

58**

Increase number of tennis courts

58** 71**

Increase number of volley ball courts *This number is not statistically accurate, as we believe many people misunderstood this question. It was the only question stated in the negative postulation and the answers were contrary to what was communicated at the first Community Meeting. The low response from the Written Survey confirms a low rating from the community **Question not asked during the Community Meeting

Conclusions The Community confirmed the following goals to be High Priority; to improve the existing parks, provide upgrades to the existing parks, provide additional money to fund maintenance, increase Joint-use Agreements with the School Districts and improve the safety and provide sustainable guidelines.

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42

Most Desirable New Facility Table V-4 – Most Desirable New Facility

Community Meeting Results

Community Survey results

The preference for the most desirable new facility was most varied between the written survey and the Community Meeting. The participants at the Community Meeting placed the Lighted Sports Complex first among the most desirable and followed by Indoor Pool, Senior Center, Cultural Arts Center, Indoor MultiPurpose Field and Fitness Facility. While the written survey indicated that the Indoor Pool was the most desirable new facility and followed by Senior Center, Fitness Facility, Cultural Arts, and tied for last place were the Lighted Sports Complex and the Indoor Multi-Purpose Field. If the voting results of both groups within the Community are combined, the most desirable new facilities are as follows: 1) Indoor Pool (195 total votes) 2) Senior Center (190 total votes) 3) Lighted Sports Complex (174 total votes) 4) Cultural Arts Center (172 total votes) 5) Fitness Facility (170 total votes) 6) Indoor Multi-Purpose Field (157 total votes) Conclusion The Skateboard Park received the highest number of votes during the first Community Meeting. During the second Community Meeting the Community was asked where the best location would be ---not if it was desirable. The most desirable facility requested by the Community was a new Lighted Sports Complex. The Indoor pool and Senior Center votes were tied for second place and the Cultural Arts Center placed third. An indoor multi-purpose field and fitness Facility were least requested.

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Preferred Organization to Manage New Facility Table V-5 – Preferred Organization for maintenance of new facility

Community Meeting Results

Preferred Organization to Manage New Facility Both the participants of the Community Meeting and the Written Survey were in agreement in their clear preference for the existing City Staff to be the managers of a New Facility. The YMCA was perceived as a second choice and the Boys and Girls Club and the Salvation Army were nearly tied for the third place.

Community Survey results

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44

Park Priority to Determine Maintenance Levels Table V-6 – Park Requiring Most Maintenance

Community Meeting Results

Park Priority to Determine Maintenance Levels The Community was asked to rank the importance of each park in respect to the level of maintenance they would like to see for each park. The results at the Community Meeting showed a preference for Stark Field, Sunflower Field and Bucklin Park were by far the most important parks to the Community. Debbie Pittman Park, Swarthout Park, Frazier Field, Adams and Wildflower Park came in second but by more than half the votes as the first group. McGee Park, Leeper Park, Town Square and Carlos Aguilar were less important. Farmers Park and Gomez where rated the least important. Note: It was not known, at this time, where the new Sports Complex might be.

Community Survey results

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45

Skateboard Park

Table V-7– Preferred Location for Skateboard Park 10

Due to a high turn out of skateboard enthusiasts, a strong desire for a Skateboard Park was expressed during the first Community Meeting. During the second Community Meeting, the Community was asked where the best location was (not if it was desirable). Those that responded favorably to having a skateboard park expressed a preference for the location to be at Sunflower Field or Stark Field. When asked why the teenagers chose these locations, most respondents said that these locations were closer to where they lived. There were a few adults who questioned the desirability of this activity at all.

Community Meeting Results

9

9

8

7 6

No. of Votes

6

5

4 3

3

3

3 2

2 1

1

1

1

Swarthout Park

Wildflower Park

1

0 Sunflower Field

Stark Field

Adams Park

Bucklin Park Carlos Aguilar Town Square Farmer's Park Frazier Field Park

Name of the Park

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46

Comments from the Written Survey Physical Improvements to existing or new Parks Batting Cages Outdoor Pool Complex Fix Playground at Carlos' Aguilar Park Parks @ Buena Vista Running/Bike Trails - 4 Dog Parks - 9 Water Slide - 8 Walk Maps on La Brucherie Road Re-open the Old Post Office Pavilion Parks @ Countryside Estates Pave Ross with bike path between Austin and Forrester Road Fix the Parks we have now, water them more, put safer playground

Third Community Meeting

Financial Improvements Better wages for City Employee's Hire more Police Officers

A joint work-study session was conducted on March 31, 2008. Three committee groups were in attendance; the Community Services Commission, the Planning Commission and the City Council with a totaling 27 attendees. The preliminary Master Plan Recommendations were presented to the Commissioners and over 200 Community Members who were overwhelming in support of a Skateboard Park. Over 16 members of the public, many of whom were parents, business owners and skateboarders spoke passionately about their sport and the need to address this recreational activity. No comments were presented regarding any other issue besides the Skateboard Park. The following are the points made by the Community:

Miscellaneous Comments Since when do parks have gender?? Police Patrolling In-House Work Use Prisoners for maintenance Invest in Solar Power Increase Aquatic programs, water polo, open swim, lap swim - 4 Recreation center for infants/toddlers More Programs for Children Kindergarten to 9th Teen Center – 2 Make Co-ed Programs Boxing Club Program Improvements Boys Scouts - 2 Homeless Shelter - 1 Outdoor Swimming Pool - 11 Equestrian Center Provide Indoor Facility Arts Classes

El Centro Master Plan 9-19-08

1) Skateboarding is a valid positive recreational activity. 2) High rate of use in a relatively small area. 3) Liability is low for the City if it is unsupervised and signs posted 4) Good for businesses because it will provide a legal place to practice. 5) Police would be relieved of ticketing skateboards on private property 6) Create a skateboard committee to help design and build the facilities. 7) Provide multiple spaces to address varying levels of ability. 8) If Brawley can do it El Centro should be able to do it.

47

Overall, the Commissioners were supportive of the Draft Master Plan. They indicated that they felt it was thorough, addressed the needs of El Centro and was generally accurate in the prioritization of project phasing. They requested that the Community Services Commission take a closer look and make recommendations whether to accept the recommendations to increase the park standard to 5acres per 1,000 residents and ensure prioritized items meet the City’s needs. On April 17, 2008, the Community Services Commission recommended that the park acreage standard be increased from 3 to 5-acres per 1,000 residents and set the priorities as indicated in Table VII-1.

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48

PART VI - PARKS AND RECREATION FACILITIES RECOMMENDATIONS The following are ideas for recreational parks recommendations; some of which are already some are long-term goals. Due to the harsh Centro, special attention was given to identify and educational opportunities.

and facilities planned and climate in El indoor active

Phase I (within the next 5 years) Phase II (within the next 5-10 years) Phase III (within the next 10-20 years) The following recommendations are listed in alphabetical order within each Phase.

The cost estimating approach used is based on guidelines developed by the American Association of Cost Engineers (AACE). AACE has developed definitions for levels of accuracy commonly used by professional cost estimators. The AACE defined three levels of cost estimates as order-ofmagnitude, budget, and definitive estimates. The costs presented here are best characterized as order-of magnitude estimates. An order-of-magnitude estimate is made without detailed engineering data. Some examples include: • • •

An estimate from cost capacity curves An estimate using scale-up or scale-down factors An approximate ratio estimate

Basis of Costs The facilities proposed for inclusion in this Master Plan are in the conceptual planning stage. Cost estimates have been developed after reviewing the proposed design concepts, reviewing construction cost databases available to the consulting team, developer representatives and utilizing standard estimating guidance such as the Means Construction Cost Index.

El Centro Master Plan 9-18-08

Typically, an order-of-magnitude estimate is prepared at the end of the schematic design phase of the design delivery process. It is normally expected that an estimate of this type would be accurate within plus 50 percent to minus 30 percent of the estimated cost.

49

Intentionally Blank

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Adams Indoor Sports Pavilion

Phase I

Facilities: Indoor Sports Complex Artificial Turf Soccer /Football Field Play Structure Site Options: Adams Park, east of Conrad Harrison Youth Center Estimated Total Cost: $ 1,225,000 Source: City of El Centro Funding Sources: 1) CDBG Funds (grant application is in process to fund this project). 2) Development Impact Fees Comments: The indoor sports complex will house soccer, football and hockey at the east side of the existing Conrad Harrison Youth Center Building. This sports complex project will be utilized year round by youths and adults participating in recreational sports.

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Athletic Sports Complex - Location (TOURNAMENT QUALITY)

Phase I

(All sports fields and pathways to be lighted for nighttime use) Facilities: Reception Area Maintenance Office (2,200 sq.ft.) Fitness/Aerobic Class (5,000 sq. ft.) Spinning and Weight Room Gymnastics Program Multi-Use Gymnasium - 3 Basketball/Volleyball Courts & Bleachers (17,500 sq. ft.) Racquetball/Handball Courts Indoor Restrooms and Concession Exterior Space: Fitness / Jogging Track 3 Baseball Fields w/Seating 1 Softball Field 3 Soccer/Football Fields (Adult) 8 Tennis Courts 3 Basketball Courts Performance Area (Shaded) Skateboard Park Parking - 300 spaces Maintenance yard Access to bathrooms and concession Picnic Areas for medium size groups Play Structures

N

C

B

A

Estimated Total Cost: $22,607,000 – $66,804,000 Funding Sources: 1) Development Impact Fees 2) Capital Improvement Project (“CIP”) fees. 3) Tax Increment Funding from Redevelopment Project Area (City).

Formatted: Bullets and Numbering

Potential Athletic Sports Facility Locations Comments: It is recommended that this facility should be 40 to 60-acres in size and developed to a high standard in order to become a regional draw. Regional tournaments can be held for Basketball, Soccer, Softball and Baseball.

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LOCATION A - ATHLETIC SPORTS COMPLEX Constructed by Developer Fertile Land

PROS

Located Adjacent to the Interstate Freeway for easy Access Highly Visible Location for Regional Draw Located near commercial area

CONS

Not Centrally Located, South of Interstate 8 Located within New Development – Existing Community may not feel it is available to everyone.

LOCATION B – ALTHLETIC SPORTS COMPLEX Centrally Located, north of Interstate 8 Located Adjacent to the Interstate Freeway for easy Regional Access

PROS

Easily Accessible by Local Roads Highly Visible Location for Regional Draw Closest to Center of the City Located near commercial area

CONS

Not Fertile Land – difficulty cultivating good sports fields Located Close to Residential Areas – lighting may not be desired by residents

LOCATION C - ATHLETIC SPORTS COMPLEX Acquisition by City or a future developer

PROS

Fertile Land Highly Visible Location for Regional Draw Not Centrally Located but north of Interstate 8

CONS

Must travel local roads to access site Limited Access from Freeway

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Athletic Sports Complex Option A – 49 Acres

Phase 1

Exterior Space: Skateboard Park Maintenance yard and office Fencing 6’ height Fitness / Jogging Track 3 Baseball Fields w/Seating 2 Softball Field 3 Soccer/Football Fields (Adult) Performance Area (Shaded) 8 Tennis Courts 3 Basketball Courts Parking - 350 spaces Restroom and concessions 7 Covered Picnic Areas for medium size groups 2 Covered Play Structures

C

Funding Sources: 1) Development Impact Fees 2) Capital Improvement Project (“CIP”) fees. 3) Tax Increment Funding from Redevelopment Project Area (City).

Formatted: Bullets and Numbering

Estimated Total Cost: $22,607,000 Comments: This Athletic Sports Complex will feature multiple high quality fields to accommodate tournaments for the Community, as well as the region.

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Athletic Sports Complex Option B – 60 Acres

Phase 1

Facilities: Reception Area Multi-Use Gymnasium - 3 Basketball/Volleyball Courts & Bleachers Racquetball/Handball Courts Indoor Fitness Center with Pool Spinning Room Weight Room Municipal Pool Restrooms and Concession Maintenance Office Exterior Space: Fitness / Jogging Course 3 Baseball Fields w/Seating 2 Softball Field with Bleachers 3 Soccer/Football Fields with Bleachers Performance Area (Shaded) 8 Tennis Courts 3 Basketball Courts Skateboard Park Parking - 550 spaces Maintenance yard (1-acre) Access to bathrooms and concessions 7 Picnic Areas (covered) 2 Play Structures (covered) Dog Park Lighted Estimated Total Cost: $ 66,804,000 Funding Sources: 1) Development Impact fees 2) Capital Improvement Project (“CIP”) fees. 3) Tax Increment Funding from Redevelopment Project Area (City).

Formatted: Bullets and Numbering

Comments: This Athletic Sports Complex will feature multiple high quality fields to accommodate tournaments for the Community, as well as the region.

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Bucklin Park

Phase I

Recommended Improvements: • Repair existing restrooms and provide additional restrooms with doors • Provide additional concession stand • Reconfigure the brick Ramada with ADA compliant bathrooms and enhanced aesthetics • Re-stripe and extend existing parking lots to provide additional parking • Add more lighting throughout the walking/jogging path • Add distance markers and fitness course to the walking/jogging path • Ensure all paths are ADA accessible • Provide Fitness Stations at regular intervals for both adults and children • Provide better picnic areas with updated fixtures • Provide shade structures over the play area. • Screen the maintenance yard from park view with planting • Potential location for future Tot Center • The outer periphery of the park can be used as Desert Demonstration Zone featuring local plant material. Estimated Total Cost: $ 4,083,000 Funding Sources: 1) City General Fund 2) Tax Increment Funding 3) Water Enterprise Fund 4) Impact Fees

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El Centro Adult Center Facilities: Reception Area and Lobby Kitchen Area Conference/Library Room Arts & Craft Room Classroom Bathrooms Lounge room

Phase I

Kitchen Arts & Crafts Room

Future Adult Center

Exterior Space: Parking is to be provided at the 336 S. First St, site which is currently used for the summer arts program. Site: Community Center (southeast corner)

El Centro Adult Center Plan Future Parking

Estimated Total Cost: Approximately $1,000,000 Source: City of El Centro Funding Sources: 1) CDBG funds 2) Development Impact Fees 3) Private Service Clubs Comments: Located in the southeast corner of McGee Park and adjacent to the existing El Centro Community Center, the new Adult Center will provide much needed recreation facilities to augment the senior and adult programs currently offered within the existing Community Center building. Once programs move to the new facility, the Community Center facility will be more available to address other Programs.

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Extreme Sports Park

Phase I Facilities: To be determined by Skateboard Technical Advisory Committee (STAC) Estimated Total Cost: $1,076,000 Location Options 1) New Sports Athletic Complex 2) Other sites to be determined Funding Sources: 1) CDBG Funding 2) Capital Improvement Project (“CIP”) fees. 3) Tax Increment Funding from Redevelopment Project Areas (City). 4) Private Service Clubs The following are suggested guidelines for the location and program issues for a skateboard facility.

• • • • • •

Design Guidelines • Locate in a visible location (avoiding remote locations) to aid in Community monitoring. • Provide for varying levels of ability. • Schedule use for rollerblades, skateboards and BMX users at different times. • Provide cameras to deter criminal and vandalism activities Outline expected behavior such as; must wear safety gear, no food or drink consumption, no loitering in the active area, no smoking, no drugs or alcohol. Provide incentives to follow the rules (tickets to win prizes) on a monthly basis. Define ordinance fees and violations if not used properly. Provide signage that relieves the City of responsibility. Organize Special Programs such as; weekly skate jams and yearly state competitions. Form a Skateboard Technical Advisory Committee (STAC) made up of Skateboarders, Neighbors, Police and Parks and Recreation Managers to design, locate and manage the future Skateboard Parks.

Comments: At the first Community Meeting, there were many votes for a skateboard park (based upon a large representation of youths between 9 and 16 years old). At every Community Meeting, there has been a significant interest expressed to advocate for one or more Skateboard Parks.

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Old Post Office Pavilion (Feasibility Study + Banquet Facility)

Phase I

Facilities: Provide Seismic Upgrades Renovate the Existing Old Post Office Architecturally Reception Area and Offices ADA Accessibility Upgrades to basement and third floor and Bathrooms Repair leaking basement, (below water table) Provide Commercial Kitchen (for Banquet Facility) Renovate Banquet Room Exterior Spaces: Provide ADA Accessibility Parking Optional Site Uses: 1) Banquet Center 2) History Museum 3) Cultural Arts Center Estimated Total Cost of Feasibility Study: $70,000 - $110,000 Funding Sources: 1) Private Sector 2) Capital Improvement Project (“CIP”) fees. 3) Tax Increment Funding from Redevelopment Project Areas (City and County). 4) Potential rental income from fee per use and rental of facility. Comments: This is a beautiful Beaux Arts building with great historic value and rich architectural detailing. It is recommended that a feasibility study be conducted to determine the cost to provide seismic upgrades, ADA improvements and analyze the best reuse of this building. It is further recommended that the following uses be considered: a Banquet Facility, Historical Museum or Cultural Arts Facility. The Old Post Office Pavilion is the preferred location for the new Banquet Facility, however due to many unknown factors (which make it difficult to ascertain reasonable estimates) the cost for Banquet Facility has been included with the Cultural Arts Facility cost estimate. Currently, the Ryerson facility is used for banquet rentals but as the community increases in size there will be a need for high quality banquet facilities.

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Splash Pad

Phase I

Exterior Improvements: Splash Pad Water Feature Location Options: 1) McGee Park and Community Center 2) Athletic Sports Facility

Estimated Total Cost: $ 215,000 Source: City of El Centro Funding Sources: 1) CDBG Funding 2) Capital Improvement Project (“CIP”) fees. 3) Tax Increment Funding from Redevelopment Project Area (City).

Comments: Water feature for all ages

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Sunflower Fields Park

Phase I

Facilities: Provide Restroom Concession Stand Exterior Spaces: Paved Parking lot Increase size of Parking lot ADA Accessibility Street Trees Shade Structures Bleachers at lower field If additional land can be acquired: Increase size of Parking lot New Baseball Field 2 batting cages Estimated Total Cost: $1,370,000 - $3,375,000 Funding Sources: 1) CDBG Funds 2) Private Funds N

Comments: Many Community members indicated that improving Sunflower Fields Park was a high priority. Although the City has 100% use of these fields, it needs to be understood that Sunflower Park is owned by the El Centro Elementary School District which has jurisdiction over the property. However, in a letter dated May 21, 2008, the El Centro School District made it clear that the District has no intention to construct a school at that location for a period of ten to fifteen years. Many of the improvements requested may require additional property. The City should explore the feasibility of the purchase of adjacent property to provide expansion of the existing fields, parking lot and concession stand with restrooms. In addition, it is important to note that the lower field T-ball field is a retention basin; not always available for use and is difficult to maintain a high quality grassy field.

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Swimming Pool

Phase I Facilities: Reception Area Municipal Pool with Bathrooms and Lockers New Upgrades May Include: Competitive Lap Pool Water Features: Lazy River, Flow Rider and Water Slides Zero Depth Children’s Pool Upgraded Bathrooms, Showers and Lockers Disability Lift Modern equipment and Pool and Deck Refurbishing Therapeutic Program Wet/Dry Classrooms Party/Corporate Areas Location Options: 1) Existing pool area – the plunge at Conrad Harrison Youth Center 2) Adams Park (east of Conrad Harrison Youth Center) Estimated Total Cost: $11,641,000 Funding Sources: 1) Development Impact Fees 2) Capital Improvement Project (“CIP”) fees. 3) Use of Tax Increment Funding from Redevelopment Project Areas (City).

Formatted: Bullets and Numbering

C

Comments: A facilities use request between Central Union High School and City of El Centro must be approved to allow the community use of the pool at Central Union High School during the renovation period and any future use.

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Trails and Connectivity

Phase I & Ongoing

Goals 1) 2) 3) 4)

Develop pedestrian and bicycle trails to connect the existing and new parks. Incorporate New Bicycle Master Plan into infrastructure of existing and new streets. Create an integrated citywide trail system which links new developments, parks and natural features. New developments shall be required to provide connectivity to the existing Community and access to new developed parks and natural features. 5) Provide additional connectivity South of Interstate 8.

N

El Centro Draft Bicycle Plan

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Cultural and Performing Arts Center

Phase ll

Facilities: Theater with 250 seats Community Center, Reception Area and Offices Dance, Music and Singing Studios and Bathrooms Design Studio (drawing, painting, sculpture, etc.) Banquet facility (option if not feasible at Old POP) Exterior Spaces: Reception Area with Sculpture Garden Location Options: 1) Near the Downtown Commercial Area 2) Near Athletic Sports Complex Estimated Total Cost: $9,904,000 - $10,289,000 Funding Sources: 1) Private Sector 2) Capital Improvement Project (“CIP”) fees. 3) Tax Increment Funding from Redevelopment Project Areas (City and County). 4) Potential rental income from fee per use and rental of facility. Comments: Provides recreational opportunities for individuals of all ages to find satisfaction in the pursuit of the performing and fine arts. For many individuals, these activities build social skills, self-esteem and in some cases, further their professional career development. The cost for a Banquet Facility has been included in this facility until the feasibility study for the Old Post Office Pavilion is complete. The Old Post Office Pavilion is the preferred location for the Banquet Facility and the Cultural Arts is the second choice. El Centro Master Plan 9-18-08

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Discovery Center (life discovery for children 6 months to 8 years)

Phase III

Facilities: 2,500-5,000 sq. ft. space with educational opportunities Food Concessions/Restrooms Indoor Reception Area (potential rental income from Birthday parties) Exterior Spaces: Parking (15 spaces) Shaded Outdoor Reception Area (potential rental income from Birthday parties) Site Options: 1. Central Business District 2. Adjacent to Cultural Arts Facility 3. Old Post Office Pavilion Estimated Total Cost: $ 3,272,000 Funding Sources: 1. Private Developer 2. Pay per use fees 3. Potential income from party rentals Comments: Science and life skills Discovery Center for children under 8 years old. The facility has the potential to draw from a regional area and generate additional sales tax income. This facility could be combined with the Exploratorium.

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Dog Park (previously included in Athletic Facility 60-acres)

Phase II

(To be lighted for nighttime use up to a prescribed time) Exterior Spaces: Drinking Fountain with spigot Benches 6 total (donor possibility) Dog Bag Dispensers Trash containers (2) 4 ft high chain-link/vinyl-covered fencing separating large and small dog areas Location Options: Any new or existing park Estimated Total Cost: $397,000 Funding Sources: 1) CDBG Funds 2) Private Funds Comments: While the Community indicated only limited desire for this activity, dog parks are a relatively inexpensive park which can help facilitate communication between individuals of all ages as they share their interest in animals.

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Environmental Education Facility

Phase lII

Facilities: Interactive Exhibit Facility Restrooms Café / Concession Environmental Bookstore

Exterior Spaces: Indoor Space for Educational Programs Outdoor Trellis Desert Demonstration Garden Trail System through Garden Interpretive signage Location Options: Any new site or existing park

Estimated Total Cost: $1,858,000

Funding Sources: 1) CDBG Funds 2) Imperial Valley Irrigation District Comments: Purpose is to provide environmental education and foster sustainable stewardship of the land. Designed to educate and assist children, homeowners, and policy makers in the sustainable landscape practices and foster an appreciation for the desert environment in which El Centro is located. The program could feature an educational component highlighting solar and geothermal energy. A desert demonstration garden could be included in any existing or new park for the same installation cost of a new landscape, however, with the benefit of lower, long-term water costs with educational value. The facility will also highlight the use of Sustainable Landscape Development, Reclaimed water, Solar Energy and Green Building Methods.

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Exploratorium (science discovery for over 6 years old)

Phase III

Facilities: 5,000-10,000 sq.ft. space with educational opportunities Food Concessions/Restrooms Indoor Reception Area (potential rental income from Birthday parties) Exterior Spaces: Parking (25 spaces) Shaded Outdoor Reception Area (potential rental income from Birthday parties) Site Options: 1) Central Business District 2) Adjacent to Cultural Arts Facility 3) Old Post Office Pavilion Estimated Total Cost: $6,640,000 Funding Sources: 1) Private Developer 2) Pay per use fees 3) Potential income from party rentals Comments: Science Discovery for people over 6 years old. The facility has the potential to draw and generate additional sales tax income. This facility could be combined with the Discovery Center.

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Golf Course (Links) Facilities: Link Style Golf Course –18 holes Club House – 1,200 SF Locker rooms Snack Bar Pro Shop

Phase III Exterior Spaces: Parking – 50 spaces Driving Range Putting Green

Site Options: To be determined Estimated Total Cost: $35,874,000 Funding Sources: 1) Private Developer 2) Pay per use fees 3) CDBG Funds 4) Developer Impact Fees Comments: Link Golf Course is most suitable for areas with sandy soils and steady winds. The course is designed according to the natural terrain, which features natural and native grasses, natural slopes, bumps and very few, if any trees. In the case of El Centro, as the terrain is relatively flat, the course will have to be sculpted in order to create the desirable effect. The rest of the course should have native plant materials and few trees. This will reduce the irrigation water requirement significantly while providing a challenging course at the same time. Many golf courses in Southern California are being designed on this principle. Private lessons and pay per use fees will help to fund the park however, the survey results from the Community indicated that there was little interest in a golf course.

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Toddler Center

Phase III

Facilities: Day Care Center (2,200 sq. ft.) Multi-use Community Room Restrooms Exterior Spaces: Playground for Children of ALL Abilities; (modeled on “Matteo’s Dream” park, Concord, CA) Multi-Use Turf Parking for 20 cars 1 Picnic Areas (covered) Tot Lot Location Options: 1) Bucklin Park 2) New proposed sports complex area 3) New Development Estimated Cost: $1,247,000 Funding Sources: 1) CDBG Funds 2) Private Funds Comments: The goal is to provide a place for young mothers with their children, to socialize in a safe, fun environment.

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Adventure Playground - Miniature Golf, Go-Carts and Ropes (Private) Comments: Adventure Playground is an active park concept that provides additional challenges such as climbing, ropes and construction building projects. Ropes Course is a team and self confidence building activity based program. Other privately developed facilities such as Miniature Golf Course and Go-Carts can be used by all family members.

Funding Sources: 1) Private Developer 2) Pay per use fees 3) Potential income from party rentals

Water Park

(Private)

Facilities: Food Concessions/Restrooms Indoor Reception Area (potential party rental income) Exterior spaces: Parking (50-100 spaces) Water Rides Outdoor Reception Area (potential party rental income) Picnic Grounds Funding Sources: 1) Private Developer 2) Pay per use fees 3) Potential income from party rentals Comments: Water Park designed for people of all ages. The facility has the potential to draw from a regional area and generate additional sales tax income.

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PART Vll –ACTION PLAN, GOALS, STRATEGIES AND PERFORMANCE STANDARDS Action Plan for Existing Parks and Facilities Table VII -1 – PROJECT PRIORITY MATRIX for EXISTING FACILITIES Increased maintenance, security and staff are not listed but strongly recommended for all parks, but have not been included in these budget numbers. Additional acreage and operations budget will be accounted for in the Mitigation Fee Study provided by Winzler & Kelly. While it has been stressed that most people prefer to see the existing parks improved and maintained better before we provide additional fields, it is our opinion and the opinion of the Parks Supervisor that the existing fields are being over used and need to be rotated (given a rest) between seasons and play. This can only be accomplished with an increase in number of fields. Field rotation, turf replacement, irrigation replacement and aeration are highly recommended for all parks. Phase I is recommended between 1-5 years, Phase II is 6-10 years and Phase III is 11-20 years. All parks and recreation facilities are listed in alphabetical order and separated into existing and new Park or Facility. Facility or Park

Existing Park or Facility

Adams Park

Location

400-700 Park Avenue

th

Proposed Improvements

Budget

ADA Accessible paths, Game Tables, shaded Senior Passive recreation and / or skateboard park near Conrad Harrison Youth Center (not included in cost estimate)

$1,823,000 to $2,441,000

$4,083,000

Add parking, ADA Improvements to existing path, Fitness Course, restroom improvements, renovate park and replace irrigation. Possible future Toddler Center (not included at this time).

Bucklin Park

1350 S. 8 Street

Buena Vista Park Retention Basin

S. 8th Street

No Work*

Carlos Aguilar Park

1500 Pico Road

New ADA compliant Playground, Lighting and security cameras

Countryside North Park

162 Jack Rabbit Drive

No Work – New Park

Debbie Pittman

1999 Orange Avenue

Renovate existing field, provide restrooms, lighting

El Centro Master Plan 9-18-08

Funding Sources

Priority

Phase

City General Fund Private Service Clubs

High

I

City General Fund Tax Increment Funding Water Enterprise Fund Impact Fees Private Service Clubs

High

I or II

City General Fund Private Service Clubs

High

I

City General Fund Private Service Clubs

Medium

II

$0 $198,000 to $1,303,000 $0 $1,233,000 to $2,431,000

73

Existing Park or Facility

Facility or Park

Location

Proposed Improvements

Budget

Frazier Field

1150 N. 6th Street

Renovate existing fields.

Gomez Park

900 S. Hope Street

Green Parkway Concept Trails and Connectivity

City wide

Leeper Park Retention Basin

250 S. Lotus Avenue

No Work*

$0

Legacy Ranch Park

3900 Arthur Hennessey Court

No Work – New Park

$0

Lotus Park Retention Basin

650 S. Lotus Avenue

Old Post Office Pavilion

230 S. 5th Street

El Centro Master Plan 9-18-08

Funding Sources

$3,182,000

City General Fund Private Service Clubs

Lights and security cameras to increase safety. Frisbee golf and provide storage warehouse.

$306,000 to $1,232,000

City General Fund, Impact Fees Private Service Clubs

Provide green way concept over newly covered irrigation cannels. Provide greenway connection throughout the City to encourage walking, biking, skateboarding and sense of identity through a unified Street Tree Planting Plan.

Varies

City General Fund, Imperial Irrigation District Private Service Clubs

No Work*

Conduct Feasibility Study to provide Seismic Upgrades, ADA access, building renovations, repair water seepage in basement. Preferred location for the future Banquet Facility.

Phase

Medium

I or II I if Skateboard Park is Included

High

Medium

I if Skateboard Park is Included

Ongoing

Low

$0

$70,000 to $110,000

Priority

Low

City General Fund, Tax Increment Funding, Private Service Clubs

High

I One major earthquake and it could be lost forever

74

Facility or Park

Existing Park or Facility

Stark Field

Location 831 S. 4th Street

Proposed Improvements

Budget

Funding Sources

Priority

Phase

High

I or II

Renovate existing field/potential skateboard park (not included in the fee estimate), Replace irrigation (not in original estimate) Shade Bleachers ($500,000) Add restrooms, concession with shade, provide additional parking and pave parking lot and area under bleachers and bleachers at lower field. However, all these elements can not be accommodated without purchasing additional land. Raise backstop, provide shade trees, as well as curb and gutter with ADA accessibility. Renovate fields, upgrade playground and add benches/ potential skateboard park under PAL observation, Replace Irrigation (not in original estimate)

$1,370,000 to $3,375,000

City General Fund, Local Fundraising Impact Fees Private Service Clubs

$5,368,000

City General Fund Private Service Clubs Pop Warner – Private Investment

High

I

$11,641,000

Impact Fees Capital Improvement Project Tax Increment Funding

High

I

Sunflower Field

350 N. Lotus Avenue

Swarthout Park

350 Euclid Avenue

Swimming Pool

The Plunge Adams Park

Renovate the current pool with more lanes, upgraded restroom and showers, lazy river, flow rider, front office and thearaputic program

Town Square

Main Street

Shade at performance and lawn area and add drinking fountain

Wildflower Park Retention Basin

950 S. Lotus Avenue

Rock, Gravel, Decomposed Granite Artscape at lower basin. Drought tolerant planting along upper banks and new pathway for running/jogging

$4,519,000

City General Fund Private Service Clubs

Low - if school district has middle school plans High - if not.

I or II

$51,000 to $223,000

City General Fund, Impact Fees Private Service Clubs

Medium

II

$448,000

City General Fund, Imperial Irrigation District Private Service Clubs

Medium

II

* Potential Location of Dog Park or Desert Demonstration Garden

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Action Plan for New Parks and Facilities Table VII- 2, below, summarizes the actions necessary to implement the Master Plan recommendations. The Priority category represents the importance expressed by Community Members for an improvement and the Phase indicates the most likely time frame of construction, which will be dependant on the availability of funding as well as other factors: Table VII - 2 – ACTION PLAN Facility or Park

Location

Adams Indoor Sports Pavilion

Adams Park

Adult Center

375 S. 1 Street Community Center

Proposed Improvements

Priority

Phase

Development Impact Fees CDBG Funds

High

I

$1,000,000

CDBG Funds Development Impact Fees Private Service Clubs

High

I

Tournament Quality Sports Complex, 3 Baseball, 2 Softball, 3 Football/Soccer Fields, Skateboard Park, 6 Tennis Courts, 6 Basketball Courts, Shaded Performance Space, Jogging Track, Concession stands, restrooms, picnic areas and tables, play structures and Maintenance Office/ yard. Gymnasium for competitive Basketball and Gymnastics. Fitness Center, spinning, weight rooms, classes for Pilates and Yoga. Competitive Pool for tournament and recreational swimming.

$22,607,000$66,804,000

City General Fund Development Impact Fees CDBG Funds School District Private Service Clubs

High

I or II Timing depends on Private Development and the High School

Multi-purpose indoor artificial turf field and play structure.

Budget $1,225,000

Funding Sources

New Park or Facility

st

Athletic Sports Complex, Fitness Center and Gymnasium (49-60 acres)

To Be Determined

Lobby, arts and crafts room, classroom, social areas, kitchen, restrooms, conference room and parking lot.

Banquet Facility

Old Post Office Pavilion or Cultural Arts Facility

Up-scale Banquet Facility for 150 people, commercial kitchen, restrooms, outdoor space (if available) and parking for 75 cars.

$2,308,500 (Included in Cultural Arts)

Tax Increment Incentive Funding, Development Impact Fees

Low

III

Cultural Arts Facility

To Be Determined

Cultural Arts Facility for theater performing arts, classes for art, music and dance, restrooms, lobby and assembly spaces. Banquet Facility cost has been included in this estimate; however the Old Post Office Pavilion is the preferred location.

9,904,000 to $10,289,000

City General Fund, Tax Increment Funding, Local fundraising Private Service Clubs

High

II

Desert Demonstration Garden

Possible in any park

Desert and Drought Tolerant Demonstration Garden can be included in any future park improvement.

$397,000

City General Fund, Impact fees, Water Enterprise Funds, outside grants “Energy Providers” Private Service Clubs

Low

II or III

Discovery Center

Downtown

5,000 square foot building for age appropriate educational hands on activities with changing themes for continued interest.

$3,272,000

Dog Park

Athletic Sports Complex

4’ high fenced area to separate small and large dogs, water fountain, grass field, benches, trash cans and dog bag dispensers

$397,000

City General Fund Development Impact Fees CDBG Funds Private Service Clubs

Med

II

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New Park or Facility Private Development

Facility or Park

Location

Environmental Educational Facility

To Be Determined

Exploratorium

Downtown

Extreme Sports Park

New Sports Complex or other site to be determined

Green Parkway Concept

Priority

Phase

$1,858,000

City General Fund, Impact fees, Water Enterprise Funds, outside grants “Energy Providers” Private Service Clubs

Low

III

$6,640,000

City General Funds Private Fundraising School Districts Grants

Low

III

Modular or in-ground skateboard/rollerblade complex for multiple abilities and individuals of all ages. Motor Cross and BMX users to be provided specific program hours to accommodate all user groups.

$1,076,000

City General Fund Development Impact Fees CDBG Funds Private Service Clubs

High

I

City wide

Provide green way concept over newly covered irrigation canals. Provide greenway connection throughout the City to encourage walking, biking, skateboarding and sense of identity through a unified Street Tree Planting Plan.

Ongoing with Streetscape Improvements

Medium

Ongoing

Golf (18 holes)

To Be Determined

18-hole Links Concept Golf Course, Club House (snack bar and pro shop), putting green and driving range.

Toddler Center

Bucklin Park or Other Location

1,500 square foot building for social interaction for toddlers and their parents to read play and connect. Small kitchen and bathrooms. Exterior play structure

Facility or Park Miniature Golf, Ropes or Adventure Playground

Water Park

El Centro Master Plan 9-18-08

Location

Proposed Improvements Environmental Education focusing on conservation, appreciation of the native flora and fauna, creating a desert garden demonstration garden. 1,000 square foot building for education and programs, restrooms and parking 10,000 square foot building for age appropriate educational hands on activities with changing themes for continued interest. Earthquake, bridge, building construction, physics, cooperative activities, arts and crafts and computers .

Budget

Funding Sources

City General Fund, Imperial Irrigation District Private Service Clubs

$35,874,000

Private Developer City General Fund Development Impact Fees CDBG Funds

Low

$1,247,000

Development Impact Fees City General Funds

Low

III

Priority

Phase

Low

III

Low

III

Proposed Improvements

Budget

To Be Determined

Miniature Golf targeted between 5 to 18 years old. Ropes or Adventure Playground is a teambuilding program for ages 8 to 50 years old.

Depends upon scope and size

To Be Determined

Water park with areas separating older youths from younger children. A large and small pool, with age appropriate water slides, fountains and activities. Restroom/concession building with showers and changing rooms.

Depends upon scope and size

Funding Sources

Private Developer

Private Developer

III

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Goals and Strategies Table VII 3, below, summarizes the goals and strategies for this Master Plan

Goal

Strategy

Key Player

Time Frame

Priority

Ongoing

High

Ongoing

High

Provide appropriate funds devoted to increase staff maintenance levels of existing parks and future parks

Ongoing

High

Provide appropriate funds to increase security for new parks and facilities

Ongoing

High

Within the Next Five Years

High

Within the Next Five Years

High

Within the Next Five Years

High

To Be Determined

Within the Next Five Years

High

General Funds, Grants, Bonds and Private Fundraising

Within the Next Five Years

High

To Be Determined

Ongoing

High

General Funds, Grants, Bonds and Private Fundraising

Ongoing

High

Ongoing

High

Ongoing

High

Provide shared parks, facilities, parking, and restroom access from the outside of building.

Ongoing

High

Provide a clear definition of responsibilities between the Agencies such as; terms of use and maintenance, repairs, scheduling, and insurance liability.

Ongoing

High

Provide appropriate funds to improve infrastructure of existing fields per the issues identified by the Community in the Master Plan

Improve Existing Parks

Provide appropriate funds to upgrade and improve the existing parks with restrooms, concession stands, shade, drinking fountains, ADA access and additional paved parking

Finance Department Parks and Recreation Department

Update the General Plan to increase the developed park acreage to 5-acres /1,000 residents to better meet the needs of El Centro

Purchase additional land adjacent to existing parks to enable the expansion of existing programs

Increase the developed park acreage to 5-acres/1,000 Residents

Finance Department, Planning and Parks and Recreation Department

Conduct feasibility study to examine cost to redesign existing retention basins to maintain their function and provide useable park land Purchase 40-60-acres or work with developer to accommodate a Regional Athletic Complex to provide tournament quality fields and alleviate demand on practice fields Provide additional baseball, softball, soccer & football fields as requested by the Community. Provide additional play structures and swimming pool Contract with Design Professionals to design facilities

Finance Department Private Developer Parks and Recreation Department Finance Department, Parks and Recreation Department, Private Firm

Work with School Districts to analyze, plan and implement mutually beneficial joint-use agreements

Improve and Increase Jointuse Agreements with the School Districts

Resolve security issues to maximize park joint-use Review the agreements to ensure the proper availability of facilities

El Centro Master Plan 9-18-08

School Districts Finance Department Parks and Recreation Department

Funding

General Funds, Grants, Bonds and Private Fundraising

General Funds, Grants, Bonds & Private Fundraising General Funds, Grants, Bonds & Private Fundraising

General Funds, Grants, Bonds, Private Fundraising and School District

78

Goal

“Embrace the Desert”

Strategy

Key Player

Time Frame

Priority

Funding

Create an Environmental Education Program for youths to understand the unique value of Desert Habitat

Parks and Recreation Department and Planning

Ongoing

High

To Be Determined

Create a Desert Demonstration Garden to highlight and adapt the drought tolerant desert plant material

Finance Department, Planning and Parks and Recreation Department

Within the Next Five Years

High

To Be Determined

Ongoing

High

To Be Determined

Create policies that demand new developments to adhere to Best Management Practices and consider solar or geothermal power

Ongoing

High

To Be Determined

Shade All Play Structures

Ongoing

High

To Be Determined

Within Next Five Years

High

To Be Determined

Within Next Five Years

High

To Be Determined

Within Next Five Years

High

To Be Determined

Within Next Five Years

High

To Be Determined

Ongoing

Medium

To Be Determined

2013

Medium

To Be Determined

Ongoing

Medium

To Be Determined

Ongoing

Medium

To Be Determined

City to take leadership role in embracing concept

Respond appropriately to the special needs of a Desert Climate

Provide Water Fountains at all Parks Provide night lighting to maximize use during the cooler periods of the day

PRD and Planning Department

Finance Department Parks and Recreation Department

Provide Indoor Facilities to provide opportunities for physical activity year round

Preserve Existing Cultural Heritage

Retrofit existing buildings of historical value (i.e. such as Old Post Office Pavilion)

Provide interpretive plaques to articulate the history of El Centro

Finance Department Planning Department Parks and Recreation Department Private Firm

Evaluate the safety and appropriateness of existing parks and facilities

Park and Facility Update

Assess the effectiveness of the recreational programs

Evaluate the quantity of parks and confirm community needs are being met. Identify any shortcomings in the design, maintenance or programming

El Centro Master Plan 9-18-08

Parks and Recreation Department or Private Firm

79

Goal

Strategy

Key Player

Time Frame

Priority

Funding

Within Next Five Years

High

To Be Determined

Ongoing

High

To Be Determined

Ongoing

High

To Be Determined

Prepare an operations schedule for each program and facility

Ongoing

Medium

Community for input on Future Programs every five years

Ongoing

High

Ongoing

Medium

To Be Determined

Ongoing

High

To Be Determined

Ongoing

High

To Be Determined

All City Departments

Ongoing

High

To Be Determined

Parks & Recreation Department, Finance Department or Private Firm

Ongoing

High

Development Impact Fees

Parks & Recreation Department, Finance Department

Ongoing

High

To Be Determined

Provide a Feasibility Study to determine the estimated costs to renovate the existing Old Post Office Pavilion or provide a new building

Provide Diverse Recreational Opportunities

Provide parks within walking ½ mile distance

Identify potential land to be purchased to provide Cultural Arts Center. Ideally, this facility would best be located close to the Downtown, due to the central location and the additional revitalization benefit Provide programs and facilities to promote the cultural arts; theater, dance, music and fine arts

Infill parks into existing underserved neighborhoods such as those identified in Figure IV-1 page 36.

Finance Department Planning Department Parks and Recreation Department Private Firm

Parks and Recreation Department

Facility Fees should be based upon a pay per use basis which takes into account the actual operating costs

Fee based System Facility Fees should incorporate a sliding scale for El Centro Residents and ‘use’ fee for residents outside of El Centro

Develop Shared goals

Keep Program Cost Estimates & Fees Current

Encourage Programs for all Individuals

Work with all City Departments to develop a coordinated strategy to provide input, feedback and shared ownership of the common goals

Update Program Costs & Fees after Feasibility Study

Provide sports, dance and other active programs for girls Provide separate fields to ensure girls have equal access

Finance Department Parks and Recreation Department

To Be Determined To Be Determined

Provide therapeutic programs for seniors and individuals with disabilities

El Centro Master Plan 9-18-08

80

Goal

Strategy

Pursue Joint-use school agreements

New Private Developers - Insure Impact Fees are current and enforced

Maximize Funding Dollars

Maximize Private Partnerships - Sponsorship Programs to encourage Community businesses to support the leagues and encourage private entertainment investment

Maximize use of Volunteers within the Community Continue and expand existing programs to maximize community involvement for maintenance, fundraising, management and organization

Procure Grants

Key Player Finance Department Parks and Recreation Department School District Finance Department Finance Department Parks and Recreation Department Planning Department

Parks and Recreation Department Imperial Irrigation District, National Trust for Historic Preservation, Transportation Conservation

Provide a comprehensive list of park features standards

Create Standards for Parks

Provide standard operating schedules

Finance Department Parks and Recreation Department Private Firm

Provide recommended materials Create Standards for Site Design, Storm Water Management, Planting, Irrigation and Maintenance Require New Developments to follow Best Management Practices

Create and Implement Best Management Guidelines

Parks and Recreation Department or Private Firm Planning and Private Developer

Time Frame

Priority

Funding

Ongoing

High

To Be Determined

Ongoing

High

To Be Determined

Ongoing

High

To Be Determined

Ongoing

High

To Be Determined

Ongoing

High

To Be Determined

Within Next five years

Medium

To Be Determined

Within Next five years

Medium

To Be Determined

Within Next five years

Medium

To Be Determined

Within Next five years

High

To Be Determined

Within Next five years

High

To Be Determined

Utilize light colored asphalt and light colored resin pavements which create less ‘heat island’ effect than dark asphalt in parks and parking lots

Parks and Recreation Department or Developer

Within Next one year

High

To Be Determined

Use reclaimed water for irrigation

Parks and Recreation Department

Within Next one year

High

To Be Determined

City Maintenance Staff should take the lead in adopting these practices in the parks they are responsible for. Utilize drought tolerant materials in retention basins

Parks and Recreation Department Or Private Firm

Within Next one year

High

To Be Determined

El Centro Master Plan 9-18-08

81

Performance Standards Table VII 4, below, summarizes the performance standards for goals and strategies for this Master Plan Goal

Strategy

Performance Measures

Input Provide appropriate funds to improve infrastructure of existing fields per the issues identified by the Community in the Master Plan

Improve Existing Parks

Increase the developed park acreage to meet the goal of 5-acres per 1,000 Residents

Provide appropriate funds to upgrade and improve the existing parks with restrooms, concession stands, shade, drinking fountains, ADA access and additional paved parking

CIP Budgets include recommended improvements with near term (5-year) detail on High Priority Improvements Park In-Lieu Fee Ordinance and Fee Schedule include recommended improvements

CIP Budgets include recommended improvements with near term (5-year) detail on High Priority Improvements

Provide appropriate funds devoted to increase staff maintenance levels of existing parks and future parks

Over the course of the next 5 years, increase City budgets to meet the service levels outlined in this Master Plan

Provide appropriate funds to increase security for new parks and facilities

Over the course of the next 5 years, increase City budgets to meet the service levels outlined in this Master Plan

Update the General Plan to increase the developed park acreage to 5-acres /1,000 residents the better meet the needs of El Centro

Purchase additional land adjacent to existing parks to enable the expansion of existing programs

El Centro Master Plan 9-18-08

General Plan Update developed CIP budgets including funding for the acquisition of development of additional acreage CIP Budgets include recommended improvements with near term (5-year) detail on High Priority Improvements Park In-Lieu Fee Ordinance and Fee Schedule include recommended improvements

Outputs

Outcomes

Efficiency

Number of improvements completed

Master Plan recommendations are implemented over time

In-Lieu Fee Revenue utilized as part of program funding

New development funds its share of the program improvements

Number of improvements completed

Master Plan recommendations are implemented over time

Average number of recommended improvements completed according to the CIP schedule

Operational budgets support the service levels goals

Average cost of maintenance is consistent with budgets outlined in master plan

Annual increases in City operational budgets

Annual increases in City operational budgets

General Plan Update complete Increased developed acreage of park and recreation facilities

Percentage of users rating park and recreation facilities as satisfactory Operational budgets support the service levels goals Number of criminal incidents Number of serious injuries Percentage of facilities with serious safety hazards Total developed park acreage approaching 5 acres/1,000

Number of improvements completed

Master Plan recommendations are implemented over time

In-Lieu Fee Revenue utilized as part of program funding

New development funds share of the program improvements

Average number of recommended improvements completed according to the CIP schedule In-Lieu Fee revenue contributions are proportional to new development impacts

Number of facilities maintained in “satisfactory” condition per dollar spent Average cost of security is consistent with budgets outlined in master plan Number of facilities maintained in “safe” condition per dollar spent

Ratio of developed park acreage per dollars expended

Average number of recommended improvements completed according to the CIP schedule In-Lieu Fee revenue contributions are proportional to new development impacts

82

Goal

Strategy

Performance Measures

Input Conduct feasibility study to examine costs to redesign existing retention basins to maintain their function and provide useable parkland. The budget for this is included in the project cost estimates that support this Master Plan.

Increase the developed park acreage to meet the goal of 5-acres per 1,000 Residents

Purchase 40-60-acres or work with a developer to provide a Regional Athletic Complex to facilitate tournament quality fields and alleviate demand on practice fields Provide additional baseball, softball soccer and football fields as requested by the Community, as outlined in the specific recommendations of this Master Plan. Provide additional play structures and swimming pool as outlined in the specific recommendations of this Master Plan. Contract with Design Professionals to design facilities

El Centro Master Plan 9-18-08

Outputs Completed feasibility study

Near term (5-year) CIP budgets include the recommended feasibility study

CIP Budgets include recommended improvements with near term (5-year) detail on High Priority Improvements Park In-Lieu Fee Ordinance and Fee Schedule include recommended improvements

CIP Budgets include recommended improvements with near term (5-year) detail on High Priority Improvements Park In-Lieu Fee Ordinance and Fee Schedule include recommended improvements

Near term (5-year) CIP budgets include the recommended design contracts for high priority improvements

Detailed budgets and enhanced design concepts for inclusion in the CIP

Outcomes Design standards are being utilized to enhance the usefulness of retention basins for park and recreation purposes

Number of improvements completed

Master Plan recommendations are implemented over time

In-Lieu Fee Revenue utilized as part of program funding

New development funds its share of the program improvements

Number of improvements completed

Master Plan recommendations are implemented over time

In-Lieu Fee Revenue utilized as part of program funding

New development funds its share of the program improvements

Completed project designs

Project designs are being utilized to construct facilities

Efficiency

Acreage of developed and useful park land associated with redesigned detention basins

Average number of recommended improvements completed according to the CIP schedule In-Lieu Fee revenue contributions are proportional to new development impacts

Average number of recommended improvements completed according to the CIP schedule In-Lieu Fee revenue contributions are proportional to new development impacts

Number of recommended facilities complete

83

Goal

Strategy Work with School Districts to analyze, plan and implement mutually beneficial joint-use agreements

Resolve security issues to maximize park joint-use Improve and Increase Joint-use Agreements with the School Districts

“Embrace the Desert”

Review the agreements to ensure proper availability of facilities Provide shared parks, facilities, parking, and restroom access from outside of building Provide a clear definition of responsibilities between the Agencies such as; terms of use and maintenance, repairs, scheduling, and insurance liability. Create an Environmental Education Program for youths and residents to understand the unique value of Desert Habitat. This can be accommodated at the Environmental Education Facility recommended by this Master Plan. Create a Desert Demonstration Garden to highlight the desert plant material and adapted drought tolerant plant material. This can be accommodated at the Environmental Education Facility recommended by this Master Plan.

Input Joint City-District working group developed Schedule developed for completing work Over the course of the next 5 years, increase City budgets to meet the service levels outlined in this Master Plan

Performance Measures Outputs Outcomes Reviews completed

Annual increases in City operational budgets

Number of joint use agreements Operational budgets support the service levels goals Number of criminal incidents Number of serious injuries Percentage of facilities with serious safety hazards

Joint City-District working group developed Schedule developed for completing work

Reviews completed

Design standard for shared facilities

Design standard is used for shared facilities

Joint City-District working group developed Schedule developed for completing work

Defined responsibility language for agreements developed and adopted

Near term operation budgets include funding for program development

Program developed

Long term operation budgets include funding for program implementation

Program implemented

Number of regional visitors taking part in program

Near term (5-year) CIP budgets include the recommended design contracts for high priority improvements

Completed project designs

Project designs are being utilized to construct facilities

Number of joint use agreements Number of shared parks, facilities, parking and facilities with restroom access Number of joint use agreements included responsibility language

Percentage of students taking part in program from El Centro

Efficiency Number agreements reviewed in time allotted by schedule Average cost of security is consistent with budgets outlined in master plan Number of facilities maintained in “safe” condition per dollar spent Number agreements reviewed in time allotted by schedule

Number of accessible joint facilities per dollar spent

Number agreements including defined responsibilities completed in time allotted by schedule

Percentage participation per dollar spent on program

Facility completed in accordance with CIP schedule

Program developed

City to take leadership role in embracing concept

El Centro Master Plan 9-18-08

Near term operation budgets include funding for program development Long term operation budgets include funding for program implementation

Program implemented Community and school surveys performed on program usefulness

Ongoing updates to program based on survey results

New park features xeriscape concepts

84

Goal

Strategy

Performance Measures Input

“Embrace the Desert”

Create policies that demand new developments to adhere to Best Management Practices and consider solar or geothermal power plant

Staff assigned to develop policies Schedule developed for completing work Prioritize installation to coordinate with other proposed park improvements

Shade All Play Structures

Respond appropriat ely to the special needs of a Desert Climate

Provide Water Fountains at all Parks

Provide night lighting to maximize use during the cooler periods of the day

Provide Indoor Facilities to provide opportunities for physical activity year round

CIP to include proposed improvements on the appropriate schedule Prioritize installation to coordinate with other proposed park improvements CIP to include proposed improvements on the appropriate schedule Prioritize installation to coordinate with other proposed park improvements CIP to include proposed improvements on the appropriate schedule CIP Budgets include recommended improvements with near term (5-year) detail on High Priority Improvements Park In-Lieu Fee Ordinance and Fee Schedule include recommended improvements

Outputs

Outcomes

Efficiency

Draft policies completed

Policies adopted

Polices completed and adopted in accordance with schedule

Number of improvements completed

Master Plan recommendations are implemented over time

Average number of recommended improvements completed according to the CIP schedule

Number of improvements completed

Master Plan recommendations are implemented over time

Average number of recommended improvements completed according to the CIP schedule

Number of improvements completed

Master Plan recommendations are implemented over time

Average number of recommended improvements completed according to the CIP schedule

Number of improvements completed

Master Plan recommendations are implemented over time

In-Lieu Fee Revenue utilized as part of program funding

New development funds its share of the program improvements

Average number of recommended improvements completed according to the CIP schedule In-Lieu Fee revenue contributions are proportional to new development impacts

Completed feasibility study Retrofit existing buildings of historical value (i.e. such as Old Post Office Pavilion) Preserve Existing Cultural Heritage Provide interpretive plaques to articulate the history of El Centro

El Centro Master Plan 9-18-08

Near term (5-year) CIP budgets include the recommended feasibility study

Near term (5-year) CIP budgets include the recommended feasibility study CIP to include proposed improvements on the appropriate schedule

Detailed budgets and enhanced design concepts for inclusion in the CIP

Number of improvements completed

Design developed and completed in accordance with CIP

Retrofit projects completed on CIP schedule and budget

Master Plan recommendations are implemented over time

Average number of recommended improvements completed according to the CIP schedule

85

Goal

Strategy

Performance Measures Input

Provide a Feasibility Study to determine the estimated costs to renovate the existing Old Post Office Pavilion or provide a new building Identify potential land to be purchased to provide Cultural Arts Center. Ideally, this facility would best be located close to the Downtown, due to the central location and the additional revitalization benefit

Provide Diverse Recreational Opportunities

Provide programs and facilities to promote the cultural arts; theater, dance, music and fine arts

Prepare an operations schedule for each program and or facility

Near term (5-year) CIP budgets include the recommended feasibility study

CIP Budgets include recommended acquisitions with near term (5-year) detail on High Priority Improvements Park In-Lieu Fee Ordinance and Fee Schedule include recommended improvements

Over the course of the next 5 years, include specific programs in City budgets

Staff assigned to develop operations schedule for each program and facility Schedule developed for completing work

Output Completed feasibility study Detailed budgets and enhanced design concepts for inclusion in the CIP Number of acquisitions completed In-Lieu Fee Revenue utilized as part of program funding

City budgets with clearly designated funding for programs

Operations schedule completed for each program and facility

Outcome

Design developed and completed in accordance with CIP

Master Plan recommendations are implemented over time New development funds its share of the program improvements Number of cultural programs included in City budget Percentage of City budget allocated to cultural programs

Operations schedule completed for each program and facility

Efficiency

Retrofit projects completed on CIP schedule and budget

Average number of recommended acquisitions completed according to the CIP schedule In-Lieu Fee revenue contributions are proportional to new development impacts Number of residents participating in programs per dollar spent Number of programs ranked as valuable per dollar spent Work completed in accordance with schedule

Number of households participating and surveys Ask the Community for input on Future Programs every five years

Provide parks within walking ½ mile distance

Infill parks into existing underserved neighborhoods such as those identified in Diagram IV-1 page 36.

El Centro Master Plan 9-18-08

Staff assigned to perform surveys

CIP Budgets include recommended improvements with near term (5-year) detail on High Priority Improvements Park In-Lieu Fee Ordinance and Fee Schedule include recommended improvements

Completed surveys

Programs and priorities modified based on surveys

Number of improvements completed

Master Plan recommendations are implemented over time

In-Lieu Fee Revenue utilized as part of program funding

New development funds its share of the program improvements

Number of businesses participating in surveys Percentage of city programs and projects consistent with survey results Average number of recommended improvements completed according to the CIP schedule In-Lieu Fee revenue contributions are proportional to new development impacts

86

Goal

Strategy Input

Fee Based System

Develop Shared Goals

Performance Measures Output Outcome Completed Cost Recovery Study Cost Recovery Fee Schedule Adopted Cost Recovery Fee Schedule Completed Cost Recovery Study Cost Recovery Fee Schedule with sliding scale Cost Recovery Fee fees Adopted Schedule with sliding scale fees

Facility Fees should be based upon a pay per use basis which takes into account the actual operating costs

Include funding for Cost Recovery study in near-term operational budgets

Facility Fees should incorporate a sliding scale for El Centro Residents and ‘use’ fee for residents outside of El Centro

Include funding for Cost Recovery study in near-term operational budgets

Work with all City Departments to develop a coordinated strategy to provide input, feedback and shared ownership of the common goals

Goals and Objectives need to be identified and developed by City Staff

Goals and Objectives are communicated to all City Staff

Goals and Objectives are integrated into the planning, design and implementation of

Continue to utilize joint-use agreements with schools to share facilities for the maximum benefit of the community.

See detail developed under “Improve and Increase Joint Use Agreements with the School Districts”

Recommend increased joint-use agreements

Increased joint-use agreements

Up to date impact fee schedule for city

New development funds proportional share of facilities

Updated Sponsorship Program strategy

Encouragement of private investment in program

Updated Volunteer strategy

Effective use of volunteers to leverage staff effort

Completed grant applications

Outside funding available to assist as appropriate with City’s program

Completed In-Lieu Fee Study and Fee Schedule New Private Developments - Insure Impact Fees are current and enforced

Completed In-Lieu Fee Ordinance with Escalator

Efficiency Number of programs operating on a cost recovery basis

Number of programs operating on a cost recovery basis with sliding scale fees

Programs, Services and Facilities provided support the Goals and Objectives stated

Recreational opportunities are maximized within school property

In-Lieu Fee revenue contributions are proportional to new development impacts

Updates to Impact Fees as project costs are refined Maximize Funding Dollars

Maximize Private Partnerships Sponsorship Programs to encourage Community businesses to support the leagues and encourage private entertainment investment Maximize use of Volunteers within the Community - Continue and expand existing programs to maximize community involvement of all ages for maintenance, fundraising, management and organization

Assign staff to review and update sponsorship program strategy Develop schedule for completing work Assign staff to review and update volunteer strategy Develop schedule for completing work Develop list of potential grant funds

Maximize Use of Grants Funding

El Centro Master Plan 9-18-08

Assign staff to complete grant applications

Program strategy update completed on schedule Percentage of private investment in overall program funding Program strategy update completed on schedule Ratio of volunteer hour contribution to staff hour contribution for program Number of grant dollars leveraged per application filed Percentage of City’s CIP funded by grants

87

Goal

Strategy

Provide standard operating schedules

Performance Measures Output Outcome Develop programs Increase number of Develop action plan to increase and publicity to reach participants in recreational participation of all individuals the target population programs Develop action plan to increase Develop programs, participation of girls in active policies and publicity Increase number of girls recreational activities: organize to reach girls, recruit participating in active all girls leagues, research female coaches and sports and programs needs, market target audience, get dad’s involved train staff in gender equity Develop action plan to Develop programs Increase number of seniors increase participation of and publicity to reach participating in recreational seniors in recreational seniors programs activities Develop action plan to Develop programs Increase number of increase participation of and publicity to reach individuals with disabilities individuals with disabilities in individuals with participating in active recreational or therapeutic disabilities sports and programs activities Develop action for standard Number of new development including use of development projects staff and, if appropriate incorporating new consultants standards Completed standards

Provide recommended materials

Develop schedule for completion of draft standards

Number of CIP projects incorporating new standards

Develop action for standard development including use of staff and, if appropriate consultants

Number of new development projects incorporating new standards

Input

Identify deficiencies in the participation levels of various age or gender groups

Girls Encourage Programs for all Individuals

Seniors

Individuals with Disabilities

Create standards for all Parks

Provide a comprehensive list of park features standards

Efficiency Programs developed and more individuals served

Programs and policies developed and more individuals served

Programs developed and more individuals served

Programs developed and more individuals served

Standards completed on schedule developed Long term lower maintenance savings resulting from uniform standards

Create Standards for Site Design, Storm Water Management, Planting, Irrigation and Maintenance

Create and Implement Best Management Guidelines

Require New Developments to follow Best Management Practices Utilize light colored asphalt and light colored resin pavements which create less ‘heat island’ effect than dark asphalt in parks and parking lots Use reclaimed water for irrigation

Develop schedule for completion of draft standards

Completed standards

Number of CIP projects incorporating new standards

Standards completed on schedule developed Long term operational savings resulting from improved standards

City Maintenance Staff should take the lead in adopting these practices in the parks they are responsible for. Evaluate the safety and appropriateness of existing parks and facilities Parks and Recreation Facility Update

Assess the effectiveness of the recreational programs

See detail developed under “Ask Community for Input Every Five Years”

Evaluate the quantity of parks and confirm community needs are being met. Identify any shortcomings in the design, maintenance or programming

El Centro Master Plan 9-18-08

88

PART VllI – MAINTENANCE AND OPERATIONS ANALYSIS Introduction This section presents the recommendations of the Master Plan for both maintenance and operation activities. This section includes information from the City’s 2008-2009 budget and preliminary recommendations on the estimated level of investment necessary to meet the goals outlined in Master Plan.

Maintenance and Operations Park and Recreation Budget In the previous fiscal period of 2007-2008, the Park and Recreation budget was only $399,110 for both Program Operations and Maintenance of the Parks and Recreation Facilities. Based upon the need expressed by the Community during this master plan process, the new Park and Recreation Budget presented to the City Council will be $1,714,564 for the 2008-2009 year.

Program Operations The City of El Centro Recreational Programs are created, planned and managed by one full time employee with the help of 25-30 summer recreational leaders who help monitor the parks, the Community Center, the Conrad Harrison Youth Center, as well as lead programs after school and summers activities. The Plunge has one pool manager and 20 lifeguards employed between the months of June through August. Based upon the findings from the Community Meetings for this Master Plan, the Parks and Recreation Department has requested that additional funding be provided to create five additional positions to be responsible for the following: 1) Senior Programming 2) Year Round Special Events 3) Gymnasium Coordinator 4) Special Needs Coordinator 5) After School Coordinator The City Council is considering this additional funding for the 2008-2009 fiscal year.

Ground Maintenance Standards Operational Guidelines for Ground Management was jointly published in 2001 by APPA: The Association of Higher Education Facilities Officers, National Recreation and Park Association and The Professional Grounds Management Society. In order to properly calculate staffing requirements for park maintenance, there are two major factors that need to be identified: 1) Type of area and associated maintenance tasks 2) Level of Care or Service – the amount of time per person to provide the maintenance. This reference has identified a five-level system to rate each park, listing several maintenance tasks (all tasks are not indicated in this chart) and the number of staff members per acre required to achieve these respective levels.

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89

Table VIII-1 Maintenance Level of Service Level

Sites

Turf

Litter

Surface

Repairs

Acres/Person

Level I State of the Art

Urban Park Government Grounds

1 x per 5 days

Daily

Daily

Immediately

Level 2 High Level

Government Grounds

1 x per 5 days

5 x per week

When in need

When in need

High Community Use, with budget limitations

1 x per 10 days

3 x per week

Clean on complaint basis or as budget allows

When safety is a concern and budget is available

Medium Community Use, with budget limitations

Periodic mowing based upon species

1 x per week or less

When safety is a concern and budget is available

When safety or function is in question

5.74

No public use with, severe budget restrictions

Low growing species may not be mowed

Clean on complaint basis When safety or or as budget function is in question allows

When safety or function is in question

13.50

Level 3 Moderate Level Level 4 Moderate – Low Level 5 Minimum – Low

1.10

2.30

2.55

Reference: Operations Guidelines for Grounds Management published by APPA: The Association of Higher Education Facilities Officers, National Recreation and Park Association and Professional Grounds Management Society. Published in 2001.

The City’s proposed fiscal year 2008-2009 maintenance budget was analyzed in order to understand how the City’s current investment in maintenance tracks with established standards. The analysis is presented in Table VIII-2, below. The current maintenance staff for El Centro consists of seven people, one supervisor and six crewmembers for the 129.4 acres of existing parkland. This staff is augmented by maintenance contracts. The preliminary budgetary analysis indicates that the overall budgetary investment for “staffing” (whether city staff or contractors) results in approximately 13.4 Full Time Equivalent (FTE) maintenance staff. Dividing the total park acreage by the available FTEs yields a maintenance service level of 9.66 acres per FTE, which is above the Level 5 Minimum Standard but not equal to the Level 4 Moderate-Low Standard.

El Centro Master Plan 9-18-08

Considering the very harsh climatic conditions (extreme heat, drought, and high water table with high salt content) the maintenance staff has an even more difficult task than the average City. The existing fields also show signs of over use and need to be used on a rotation basis in order to provide higher quality fields. Approximately one-third of the City’s proposed budget is associated with capital improvements including building demolition, construction of new storage and improvements to Swarthout and Sunflower fields.

90

Table VIII-2 Maintenance and Operations Budget Park and Recreation Facility

Proposed Budget

FTEs*

Community Center Staffing Other Costs

$133,200 $97,606

1.33

Staffing Other Costs

$45,680 $46,800

0.46

Staffing Other Costs

$0 $147,450

0

Staffing Other Costs

$20,000 $9,500

0.2

Staffing Other Costs

$66,000 $48,100

0.66

Staffing Other Costs

$150,000 $300

1.50

Staffing Other Costs

$67,000 $6,000

0.67

Staffing Other Costs

$293,000 $6,000

2.93

Staffing Other Costs

$41,600 $53,800

0.42

Based on this preliminary analysis, the City would need to increase its staffing from approximately 13.4 budgeted FTEs to approximately 22.5 budgeted FTEs in order to achieve a Level 4 maintenance standard for the current park acreage. For preliminary budgeting purposes, the City can expect that this would add approximately $, 900,000/year to its staffing/contracting budget for the parks maintenance program.

Adult Center

Recreation

NYPUM Minibike

Youth Center

Should the City increase its acreage of park to 5-acres/1,000 population, it would be committing to maintain approximately 210 acres of park for the current population. If the City retained its current maintenance standard of 9.66 acres per FTE, it would need 22.5 FTEs devoted to maintenance. This is an increase of 9.1 FTEs at an approximate annual cost of $900,000. If the City wished to achieve Level 4 maintenance standards for the increased acreage, it would need 36.6 FTEs. This is an increase of 23.2 FTEs at an approximate annual cost of $2,300,000.

Swimming (Plunge)

Day Camp

Special Events

Old Post Office Pavilion

The City of Yuma has adopted the above method of determining the level of staff need and as an example, four separate parks totaling 50.23 acres (varying in size from 2-31 acres) requires five employees which accounts for 10.04 acres per employee. The City of Yuma has approximately 491 Acres in Parks including two golf courses, 95 acres of Athletic facilities and 25 Acres of Buildings (the grounds are around some City Buildings). As of July 1, 2006, the City of Yuma’s population was 92,160, with the incorporated area of Yuma being approximately 110 square miles.

Parks Staffing

$230,399

2.30

Other Costs

$293,667

2.94

$1,046,979

13.41

Subtotal Staffing Costs/FTEs Subtotal Other Costs

$709,223

Subtotal Program Costs

$1,756,202

New Equipment Capital Projects Total Budget

$268,158 $1,126,500 $3,150,860

*Assumes 1 FTE at a total cost of $100,000 (including benefits)

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The City of Imperial has 12 parks, total 44.49 acres, including a sixacre detention basin. Not including the detention basin, where they cannot grow any grass, Imperial has 38.49 acres of park for a total population of 11,852. The City has two full time maintenance staff to care for 12 acres and the remainder is contracted out to a private company. Their maintenance budget is $303,340 for the 38.49 acres. The City of Palm Desert has a total of 222 acres of park and population of 50,000, which is an acre per 1,000 people. Contracting out all of their maintenance to private contractors, Palm Desert’s annual operating costs are $1,028,580.

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Conclusion Existing quality and maintenance of the existing parks in El Centro are below the National Guidelines.

Recommendations 1) Rate each park with a level of service rating to create a priority system, which the park staff can use to measure the level of effort at each site. 2) Use the rating system to determine how many maintenance crew members the City needs to provide the appropriate level of service. 3) Increase the maintenance staff to adequately meet the standards agreed in order to provide the appropriate level of service at each park. 4) Provide additional park facilities for team practice and/or games, thus allowing the fields to rest periodically. 5) Provide an Athletic Sports Complex with a regional draw for tournament play and thus allowing the practice fields to rest. 6) Retention Basins shall not be counted as a park space unless they function as a useful park, which provides activities and visual access to the site for supervision. 7) Fees to participate within leagues should be based upon a sliding fee-based schedule with residents paying less and non-residents paying more to offset the maintenance and renovation of fields. Considering the harsh desert climate of El Centro, it may be advisable to increase the quantity of indoor recreation and support nighttime park use with night lighting.

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PART IX – FUNDING Funding and Financing Strategy for Capital Improvements As it moves forward with implementing the Master Plan, the City is looking to develop a coordinated funding and financing plan. This section outlines general concepts for funding capital improvements (new park construction or rehabilitation) and maintenance. As a next step in the master-planning process, these concepts will translate into updated mitigation fees for the City and the City’s InLieu Fee Ordinance will be modified to reflect the long term funding strategy. Exactions and In-Lieu Mitigation Fee Elements for New Development The Master Plan includes a wide variety of proposed improvements. Some of these improvements specifically benefit new development and some of the proposed improvements provide benefits to new and existing citizens. The City’s In-Lieu Fee Ordinance provides a mechanism, consistent with both the Mitigation Fee Act and the Quimby Act for new development to contribute its “fair-share” for improvements. In order to incorporate the Master Plan recommendations into the City’s In-Lieu Fee Ordinance, the improvement costs will allocate to new and existing development based on a formula that is proportional to the level of use each type of development places on the parks and recreation facilities. This calculation will be outlined in a detailed nexus study. The nexus study will outline appropriate park and recreation fees for each type of new land use. The Council may adopt these fees after holding a public hearing. No balloting process is required to set mitigation fees. These fees are typically collected upon issuance of a building permit for new construction. The City may elect, within it’s implementing Ordinance to allow developers to construct planned facilities in-lieu of paying fees.

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Land Secured Bond Financing for New Development The mitigation fees discussed above provide a Pay-As-You Go strategy for financing planned park and recreation improvements. With a mitigation fee program, master planned facilities are constructed as the cash flow from new development allows. Landsecured municipal bonds provide the City with the opportunity to levy an assessment or tax on new development to fund its share of the proposed improvements. The assessment or tax is then used to secure bonds, which fund the construction of planned facilities. With a bond program, cash flow is not a constraint and the City could conceivably construct facilities more quickly. The City has two options for land-secured bonds that can finance new development’s fair share of infrastructure improvements. These are Benefit Assessments and Mello-Roos Special Taxes. Benefit Assessments Benefit Assessments for capital improvements are most commonly established under the auspices of the Municipal Improvement Act of 1913, Division 12 of the Streets and Highways Code (the “1913 Act”). However for park and recreation improvements, the Landscape and Lighting District Act may also be used. Since 1996, benefit assessments must comply with the provisions of Articles XIIIC and XIIID of the State Constitution (Proposition 218). Benefit assessments may be used to fund capital improvements that specially benefit property provided that: (i) assessments are levied based on the special benefits provided by the project; (ii) any assessment does not exceed the reasonable cost of the proportional special benefit conferred on a parcel; and (iii) the cost of general benefits conferred by improvements are not included within the assessment. The establishment of a benefit assessment requires a public hearing and a property owner ballot. Assessment ballots are weighted by the amount of the assessment. If the majority of the weighted ballots (more than 50%) approve the proposed assessment, the City may impose the assessment. Confirmed 1913 Act assessments may be paid in cash before bonds are issued. 1913 Act assessments are also commonly used to secure municipal bonds issued under the Improvement Bond Act of 1915, Division 10 of the Streets and Highways Code (the “1915 Act”). Assessments levied under the Landscape and Lighting District Act can also secure bonds, although this is less common. 93

Mello-Roos Community Facilities Districts Mello-Roos Community Facilities Districts (“CFDs”) are established under the Mello-Roos Community Facilities Act of 1982, Section 53111 et. Seq. of the Government Code (the “Mello-Roos Act”). CFDs use special taxes, which need not be based on special benefits and therefore are not subject to the Proposition 218 requirements for benefit assessments. The establishment of a CFD also requires a public hearing and a vote. If there are fewer than twelve registered voters within proposed boundaries of the CFD, property owners vote; otherwise the registered voters vote. A two-thirds vote approval (of those actually voting) is required to confirm the special tax and authorize bonds. If the vote is by property owners, each has one vote for each acre or part of acre owned in the CFD. If the vote is by voters, each has one vote. Special taxes may be paid off in cash if the special tax formula makes such provisions. Special tax revenue can also be used to secure municipal bonds, issued under Mello-Roos Act. The table below outlines the features of each of the financing options described above. Financing Mechanism Summary

Mitigation Fees Benefit Assessments Mello-Roos Special Taxes

Hearing Required Yes Yes Yes

Vote Required No Yes Yes

Voter Pool NA Owners Owners **

Voter Security for Approval Municipal Requirement Bonds NA No* 50% Yes Two-Thirds*** Yes

Table IX-1 Financing Mechanism Summary * Some Agencies will consider Mitigation Fee Revenue when structuring Certificates of Participation ** If there are more than 12 registered voters in the District, then the registered voters are the electorate *** For an owner vote, the approval requirement is the owners of 2/3 of the land area

Funding “Existing Users’ Share” Some of the improvements identified in the Master Plan provide benefits to existing users and the costs of these improvements should not be allocated to new development. As noted above, the detailed nexus study, which will be prepared upon completion of the Master Plan, will calculate the allocation between new and existing development. El Centro Master Plan 9-18-08

There are a number of options that the City can use to fund these costs, including seeking grants. This section highlights two locally supported funding mechanisms that the City may wish to consider in order to create a comprehensive strategy for implementing the Master Plan. Certificates of Participation Certificates of Participation (“COPs”) are the most commonly used funding mechanism for local agencies. A COP is essentially a lease and the City pledges various revenue streams or assets to secure the lease. Sales taxes, general fund revenues, assessments and special taxes can secure COPs; some agencies also consider mitigation fee revenue when structuring COPs. Like the bond financing programs described above for new development, COPs allow the City to access capital in the near term and make repayments over time, which softens the overall cash flow demand. Benefit Assessment Districts The City may wish to consider the establishment of a citywide benefit assessment district to fund park and recreation improvements. An assessment balloting process in which all existing property owners within the City will participate would establish this district. As noted above, a benefit assessment district can be established by a 50% approval from property owners rather than a two-thirds approval from voters. This lower approval threshold makes benefit assessments an attractive way to fund facilities that benefit established property owners.

Funding Strategy for Maintenance and Services There are three principal mechanisms for funding ongoing maintenance and services. These include Landscape and Lighting Districts, Mello-Roos Special Taxes, and Maintenance Annuity Funds. These mechanisms have some basic similarities to the funding mechanisms used for capital improvements and are briefly discussed below. Maintenance Annuity Funds The Maintenance Annuity Fund (MAF) model was popularized by the City of Santa Maria, which captured an award from the League of California Cities for its work. Fundamentally, the model provides a tool for estimating the cost of extending current service levels to new development and predicting if the new revenue provided by the development is sufficient to cover costs. The MAF model calculates 94

the fiscal impact (positive or negative) caused by the development. Negative fiscal impacts are overcome by requiring the developer to deposit a principal amount into an annuity fund that is used for providing services in the future. In many ways, the MAF calculation parallels the Mitigation Fee calculation in that “fair-share” impacts are funded through an upfront deposit. There is no general law covering the concept of Maintenance Annuity Funds and no specific statutory provisions for adopting MAF requirements. Charter cities (such as the City of Santa Maria) can adopt procedures through Charter City Ordinances. El Centro is not a charter city and will need to incorporate MAF deposits into its Development and Disposition Agreements for the various property owners in order to use this tool. Landscape and Lighting Districts Landscape and Lighting Districts (LLDs), a form of benefit assessment district, are another popular way to maintain parks and parkways within new development areas. LLDs are established under the authority of the 1972 Landscape and Lighting Act. LLDs can fund the maintenance of street lighting facilities and various community recreation facilities provided that the special benefit tests of Proposition 218 can be satisfied. LLDs can be procedurally difficult to implement. Each year the City is required to prepare an Engineer’s Report and conduct a public hearing on the proposed assessments. Established LLDs, that predate Proposition 218, can provide valuable funds for maintenance and cities will often consider new LLDs in established areas because the approval requirement is a simple majority of property owners rather than two-thirds of registered voters. However because of its statutory and annual administrative limitations, the LLD is not the preferred choice in developing areas, where a small number of developers cast the assessment ballots.

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Mello-Roos Community Facilities Districts The Mello-Roos Community Facilities District Act provides that Community Facilities Districts (CFDs) can be established to generate taxes for maintenance and services. Because the CFD tax is not subject to a benefit nexus, CFDs can fund a wide variety of maintenance and services. Once established, CFDs can be relatively easy to administer. The City is not required to develop an annual report or hold a public hearing; rather the appropriate special tax is calculated and submitted to the County for collection on the property tax bill. Services CFDs establish new taxes and require two-thirds voter approval. However, in developing areas, property owners are allowed to vote and with a small number of cooperative developers, services CFDs are routinely approved. Private Sponsorship Private partnerships and sponsorships of City recreational programs and activities is an effective way to tap into the generosity of the private sector and create a win-win for all involved. It is recommended that City staff initiate an “El Centro Community Partnership Program”, an event designed to benefit current and new youth recreation activities and an opportunity for business and organizations to partner with the community by becoming a sponsor.

Land Acquisition Based upon April 2008 current values, the price of land within the City Center is approximately $250,000 per acre. Agricultural land which is within the City’s sphere of influence and assuming that the property can be easily annexed and has utility access is approximately $42,000. These figures will be used in the cost estimates for in Section 6 of this Document. The updated ordinances will outline the framework by which the City will require that property be dedicated by new development or that mitigation fees be paid to cover these costs. All additional information will be included in the Mitigation Fee Study prepared by Winzler & Kelly, Consulting Engineers.

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PART X – PARK CONCEPTS While small mini parks may be the norm in some existing cities, contemporary planning discourages the use of many smaller parks in favor of fewer larger parks. The following section explores design objectives and generalized concepts for various types of parks.

Neighborhood Parks The neighborhood park is the basic unit of the park system. The most desirable size is between 5 to 10-acres, with 3-acres as a minimum size. It should be within easy walking distance of residential areas (distributed within a ¼ - ½ mile radius) and uninterrupted by major arterial streets or other obstructions. The focus is on informal recreation with programmed activities for youth team practices and games. The park should be centrally located in the service area.

The design should be tailored to the individual neighborhood rather than the larger community. Provide connections to the neighborhood by pedestrian, bicycle path and public transportation, and also integrated into a greenway system that extends the park experience. Design Objectives: 1) Provide a variety of amenities to serve a wide range of user groups and facilitate active, non-programmed recreation and social opportunities. 2) Provide open multi-use turf area, shaded play structures, hard courts (Basketball, Volleyball, Racquetball, Wall Ball, Skateboard Park, Tennis, etc.), trails, shaded picnic areas and architectural enhancements, as identified by the Community. 3) Provide shaded social spaces to facilitate interaction and community activities to accommodate 10 to 50 individuals. 4) Provide on and off-street parking to accommodate a minimum of 50 cars and shaded with drought tolerant street trees. 5) Provide drinking water fountain and restrooms which are visible from the street for security. 6) Provide security lighting and lighting for nighttime use with light shield to minimize spillover into the night sky and neighboring properties. 7) Highlight any natural features located on the site. 8) Provide adequate buffering to protect the surrounding neighborhood from the noise, light, traffic and other associated issues. 9) Provide street trees for shade and a buffer between the Community and Park, multi-purpose turf field for spontaneous field games, vegetative screen to buffer residential neighborhoods and the remainder of the planting should consist of drought tolerant plant species, as well as mulch to conserve water and reduce weeds. Perimeter planting needs to remain open between two and seven feet to allow visibility for police supervision. 10) Provide an internal loop trail which provides pedestrian, jogging and bicycle opportunities.

Figure X-1 Neighborhood Park

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Park-School The park-school classification refers to a park or facility located next to or within a school site. Community use is dependant on a strong joint-use agreement between the School District and the City and limited to after school hours of operation. The service area is usually determined by the School District but can range from several neighborhoods to the entire Community. The minimum size recommended for this site is 20-acres, however, 40-acres or more is preferred. Good road access is an important consideration and these parks should be connected to the neighborhood by pedestrian, bicycle path and public transportation, and also integrated into a greenway system that extends the park experience. Design Objectives: 1) Provide a variety of activities (dependant on overall needs expressed by the community), multi-use hard courts, soft ball field, soccer field, play structure and picnic areas. 2) Provide two types of turf spaces; a formally marked area for age appropriate organized school and league tournament games, as well as an informal turf area to accommodate spontaneous lawn games. 3) Provide facilities such as gymnasium, multi-purpose room, classrooms and theaters which can be shared after school hours by the Community. 4) Provide shaded social spaces that will encourage interaction and community activities. Social space that should be designed to accommodate 50 to 100 individuals. 5) Provide play equipment designed to meet the needs of respective age groups and compatible with the associated school. All play equipment should be sheltered from the sun. 6) Provide parking to accommodate a minimum of 100 cars and shaded with drought tolerant street trees. 7) Provide drinking water fountain, restrooms and storage facilities which are accessible from the play ground. 8) Provide security lighting and lighting for nighttime use, with a light shield to minimize spillover into the night sky and neighboring properties.

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9) Provide adequate buffering to protect the surrounding neighborhood from the noise, light, traffic and other associated issue. 10) Provide Sports Court Area – such as; Tennis, Basketball, Volleyball, Racquetball, Wall Ball, etc. 11) Provide street trees for shade and a buffer between the Community and Park, multi-purpose turf field for spontaneous field games, vegetative screen to buffer residential neighborhoods and the remainder of the planting should consist of drought tolerant plant species, as well as mulch to conserve water and reduce weeds. Perimeter planting needs to remain open between two and seven feet to allow visibility for police supervision.

Figure X-2 Park-School

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Community Park A community park typically serves several neighborhoods or citywide radius. The desirable size is 20 – 40 acres and serves between 10,000 and 20,000 residents. This type of park should be in an area of diverse environmental quality. Community parks include land with outstanding natural qualities for both passive and active recreation such as walking, viewing, sitting and picnicking. It serves the broader Community and is designed to meet Community based recreational needs. It may include areas suited for intense recreational facilities as found in the Neighborhood Park and/or athletic complexes and swimming pools, depending on the community needs. Bucklin Park is one example of a Community Park. Design Objectives: 1) Provide activities similar to neighborhood park but in a larger scale but not as large as an Athletic Complex, i.e. possible inclusion of a multi-use hard courts, multi-purpose field, a play structure for a variety of ages, fitness course and picnic areas. 2) Provide an extensive looped internal trail conducive to walking, running or biking. 3) Provide both small and large social spaces that will encourage interaction and community activities. A variety of sizes should be provided for group gatherings between 5 – 200 people. All social spaces shall be shaded. 4) Provide play equipment specifically designed to meet the needs of respective age groups, if located adjacent to school, or multiple age groups. All play equipment should be shaded. 5) Provide parking to accommodate a minimum of 100 cars and shaded with drought tolerant street trees. 6) Provide drinking water fountain and restrooms. 7) Provide security lighting and lighting for nighttime use. Provide light shield to minimize spillover into the night sky and neighboring properties. 8) Provide water feature if possible. 9) Provide adequate buffering to protect the surrounding neighborhood from the noise, light, traffic and other associated issue.

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FUTURE DIAGRAM

DIAGRAM – Neighborhood Park

1)

Figure X-3 Community Park

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Athletic Sports Complex/Facility This facility consolidates many programmed athletic fields and associated facilities to one large strategically located site within the Community. The minimum size is 20 acres but may be 40-80 acres and may be built in conjunction with additional community facilities such as libraries, schools and Community Centers. The goal is to consolidate high quality fields in one location for the benefit of the team coordination, ease of maintenance and shared high quality amenities such as parking, restrooms and concession stands. Fewer but larger sites are more convenient for the players and more cost effective to operate. If designed to a high standard, these facilities could become a regional draw from neighboring communities and beyond. Design Objectives: 1) Provide a clustering of sports facilities to encourage competitive tournament play. 2) Integrate flexibility in the design as much as possible to allow for multiple uses and changing recreational trends. 3) Provide for shaded spectator seating. 4) Provide ADA accessible routes from the neighborhood to the site and provide strong circulation path. 5) Provide a shaded concession stand, restrooms and drinking fountains easily accessible from all areas, lighted and visible from the street for security purposes. 6) Provide a variety of shaded social spaces that will encourage social interaction and community activities. Informal seating areas and picnic areas with BBQ pits are encouraged. 7) Provide a variety of play areas separated with specific equipment designed to meet the needs of various age groups. All play equipment should be shaded and located adjacent to the social area to maximize adult supervision, away from the street frontage and accessible from a main circulation corridor. 8) Provide parking to accommodate a minimum of 400 cars and shaded with drought tolerant street trees. 9) Provide water feature to provide relief from the heat. Misters at the picnic areas or consider the potential of gathering storm water in attractive detention area as a focal point and then utilized in the irrigation system. El Centro Master Plan 9-18-08

10) Provide security lighting and lighting for nighttime use. Provide light shield to minimize spillover into the night sky and neighboring properties. 11) Provide adequate buffering to protect the surrounding neighborhood from the noise, light, traffic and other associated issue. 12) Provide easy access by automobile or public transit. 13) Clustered hard courts such as; Tennis, Basketball, Volleyball, Racquetball, Wall Ball, etc. per needs expressed by Community. A minimum of four courts should be clustered together to facilitate tournament play. 14) Provide a variety of landscape treatments to address specific needs of the site. Turf to be utilized at sports fields and dog park. Drought tolerant street trees should be located at the perimeter of the site to provide a buffer between the park and the Community. A vertical view corridor between two and seven feet should be maintained open to allow police supervision. The remainder of the site should be comprised of drought tolerant plant species and mulch to conserve water and reduce weeds. 15) Performance area should be shaded during the day and lighted for nighttime use. Provide a level performance area and graded seating area to enhance viewing line of sight. 16) Provide a large competition skateboard park for skateboarders and roller-bladers of varying abilities. 17) Provide maintenance building to facilitate maintenance operations and locate adjacent to high risk activities such as skateboard park. 18) Provide maintenance vehicle access to all areas.

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Figure X-4 Athletic Sports Complex

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Linear Parks and Pedestrian Connections Over the next decade, many new neighborhoods will be developed to a higher standard than the existing City. These new developments, with new street-tree-lined boulevards and amenities, have the potential to create a class division within the City between ‘the haves’ and ‘the have-nots’. Per the El Centro General Plan, it is recommended that a Tree lined Streetscape system should be developed to link the existing parks and new Communities. Design Objectives: 1) Provide pedestrian and bicycle connections to all existing and future parks, as well as, open space. 2) Provide signage to increase awareness and mark bicycle paths. 3) Provide a variety of surface materials to accommodate runners, pedestrians and bicyclists. 4) Provide a shaded path of travel as much as possible. 5) Provide separate bike path, if space is available. 6) Provide signature street trees to create a hierarchy of design and a “sense of place”. 7) Use existing covered irrigation canal Right of Ways to provide a regional bike path system. Work with the Imperial Valley Irrigation District to improve the pedestrian and bicycle access at the covered canals per General Plan Policy 3-4. 8) Trees of the same variety should be located on either side of each street and aligned in a regular interval. 9) Provide continuous pedestrian public access to existing or proposed natural elements such as parks, lakes, and open space.

Figure X-5.a Linear Park Plan

Figure X-5.b Linear Park Section El Centro Master Plan 9-18-08

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Extreme Park – Skateboard, BMX, Rollerblades

Regional Parks

At every Public Meeting there has been a very large group of Community Members speaking out in favor of an Extreme Sports Park for Skateboards, BMX and Rollerblades. It is a popular activity for individuals between the ages 6 and 50. From the amount of support demonstrated at the meetings – there is a need for more than one Skateboard Park and provide for different skill levels The following are a few guidelines for the location and program issues for a skateboard facility, however it is recommended that a Skateboard Technical Advisory Committee (STAC) be formed made up of Skateboarders, Neighbors, Police and Parks and Recreation Managers to address issues of location, facilities and enforcement of regulations.

These should be areas of outstanding natural beauty, bodies of water and interesting terrain. They are used for outdoor recreation such as picnicking, boating, fishing, swimming, camping and trail uses. Regional parks normally serve several communities and are within a maximum of one-hour driving time. They should contain over 500 acres of land. The Salton Sea would be representative of this category.

Design Objectives: • Locate in a visible location (avoiding remote locations) to aid in Community monitoring. • Provide cameras to deter criminal and vandalism activities • Outline expected behavior such as; must wear safety gear, no food or drink consumption, no loitering in the active area, no smoking, no drugs or alcohol. • Provide incentives to follow the rules (tickets to win prizes) on a monthly basis. • Define ordinance fees and violations if not used properly. • Provide signage that relieves the City of responsibility • Organize Special Programs such as; weekly skate jams and yearly state competitions.

Salton Sea Regional Park

Extreme/Skateboard Park El Centro Master Plan 9-18-08

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Open Space

Cultural Arts Center

Open Space refers to areas that are generally maintained in a natural state and used as greenways or greenbelts, or for natural resource management or protection. They may include waterways and flood channels throughout the urbanized community. Due to the desert environment and the future water resources it is recommended that the open irrigation channels be covered to prevent evaporation. Wherever possible, these channels should act as a corridor for pedestrian and bicycle use, linking residential, schools, parks and commercial developments. Open space and linear Parks should only be counted toward the park acreage if they provide recreational opportunities and not merely visual enhancement.

A Cultural Arts Center would address the recreational needs of many individuals who enjoy the cultural arts. The facilities would include a performance arts theater, acting classes, music classes, dance classes, art classes, outdoor sculpture garden, reception area and parking.

Special Use Recreation Area Special Use Areas covers a broad range of facilities usually oriented to a specific purpose, which due to varying character and use from the previous park sites, does not fit into the previous park categories. Special use areas may contain areas of environmental, cultural and/or historical significance. The use may include specialized activities such as a BMX park, urban squares, golf course or other specialized recreation. The size and design is dependant on the individual needs of the activities. These facilities are difficult to generalize as the individual use needs will dictate the design. Figure X-6 Cultural Arts Center

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Green Design Principals While El Centro has currently no shortage of water supply from the Colorado River, we would be professionally remiss if we did not address issues of environmental conservation. Located in a desert climate, El Centro is hot and dry with very little rainfall. Located 30’ below sea level, with a high water table and high salt content, it is difficult to grow many plants. Per the General Plan Policy 2.2 “Promote water conservation by El Centro residents, businesses, agriculture to reduce overall demand for water.” Recommendations 1) Take the lead, by mandating that all new parks and developments practice “Best Management Practices” and Conserve Water. 2) Limit turf planting to the areas required for recreational activities. 3) Avoid planting turf on slopes and narrow strips, which are difficult to maintain and are only visual amenities 4) Utilize drought-tolerant and native plants at the perimeter of active areas and in the parking lots. 5) Use drought-tolerant trees to shade the parking lots, picnic and gathering areas 6) Test existing soil and add amendments, which will increase permeability and water holding capacity, to reduce the need for irrigation and increase the health of plant material. 7) Utilize mulch in all planting areas (except turf) to conserve water. Utilize irrigation efficient principles • Wherever possible, provide drip irrigation, or bubblers for irrigation at the plant roots. Avoid over spray. • Irrigate in the evening and early morning to minimize evaporation. • Hydro zoning – Different Plants have diverse water needs. Prevent over watering by dividing the planting area into low medium and high water use areas.

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• • • • • • •

Group plants based upon water needs Place thirstier plants in small, highly visible locations such at the entry areas or social spaces. Perimeter planting should be drought tolerant Design irrigation values for different areas such as, sunny, shady areas Provide bubblers at trees to encourage deep rooting Provide stone mulch at all planting areas to reduce weeds and maintain water moisture. Provide shade on the southwest side of buildings to provide shade and reduce energy costs.

Conserve Energy Trees conserve energy by shading, cooling the air through evapotranspiration in their leaves. Properly placed mature trees can reduce interior temperatures and reduce cooling costs. 1) Trees moderate building and outdoor temperatures. Plant trees to the South and West of buildings and picnic areas 2) Shade air conditioners. Shading the air conditioner will keep it cooler, helping it run more efficiently. 3) Minimize outdoor lighting. Place security lighting on motion sensors and provide timers to limit illumination to nighttime recreational use. Use energy efficient fixtures and renewable sources of energy. 4) Utilize local materials. Utilize local materials to support the local community and reduce transportation costs. 5) Utilize recycled materials. Avoid petroleum-based products and use recycled or existing materials to save money and landfill space

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Formatted: Bullets and Numbering

APPENDIX 1) ANNUAL EVENTS Children’s Fair The largest regional event, serving between 30,000 – 35,000 participants, is the annual Children’s Fair located in Bucklin Park. Held the first weekend in April, the event is tailored to families with children and features low recreational activities such as; hoop and ball toss type booths, train rides, food and music. Parking is always an issue with this many people and it has been recommended that the parking lots be restriped or enlarged to increase capacity. El Centro Festival & Fire Works Show or Citrus Festival This event is celebrated with culturally diverse music, entertainment, food and earth preservation awareness. Local and regional artists display a wide variety of work and young children are offered a variety of fun and games. Earth Preservation awareness information and resources are displayed to inform and motivate the community on how to make a difference in reducing our negative impact on the environment, reducing pollution, saving energy, preserving our natural resources and reducing landfills. This event is held first at Big Stark Stadium and then at Northwest and southeast Stark Field. Other suggested activities include a reuse-art competition, demonstrating drought tolerant gardening and education on drought tolerant plant material. Farmer’s Market Located on Main Street between 5th and 7th Streets including the Town Square. The Farmers market is co-sponsored by the Business rd Improvement District and the City the 3 weekend in January. Mardi Gras Light Parade Recreating the world famous event, El Centro celebrates the Mardi Gras spirit with a colorful parade of costume clad participants, jazz music and New Orleans style cuisine. The light parade is an exciting and well-anticipated annual evening event in early February.

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Rain on Main – Ice Cream Social Located in the Town Square, the Rain on the Main is an annual July event where the fire department sprays their water hoses in the air and provides a rain shower for the Community. The event also features ice cream vendors and talent shows. Special Olympics Year round events are provided by the Department of Parks and Recreation for Special Olympics at a variety of locations. The Conrad Harrison Youth Center is frequently used. The group also attends events in other cities, such as San Diego. Taco Cook-off y Las Bandas Annual Taco Cook-Off is held in the Town Square and is open to all cooks to have their favorite recipes judged and celebrated. The event is accompanied by authentic music from several Latin inspired musical bands and activities are provided for all age groups. Tour de Manure Bike Race Cosponsored by the Imperial Valley Special Olympics and the City of El Centro, the Tour de Manure is a 40-mile bike race through the Imperial County that benefits the Imperial Valley Special Olympics. Entry to the Annual February Fun Bike and Health Fair Event is free to Special Olympic Athletes and $20 per Adult and $10 per Junior. Beginning and ending at Bucklin Park, the athletes are offered a choice of 25, 15 or 6-mile routes which traverse the City and perimeter areas. Costume Kiddie Parade and Mutt Strut In late October the City of El Centro held an annual one-mile Mutt Strut Walk around the Bucklin Park Trail. The event featured pet clinics, live bands, dog demonstrations, professional dog shows, dog racing, games and concessions for both canines and humans. Holiday Tree Lighting In mid December the Community gathers at the Police Station on Main Street for a traditional tree decorating and tree lighting event. The tree is decorated by El Centro Students. The Community enjoys the music of local choirs and hot refreshments.

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2) SPECIAL EVENTS

100th Anniversary Centennial Reception In early April, El Centro hosted a heavy hors d’oeuvre reception to celebrate the City’s 100th Anniversary with local art exhibits and a local jazz band.

3) LEAGUES & CLUBS Adult League – El Centro Softball Men’s League – Approximately 15 teams form and play games 3 days per week at Stark Field between January and April. The concession stand benefits the Special Olympics. The fees are $250 per team. Suggested improvements are to regrade and re-sod the existing field. All Valley Babe Ruth Softball League Serving the entire Imperial County, the All Valley Babe Ruth Softball League serves over 200 mostly young women between 3 and 18 years of age. Practices occur at Hedrick and Harding Elementary Schools and games are held at Stark Field between May and the end of July, just after the end of the Imperial Valley League season. The games are played in the evening and the tournaments are all day events from 8am to 10pm. Fees are between $35 and $45 (parents often patrol the grounds and bathrooms for illegal and harmful drug paraphernalia as well as provide field maintenance). Improvements suggested at Stark Field are primarily at the snack bar as there is no hot water, no ice machine, little AC, and less than adequate field maintenance. Ideally, they would prefer to have their own designated field because the adult and boy leagues constantly bump them, even when the young women have reserved the field. El Centro Babe Ruth League Serving 7- 10 teams, the league operates after school between April and June for youths and May to June for teens 16- 18 years old. The team practices five nights a week at Coat / Sunflower Field and games are played on the Sunflower Field. A single header begins at 7pm and a double header begins at 6pm. The director has indicated that they need more practice area, larger capacity to accommodate more participants as well as the following improvements: a) Concession stand and bathrooms b) Paving the parking lot c) Raising the backstop on the older league field El Centro Master Plan 9-18-08

d) Additional practice and playing fields Other Recommendations e) Batting cages f) ADA access and continuous sidewalks g) Paving under bleachers h) Shade at concessions i) Expand the field to the south (purchase vacant property) to add additional parking and two more baseball fields. El Centro Chamber of Commerce Farmer’s Market and Ice Cream Social are run by City [email protected]. Partially funded by business sponsorships, the Chamber of Commerce provides an annual Snowbird breakfast, for over 2,000 people, in mid January 12th at Stark Field Park. Activities include free pancake breakfast, vendors, non-profit groups and entertainment. The Chamber also sponsors the 62nd annual Christmas Parade in late December from Main Street to Bucklin Park. The parade culminates in the sixth annual Tamale Fiesta and the 2 - 3,000 attendees enjoy food, games, vendors and entertainers in Bucklin Park. The 4th of July Imperial Valley Freedom Fest is also sponsored by the Chamber and includes food vendors, fireworks at 9 pm and musical entertainment. El Centro Girls Softball Team The El Centro Girls Softball League is a competitive traveling softball team serving between 300 to 400 girls, who practice three days a week at the four fields at Debbie Pittman over the whole year. Games are held out of town because the fields at Debbie Pittman are not suitable for tournament play. The infield is acceptable at Debbie Pittman Park but the outfield has terrible soil and uneven grassy spots. Coaches provide volunteer maintenance. The facility could use upgrades to the infrastructure, restrooms and lighting. El Centro Kiwanis Club The director has indicated that they are starting a two-year improvement program of the Debbie Pittman Park. The Kiwanis Members are providing benches for parents, walkways, BBQ Pits and Bleachers.

107

El Centro Little League Serving over 350 boys and girls between the ages of 5 and 12 years of age, the El Centro Little League practices at Stark Fields, McGee and Swarthout Parks. Practices run between February and June on Monday through Friday, 4-8pm. The games are played at Frazier Park Monday through Thursday from 6- 8 p.m. and Friday 5 – 9 p.m. The league fees are $65. The president of the league has indicated that the fields are very uneven and need renovation to prevent injury. El Centro Optimist Club Charles The Optimist Club has 43 active members and 60 on the membership list. The group meets every Tuesday at noon at the El Centro Buffet for lunch meeting. The group functions as a social club which also provides assistance to children groups in the city such as; free swimming at The Plunge, children’s ring toss, prizes at the Children’s fair, free passes to the library, as well as sponsors little league and softball teams. They also fund a children’s cancer project, which helps parents find medical help, furnish gas and phone cards for families in need. El Centro Soccer League The El Centro Soccer League serves 800 players between the ages of 4 -14 from El Centro, Imperial, Heber and Holtville. With 65 teams, the league practices and plays at Sunflower Soccer Field with a joint use agreement with Hedrick School from October to the end of January. Due to the heat, the soccer season is later than most other coastal teams. City park space is at premium and lighted fields are highly desirable due to the later games. The league uses Sunflower soccer field for practices 4:30 – 9pm, Monday to Friday, with games on Saturday from 8am – 5pm. The Coach has borrowed a Pepsi trailer, with a sink, to sell drinks, food and candy, which helps to subsidize the League.

diabetes’s and blood pressure issues. The event is held at the Casa de Mañana at the Imperial Valley Fairgrounds. El Centro Soroptimist Club-Gina A service club dedicated to improving the lives of women and young girls of El Centro. The group provides three grant awards for education and a “Violet Richardson” award to volunteers’ demonstrating exemplary service to the Community. The group meets from September to June every Tuesday at Scribbles Restaurant. There is an annual membership fee of $100. El Centro Sunbeam League Baseball Serving approximately 250 students per year, the Sunbeam League is a County league for youths between the ages of 5 to 12 years old. The league practices at Sunflower Field. The season starts on March 1st and ends with a playoff in July. The youngest division Tball games are from 5:30-6:30 pm and the youth follow that game sometime around 6:30-7:30 pm at Sunflower Field. The fee is $55. The Fall Ball starts in October, which has approximately 25-30 players. Practice for Fall Ball and the games are held at Sunbeam Field, which is approximately seven miles west of El Centro The Little League practices in the smaller field retention basin located at the Sunflower Field. Due to the lower elevation, there are many locations where the grass cannot grow due to the extra salt content. The director suggested that it would be helpful to have bleachers at the lower field. Snack bars and bathrooms are also needed at Sunflower. A concession stand could help subsidize the program with revenue generated by selling snacks.

The coach would like to see a tournament-quality field on which to host regional league tournaments as the five existing soccer fields are used continuously without a break and are in very poor condition.

The Soccer field in Sunflower Field is right opposite baseball field. During overlapping seasons, if both teams practice together there is not adequate parking to accommodate both leagues. Additional paved parking, preferably to the south of the field would be beneficial. In addition, providing shade trees and beautification in parking and on the side roads would help improve the appearance of the park.

El Centro Sol de Oro Lions Club The Lion’s Club is a social club providing assistance to a variety of programs that benefit children such as little league and soccer. They provide an annual Health Clinic for 1000 youths with vision,

Imperial Valley Girls Softball League The Imperial Valley Girls Softball League serves 550 girls between 5-18 years of age and holds league practices all year at the Debbie Pittman Field. Games are held in the Fall, costing $30 per person

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and $100 per person during the Spring Season. A yearly BBQ fundraiser helps to raise money to supplement the league costs for maintenance and trophies. They need better landscape and clay grounds (less maintenance). Imperial Valley Gymnastics Club – Serving between 200-350 youths, the Imperial Valley Gymnastics Club is a non-profit organization and currently located at 260 East Main Street, El Centro. Open between 4-7 pm on Monday through Friday and during the day on Saturday, the facility is available for classes and birthday party rentals. The organization would like to relocate to a new larger building with air-conditioning. Imperial Valley Soccer League (youth) Serving 1,000 participants, the season starts February to August. Practice and Games are held at Sunflower Fields. The cost is $15 per player, and $1 for a penalty yellow card and $15 penalty red card. The league needs more soccer fields, as they currently have to share the Sunflower Field with baseball players. Junior and Master Choral Imperial Valley Choral Society Master Choral 50 members College credit class at Imperial Valley College Perform SW auditorium larger churches work with orchestrates, sing at Frank Wright Auditorium in Imperial opened last year. Chamber Singers - College credit class, of 12 – 14 adult singers performing dinner shows and performances. Rehearsals are at Southwest High School and performance venues vary. They have in the past performed at the old Post Office. Fees are $30 per semester.

Juvilatte Singers are a group of 10-12 High School Students who perform at the mass service in the First Methodist Church. Recommendations The program would appreciate a variety of both small and middle size venues for smaller performances, which are, not appropriate at the Southwest High School Theater. The old Post Office Pavilion and a slightly larger venue for 300-400 people would be helpful. Mid Valley Pop Warner Football Leagues Serving over 500 youths, the Pop Warner Football Program provides flag football, football and cheerleading programs for 9 teams. There is a waiting list for the program and it could accommodate additional participants if additional fields were available but have turned participants away due to space limitations. Currently, the league practices at the Stark Field and uses the El Centro High School and Southwest High School fields for Saturday games. The director has expressed a desire to work out a joint-use agreement with the City of El Centro to provide fundraising activities to build dedicated practice and game fields for their use between August 1st and December 31st and shared with the Community the rest of the year. A maintenance agreement would need to be arranged as well. Currently, the registration is $110, the uniform (kept by the player) is $90, and the gear deposit is $100.

Youth Choir - 20-40 youths Practice at Southwest High School. Their performances have been held at the old Post Office Pavilion, Southwest High School and the First Christian Church. In January the Youth Choir provides a singing and dance program.

4H Youth Club of Imperial County The 4 H Club is a County volunteer organization serving 1,000 members countywide and 300 volunteers. Sponsored by the University of California, since 1918, the goal is to teach life skills such as live stock raising, agriculture and other hands on skills. The meetings occur at volunteer homes and large annual activities occur at the Imperial Fairgrounds. No improvements were needed to improve the Clubs operation.

The Missoula Traveling Theater is a program which travels to different Cities throughout the country providing a one week theatrical experience for 60 -70 local kids. The program begins on a Monday and the group performs a show on Saturday and Sunday. The program is held in the Southwest High School.

Mostly Theatre Company Mostly Theatre Company is a non-profit organization providing theatre programs for teens and young adults. Performances take place at the new performance theater at Southwest High School. Tickets are $10 - $15 and free to children less than 4 years of age.

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Sunsation (Swim Team) Serving 150 swimmers between the ages of 4-18 years old, the Sunsations are a non-profit competitive swim team run by a volunteer director and three paid coaches. The team practices daily between 4-8pm with meets on Tuesday and Thursday between May 26th and the end of August. Each Saturday all the teams in the league rotate hosting a “Swim Invitational” at various venues around the County.

Desert Trails RV & Golf Course (Privately Owned) Privately operated golf course providing a pay per use to the Community is open daily between 6 am and 6 pm. Cost for 9 holes is $8 for adults and $4 for children. Cost for 18 holes is $12 for adults and $8 for children.

Both practices and meets are held at Central Union High School and the team is charged $12.50 per hour by the School District. The cost for being on the team is $75 per person and those who can’t afford the fees have been sponsored by the Coaches and Director. Due to lack of space, the team turns away more kids than they can accommodate in the program. If they had a larger facility they could accommodate more youths during the summer months.

Jaques n Jill Health Club (Privately owned) Although a private facility, this private Health Club boasts a membership of over 1,500 individuals from the Communities of Brawley, El Centro, Imperial and Mexicali. If these statistics are correct then it alone demonstrates an unmet public need within the Community. The Health Club provides a variety of classes such as, a cardiovascular work out, bike spinning room, weight rooms, aerobic classes, Pilates and yoga classes. The club has an indoor basketball court and 5 racquetball courts. Three outdoor tennis courts are provided, as well.

Yuma Scorpions Yuma Scorpions are a semi- professional baseball team which has structured an agreement with the City of El Centro in a Partnership venture to hold five games at Stark Field and split the concession and entrance fees in equal amounts.

The fee structure has two types: 1) Full Membership costs $199 initiation fee with $44 monthly fee for unlimited access to the facilities and classes. 2) The monthly membership is $55-$65 per month for full access without the initiation fee.

4) PRIVATELY OWNED ORGANIZATIONS

Fitness Oasis Health Club & Spa (Privately owned) Located in the City of Imperial, Ladies Fitness Express is a private fitness club, for women only, with a membership of over 600 clients. This facility offers weight training, cardiovascular fitness, aerobic, dance, Pilates and Yoga classes. A bicycle spinning room is equipped with a visual projection screen to simulate the outdoor experience. There is an outdoor swimming pool and babysitting service. The spa hours are 5:30 am to 9 pm on Monday, Wednesday and Friday and 8am to? on Tuesday and Thursday from 8 am to 1 pm on Saturdays. The cost is $199 initiation fee and $49 per month unlimited access to the facility.

Although the following are private facilities, they are providing a selective niche of services, which indicate that there is both a private supply and a public demand for these facilities. The numbers of participants and the Community Needs Assessment indicates that the City would be providing a useful service if more of these fitness classes could be provided from the public sector. Brunswick Bowling Alley A 36 lane bowling center with restaurant, proshop arcade, bumper cars, laser tag and party center recently opened at 950 N. Imperial Avenue and will be operational in the summer of 2008. Curves for Women 1940 S. 4th Street Membership is approximately 160 Women for a series of hydraulic machines design specifically for women. Hours of operation are Daily between 5am – 12am and 3:30 – 7:30pm. Saturday hours are limited to 7a.m. to 10a.m. Fees are $49 per month and $39 per month with a one-year commitment.

El Centro Master Plan 9-18-08

Regional Parks, Recreational Facilities and Programs within 10 mile Sphere of Influence McCabe School District McCabe school district is located in southwest location from El Centro, between El Centro and town of Heber. Currently there’s only one school under the jurisdiction of this district, McCabe Elementary School where there are no parks or gymnasium buildings. Most of 110

the students practice at Sunflower Field under various leagues. There is a proposal for another school, Corsman School, which may have a joint use in place with McCabe and relieve the need to use the Sunflower Field. Sunbeam Lakes RV Park Sunbeam Lakes RV Park is located seven miles west of El Centro City limits and provides RV camping at $35 per night, $197 per week and $450 monthly. The RV Park caters mostly to “Snowbirds” families living in the northern areas to get away from the colder winter climate. They offer heated swimming pool, Jacuzzi, exercise room, billiards, shuffleboard and a recreation hall for various activities such as; dances, cards and crafts. Boating, swimming and fishing are available at the adjacent the County owns Sunbeam Lake Park, Refer to following. Sunbeam Lake Park, County of Imperial Located seven miles from El Centro, Sunbeam Lake Park is owned and managed by the County is under renovation and will provide many new facilities, which will enhance its regional draw. The existing Sunbeam Lake, providing boating, swimming and fishing, will be expanded to include a swimming lagoon and a tot swim area. The improvements will include a Community Center, BMX park, 4 baseball fields, play structures, sand volleyball, picnic areas and parking for approximately 275 cars.

Splash Pad in the City of Imperial Valley Splash Pad Park located in Eager Park; City of Imperial is a popular facility that draws other users from El Centro. Rio Bend RV and Golf Course Beth Located within seven miles of El Centro town limits, the Rio Bend RV Park is an upscale Golf and Recreation Country Club for daily recreation, retirees or as a vacation getaway. The center piece of the Country Club is the Bend Lake and Golf Course. The facility also features an Administration and Activity Building, Buckboard Cafe, El Centro Master Plan 9-18-08

Pro Shop, Library Room, Laundry/Restroom facilities.

Swimming

Pool,

Spa,

and

An onsite Activities Director is available daily for shuffleboard, billiards, horseshoe, water volleyball, putting green as well as aerobics, water exercise and a state of the art fitness center. The following games are available such as; bridge, pinochle, cribbage, poker, euchre, dominoes and bingo, Craft classes include ceramics, sewing, quilting, painting, carving, scrap booking, card making, sculpture, lapidary, silversmithing, and arts and crafts. Rio Bend also sponsors several kinds of dancing from cabaret, western, line dancing, square dancing, and ballroom dancing. Special Events include; Pot luck and ice cream socials, Thanksgiving and Christmas Dinners, New Year's Eve party, St. Patrick's Day, Fun Day, Mexican Fiesta, Fashion Show and Wine Tasting/Silent Auction charity event, and entertainment shows. Fee Schedule for Resort Daily Rate

Peak Season

Summer Season

Daily Rate Weekly Rate

$50.00 $300.00

$38.00 $250.00

Monthly Rate

$550.00

$450.00

4-Nights Special Year-Round

$140.00

Current RV/Park Model Annual Rate

$2450.00

Not applicable

$2700.00

Not applicable

$38.00/day

$35.00/day

Annuals (Effective September 1, 2007) Group Rate: 10 or more rigs.

Rio Bend Golf Course is available for use to El Centro residents. The base fees for the golf course are $18 for 9 holes and $25 for 18 holes. Cart fees range from $10 to $15. The hours of operation are from dawn to dusk.

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California Mid-Winter Fairgrounds in Imperial Valley The City of Imperial is a part of the Desert Southwest community encompassing cities from the border town of Calexico, Heber, El Centro, Brawley, Holtville and Calipatria. Located in the heart of Imperial, the Mid-Winter Fair is the countys’ largest attended event. The fair lasts for a total of 10 days and is held at the end of February or beginning of March each year. The fairgrounds will host other events during the year such as; festivals, barbecues, car races, concerts, trade shows, and private parties.

5) POTENTIAL MANAGERIAL ORGANIZATIONS PUBLIC ENTITY 1) City Recreational Staff City Staff member and assistant organize and run programs and activities for the Conrad Harrison Youth Center, The Plunge, The El Centro Community Center, many other activities and program the joint use of school sites. With a staff of one fulltime supervisor and between 20-40 part time program leaders and life guards they program and manage comprehensive programs for youths, adults and seniors. This entity is significantly understaffed to accommodate all the programs for the size of El Centro. However, the Community has confidence in their ability and indicated their preference was to have the City Staff to manage any new facility. NON-PROFIT ORGANIZATION 1) Boys and Girls Club A Non-Profit Organization providing a variety of after school programs to over 100 youths per day. Over 400 participants are registered for a variety of classes such as computer labs, game rooms, tutoring, reading room and sports. The program has provided services for 600-800 youths per year. Currently operating in Brawley, the Boys and Girls Club would be willing to provide the organizational and programmatic elements for a program in El Centro. The Boys and Girls Club Program is a flexible operation that can function out of a variety of spaces, like a donated building, in a school classroom as an after school program or any other community space. 2) Catholic Charities The Catholic Charities is a non-profit organization providing service to the Senior Citizens of El Centro. Utilizing the El Centro Community Center, the program offers arts and crafts, senior nutritional program, El Centro Master Plan 9-18-08

companion and a foster grandparent program. Each summer they host the “Cool Zone” which is a summer program between July and September open between 1-7pm on a daily basis. 3) El Centro PAL (Police Athletic League) Programs El Centro Police Athletic League will initiate and sponsor amateur athletic and non-athletic programs and provide an opportunity for young people and law enforcement personnel to develop a mutually satisfying non-advisory relationship including athletics, educational presentations, tours and training classes. With a staff of four employees, PAL provides variety of free recreational programs to the youths of El Centro such as; soccer, boxing, karate, hip-hop dance, a mini-wellness gym and guitar classes at the Ryerson Hall. Aqua aerobics classes are provided at Posada del Sol Apartments Pool at 1400 N. Imperial. The programs are paid for through a variety of funding grants, private donations, rental from the Banquet Facility with in the Ryerson Building and the annual comedy Festival called Fiesta de Locos. The PAL also runs a th leadership program for 8 graders to help provide information and th access to higher education. A group of 8 graders are taken to a college campus, sleep in dorms, eat at the cafeteria and hear from college students of the potential funding opportunities to help afford this higher education. The soccer league serves over 600 youths and is a free program with the only cost of $35 dollars to purchase the uniform. The league practices at Swarthout Park, Aqular Park and McGee Park. The games are held at McGee due to lighting and increased safety. Recognizing the attraction and excitement that off-road vehicles have for today's youth, the Off-Highway Motor Vehicle Recreation (OVH) Division of California State Parks entered into partnership with the California Police Activities League and the El Centro Police Athletic League. This partnership has created a new and innovative program called OFF-ROAD PALS. This program takes place at the Heber Dunes Off-Road State Vehicle Recreation Area and operates from October through May each year. The program is available to anyone between the ages of 12 and 16 years old. Equipment and ATV's are provided for the youth free of charge. PAL was willing at one time to build a skateboard park and maybe still interested in helping achieve this goal. They cannot however 112

maintain the facility and would be looking to the City to provide the maintenance. 4) March of Dimes Non-profit organization provides community outreach and educational facilities for expectant mothers, especially those young in age. Provide foster care, and clinical help to young mothers and women of childbearing age. Classes are held in various locations across the city. Locations include Central Union High, Southwest High, Desert Oasis, Clinicas de Salud, and Community Center, etc. Their organization would prefer to have a permanent location. 5) Salvation Army The Salvation Army is a non-profit organization with a significant presence in El Centro. This organization runs many recreation programs for the El Centro Community such as, a shelter at 5th and Park Street, as well as, youth and senior programs. The director of the organization is very interested in increasing the Salvation Armies participation to help organize, program and manage a public facility. The director recommended that a large multi purpose community center, such as the facility in San Diego, could be used in a variety of ways, skateboard, basketball court volleyball, mini auditorium for theater and a rock-climbing wall. 6) YMCA Not currently involved in El Centro at this time but are very active and respected in other communities. Membership rates vary but are between $70-$90 for a six-month period and are almost 25% of the cost for a private facility. The YMCA has expressed a great deal of interest in managing a facility in the City of El Centro. 2) FOR PROFIT PRIVATE ORGANIZATION 1) Big League Field of Dreams A for-profit company has created a themed Baseball experience, which is City Built, City Owned and maintained by the Big League Dreams. Youths have limited access without entry fee. Token fee approximately $2.00 with $1.00 off concession stand purchase. Kids fewer than 13 free unless participating in game. Participating kids pay $1.00 to be used at the concession stand.

Revenue sharing partnership is the usual model but due to the location- a hybrid management contract – City may need to pay for some management. Manteca is booked every weekend. Has the potential to become a regional draw but the fields are rented for league play and entry fees may deter individuals. PROS • Provide Regional Draw and indirectly assist economics for hotels and restaurants • Recognized for providing a high quality product and provide high level of maintenance • City is not financially worse than if they maintained it themselves • Potential to make additional revenue for City from sales. CONS • Fenced Property • Private Operator • Less control over park 3) Cathedral City Big League Field of Dreams -Cathedral City is very satisfied with the Big League Field of Dreams in their city. While they do not exact an entry tax, they do benefit directly from purchases and indirectly from additional tourism, which contributes to the food and hotel sector. The City voted to put up a $6,000,000 bond to construct the facility and it is being paid back through the revenue sharing. The facility has three baseball fields and enjoys a number of large events that bring outsiders into Cathedral City, which never have been there before. 2) Golden Baseball League – The Yuma Scorpions are a semiprofessional baseball league, utilizing the Stark Field for five games during the current baseball season. Concession and entry fees will be spit between the City of El Centro and the Team. 3) Others Unknown at this time

The Big League Field of Dreams may not be financially feasible at this time, with so many leagues operating at such low costs. Their assessment of the economics of the area leads them to suggest a hybrid operation where they would be paid for their management.

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El Centro Master Plan 9-18-08

114

6) COST ESTIMATES Basis of Costs The facilities proposed for inclusion in this Master Plan generally in the conceptual planning stage. Reviewing the proposed design concepts, reviewing construction cost databases available to the consulting team and developer representatives and utilizing standard estimating guidance such as the Means Construction Cost Index, has developed cost estimates. The cost estimating approach used is based on guidelines developed by the American Association of Cost Engineers (AACE). AACE has developed definitions for levels of accuracy commonly used by professional cost estimators. The AACE defined the three levels of cost estimates as order-of-magnitude, budget, and definitive estimates. The costs presented here are best characterized as order-of magnitude estimates. An order-of-magnitude estimate is made without detailed engineering data. Some examples include: • • •

An estimate from cost capacity curves An estimate using scale-up or scale-down factors An approximate ratio estimate

Typically, an order-of-magnitude estimate is prepared at the end of the schematic design phase of the design delivery process. It is normally expected that an estimate of this type would be accurate within plus 50 percent to minus 30 percent of the estimated cost.

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115

Improvement Description

Total Cost Including Optional Work

Base Cost

Source

Currently Budgeted Improvements Adams Indoor Sports Pavilion

$

1,225,000

$

1,225,000

City of El Centro

El Centro Adult Center

$

1,000,000

$

1,000,000

City of El Centro

Splash Pad

$

215,000

$

215,000

City of El Centro

Swimming Pool & Water Park Planning Phase

$

200,000

$

200,000

City of El Centro

Subtotal Currently Budgeted Improvements

$

2,640,000

$

2,640,000

Recommended Improvements Adams Park

$

1,823,000

$

2,441,000

Attached Estimating Sheet

Athletic Sports Complex Option A (49 acres)

$

22,607,000

$

22,607,000

Attached Estimating Sheet

Athletic Sports Complex Option B (60 acres)

$

66,804,000

$

66,804,000

Attached Estimating Sheet

Bucklin Park

$

4,083,000

$

4,083,000

Attached Estimating Sheet

Carlos Aguilar Park

$

198,000

$

1,303,000

Attached Estimating Sheet

Cultural Arts Complex

$

9,904,000

$

10,289,000

Attached Estimating Sheet

Debbie Pittman Park

$

1,233,000

$

2,431,000

Attached Estimating Sheet

Desert Demonstration Garden

$

397,000

$

397,000

Attached Estimating Sheet

Discovery Center (6 months to 8 years)

$

3,272,000

$

3,272,000

Attached Estimating Sheet

Dog Parks (included in Athletic Sports Option B)

$

397,000

$

397,000

Attached Estimating Sheet

Environmental Education Facility

$

1,858,000

$

1,858,000

Attached Estimating Sheet

Exploratorium (science discovery over 6 years)

$

6,640,000

$

6,640,357

Attached Estimating Sheet

Extreme Sports - Skateboard, BMX, Rollerblade

$

1,076,000

$

1,076,000

Attached Estimating Sheet

Frazier Field

$

3,182,000

$

3,182,000

Attached Estimating Sheet

Golf Course (18 holes)

$

35,874,000

$

35,874,000

Attached Estimating Sheet

Gomez Park

$

306,000

$

1,232,000

Attached Estimating Sheet

Old Post Office Pavilion (Feasibility Study)

$

70,000

$

110,000

Attached Estimating Sheet

Stark Field

$

4,519,000

$

4,519,000

Attached Estimating Sheet

Sunflower Fields

$

1,370,000

$

3,375,000

Attached Estimating Sheet

Swarthout Field

$

5,368,000

$

5,368,000

Attached Estimating Sheet

Swimming Pool

$

11,641,000

$

11,641,000

Attached Estimating Sheet

Toddler Center

$

1,247,000

$

1,247,000

Attached Estimating Sheet

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116

Improvement Description Town Square

Total Cost Including Optional Work

Base Cost $

51,000

$

223,000

Trails & Connectivity (Green Parkway Concept)

Attached Estimating Sheet To be budgeted with street design

Wildflower Park (Retention Basin)

$

448,000

$

Subtotal Recommended Improvements Total Park and Recreation Master Plan Program including currently Budgeted Improvements

$

161,761,000

$

168,210,000

$

164,401,000

$

170,850,000

El Centro Master Plan 9-18-08

Source

448,000

Attached Estimating Sheet

117

Adams Park Proposed Improvements Cost Estimate Base Site Improvements (7-acres)

Notes

Quantity

Unit

Clearing, Grubbing & Drainage

5

AC

$

21,500.00

$

107,500

Soil Amendments & Fine Grading

5

AC

$

24,000.00

$

120,000

Replace existing Irrigation

5

AC

$

108,900.00

$

544,500

Replace existing lawn

5

AC

$

108,900.00

$

544,500

Provide Shade over playstructure

1

EA

$

15,000.00

$

15,000

1

EA

$

15,000.00

$

20,000

8,900

SF

$

4.00

$

35,600

LS

$

15,000.00

Provide Gaming Tables with shade Provide Walking Path

1780 LF x 5ft wide

Provide Senior Fitness Course

Unit Price

Total Amount

$

15,000

Subtotal

$

1,402,100

Contingency 10%

$

140,210

Management/Design 20%

$

280,420

Total Including Contingencies

$

1,822,730

Optional Adams Park Triangular Parcels on either side of Adams Avenue (Potential Desert Demonstration Garden or Dog Park) Clearing, Grubbing and Drainage

77,970

SF

$

0.49

$

38,205

Soil Amendments & Fine Grading

77,970

SF

$

0.55

$

42,884

Landscaping

77,970

SF

$

2.50

$

194,925

Irrigation

77,970

SF

$

2.50

$

194,925

Trash Receptacles

2

EA

$

800.00

$

1,600

Drinking Fountains

1

EA

$

3,000.00

Subtotal Optional Work

$

3,000

$

475,539

Contingency 10%

10

%

$

47,554

Management/Design 20%

20

%

$

95,108

Total Cost Optional Work

$

618,200

Total Base + Optional Work

$

2,440,930

El Centro Master Plan 9-18-08

118

Athletic Sports Complex Conceptual Cost Estimate - Option A Site Improvements (49 Acres)

Notes

Skateboard Park Maintenance Office Maintenance Yard

1 Acre

Maintenance Yard Fencing

6' High coated.

1 of 2

Quantity

Unit

0.7

AC

Unit Price $

1,000,000

Total Amount $

700,000

2,200

SF

$

300

$

660,000

43,560

SF

$

2

$

87,120

840

LF

$

18.00

$

15,120

Concession/Restroom Buildings:

2

EA

$

300,000

$

600,000

Softball Fields (2)

2

EA

$

60,000

$

120,000

5 Row bleachers with railing

4

EA

$

5,500

$

22,000

Shade Spectators

4

EA

$

20,000

$

80,000

2

EA

$

10,000

$

20,000

4

EA

$

20,000

$

80,000

Baseball Fields (3)

3

EA

$

60,000

$

180,000

5 Row bleachers with railing

6

EA

$

350

$

2,100

Shade Spectators

6

EA

$

25,000

$

150,000

3

EA

$

10,000

$

30,000

4

EA

$

20,000

$

384,100

SF

$

0.30

$

104,544

Scoreboards Lights

30' high

Scoreboard Lights

30' high

Football and Soccer Fields (3)

3 Adult Fields

Turf

8 Acres Total

348,480

Irrigation

8 Acres Total

348,480

SF

$

2.50

$

871,200

Soccer Goals

6

EA

$

2,000

$

12,000

5 Row bleachers with railing

12

EA

$

5,500

$

66,000

12

EA

$

25,000

$

300,000

16

EA

$

20,000

$

320,000

Scoreboard

4

EA

$

10,000

$

40,000

Tennis (8) /Basketball Courts (3)

11

EA

$

10,000

$

110,000

Shade Spectators Lights

30' high

Performance Area, Covered seating and stage

1

EA

$

250,000

$

250,000

Bike/Jog Trail or Circulation

8,000 lf @ 10 feet wide

80,000

SF

$

1.65

$

132,000

Off-street Parking

350 parking spaces @ 260 sf each

91,000

SF

$

1.65

$

150,150

7

EA

$

15,000

$

105,000

Group picnic area with covered shelters

El Centro Master Plan 9-18-08

119

Athletic Sports Complex Conceptual Cost Estimate - Option A Site Improvements (49 Acres)

Notes

2 of 2

Quantity

Unit

Unit Price

Total Amount

Youth Play Area Covered w/ resilient surface

1

EA

$

60,000

$

60,000

Tot Play Area Covered w/ resilient surface

1

EA

$

40,000

$

40,000

2,178,000

SF

$

0.49

$

1,067,220

Playground Equipment

Clearing, Grubbing & Drainage

50 Acres

Soil Amendments & Fine Grading

2,178,000

SF

$

0.55

$

1,197,900

22

EA

$

800

$

17,600

6

EA

$

3,000

$

18,000

15

AC

$

108,900

$

1,633,500

15

AC

$

108,900

$

1,633,500

Sanitary Sewer system

1

EA

$

702,000

$

702,000

Storm Drain system

1

EA

$

1,656,000

$

1,656,000

Potable water system

1

EA

$

1,290,000

$

1,290,000

Electrical & Communication system

1

EA

$

900,000

$

900,000

$

15,807,054

Trash Receptacles Drinking Fountains with Spigots Landscaping Irrigation

$2.5 /sf (not included in sports fields cost) $2.5 /sf (not included in sports fields cost)

Subtotal Contingency 10%

10

%

$

1,580,705

Management/Design 20%

20

%

$

3,161,411

Land Acquisition

49

AC

$

2,058,000

$

22,607,170

TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

$

42,000

120

Athletic Sports Complex Conceptual Cost Estimate - Option B Site Improvements (60 Acres)

Notes

Skateboard Park Maintenance Office

1 of 2

Quantity

Unit

0.7

AC

Unit Price

Total Amount

$

1,000,000

$

700,000

2,200

SF

$

300

$

660,000

43,560

SF

$

2

$

87,120

840

LF

$

18.00

$

15,120

Basketball/Volleyball Courts w/ Bleachers

30,000

SF

$

300

$

9,000,000

Racquetball/Handball Courts

Maintenance Yard

1 Acre

Maintenance Yard Fencing Multi-Use Gymnasium:

6' High coated.

2,500

SF

$

300

$

750,000

Lockers and Bathrooms

1

EA

$

60,000

$

60,000

Fitness/Aerobics Center

5,000

SF

$

350

$

1,750,000

35

AE

$

5,000

$

175,000

1

LS

$

2,000,000

$

2,000,000

Fitness Equipment Competition Pool 25 yard x 25 meter and Equipment Spa and Equipment Pavilion Building Fencing Concession/Restroom Buildings Softball Fields (2) 5 Row bleachers with railing

6' High coated.

Shade Spectators Scoreboards Lights

30' high

1

LS

$

200,000

$

200,000

10,380

SF

$

375

$

3,892,500

2,000 2

LF EA

$ $

18.00 300,000

$ $

36,000 13,735,000

2 4

EA EA

$ $

60,000 5,500

$ $

120,000 22,000

4 2

EA EA

$ $

20,000 10,000

$ $

80,000 20,000

3

EA

$

20,000

$

60,000

Baseball Fields (3)

3

EA

$

60,000

$

180,000

5 Row bleachers with railing

6

EA

$

350

$

2,100

Shade Spectators

6

EA

$

25,000

$

150,000

Scoreboard

3

EA

$

10,000

$

30,000

4

EA

$

20,000

$

364,100

Lights

30' high

Football and Soccer Fields (3)

4 Adult Fields

Turf

8 Acres Total

348,480

SF

$

0.30

$

104,544

Irrigation

8 Acres Total

348,480

SF

$

2.50

$

871,200

Soccer Goals

6

EA

$

2,000

$

12,000

5 Row bleachers with railing

12

EA

$

5,500

$

66,000

Shade Spectators

12

EA

$

25,000

$

300,000

Lights Scoreboard El Centro Master Plan 9-18-08

30' high

4

EA

$

20,000

$

80,000

3

EA

$

10,000

$

30,000 121

Athletic Sports Complex Conceptual Cost Estimate - Option B Site Improvements (60 Acres)

Notes

Tennis (8) /Basketball Courts (3) Performance Area, Covered seating and stage Bike/Jog Trail

8,000 lf @ 10 feet wide

Fitness Stations

2 of 2

Quantity

Unit

11

EA

$

10,000

$

110,000

1

EA

$

250,000

$

250,000

80,000

SF

$

1.65

$

132,000

$

10,000.00

$

10,000.00

Allow

Unit Price

Total Amount

Dog Park

$

190,240

143,000

SF

$

1.65

$

235,950

7

EA

$

15,000

$

105,000

Youth Play Area Covered w/ resilient surface

1

EA

$

60,000

$

60,000

Tot Play Area Covered w/ resilient surface

1

EA

$

40,000

$

40,000

SF

$

0.49

$

1,280,664

Off-street Parking

550 parking spaces@ 260 sf each

Group Picnic areas with covered shelters Playground Equipment:

Clearing, Grubbing & Drainage

60 Acres

2,613,600

Soil Amendments and Fine Grading

60 Acres

2,614,600

sf

$

0.55

$

1,438,030

35

EA

$

800

$

28,000

8

EA

$

3,000

$

24,000

25

AC

$

108,900

$

2,722,500

25

AC

$

108,900

$

2,722,500

Sanitary Sewer system

1

EA

$

702,000

$

702,000

Storm Drain system

1

EA

$

1,656,000

$

1,656,000

Potable water system

1

EA

$

1,290,000

$

1,290,000

Electrical & Communication system

1

EA

$

900,000

$

900,000

$

49,449,568

Trash Receptacles Drinking Fountains with spigots Landscaping Irrigation

$2.5 /sf (not included in sports fields cost) $2.5 /sf (not included in sports fields cost)

Utilities

Subtotal Contingency 10%

10

%

$

4,944,957

Management/Design 20%

20

%

$

9,889,914

Land Acquisition

60

AC

$

2,520,000

$

66,804,438

TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

$

42,000

122

Bucklin Park Site Improvements (20-acres)

Notes

Concession/Restroom Buildings

(1) 400 sf x $300/sf

Bike/Jog Trail

Quantity

Unit

400

EA

Unit Price

Total Amount

$

$

300

120,000

40,000

SF

$

1.65

$

66,000

13,000

SF

$

1.65

$

21,450

Shade at Youth Play Area

1

EA

$

20,000

$

20,000

Shade at Tot Play Area

1

EA

$

20,000

$

20,000

Lighting

20

EA

$

12,000

$

240,000

Clearing, Grubbing & Drainage

10

AC

$

Soil Amendments & Fine Grading

10

AC

$

24,000

$

240,000

Replace existing irrigation system

10

AC

$

108,900

$

1,089,000

10

AC

$

108,900

$

1,089,000

$

3,140,450

Additional Off-street Parking

50 parking spaces@ 260 sf each

Playground Equipment:

Fitness Stations

Landscaping

Contingency 10% Management/Design 20%

TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

Allow

includes open lawn areas & screening

21,500

$

20,000

$

215,000

10

%

$

314,045

20.0

%

$

628,090

$

4,082,585

123

Carlos Aguilar Park Renovations and Improvements Conceptual Cost Estimate Base Site Improvements (4.75-acres) Remove existing Play structure Provide Additional Basketball Courts

Notes

Quantity

Unit

1

LS

Unit Price

Total Amount $

5,000

5,076

SF

$

2.50

$

12,690

Provide Basketball Hoops

2

EA

$

5,000.00

$

10,000

Add Lighting

6

EA

$ 20,000.00

$

120,000

Trash Receptacles

6

EA

$

$

4,800

$

152,490

Contingency 10%

10

%

$

15,249

Management/Design 20%

20

%

$

30,498

$

198,237

800.00

Subtotal

Total Including Contingencies Optional Site Improvements Land Acquisition

2

AC

$ 30,000.00

$

60,000

Clearing, Grubbing & Drainage

3

AC

$

21,500

$

64,500

Soil Amendments & Fine Grading

3

AC

$

24,000

$

72,000

Replace existing Irrigation

3

AC

$

108,900

$

326,700

Replace existing lawn

3

AC

$

108,900

$

326,700

Subtotal

$

849,900

Contingency 10%

$

84,990

Management/Design 20%

$

169,980

Total Optional Work

$

1,104,870

TOTAL - Base + Optional Work

$

1,303,107

El Centro Master Plan 9-18-08

124

Cultural Arts Center Conceptual Cost Estimate Site Improvements

Quantity

Unit

Performance Space / Theater

250 seat theater

Notes

10,000

SF

$

Unit Price 350

$

Total Amount 3,500,000

Art Classrooms (900 square feet rooms -5 each)

Ceramics, painting, drawing, sculpting

4,500

SF

$

350

$

1,575,000

Music Classrooms (350 square feet - 6 each)

2,100

SF

$

350

$

735,000

Theater Classrooms(900 square feet rooms -2 each)

1,800

SF

$

350

$

630,000

Reception Hall/ Kitchen

2,500

SF

$

350

$

875,000

800

SF

$

350

$

280,000

$

7,595,000

$

759,500

Bathrooms Subtotal Contingency 10%

10

%

Management/Design 20%

20

%

$

350

$

1,519,000

Land Acquisition or Donation

1

AC

$

30,000

$

30,000

$

9,903,500

$

350,000

Total Cost including Contingencies Optional Banquet Facility at Site (if not located at Old Post Office Pavilion) Commercial Kitchen

1,000

SF

$

350

Banquet Room

2,000

SF

$

350

Subtotal Contingency 10%

10

%

Management/Design 20%

20

%

Total Cost including Optional Facilities

El Centro Master Plan 9-18-08

$

350

$

700,000

$

1,050,000

$

70,000

$

140,000

$

10,288,500

125

Debbie Pittman Park Conceptual Cost Estimate Base Site Improvements (4.73-acres)

Quantity

Unit

Provide Restrooms and Concession

Notes

600

SF

$

Unit Price 350

$

210,000

Renovate Softball Field - Clay infield

1

EA

$

35,000.00

$

35,000

Clearing, Grubbing & Drainage

4

AC

$

21,500.00

$

86,000

Soil Amendments & Fine Grading

4

AC

$

24,000.00

$

96,000

Provide New Turf for all Softball Fields

4

AC

$

108,900.00

$

435,600

5 Row bleachers with railing

2

EA

$

5,500.00

$

11,000

Provide Shade for spectators

1

EA

$

35,000.00

$

35,000

Lights

2

EA

$

20,000.00

$

40,000

$

948,600

Contingency 10%

10

%

$

94,860

Management/Design 20%

20

%

$

189,720

$

1,233,180

$

75,250

Subtotal

Total Base Site Improvements

Total Amount

Optional Improvements Clearing Grubbing and Drainage

3.5

AC

Soil Amendments & Fine Grading

3.5

AC

$

24,000

$

84,000

Replace existing Irrigation

3.5

AC

$

108,900

$

381,150

Replace existing lawn

3.5

AC

$

108,900

$

381,150

$

921,550

Contingency 10%

10

%

$

92,155

Management/Design 20%

20

%

Subtotal

$

21,500

$

184,310

Total Optional Site Improvements

$

1,198,015

TOTAL - Base + Optional Improvements

$

2,431,195

El Centro Master Plan 9-18-08

126

Desert Demonstration Garden Conceptual Cost Estimate Site Improvements

Notes

Quantity

Unit

100

EA

$

25.00

$

2,500

Group Picnic area with covered shelter

1

LS

$

15,000.00

$

15,000

Drinking Fountain

Interpretative Plaques

Unit Price

Total Amount

1

EA

$

3,000.00

$

3,000

Clearing, Grubbing & Drainage

43,560

SF

$

0.49

$

21,344

Soil Amendments and Fine Grading

43,560

SF

$

0.55

$

23,958

Landscaping

1 Acre

43,560

SF

$

3.00

$

130,680

Irrigation (Drip Irrigation)

1 Acre

43,560

SF

$

2.50

$

108,900

$

305,382

Contingency 10%

10

%

$

30,538

Management/Design 20%

20

%

$

61,076

$

396,997

Subtotal

Land Acquisition TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

Donated or existing park

127

Discovery Center Conceptual Cost Estimate (.5-acre) Site Improvements

Notes

Discovery Center

Quantity

Unit

5,000

SF

Educational Materials Additional Off-street Parking

Unit Price $

400

LS

$

2,000,000

$

200,000

6,500

SF

$

1.65

$

10,725

Group picnic area with covered shelter

1

EA

$

15,000

$

15,000

Tot Lot - Play Area

1

EA

$

40,000

$

40,000

21,780

SF

$

0.49

$

10,672

21,780

SF

$

0.55

$

11,979

Clearing, Grubbing & Drainage

25 parking spaces@ 260 sf each

Total Amount

Half an Acre

Soil Amendments & Fine Grading Fencing

2,000

LF

$

10.00

$

20,000

Trash Receptacles

4' High coated.

1

EA

$

800

$

800

Drinking Fountain with spigot

1

EA

$

3,000

$

3,000

Landscaping

Areas not included in fields $2.5 per SF

0.5

AC

$

108,900

$

54,450

Irrigation

Areas not included in fields $2.5 per SF

0.5

AC

$

108,900

$

54,450

Utilities

Presumes use of existing connections

Subtotal

0

Contingency 10%

10

Management/Design 20% Land Acquisition TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

Bucklin Park, donated house or new property within City Center

$

2,421,076

%

$

242,108

20

%

$

484,215

0.5

AC

$

125,000

$

3,272,399

$

250,000

128

Dog Park Conceptual Cost Estimate Site Improvements

Notes

Dog Park

1 acre; included in landscape cost

5' Fence for perimeter of park

Quantity

Unit

Unit Price

Total Amount

840

LF

$

5.50

$

4,620

Bike/Jog Trail or Circulation

100 lf @ 10 feet wide

1,000

SF

$

1.65

$

1,650

Clearing, Grubbing & Drainage

1 Acre

43,560

SF

$

0.49

$

21,344

Soil Amendments & Fine Grading Trash Receptacles Drinking Fountains

43,560

SF

$

0.55

$

23,958

1

EA

$

800

$

800

1

EA

$

3,000

$

3,000

Landscaping

Areas not included in fields $2.5 per SF

1

AC

$

108,900

$

108,900

Irrigation

Areas not included in fields $2.5 per SF

1

AC

$

108,900

$

108,900

$

273,172

Utilities Storm Drain system

Assume existing services exist

Potable water system Subtotal Contingency 10%

10

%

$

27,317

Management/Design 20%

20

%

$

54,634

Land Acquisition

1

AC

$

42,000

$

397,124

TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

$

42,000

129

Environment Education Facility Conceptual Cost Estimate Site Improvements

Notes

Indoor Education Center

Quantity

Unit

3,000

SF

Educational Materials

Unit Price $

Total Amount

300

$

900,000

$

250,000

1.65

$

8,250

LS

Interpretative Trail

1500 lf @ 10' wide

5,000

SF

$

Additional Off-street Parking

25 parking spaces@ 260 sf each

6,500

SF

$

1.65

$

10,725

1

LS

$

20,000

$

20,000

43,560

SF

$

0.49

$

21,344

43,560

SF

$

0.55

$

23,958

Group Picnic area with covered shelter Clearing, Grubbing & Drainage

1 Acre

Soil Amendments & Fine Grading Landscaping

1 Acre

43,560

SF

$

2

$

87,120

Irrigation (Drip only)

1 Acre

43,560

SF

$

1

$

43,560

Utilities Sanitary Sewer system

Presumes use of existing connections

Storm Drain system

"

Potable water system

"

Electrical & Communication system

"

Subtotal Contingency 10% Management/Design 20% Land Acquisition TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

Could be include in any existing park or in City's Sphere of Influence

$

1,364,957

10

%

$

136,496

20

%

$

272,991

2

AC

$

84,000

$

42,000

$

1,858,445

130

Exploratorium Center Conceptual Cost Estimate (2-acre) Site Improvements

Notes

Science Exploratorium Center

Quantity

Unit

10,000

SF

Science Materials

Unit Price $

Total Amount

400

LS

$

4,000,000

$

500,000

Group picnic area with covered shelter

1

EA

$

15,000

$

15,000

Social Area

1

EA

$

23,000

$

23,000

Parking (.5 acre)

25,000

SF

$

2

$

50,000

21,780

SF

$

0.49

$

10,672

Clearing, Grubbing and Drainage

Half an Acre

21,780

SF

$

0.55

$

11,979

Landscaping

Areas not included in fields $2.5 per SF

0.5

AC

$

108,900

$

54,450

Irrigation

Areas not included in fields $2.5 per SF

0.5

AC

$

108,900

$

54,450

Trash Receptacles

1

EA

$

800

$

800

Drinking Fountain with spigot

1

EA

$

3,000

$

3,000

Utilities

presumes use of existing connections

Subtotal

0

Contingency 10%

10

Management/Design 20% Land Acquisition TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

Near City

%

20

%

2

AC

$

250,000

$

4,723,351

$

472,335

$

944,670

$

500,000

$

6,640,357

131

Extreme Sports Park Conceptual Cost Estimate Site Improvements

Notes

Quantity

Unit

0.7

LS

$

1,000,000

$

700,000

Clearing, Grubbing & Drainage

43,560

SF

$

0.49

$

21,344

Soil Amendment & Fine Grading

43,560

SF

$

0.55

$

23,958

1

EA

$

25,000

$

25,000

Skateboard Park

Group Picnic Area covered Drinking Fountain with spigot

Unit Price

Total Amount

1

EA

$

3,000

$

3,000

Landscaping

$2.5 /sf (not included in sports fields cost)

0.1

AC

$

108,900

$

10,890

Irrigation

$2.5 /sf (not included in sports fields cost)

0.1

AC

$

108,900

$

10,890

$

795,082

Utilities presumes use of existing connections

Sanitary Sewer system Storm Drain system

"

Potable water system

"

Subtotal Contingency 10%

10

%

$

79,508

Management/Design 20%

20

%

$

159,016

1.0

AC

$

42,000

$

1,075,607

Land Acquisition TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

Previously owned park land or within the City's Sphere of Influence

$

42,000

132

Frazier Field Renovations and Improvements Conceptual Cost Estimate Site Improvements (5.41-acres)

Quantity

Unit

Provide Shade Structures for bleachers

Notes

2

EA

Unit Price $250,000.00

Total Amount $

500,000

Provide Shade Structures for Teams

2

EA

$15,000.00

$

30,000

Rebuild Restrooms /Concession Stand

2 (800 sq.ft) x $ 300/sq ft.

1,600

SF

$300.00

$

480,000

Clearing, Grubbing & Drainage

5.4 acres

235,224

SF

$0.49

$

115,260

Soil Amendments & Fine Grading

5.4 acres

235,224

SF

$0.55

$

129,373

Landscaping

5.4 acres

235,224

SF

$2.50

$

588,060

Irrigation

5.4 acres

235,224

SF

$2.50

$

588,060

Trash Receptacles

6

EA

$800.00

$

4,800

Drinking Fountains

4

EA

$3,000.00

$

12,000

$

2,447,553

Subtotal Contingency 10%

10

%

244,755

Management/Design 20%

20

%

489,511

TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

$

3,181,819

133

Golf Course Conceptual Cost Estimate Site Improvements (150-acres)

Notes

Quantity

Unit

Unit Price

Total Amount

Clearing, Grubbing and Drainage

150

AC

$

21,500

$

3,225,000

Site Grading

150

AC

$

25,000

$

3,750,000

Links Concept 18-hole Golf Course

Soil Amendments & Fine Grading 18-holes golf course (links course)

Limited turf and landscape 50-acres

Snack Bar, Restrooms, Pro Shop

150

AC

$

24,000

$

3,600,000

50

AC

$

108,900

$

5,445,000

2500

SF

$

350

$

875,000

1500

SF

$

200

$

300,000

Driving Range and putting Green

1

AC

$

108,900

$

108,900

Irrigation

50

AC

$

108,900

$

5,445,000

$

22,748,900

$

2,274,890

Provide Storage Warehouse

800 sq.ft x $200/sq ft

Subtotal Contingency 10%

10

%

Management/Design 20%

20

%

Land Acquisition

150

AC

TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

$

42,000.00

$

4,549,780

$

6,300,000

$

35,873,570

134

Gomez Park Base Site Improvements (5.09-acres)

Notes

Quantity

Unit

Unit Price

Total Amount

Need Additional Activity , BMX Park, Dog Park Repair and upgrade Restrooms Provide Storage Warehouse

400 sq.ft x $200/sq ft

400

SF

$

300

$

120,000

400

SF

$

200

$

80,000

Provide Shade over playstructure

1

Provide additional lighting

2

EA

Contingency 10%

10

%

Management/Design 20%

20

%

$

15,000

$

15,000

$

20,000

$

40,000

$

255,000

$

25,500

$

25,500

$

306,000

$

107,500

Subtotal

Total Base Improvements Optional Site Improvements Clearing, Grubbing & Drainage

5

AC

Soil Amendments & Fine Grading

5

AC

$

24,000

$

120,000

Replace existing Irrigation

5

AC

$

108,900

$

544,500

Replace existing lawn

5

AC

$

108,900

$

544,500

$

772,000

Contingency 10%

10

%

$

77,200

Management/Design 20%

20

%

Subtotal

$

21,500

$

77,200

Total Optional Improvements

$

926,400

TOTAL - Base + Optional Improvements

$

El Centro Master Plan 9-18-08

1,232,400

135

Old Post Office Pavilion Feasibility Study Site Improvements

Notes

Old Post Office Pavilion Feasibility Study Feasibility Study needed to determine best use and cost of seismic, drainage and ADA upgrades.

Low Estimate

El Centro Master Plan 9-18-08

Unit

Unit Price

Total Amount

LS

$

70,000

LS

$

110,000

$

110,000

Banquet Facility Historical Museum Cultural Arts

High Estimate

TOTAL HIGH ESTIMATE

Quantity

136

Sunflower Field Renovations and Improvements Conceptual Cost Estimate Base Site Improvements (11.6-acres)

Provide Paving under bleachers

Notes

Quantity

Unit

30" seats (5.6 sqft) x 80

448

SF

$

10.00

$

4,480

1

EA

$

15,000

$

15,000

4' X 2200 LF x $ 4/sq ft

8,800

SF

$

4.50

$

39,600

Provide Shade at Existing Playstructure Sidewalks and Ramps Curb and Gutter Add Lighting Restrooms /Concession Stand Snack Bar

2 (800 sq.ft) x $ 300/sq ft.

Unit Price

Total Amount

2,200

LF

$

15.00

$

33,000

4

EA

$ 20,000.00

$

80,000

1,600

SF

$

300.00

$

480,000

1

EA

$ 300,000.00

$

300,000

39,204

SF

$

$

98,010

Trash Receptacles

1

EA

$

800.00

$

800

Drinking Fountains

1

EA

$

3,000.00

$

3,000

$

1,053,890

Contingency 10%

10

%

$

105,389

Management/Design 20%

20

%

$

210,778

$

1,370,057

Repave existing dirt parking lot

2.50

Subtotal

Total Base Improvements Optional Improvements Clearing, Grubbing & Drainage (all fields) Soil Amendments & Fine Grading Replace Turf and Landscaping (all fields) Replace Irrigation Subtotal

10

AC

$

0.49

$

213,444

10 10

AC AC

$ 0.55 $ 108,900.00

$ $

239,580 1,089,000

10

AC

$ 108,900.00

$

1,089,000

$

1,542,024

Contingency 10%

10

%

$

154,202

Management/Design 20%

20

%

$

308,405

Total Optional Improvements

$

2,004,631

TOTAL - Including Contingencies

$

3,374,688

El Centro Master Plan 9-18-08

137

Stark Field Renovations and Improvements Conceptual Cost Estimate Site Improvements (11.44-acres) Potential Skateboard Park with PAL

Notes

Quantity

Unit

Unit Price

Total Amount

Clearing, Grubbing & Drainage

11

AC

$

21,500

$

236,500

Soil Amendment & Fine Grading

11

AC

$

24,000

$

264,000

Replace existing Irrigation

11

AC

$

108,900

$

1,197,900

Replace existing lawn

11

AC

$

108,900

$

1,197,900

Shade Bleachers

2

EA

$

250,000

$

500,000

Add Lighting

4

EA

$

20,000.00

$

80,000

$

3,476,300

Subtotal

Contingency 10%

10

%

$

347,630

Management/Design 20%

20

%

$

695,260

TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

$

4,519,190

138

Swarthout Park Renovations and Improvements Conceptual Cost Estimate Site Improvements (15.49-acres) Notes

Quantity

Unit

15

AC

Unit Price

Total Amount

Potential Skateboard Park with PAL Clearing, Grubbing & Drainage Soil Amendments & Fine Grading

$

21,500

$

322,500

15

AC

$

24,000

$

360,000

Replace existing Irrigation

15

AC

$

108,900

$

1,633,500

Replace existing lawn

15

AC

$

108,900

$

1,633,500

Provide New Youth Play Area Covered

1

EA

$

50,000

$

50,000

Provide New Tot Play Area Covered

1

EA

$

50,000

$

50,000

Add Lighting

4

EA

$

20,000.00

$

80,000

$

4,129,500

Subtotal Contingency 10%

10

%

$

412,950

Management/Design 20%

20

%

$

825,900

TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

$

5,368,350

139

Swimming Pool Site Improvements

Quantity

Unit

Site Preparation

Notes

1

LS

$

100,000

$

100,000

Utility Allowance

1

LS

$

100,000

$

100,000

Pool

1

LS

$

1,500,000

$

1,500,000

Flow Rider

1

LS

$

1,000,000.00

$

1,000,000

Lazy River + Mechanical

1

LS

$

900,000

$

900,000

Zero Depth Childrens Pool

1

LS

$

220,000

$

220,000

Interactive Play Feature

1

LS

$

200,000

$

200,000

Two Water Slides

1

LS

$

300,000

$

300,000

Lockers and Bathrooms

1

LS

$

60,000

$

60,000

Pool deck and drainage

1

LS

$

575,000

$

575,000

Site Lighting

1

LS

$

75,000

$

75,000

Equipment Building

1

LS

$

60,000

$

60,000

Pool Equipment

1

LS

$

200,000

$

200,000

Pool Glass Pavilion

$

4,000,000

Subtotal

$

9,290,000

$

929,000

Contingency 10%

10

%

Management/Design 10%

10

%

Estimated Price

Total Amount

$

929,000

Permit, Testing and Inspection

$

98,000

Excelloration

$

395,000

TOTAL - Including Contingencies

$

11,641,000

Estimate Source: Aquatic Design Group

El Centro Master Plan 9-18-08

140

Toddler Center Conceptual Cost Estimate (.5 Acres) Site Improvements

Notes

Quantity

Unit

2,200

SF

$

300

$

750,000

Group picnic area with covered shelter

1

EA

$

15,000

$

15,000

Tot Lot - Play Area

1

EA

$

23,000

$

23,000

21,780

SF

$

0.49

$

10,672

21,780

SF

$

0.55

$

11,979

2,000

LF

$

10.00

$

20,000

Trash Receptacles

1

EA

$

800

$

800

Drinking Fountain with spigot

1

EA

$

3,000

$

3,000

108,900

$

54,450

108,900

$

54,450

Toddler Center

Clearing, Grubbing & Drainage

Half an Acre

Soil Amendments & Fine Grading Fencing

4' High coated.

Unit Price

Landscaping

Areas not included in fields $2.5 per SF

0.5

AC

$

Irrigation

Areas not included in fields $2.5 per SF

0.5

AC

$

Utilities

presumes use of existing connections

Subtotal

0

Contingency 10%

10

Management/Design 20% Land Acquisition TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

Total Amount

Bucklin Park, donated house or with new park within the City's Sphere of Influence

cp

$

943,351

%

$

94,335

20

%

$

188,670

1

AC

$

21,000

$

42,000

$

1,247,357

141

Town Square Renovations and Improvements Conceptual Cost Estimate Base Site Improvements (0.5-acres)

Quantity

Unit

Provide Shade over Performance Area

Notes

1

EA

Unit Price

Trash Receptacles

2

EA

$

800.00

$

1,600

Drinking Fountains

1

EA

$

3,000.00

$

3,000

$

39,600

$

35,000

Subtotal

Total Amount $

35,000

Contingency 10%

10

%

$

3,960

Management/Design 20%

20

%

$

7,920

$

51,480

Total Base Improvements Optional Site Improvements Clearing, Grubbing & Drainage

0.5

AC

$

21,500.00

$

10,750

Soil Amendments & Fine Grading

0.5

AC

$

24,000.00

$

12,000

Replace Turf

0.5

AC

$ 108,900.00

$

54,450

Replace Irrigation

0.5

AC

$ 108,900.00

$

54,450

$

131,650

Contingency 10%

10

%

$

13,165

Management/Design 20%

20

%

Subtotal

$

26,330

Subtotal Optional Site Improvements

$

171,145

TOTAL - Base + Optional Improvements

$

222,625

El Centro Master Plan 9-18-08

142

Wildflower Park Renovations and Improvements Conceptual Cost Estimate Site Improvements (3.96-acres) Gravel, Decomposed Granite and Rock Artscape

Notes 3" depth over 3-acres

Quantity

Unit

Unit Price

Total Amount

1,161

CY

$

35.00

$

40,635

Edging

2,000

LF

$

7.00

$

14,000

Path

6,600

SF

$

3.50

$

23,100

Clearing, Grubbing & Drainage

43,560

SF

$

0.49

$

21,344

Soil Amendments & Fine Grading

43,560

SF

$

0.55

$

23,958

Replace Turf and add Landscaping

1

AC

$

108,900.00

$

108,900

Replace Irrigation

1

AC

$

108,900.00

$

108,900

Trash Receptacles

1

EA

$

800.00

$

800

Drinking Fountains

1

EA

$

3,000.00

$

3,000

$

344,637

Subtotal Contingency 10%

10

%

$

34,464

Management/Design 20%

20

%

$

68,927

$

448,029

TOTAL - Including Contingencies

El Centro Master Plan 9-18-08

143