Westminster City Council
SUBJECT
Title
Strategic Plan Goal #5: Enhance Quality of Life and Beautification Throughout the City.
Strategic Plan Objective: Provide an Update on the Status of the Parks and Recreation Facilities Master Plan.
End
From: Christine Cordon, City Manager
Requested by: Administration
Prepared by: Vanessa Johnson, Community Services Director; Jake Ngo, Public Works Director
____________________________________________________________
RECOMMENDED ACTION
Recommendation
Receive and file.
end
BACKGROUND
On April 28, 2025, the City Council held a strategic planning workshop to develop the City’s second three-year strategic plan and identify priorities for the City. These include:
• Goal #1 - Achieve Financial Stability
• Goal #2 - Implement and Support Effective Land-Use Policies that Encourage Quality Development
• Goal #3 - Attract, Develop, and Retain Well-Qualified Staff Members
• Goal #4 - Improve Customer Service Delivery to the Community
• Goal #5 - Enhance Quality of Life and Beautification Throughout the City
The new goals stem from the first set of goals adopted in 2022, which included:
• Goal #1 - Achieve Financial Stability
• Goal #2 - Develop and Implement Specific Plans for Little Saigon, the Downtown District, and the West Side
• Goal #3 - Attract, Develop, and Retain Well-Qualified Staff Members
• Goal #4 - Improve Customer Service Delivery to the Community
The April 28, 2025 strategic planning workshop was an opportunity for the City Council to discuss the previous three-year strategic plan goals and objectives, reflect on lessons learned, and consider new priorities, concerns, and needs in establishing a new set of goals and objectives. The new three-year strategic plan includes previous goals that are being continued due to ongoing implementation of objectives, as well as new opportunities that have presented themselves since the previous planning period.
A follow-up strategic planning workshop was held on October 6, 2025 to evaluate the City’s progress in achieving goals through the strategic plan.
One of the objectives under Strategic Plan Goal #5 - Enhance Quality of Life and Beautification Throughout the City is to provide an update on the status of the Parks and Recreation Facilities Master Plan (Master Plan).
The Parks and Recreation Facilities Master Plan, prepared by MIG, Inc. and adopted by the City Council in March 2020, serves as the City's long-range roadmap for the continued enhancement of Westminster's parks and recreation system. The Master Plan identifies community priorities and provides strategic direction for future capital improvements, recreational amenities, programs, services, and operational strategies. Recognizing that implementation would occur over many years, the Master Plan was designed to remain flexible and responsive to changing community needs, available funding opportunities, and evolving City priorities.
Since the adoption of the Master Plan, and through a combination of funding sources, the City has implemented numerous capital improvement projects, expanded recreation programs and services, strengthened community partnerships, enhanced staffing and operational capacity, and introduced new community events and cultural initiatives. Collectively, these efforts have enhanced recreational opportunities, activated parks and public spaces, strengthened community engagement, and advanced the goals and recommendations of the Parks and Recreation Facilities Master Plan. The City has also continued to evaluate future park and recreation needs by considering community input, operational demands, emerging recreation trends, demographic changes, and available funding opportunities. This ongoing approach ensures that implementation remains aligned with both the Master Plan's vision and the community's evolving recreational needs.
As needs of the community continue to evolve, including needs related to parks, the City retained MIG, Inc. -- the original consultant that prepared the 2020 Parks and Recreation Facilities Master Plan -- to assist with the preparation of an updated status review of the Master Plan. As part of this effort, staff worked collaboratively with MIG to review completed projects, projects that are in progress, future priorities, operational changes, recreation programming expansions, and community service enhancements implemented since adoption of the Master Plan.
The Master Plan identifies four key categories: Parks & Facilities, Programs & Events, Maintenance & Operations, and Administration & Management. The City has made significant progress across all four categories. For this update, staff reviewed the entire Parks and Recreation Facilities Master Plan and identified 126 measurable action items that could be tracked for implementation purposes. While the Master Plan also includes broader goals, policies, guiding principles, and planning recommendations that continue to inform City decisions, not every recommendation lends itself to a direct implementation status. The table below summarizes the current progress of the tracked action items:
|
Category |
Total Items |
Complete |
In Progress |
Proposed |
Ongoing |
|
1. Parks & Facilities |
47 |
26 |
4 |
17 |
- |
|
2. Programs & Events |
32 |
5 |
- |
3 |
24 |
|
3. Maintenance & Operations |
19 |
1 |
5 |
7 |
6 |
|
4. Administration & Management |
27 |
8 |
11 |
8 |
- |
|
TOTALS |
125 |
40 |
20 |
35 |
30 |
Category 1: Parks and Facilities
The Parks and Facilities category encompasses the Master Plan's recommendations for maintaining and enhancing Westminster's parks through capital improvements and facility investments. These projects improve the safety, accessibility, functionality, and long-term sustainability of the City's park system while expanding recreational opportunities and enhancing the user experience. Implementation efforts include playground renovations, athletic field and sports court improvements, trail and pathway enhancements, park amenities, building and facility upgrades, and supporting infrastructure improvements. Since 2020, the City has completed 26 of the 47 tracked action items, with four additional projects currently underway, demonstrating continued investment in Westminster's park system.
Notable accomplishments include the construction of the City's first dedicated soccer fields at Sigler Park, multiple playground renovations, the Community Garden, and numerous park amenities and facility improvements throughout the park system.
Completed Projects
• Playground Renovations (12 of 14 priority parks): New play equipment and safety surfacing has been installed at Westminster, Newcastle, Liberty, Sigler, Tony Lam, Russell C. Paris, College, Bowling Green, Bolsa Chica, Westminster Village, Elden F. Gillespie, and Margie L. Rice Parks, along with a Universal/All-Inclusive Play Area at Westminster Park.
• Sports Court Resurfacing - Phases 1 and 2 (8 of 12 courts): Resurfacing has been completed at College, Bowling Green, Liberty, Sigler, Westminster, Westminster Village, Bolsa Chica, and Tony Lam Parks.
• Tony Lam Park Court Conversion: 2 tennis courts have been converted to 8 pickleball courts.
• Sigler Park Lighted Multi-Use Soccer Field: A lighted, natural grass turf soccer field was completed at Sigler Park, addressing a long-standing community priority.
• Community Garden at Cherry Street: Developed a new community garden north of Westminster Boulevard near Sigler Park.
• Restroom and Building Improvements: Restroom floor resurfacing completed at Tony Lam, Buckingham, and Sigler Parks; building painting completed at Margie L. Rice, Bolsa Chica, Westminster, and Tony Lam Parks.
• Universal/All-Inclusive Playground at Westminster Park: A universally accessible play area was completed, supporting the Master Plan's equity and inclusion goals.
• Garden Grove Boulevard Bikeway: Funded through an Active Transportation Program (ATP) grant, Measure M2, and other sources.
• Mendez Freedom Trail: A four-station monument project.
• Elden F. Gillespie Park Renovation: Full renovation including playground, shade structure, and amenity upgrades.
• Baseball Infield Renovations: Completed at Buckingham and Westminster Parks using American Rescue Plan Act (ARPA) funding.
• Outdoor Fitness Equipment: New adult fitness equipment installed at Westminster Park and Goldenwest Park using CDBG funding.
• Mendez Tribute Monument Park: Development completed; site open to the public.
• Boys & Girls Club Improvements: Interior and exterior improvements completed.
• Senior Center Improvement Grant: $1,000,000 in federal funding secured through Congressman Derek Tran's office for Senior Center improvements; early phase work is being initiated.
Projects In Progress
• Sports Court Resurfacing (3 parks): Resurfacing is currently underway at Newcastle, Coronet, Virginia K. Boos, and Sigler, completing the remaining courts from the Master Plan's 12-court program.
• Park Greening and Irrigation Upgrades: Smart irrigation controller upgrades are ongoing as parks are renovated, supporting state water conservation mandates and reducing long-term operational costs.
• Facilities Master Plan and ADA Transition Plan: A comprehensive Facilities Master Plan & ADA Transition Plan has been approved and work is scheduled to begin in August 2026.
Proposed Projects
The following Parks and Facilities projects have been identified but not yet initiated, and are proposed for inclusion in potential future planning:
• Playground renovations at John Land Park (the remaining Master Plan-priority site). Renovation of Frank G. Fry Park is no longer feasible due to development restrictions associated with Southern California Edison facilities.
• Up to 7 additional playground renovations at parks not originally prioritized in the Plan - Cascade, Goldenwest, Oasis, Cloverdale, Coronet, Virginia K. Boos Parks, and Sid Goldstein Freedom Park (play area repurpose) - identified through operational assessments, facility condition evaluations, and community input.
• Shade structure replacements and additions at up to 10 sites systemwide. The Facilities Master Plan (anticipated 2027) will inform final sequencing of priorities.
• Development of one dog park or designated off-leash area (estimated cost: $750,000).
• Sid Goldstein Freedom Park: Repurposing of the existing play area, as informally discussed by Parks and Recreation Commission and identified in the Master Plan.
• Handball Court Repurposing: Evaluate long-term opportunities to repurpose the existing handball courts at Liberty, Westminster, Westminster Village and Sigler Parks as community recreation needs evolve. Any future conversion would be based on operational assessments, community input, programming demand, and available funding, and would occur independently of the planned sports court resurfacing program.
• Ralph Lane site beautification and community activation.
• U.S. Navy Railroad Trail - East Segment: The highest-priority remaining trail project identified in the Master Plan. Completion of this segment would provide a regional trail connection to the City of Huntington Beach and is dependent upon implementation of the Westminster Mall redevelopment, right-of-way availability, and future grant funding.
• Ward Street Bikeway: Develop a Class IV protected bikeway along Ward Street to improve bicycle connectivity between Westminster neighborhoods, Mile Square Regional Park, schools, and regional trail networks. Implementation will be dependent upon future grant funding, right-of-way considerations, and Capital Improvement Program priorities.
Long-Term Strategic Opportunities
The following projects were identified in the 2020 Parks and Recreation Facilities Master Plan as long-term opportunities associated with broader City planning and redevelopment efforts and remain included in the Master Plan's implementation framework. Unlike more traditional park improvement projects, these concepts extend beyond the scope of the Parks and Recreation Facilities Master Plan and are dependent upon larger land use decisions, redevelopment activity, municipal facility planning, funding strategies, and future City Council direction. While they remain important components of the Master Plan's long-range vision, their implementation timeline and ultimate scope will be determined through those broader planning and redevelopment processes.
• Westminster Mall Redevelopment: Future park, promenade, and neighborhood park improvements identified in the Master Plan remain contingent upon implementation of the Westminster Mall redevelopment project and associated developer funding obligations.
• Civic Center Park and Community Services Building: Long-term planning for a Civic Center park and community services facility remains dependent upon future City Council policy direction regarding Civic Center property, funding strategies, and broader municipal facility planning.
Category 2: Programs and Events
The Programs and Events category tracks the implementation and expansion of recreation programming, community events, cultural activities, educational opportunities, and service delivery initiatives that activate Westminster's parks and recreation system. Since adoption of the Master Plan, the City has significantly expanded recreation offerings through new signature events, enhanced Senior Center services, neighborhood park activation programs, cultural programming, community partnerships, and expanded recreational opportunities for residents of all ages. Because many of these recommendations are operational in nature, they are intended to continue indefinitely rather than reach a fixed completion date. Accordingly, of the 32 tracked action items, 5 have been completed, while 24 are considered ongoing, representing successful programs and services that continue to be delivered and enhanced each year.
Completed Initiatives
• Cultural Arts Commission: A new Cultural Arts Commission was established to guide arts programming, creative placemaking, and cultural investment - a major institutional milestone called for in the Master Plan.
• Adopt-a-Park Program: A volunteer-based park stewardship program was established, with youth committee engagement supporting park beautification efforts.
• Mobile Recreation Program Expansion and Rebrand: The Mobile Recreation Program was expanded and rebranded to increase outreach and structured programming in neighborhood parks and park-deficient areas of the city.
• Family Resource Center Grant: Grant funding was secured to continue Family Resource Center (FRC) services at Sigler Park.
• Expanded Recreation Class Catalog: A broadened catalog of contract classes was established, including fitness and wellness, dance and arts, youth STEM programming, cultural and language classes, and visual arts workshops.
Ongoing Programs and Services
The following programs and events are active and ongoing, representing a substantial expansion of the City's recreation and community service offerings since 2020:
• Signature Community Events: The Fall Festival (multi-day), Tree Lighting Ceremony (relocated to Sunken Gardens), “Halloween Spooktacular” (expanded to over 50 participating trunks), Summer "Movies and Music", “Bunny Hop”, and “Santa on the Go!” provide year-round community touchpoints across Westminster parks.
• Cultural Programming: The City assumed hosting responsibility for the annual Tết Parade in 2023. Annual observance ceremonies for American Vietnam War Veterans Day and Black April Remembrance have been established. Community “Loteria” and “Ofrendas” cultural programming are also offered on a recurring basis as enhancements to larger events.
• Senior Services: Robust partner-funded senior programs are active, including the Huntington Beach Assistance League Breakfast Club and art classes (providing approximately $12,000-$15,000 annually in in-kind services), SCAN technology education classes, OC Pharmacy health screenings, HICAP Medicare counseling, the Friendly Voices homebound senior outreach program, and expanded mobility equipment lending.
• Youth and Family Programming: Ongoing youth sports leagues, after-school programming partnerships, and family-oriented park activation events serve residents across the city.
• Recreation Classes: A broad catalog of contract recreation classes is offered on an ongoing basis across fitness, arts, cultural, and youth programming categories.
• “Cherry Street Eats”: Structured programming and park activation at Cherry Street, increasing foot traffic and serving underserved areas of the city.
• Passport to Summer Program: Seasonal initiative encouraging park visits and program attendance across the system.
• Public Works Open House: An annual event led by Public Works staff, increasing community access to City resources and services with multilingual materials and staff.
• Earth Day Events and Community Gardens: Annual Earth Day programming with educational booths, workshops, and family activities. City-supported Community Gardens are active as a complementary ongoing program.
• Senior Expo: Held in conjunction with the Fall Festival; connects seniors with health resources and service providers.
Proposed Initiatives
• Teen Enrichment and Leadership Programs: While the City's Youth Committee provides meaningful civic engagement and leadership opportunities for local youth, a dedicated teen recreation and enrichment program has not yet been established. Expansion of teen-focused programming will require additional staffing resources, funding, and program coordination.
• Aquatics/Learn-to-Swim: The Parks Master Plan identifies aquatic programming as a community need; however, the City does not own or operate a public swimming pool. The City will continue to promote and refer residents to swim instruction and aquatic programs offered by neighboring agencies and regional providers while exploring partnership opportunities when feasible.
• Inclusive/Therapeutic Recreation Programs: The City remains committed to providing accessible recreation opportunities for all residents. While programs are designed to be inclusive and accommodate a wide range of participants, development of dedicated adaptive and therapeutic recreation programming will require additional staffing, specialized partnerships, and funding resources.
Category 3: Maintenance and Operations
The Maintenance and Operations category focuses on the long-term stewardship, maintenance, and operational sustainability of Westminster's parks and recreation system. Recommendations within this category are intended to ensure that park assets remain safe, attractive, accessible, and well-maintained while providing the staffing, operational practices, and long-range planning necessary to support both existing facilities and future park improvements. Unlike many capital projects, several recommendations within this category represent ongoing operational practices or long-term organizational initiatives that evolve over time.
Of the 19 tracked action items in this category, one has been completed, 5 are currently in progress, 7 are identified as future implementation priorities, and 6 represent ongoing operational practices.
Operational Capacity
A key recommendation of the Master Plan is ensuring that staffing and operational resources keep pace with the City's growing park system. Since adoption of the Master Plan, Westminster has completed numerous park improvements and expanded recreational amenities, increasing the long-term maintenance responsibilities for City staff. While maintenance operations continue to effectively support the City's 25 parks, splash pad, sports fields, community facilities, and expanding trail network, the Master Plan recognizes that additional maintenance resources will be needed as the park system continues to grow.
To better evaluate future operational needs, the City is currently preparing a Facilities Master Plan and ADA Transition Plan, which will assess facility conditions, establish maintenance standards, develop an asset management framework, evaluate ADA compliance, and identify future staffing and funding needs.
Completed
• Sports Field Conditions: The Sigler Park Soccer Field project is complete, fulfilling the Master Plan recommendation to provide lighted, multi-use fields with natural grass turf lined for multiple sports. Sports court resurfacing continues at four additional parks.
Ongoing Maintenance Strategies
• Routine Safety Inspections: Standard playground and equipment safety inspections continue as part of regular park operations to ensure public safety and liability compliance.
• Vegetation and Trail Path Clearance: Routine maintenance of trail and pathway sightlines is maintained by the Parks Maintenance Division.
• Restroom Best Practices at Community Parks: Standard maintained; community parks continue to generally have restrooms available.
• Staff Training and Certifications: Ongoing staff development and certification maintenance.
• Maintenance Reporting: Standard City reporting channels are in use; a dedicated parks reporting tool has been identified as an enhancement opportunity.
• Integrated Pest Management (IPM): Integrated Pest Management principles are currently incorporated into landscape maintenance operations through the City's contracted landscape maintenance services. While a formal standalone IPM program has not been adopted, pest management practices continue to emphasize environmental stewardship, regulatory compliance, and sustainable landscape management.
Projects In Progress
• Facilities Master Plan and ADA Transition Plan: A comprehensive Facilities Master Plan and ADA Transition Plan has been approved and work is scheduled to begin in August 2026. This study may assist in establishing a three-tier maintenance program, asset management framework, and ADA compliance roadmap that will serve as the foundation for future CIP decision-making.
• Irrigation System Upgrades and Smart Controls: Ongoing smart irrigation controller upgrades are being integrated into park renovation projects systemwide, supporting state water conservation mandates and reducing long-term operational costs.
• Park Greening and Landscaping: Landscaping enhancements and park greening continue to be integrated into renovation projects to improve aesthetics, sustainability, and environmental resilience.
• Water Recycling and Low-Flow Devices: Restroom improvements, water-efficient fixtures, and low-flow devices continue to be installed incrementally throughout the park system as facilities are renovated.
Proposed Initiatives
• Three-Tier Maintenance System (Basic/Standard/Enhanced): To be developed through the Facilities Master Plan to establish consistent maintenance standards and service levels across the City's park system while supporting equitable allocation of maintenance resources.
• Maintenance Management Plan: A comprehensive maintenance management plan is anticipated as part of the Facilities Master Plan process to improve operational efficiency, prioritize maintenance activities, and support long-term asset preservation.
• Contract Maintenance Consolidation: Identified in the Master Plan as an opportunity to improve operational efficiency, streamline service delivery, and maximize maintenance resources where appropriate.
• Renewable Energy/Solar at Parks: Evaluation of renewable energy opportunities, including solar installations at park facilities, remains a long-term sustainability initiative to improve energy efficiency and reduce operating costs.
• Electrical / Utility Best Practices: Continued evaluation and implementation of systemwide electrical and utility improvements will support operational reliability, efficiency, and long-term infrastructure sustainability.
• Asset Management Plan: Establish a comprehensive asset management program to support lifecycle planning, maintenance prioritization, and long-term capital improvement planning for the City's parks and recreation facilities.
• LEED-Compliant Construction for New Facilities: Sustainable design principles, including LEED or equivalent best practices, will be incorporated into the planning and design of future park and facility improvements, where feasible and appropriate.
Category 4: Administration and Management
The Administration and Management category tracks organizational capacity, governance, financial planning, partnerships, and policy initiatives that support the long-term implementation and sustainability of the Parks and Recreation Facilities Master Plan. Recommendations within this category focus on strengthening the City's ability to effectively manage parks and recreation services through strategic planning, staffing, funding, operational policies, and interdepartmental collaboration. Of the 27 tracked action items in this category, 8 have been completed and 11 are currently in progress.
Completed Initiatives
• Organizational Capacity: Since 2020, the City has expanded staffing resources to support growing parks and recreation services through the addition of 8 positions, including two Community Services Coordinators (Senior Services and Events), a Management Analyst, a full-time Receptionist, and a Lead Public Works Worker (FY 2026/27). These additions have increased the City's capacity to deliver programs, maintain facilities, and implement Master Plan recommendations.
• Park Ranger Program: The City established a Park Ranger Program within the Police Department, currently staffed by two full-time Park Rangers. A third full-time Park Ranger position was approved in the FY 2026/27 Adopted Budget, further advancing the Master Plan's recommendations to enhance park safety, address quality-of-life concerns, and promote positive park experiences.
• Long-Term Funding Capacity: Approval of the City's sales tax measure provides an important ongoing revenue source that strengthens the City's ability to implement Master Plan priorities by supporting parks operations, capital improvements, and other essential municipal services as funding is allocated through the annual budget process.
• Marketing and Communications: Full-color seasonal recreation brochures, an expanded social media presence, and Parks Make Life Better! Month campaigns have significantly increased public awareness and participation in parks and recreation programs.
• Performance Measurement: The City utilizes recreation registration software, After Action Reports, and Placer.ai foot traffic analytics to track park utilization and program participation data on an ongoing basis.
• Cultural Arts Commission: Established as noted in Category 2, the Cultural Arts Commission represents a completed governance milestone under the Administration and Management category as well.
• Volunteer & Community Stewardship: The Adopt-a-Park Program and expanded volunteer recruitment efforts have increased community stewardship through participation by youth, seniors, civic organizations, and community volunteers.
Initiatives In Progress
• Master Plan Annual Reporting: This review fulfills the Master Plan's recommendation for a structured mid-cycle review. Moving forward, staff will continue to conduct informal internal annual reviews to monitor implementation progress, identify emerging priorities, and inform future planning efforts. Periodic updates will be provided to the Parks and Recreation Commission and City Council as appropriate.
• Grants and Sponsorships Staff Capacity: Event sponsorship packages developed; FRC grant secured; formal grant-writing staff capacity continues to be expanded.
• Partnership Agreements Review: Boys & Girls Club improvements completed; cost recovery and maintenance responsibility agreements are under review with several partners.
• Westminster Mall Redevelopment Coordination*: Staff continues coordinating to ensure future park, trail, and open space improvements identified in the Master Plan are incorporated into redevelopment planning. Implementation of these recommendations remains contingent upon redevelopment and developer funding.
• Civic Center Master Planning*: Evaluation of future Civic Center improvements and long-term municipal facility planning is ongoing. Implementation of Master Plan recommendations will depend upon future City Council policy direction and funding strategies.
*These items appear under multiple implementation categories because they involve both capital improvements and administrative planning activities.
Proposed Initiatives
• Mobile Recreation Staffing: Add a dedicated part-time position to support continued expansion of the Mobile Recreation Program and neighborhood park activation efforts.
• Succession Planning: Develop a formal succession planning strategy to ensure organizational continuity and leadership development as anticipated retirements and transitions occur.
• Fee Philosophy & Cost Recovery Study: Conduct a comprehensive review of recreation fees and cost recovery policies to ensure they remain aligned with current service levels, community access objectives, and the City's overall fee structure.
• Park Impact Fee (Nexus Study): Update the City's Park Impact Fee Nexus Study to ensure development impact fees remain current, legally defensible, and reflective of future park needs.
• Asset Management Fund: Evaluate opportunities to establish a dedicated funding strategy for the long-term replacement, renovation, and reinvestment of aging park infrastructure and facilities.
• Tiered Maintenance Program: Implement a formal maintenance service level framework that establishes equitable maintenance standards across the City's park system.
• Quimby Act / Development Fee Implementation: Continue evaluating funding strategies that maximize available development impact fees and Quimby Act revenues for future park acquisition and improvements.
• Facility Use Surcharge: Evaluate the feasibility of a facility use surcharge to help offset long-term maintenance and replacement costs associated with recreation facilities.
10-Year Implementation Schedule
The following table presents a prioritized implementation schedule for key projects and initiatives identified through this mid-cycle review. The schedule is intended to guide future planning and investment by identifying recommended implementation timeframes for capital improvements, recreation initiatives, and operational enhancements that advance the goals of the Parks and Recreation Facilities Master Plan. Because implementation is dependent on a variety of factors -including available funding, staffing resources, redevelopment opportunities, project readiness, and annual City Council budget priorities - the identified timeframes are intended as planning estimates and may be adjusted as conditions and community needs evolve.
|
Project / Initiative |
Category |
Est. Cost |
Timeframe |
Funding Source |
|
Sports Court Resurfacing (in progress: Newcastle, Coronet, VA K. Boos, E.F. Gillespie) |
1. Parks & Facilities |
Incl. in CIP |
2026-2027 |
Park Dedication/CIP |
|
Playground Renovations - John Land Park and additional wish-list parks (up to 7 sites) |
1. Parks & Facilities |
$4.9M-$7.35M |
2027-2031 |
Park Dedication/CDBG/Grants |
|
Shade Structure Replacements & Additions (up to 10 sites) |
1. Parks & Facilities |
$1.5M |
2027-2031 |
General Fund/CIP |
|
Dog Park Development |
1. Parks & Facilities |
$750K |
2028-2030 |
General Fund/Grants |
|
Sid Goldstein Freedom Park Repurposing |
1. Parks & Facilities |
$100K-$150K |
2026-2028 |
General Fund/Grants |
|
U.S. Navy Railroad Trail - East (PT-4) |
1. Parks & Facilities |
$6.16M |
2030-2036 |
ATP Grant/Mall Developer |
|
Ward Street Bikeway (PT-6) |
1. Parks & Facilities |
$1.5M |
2029-2033 |
ATP Grant/Measure M2 |
|
Westminster Mall - Parks (P-6 and P-7) |
1. Parks & Facilities |
Up to $35.4M |
2027-2036 |
Developer Funded |
|
Civic Center Park/Community Services Building |
1. Parks & Facilities |
~$30M |
TBD - Policy Direction Required |
Land Sale/Bonds/Developer |
|
Mobile Recreation Expansion - Phase II |
2. Programs & Events |
$200K + $125K/yr |
2027-2029 |
General Fund |
|
Facilities Master Plan & ADA Transition Plan |
3. Maintenance & Ops |
$600K() |
2026-2027 |
General Fund |
|
Three-Tier Maintenance System Adoption |
3. Maintenance & Ops |
Staff time |
2027-2028 |
Staff time |
|
Contract Maintenance Consolidation |
3. Maintenance & Ops |
Cost savings |
2027-2028 |
Operational savings |
|
Fee Philosophy & Cost Recovery Study |
4. Admin & Management |
$50K-$100K (est.) |
2027-2028 |
General Fund |
|
Park Impact Fee/Nexus Study Update |
4. Admin & Management |
$75K-$150K (est.) |
2027-2028 |
General Fund/Developer Fees |
|
Westminster Mall - Park & Trail Provisions |
4. Admin & Management |
Up to $35.4M (developer) |
2027-2036 |
Developer Funded |
|
Civic Center Park/Community Services Building |
4. Admin & Management |
~$30M |
TBD - Policy Direction Required |
Land Sale/Bonds/Developer |
Overall, approximately 72% (90 of the 125) tracked implementation items have either been completed or are actively underway, with many of the remaining recommendations representing long-term initiatives dependent upon future funding, redevelopment opportunities, or evolving community needs.
These cost estimates are preliminary rough order-of-magnitude (ROM) estimates based on the original Master Plan prepared by MIG, Inc. and available comparable project data. Actual project costs will be refined through future planning, design, environmental review (as applicable), engineering, and competitive bidding processes. Implementation of individual projects remains subject to City Council approval, available funding, annual Capital Improvement Program (CIP) prioritization, grant opportunities, and other financing sources. Projects identified as contingent upon redevelopment, developer contributions, or land use decisions will be implemented in accordance with those external processes and timelines. The implementation schedule is intended as a planning guide and may be adjusted as community needs, funding opportunities, and City priorities evolve.
Priority Projects
Based on the consultant's mid-cycle review of the Parks and Recreation Facilities Master Plan and subsequent evaluation by Community Services and Public Works staff, the following projects have been identified as the City's highest near-term implementation priorities. These recommendations reflect current community needs, facility conditions, operational considerations, project readiness, and consistency with the Master Plan's goals. Implementation of these projects will be contingent upon the identification of funding sources, City Council budget appropriations, and inclusion within future Capital Improvement Program (CIP) budgets, as applicable.
Priority Project 1 - Sports Court Resurfacing (Continued)
Eight of the twelve sports court resurfacing projects identified in the Master Plan have been completed through Phases 1 and 2. Resurfacing is currently underway at Newcastle, Coronet, Virginia K. Boos,, and Elden F. Gillespie Parks, completing the original Master Plan recommendations. These improvements preserve existing recreational assets and extend the useful life of the City's sports courts while allowing future flexibility to evaluate evolving recreational needs.
• Estimated Cost: $120,000-$150,000
• Proposed Timeline: 1 year (FY 2026/27)
• Lead Department: Public Works (design and construction); Community Services (programming coordination)
• Potential Funding: Park Dedication Fund
Priority Project 2 - Playground Renovations (Continued)
With the exception of John Land Park, all original Master Plan-priority playground renovation projects have been completed. Playground improvements at Frank G. Fry Park are no longer considered feasible due to development restrictions associated with Southern California Edison facilities. In addition, staff has identified up to seven additional playground renovation projects through operational assessments, facility condition evaluations, and community input. Although these parks were not originally prioritized in the Master Plan, they now represent future investment opportunities based on current system needs and available funding.
• Estimated Cost: $4,900,000-$7,350,000 (all sites combined)
• Proposed Timeline: 2-4 years (FY 2027/28-2030/31) if funding is available
• Lead Department: Public Works (design and construction); Community Services (community engagement and programming)
• Potential Funding: Park Dedication Fund, Community Development Block Grant (CDBG), other state and federal grant programs
Priority Project 3 - Mobile Recreation Program Expansion
The Mobile Recreation Program has become an important strategy for activating neighborhood parks and expanding recreation opportunities in park-deficient areas of the City. A Phase 2 expansion would increase equipment, programming capacity, and operational support while enhancing service to the five-priority park-deficient service areas identified in the Master Plan.
• Estimated Cost: $200,000 (capital; acquisition of an additional Mobile Recreation vehicle) + $125,000 per year (ongoing operations)
• Proposed Timeline: 2-3 years; part-time staff position to be proposed for FY 2027/28 budget
• Lead Department: Community Services
• Potential Funding: General Fund
Priority Project 4 - Shade Structure Replacements and Additions
Providing adequate shade has become an increasingly important park amenity to improve visitor comfort, support year-round park use, and reduce exposure to excessive heat. Replacement of two aging shade structures and installation of two new shade structures at priority parks will improve visitor comfort at sites currently lacking sufficient sun protection. The Facilities Master Plan will help establish long-term priorities for the remaining systemwide shade improvements.
• Estimated Cost: $390,000-$590,000
• Proposed Timeline: 2-4 years (FY 2027/28-2030/31)
• Lead Department: Public Works (design and installation); Community Services (site coordination)
• Potential Funding: General Fund, CIP, Park Dedication Fund
Priority Project 5 - Liberty Park Site Planning and Grant Readiness
Preparation of a comprehensive site plan for Liberty Park is identified as a near-term priority to position the City for the upcoming California State Parks Statewide Park Development and Community Revitalization Program (SPP) grant cycle. Development of a conceptual site plan will evaluate existing park conditions, identify community priorities, modernize aging amenities, and establish a phased improvement strategy consistent with the Parks and Recreation Facilities Master Plan. Completing the site plan in advance of the grant cycle will better position the City to pursue competitive grant funding and accelerate implementation should funding become available.
• Estimated Cost: To be determined through the site planning and conceptual design process.
• Proposed Timeline: FY 2026/27 site plan development; grant application contingent upon release of the State Parks SPP grant guidelines.
• Lead Department: Public Works (planning and design); Community Services (community outreach, recreation planning, and grant coordination).
• Potential Funding: California State Parks Statewide Park Development and Community Revitalization Program (SPP) Grant, Park Dedication Fund (if local matching funds are required), and other eligible state and federal grant opportunities.
Additional Opportunities
In addition to the near-term priorities identified above, the following projects remain consistent with the Parks and Recreation Facilities Master Plan and may be evaluated as future funding opportunities, redevelopment initiatives, and community priorities evolve.
• Dog Park: Development of one permanent dog park or designated off-leash area (estimated $750,000). Site selection and feasibility analysis will need to be determined.
• Sid Goldstein Freedom Park: Evaluate opportunities to repurpose the existing play area to better meet current community recreation needs, consistent with Parks and Recreation Facilities Master Plan recommendations and previous Parks and Recreation Commission discussion. The project scope has not yet been defined; therefore, a cost estimate will be developed following future concept planning and feasibility evaluation.
• Ralph Lane Site: Continue evaluating opportunities for neighborhood beautification, community activation, and passive recreation improvements in coordination with adjacent development and community partnerships. Project scope and associated costs will be determined during future planning efforts.
FISCAL IMPACT
There is no immediate fiscal impact associated with receiving and filing this report. Future implementation of projects identified in this update will be subject to City Council approval and available funding through the annual budget and Capital Improvement Program processes.
LEGAL REVIEW
The City Attorney’s Office has reviewed as to form.
CONCLUSION
Strategic Plan Goal #5 includes an objective to provide a status update on implementation of the Parks and Recreation Facilities Master Plan. This mid-cycle review demonstrates that, since adoption of the Master Plan in 2020, the City has made substantial progress implementing both capital improvement projects and programmatic and operational initiatives that enhance Westminster's parks and recreation system. Through strategic investments in park improvements, expanded recreation programming, community events, partnerships, organizational capacity, and operational enhancements, the City has advanced many of the Master Plan's recommendations while continuing to respond to evolving community needs.
This review also identifies future priorities that will continue advancing the Master Plan's vision. The recommended implementation schedule and priority projects provide a practical framework for future investment in Westminster's parks and recreation system as funding opportunities, redevelopment initiatives, and City Council priorities evolve. The Master Plan will continue to serve as the City's long-range roadmap for enhancing parks, recreation facilities, programs, and services for the Westminster community.
ATTACHMENTS
1. Progress Summary (2020-2026)
2. 10-Year Implementation Schedule (2020-2030)
3. Category 1: Parks & Facilities
4. Category 2: Programs & Events
5. Category 3: Maintenance & Operations
6. Category 4: Administration & Management
REVIEWED BY
Erin Backs, Finance Director
City Attorney’s Office
Christine Cordon, City Manager