NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA Wants, Needs, Priorities and Guiding Principles Community and Recreation Facilities Priorities

A needs assessment starts with an understanding of what's possible, desired and Through a variety of outreach efforts including interviews with city staff, com- reasonable to expect in programs, services and facilities within a community. munity, stakeholder and interest group meetings, the community questionnaire The product of the needs assessment is a list of facilities and the identifi cation of and the Steering Committee meetings over an approximately twelve month spaces and amenities to be included within them. Prioritization provides an ideal period a clear formulation of community and recreation facilities priorities order in which to invest dollars in fulfi llment of the needs and guiding principles emerged. establish the context within which the facilities are placed and confi gured. Top Tier Priority Wants In terms of priority, two facilities have unamibiguously emerged as the top two Knowing what's possible and desired can be achieved in a number of ways priorities: beginning with what exists and works within the community already and within other communities. Comparison with peer cities is an effective way to calibrate • Library what's reasonable to expect and to understand what best practices in facilities planning and design have to offer. • Aquatics Needs Second Tier Priority Needs for purposes of the facilities strategic plan were identifi ed as the fl oor area and space requirements necessary to fulfi ll the programs, services and facilities Four others fall into a second tier, although legitimately the Multi-Purpose desires of the community. Community Center could fall into the fi rst tier:

Priorities • Multi-Purpose Intergenerational Community Center (Including Dedicated Senior Meeting/Activity Center) The community decides its priorities based on the list of reasonable desires the needs assessment and other factors such as the condition of existing facilities, the • Multi Purpose Intergenerational Indoor Recreation Center costs of new ones, and existing or projected demand for programs and services. The priorities inform not necessarily the shape of the master plan but rather the (Including Meeting Rooms andSupport Spaces For Use by Boys & Girls Scouts) order in which the master plan is implemented. • Teen Center & Skate Park Guiding Principles.

Other priorities not directly related to facilities priorities were identifi ed that as Third Tier Priority a set of principles gave guidance to how the master plan was shaped and is to be implemented. The principles of maintaining recreational fi eld space and increas- Four facilities fall into a third tier of priority: ing open space were two key ones that infl uenced the shape of the master plans for all of the major sites within the scope of the facilities strategic plan. • Community Theater

• Visual Arts Center

147 Final Report - FACILITIES STRATEGIC PLAN NEEDS ASSESSMENT Manhattan Beach, CA Interpretations, Caveats, and Precautions Guiding Principles: Other Community Priorities

While there is clarity at the top of the list--the library fi rst and the aquatics cen- • Maintain Inventory of Play Fields. The quantity of outdoor soccer and ter second--there is considerable ambiguity at the middle and the bottom of the ball fi elds is both suffi cient and necessary. Fields should not be reduced list. Many people mean many things by "multi-purpose community center"-- in number, although there may be opportunities for their relocation. An many tend to include in their vision of such a facility a senior center, and/or teen increase in the number of fi elds would be welcomed. center, and/or an indoor recreation center and/or a scout facility. Were these facilities to be combined in part or whole it is likely that such a "multi-purpose • Increase Park Open Space. Un-programmed open space within the neigh- community center" would surge in priority and sit along side the library and borhoods is a high priority for many in the community--places with land- aquatics in the top tier. Most if not all of the second and third tier facilities scape, grass and trees in which to relax and just be. The existing botanical include components which could potentially be shared among them. gardens adjacent to Polliwog Park are admired and valued by many in the community and considered an integral part of the park. A senior center may not have made the top tier simply because many saw facili- ties for seniors as best integrated within an intergenerational community center. • Right Size Facilities Facilities should be appropriate for the community of Others didn't know that there are as many as 1,400 boys and girls and 800 regis- Manhattan Beach such that they do not become regionally serving and thus tered adults involved in scouting in Manhattan Beach-- one of the largest such generate increased traffi c on the streets of the City. organizations in the country. Scouts no longer meet in private homes as they did in the 50s and 60s. They are constantly looking for places to gather ending up • Provide Suffi cient, Not Too Much Parking. New facilities must account in a smattering of venues across the city such as churches and school rooms in adequately for the parking loads they generate, preferably on site. Facilities addition to the little scout house in Live Oak Park. in the area of the Civic Center may make use of existing parking recently constructed there provided the hours of use are worked out. Accessibility to A teen center may have fallen to the third tier simply for the lack of a present, public transportation should be considered in the placement of facilities. vocal constituency. The skate park has not appeared at the top of anyone's list partly because of a lack of understanding of the evolution of the activity--its • Create Bike Paths & Dog Parks. Bike paths--a bike path system, in fact-- emergence as an organized, competitive sport on par with youth soccer and and dog parks are increasingly seen as important amenities to be considered little league baseball and the role of a skate park in moving skateboarding from as part of an overall civic and open space infrastructure. the streets beyond its "renegade" image and into a more controlled, safe and family friendly environment. • Enhance Relationships with Neighborhoods. Facilities should be both pedestrian and bike accessible to and from neighborhoods. Facilities should While the performing arts constituency has not been as vocal as others in advo- respect the fabric of the neighborhoods in which they are located; they cating for a performing arts facility they have made convincing arguments for should be dignifi ed yet understated in both massing and design . why Manhattan Beach is in need of a facility that is neither too small nor too large in order to serve local and student theater that cannot be accommodated • Implement Incrementally. Facilities should be planned, designed in built anywhere else in this city or neighboring ones. Performing and visual arts are in increments in order to establish the conditions for and a track record of not a top priority of the community but they are a priority. success that the community can trust.

Availability of appropriate sites, accessibility of sites and the availability of • Apply Transparency & Accountability. Keep the community in the loop parking, relative costs of facilities (a skate board park is much less expensive on and the City accountable for costs and schedules from beginning to to build than an aquatic center), the relative state of repair of existing facilities, end. the presence of similar facilities in neighboring communities and other factors can alter the priority list. 148 NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA Overview of the Needs Assessment Project Leadership

The identifi cation and prioritization of community and recreational facilities City Council formed a subcommittee comprised of two council members and needs began at the initiation of the fi rst phase of the project, Reconnaissance senior city administrative staff in order to give direction and focus to the course and Analysis, in July of 2006 and continued through the next phase Option of the project. This committee met on an as-needed basis on average every two Development that concluded in the late summer of 2007. to three weeks. In addition senior city administrative staff provided leadership and assistance in management of the project, scheduling of meetings and inter- A variety of methods were applied in order to understand types and sizes of facili- views, resolving key technical issues as they arose etc. ties most appropriate for the community of Manhattan Beach. These methods included historical research, peer city and benchmark facility research, demand FSP Subcommittee and cost recovery analyses and a robust, comprehensive multi faceted program of community outreach. • Nick Tell, Mayor • Jim Aldinger, City Council Member Outreach efforts included: • Geoff Dolan, City Manager • Monthly steering committee meetings • Sherilyn Lombos, Former Assistant City Manager • Over eighty stakeholder and interest group interviews and meetings • Lindy Coe-Juell, Assistant City Manager

• Six city wide community meetings • Richard Gill, Director Parks and Recreation

• City wide community questionnaire Senior City Administration • Internet based public dialogue site (community blog) • Geoff Dolan, City Manager • Sherilyn Lombos, Former Assistant City Manager Research efforts included: • Lindy Coe-Juell, Assistant City Manager

• Interviews with city administration and departmental staff\ • Richard Thompson, Director of Community Development • Don Gould, Librarian, LA County Library MB Branch • Demographic analysis • Neil Miller, Director of Public Works • Review of pre-existing needs assessments • Bruce Moe, Director of Finance • Peer city inventory of facilities comparative study

• Benchmark practices in facility planning and design

• Programs and services demand analysis

• Programs and services cost recovery analysis

149 Final Report - FACILITIES STRATEGIC PLAN NEEDS ASSESSMENT Manhattan Beach, CA The Steering Committee Stakeholder and Interest Group Outreach

In August 2006 City Council appointed a 23-member Steering Committee The Reconnaissance and Analysis phase and the forthcoming Option Devel- whose role was to lead the project through the decision making process from opment phase included and will include an extensive, structured program of beginning to end. The make-up of the committee's membership was designed outreach. The array of community groups and individuals with whom the City/ to maximize representation from the broadest array of constituencies within the Consultant team has and will continue to meet includes: Manhattan Beach community. The committee assisted City staff and the consul- tant team in maximizing outreach into the community, hearing needs, concerns • Homeowners Associations & Park Neighbors and priorities from the community, giving direction to the project as it devel- oped and making recommendations to the commissions and City Council. • Rotary Club, Kiwanis & Other Service Organizations • Manhattan Beach Chamber of Commerce • Nick Tell, Mayor • Downtown Business Association & Other Business Organizations • Jim Aldinger, City Council Member • Cultural Arts Commission & Arts Organizations • Susan Adams, Aerospace, Hometown Fair, American Martyrs • Manhattan Beach Little League, AYSO, Youth Basketball • Manhattan Beach Aquatics Teams & Organizations • Lisa Baronsky, Sandpipers, Girl Scouts, Robinson School • Local PTA's and Representatives of the MBUSD • Ken Deemer, MB Middle School, Mira Costa High School • Manhattan Heights Teen Center Teens & Skateboard Advocates • Walt Dougher, Seniors, Former City Council Member • Senior Clubs and Park Playground Program Parents • Delpha Flad, Longtime Resident • Boys & Girls Scouts • Joe Franklin, Youth Sports Community Meetings and Community Quesionnaire • Carol Glover, Longtime Resident, Land Use Issues • Amy Howorth, MBUSD Board of Trustees Six at-large community meetings were held, three at the Joslyn Center and three at Manhattan Heights Community Center. Between 100 and 150 community • Sherry Kramer, Resident/Parent, MB Chamber of Commerce members attended each of the meetings. The format of the meetings included • Bruce Kuch, Planning Commission a presentation by the Consultant team, break-up into small group discussions, followed by presentations by each of the small groups in which they reported to • Russ Lesser, Former City Council Memeber, Longtime Resident the large group the results of their discussions. A community questionnaire was • Jim McCaverty, Little League, AYSO, Seniors, American Martyrs posted on the blog on September 15th 2006. It was available for response from • Ed Stearns, AYSO, Aquatics, Adventureplex, Robinson School anyone in the community and remained open through December 31, 2006. • Miles Turpin, Parent Internet Based Community Outreach Site (Blog): • Ida VanderPoorte, MBUSD Board of Trustees http://www.johnsonfavaro.com/manhattan_beach/index.php • Karol Wahlberg, Manhattan Beach Residents Association, Seniors • Gary Wayland, MB Athletic Foundation, Mira Costa High School A web based site was established in September of 2006 on which are posted • Larry Wolf, Rotary, Richstone Family Center, Real Estate Community and continually updated an overview and information about the project, the schedule of steering committee meetings, the community outreach schedule of • Alison Wright, Arts & Cultural Commission, Young-at-Art Program interviews and meetings with stakeholders and interest groups and digital cop- ies of some of the key presentations made at the community meetings, steering committee meetings and to stakeholder and interest groups. Also, comments from the community were accepted and logged at this site.

150 NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA Interviews with City Staff Understanding Existing Capacity: Programs, Activities & Schedules

The Consultant team met with four key departments within the City: Com- City staff, particularly those within the Department of Parks and Recreation munity Development, Public Works, Police & Fire and Parks and Recreation. provided detailed information on the daily, weekly, monthly and seasonal use of Parks and Recreation staff provides critical input toward understanding who many of the indoor and outdoor activities. This information providesd a valu- uses the facilities, the programs and activities that are scheduled for each facil- able snapshot of how the facilities are currently used, the patterns of their uses ity, and the state of repair of each facility. Community Development assisted across the day and week, scheduling confl ict and shortcomings. with global planning issues related to the City's General Plan, Police and Fire with, the dimensional requirements of fi re and life safety response vehicles and It is easy to see, for example, how many activities take place at Begg Pool and Public Works with utilities infrastructure planning issues. how much especially during the spring and summer months between May and September, the pool is over programmed. A typical day at Begg Pool begins at Community Development 6:30 am when two lanes of the pool are used for lap swimming and the other • Richard Thompson, Director Community Development lanes beginning at 7:00am for adult water aerobics classes. Masters Swimming • Laurie Jester, Senior Planner uses the pool during these same hours on Monday, Wednesday and Friday every • Erik Zandvlet, Traffi c Engineer week. Lessons and open recreational swim take place from 9:00 am to 6:00 pm. The Manhattan Beach Swim Team and the Dolphins Swim Team use the pool for Police and Fire Department daily workouts between 6:00 p.m. and 8:00 p.m. Finally at the end of the day the • Ron Uyeda, Police Chief pool is open for adult lap swimming again between 8:00 p.m. and 9:00 p.m. • Dennis Groat, Fire Chief Similar scheduling challenges face all of the facilities particularly, for example, Public Works Department the community room at the library which is used by a variety of groups for a wide • Neil Miller, Director range of activities such as a fi lm program, children's reading program, Leadership • Juan Price, Maintenance Superintendent Manhattan, Friends of the Library meetings, book discussion groups, short story • Dana Greenwood, City Engineer discussion groups, Sister City activities, pre-school and toddlers and a whole • Clarence Van Corbach, Utilities Superintendent host of community meetings. The dance room at Joslyn Center accommodates ballroom dance, aerobics, belly dance, ballet, tap, yoga, and "Mommy-and-Me" Parks & Recreation Department classes. The 3,000 SF Scout House hosts only a fraction of the programs and • Richard Gill, Director activities for the 1,400 Manhattan Beach Boys and Girls Scouts, the Teen Center • Idris Al-Oboudi, Recreation Services Managerr at Manhattan Heights Community Center has so out grown its facility that the • Juanita Purner, Cultural Arts Manager City had to build a freestanding annex building (Room "7") in Manhattan Heights Park to accommodate all of their programs and activities. • Mark Leyman, Sports Manager • Eve Kelso, Community Programs Supervisor Existing facilities for which programs, activities and schedules have been re- • Cameron Harding, Recreation Supervisor corded and analyzed are: • David Ibarra, Senior Recreation Leader • Shawn Green, Senior Recreation Leader • Library • Manhattan Heights Community Center • Jesse Bobbet, Senior Recreation Leader • Joslyn Center • Begg Pool & Pool House • Jesus Sandoval, Senior Recreation Leader, Aquatics • Scout House • Manhattan Heights Annex 6 & 7 Library • Live Oak Recreation Center • Manhattan Beach Creative Arts Center • Don Gould, Librarian, MB Branch, LA County Library • Stephen Klein, Regional Administrator, LA County Library • Live Oak Hall • Marine Avenue Community Center

151 Final Report - FACILITIES STRATEGIC PLAN NEEDS ASSESSMENT Manhattan Beach, CA

Begg Pool Summer Program Daily Schedule. The pool is in near-constant use from 6:30 a.m. to 9:30 p.m., seven days a week during the summer months with many programs and activities competing for every minute they can get. Not all programs and activities require or desire the same pool temperature creating confl icts between user groups.

152 NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA Pre-Existing Needs Assessments The 1990 Cultural Arts Facilities Study

Since at least the mid 1980's the City has initiated several studies that identi- In 1988 the City adopted the Manhattan Beach paks and Recreation Endowment fi ed needs for a variety of facilities, four of which stand out as still potentially for the arts, 1988 Art Master Plan. One of the goals set forth in the plan was to relevant today: develop cultural facilities possibly a theater and exhibition area. The Cultural Arts Facilities Study evaluated existing facilities in Manhattan Beach, as well • Cultural Arts Facilities Study, Novem ber 1989 as in the South Bay Area and Los Angeles, and from there determined the type • Joslyn Community Cen ter Master Plan, March 1996 of facility that would optimally meet community goals and needs. The need was • Manhattan Heights Com mu ni ty Park, March 1996 assessed through a fi ve step process: • Library Needs Assessment for Proposition 14, 2000 1. Inventory and assessment of existing facilities administered by the man- The fi rst of these, "The Cultural Arts Facilities Study, 1989" studied the need hatan Beach Department of parks and Recreation for a performing arts facility within Manhattan Beach; and while it dates 17 years back, and importantly pre-dates the construction of the Redondo Beach 2. Inventory cultural arts facilities in the South Bay to determine their pos- Performing Arts Center, many of its conclusions appear still relevant. The sible impacts on Manhattan Beach. study identifi ed a need for a modest multi-use performing arts facility of the scale of the City Hall Council Chamber which in its early days had the abil- 3. Survey residents of Manhattan Beach to provide insight into a variety of ity to be transformed into a 94-seat theater in the round. Performances from issues including current resident participation in the arts, likely future those days are to this day fondly remembered by many long time residents. The support for facilities and programs, types of facilities desired and attitudes 1989 study recommended a 3,000-4,500 SF facility with a column free multi- towards the arts in general. purpose theater space of 99-seats that could be used for dance, music recitals, lectures, meetings and workshops. The proposal included recommendations for 4. Review the fi ndings of the fi rst three steps and determine what type of appropriately sized and confi gured back stage area, storage and administrative facility would best suit the needs of the City at the time. support offi ce space. This is a recommendation that likely remains viable today, and is a proposition that needs to be tested against such criteria as community 5. Consult with Community Development regarding possible sites and devel- demand, appropriate location options, the ability for appropriate locations to opers that could possibly provide some type of space for the facility. accommodate such a facility and its attendant parking and service needs, ac- ceptance by the community of the actual costs of such a facility and the will of the political leadership to act. The study recommended a " studio theater" of approximately 3,000 to 4,500 SF and an exhibition space of approimxately 3,500 to 6,500 SF. The study recog- The other three studies are recorded and graphically documented here. The nized that these two rooms would require support spaces but did not identify "1996 Joslyn Center Master Plan", in short, recommended more than doubling them or determine an overall facility size for either performing or visual arts. the size of the Joslyn Center from its almost 13,000 existing fl oor area contained The location of the facility and the attendant parking requirements were only within one story to almost 30,000 SF in a two story format. The "1996 Man- superfi cially considered. hattan Heights Community Center Master Plan" recommended almost tripling the size of the Manhattan Heights Community Center from its existing 9,000 existing fl oor area contained within one story to almost 25,000 SF in a two story format. And, the "2000 Library Needs Assessment for Proposition 14" recom- mended more than doubling the size of the library from its existing 12,000 existing fl oor area in one story to almost 30,000 SF in a two story format.

153 Final Report - FACILITIES STRATEGIC PLAN NEEDS ASSESSMENT Manhattan Beach, CA

1990 INVENTORY OF THEATER FACILITIES IN THE SOUTH BAY

Facility Capacity

Manhattan Beach City Council Chambers 94 El Camino College Auditorium 2054 El Camino College Campus Theater 354 El Camino College Music Seven 175 Mira Costa High School 1800 Torrance High School 980 Redondo Union High School 1490 Aviation High School 1800 El Segundo High School Auditorium 938 Harbor College Theater 365 Harbor College Music Recital Hall 300 Harbor College Arena 125 Cal State Dominguez Hills University Theater 467 Cal State Dominguez Hills Playbox Theater 200 Hermosa Beach Community Theater 502 Torrance Community Theater 670 Lomita Chapel Theater 160 Norris Theater 450 American Martyrs Church 1400

Kirk Douglas Community Theater, Culver City.

154 NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA The 2000 Library Needs Assessment

Several studies and needs assessments have been commissioned by the City since as early as 1995 (Library Service Study, Snyder Langston) and as late as 2000 (Library Needs Assessment for Proposition 14: California Reading and Literacy Improvement and Public Library Construction and Renovation Bond Act of 2000, Linda Demmers). According to the 2000 Demmers Needs Assessment Report, the library and its shelving was as of six years ago "full beyond capacity with over 90,000 volumes and ap- proximately 100 reader seats. There is a defi cit of staff support space, community activity space and in- adequate quantity and type of reader seating. The li- brary feels crowded and outdated, and the open fl oor plan makes the building too noisy for everything but the most basic activities."

According to the 2000 Demmers Needs Assessment Report the library needs minimally the following: • Larger community room • Larger technology access area with more stations • Larger adult, young adult and children collections & reading areas • More private study rooms • Larger staff work areas

• A Friends-of-the-Library facility

The 2000 Demmers Needs Assessment Report recommends increasing the size of the children's library three fold from 1,400 SF to 5,300 SF and the collections as a whole 2 1/2 times. In all, the report recommended increasing the library from 12,000 SF to around 30,000 SF. Outline Program of Principal Areas of the Existing Library. The existing library is approximately 12,000 SF in overall area and defi cient in the areas of adult and childrens collections and reading areas, staff work areas, technology access areas, more private study rooms and a Friends-of-the-Library facility.

155 Final Report - FACILITIES STRATEGIC PLAN NEEDS ASSESSMENT Manhattan Beach, CA

Outline Program of Principal Areas of the 2000 Demmers Library Needs Assessment. In the 2000 needs assessment the collections increase 2 1/2 times, the childrens collections and reading areas 3 times and the building services areas increase accordingly.

156 NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA The 1996 Joslyn Center Master Plan

The Joslyn Community Center 1996 master plan identifi ed many of the chal- lenges facing the facility still in existence today, namely "an ineffi cient layout, inadequate storage, and a general deterioration of the facility." Proposed im- provements to the facility included remodeling of the existing building with fi rst and second fl oor additions that would enlarge the building to a total area of about 30,000 SF, of which approximately 21,000 would be located on the ground fl oor. The major programmatic improvements included greatly increas- ing the number of multi-purpose rooms sized and arranged to house variously sized groups participating in a wide array of activities simultaneously. Ad- ditional multi-purpose classroom/meeting space included 6-8 classrooms of approximately 500 SF each, and a new dance room of approximately the same size as the existing one was added.

The auditorium was given a bigger stage, back stage area and lobby in order to accommodate a wider array of activities. It was designed to accommodate 400 for lectures, 250 for banquets and 100 for limited theater functions. Storage for the auditorium was greatly increased in order to accommodate 400 chairs and 100 tables. The kitchen was enlarged to 400 SF from its existing 200 SF. The expansion of Joslyn Center was intended to accommodate all of the functions then (and still) taking place in the Scout House which was to be demolished to allow room for the Joslyn expansion. A "Senior Club" area was designed as a dedicated group of rooms for use by senior citizens for both programmed and "drop-in" activities. This area of the building contains meeting rooms, a small kitchen, lounge, and activity room, and was to be separated physically, visually and acoustically from dissimilar building activities such as the dance and multi- purpose rooms elsewhere in the new building. A dedicated scout room was to be provided to function in place of the existing Scout House on-site and was intended to service the same functions now programmed for the Scout House.

Signifi cantly the 1996 plan proposed to increase the size:

• Of the lobby, stage, backstage, kitchen & storage serving the auditorium

• And quantity of multi-purpose rooms four-fold. EXISTING JOSLYN CENTER • Of the senior center three-fold. Program Areas for the Existing Joslyn Center. The 12,900 SF facility includes a 3,600 SF assembly room Ten years later current City Parks & Recreation staff confi rm that for the most with inadequate stage area, three classrooms and a dance studio. It includes three rooms dedicated for part the needs identifi ed and plans proposed in l996 remain valid. use by seniors. The kitchen is improperly located to adequately serve functions in the assembly room. 157 Final Report - FACILITIES STRATEGIC PLAN NEEDS ASSESSMENT Manhattan Beach, CA

GROUND FLOOR SECOND FLOOR

1996 PROPOSAL FOR EXPANSION OF JOSLYN CENTER

Program Areas for the 1996 Master Plan for Joslyn Center. The proposed expansion of Joslyn Center was to have increased the facility in size from 12,900 SF to 30,000 SF. The expansion would have kept the assembly room at roughly its same size, but expanded the stage and back stage areas to better support performance functions and the kitchen and kitchen service areas to better support banquet functions in the facility, The expansion would have, as well, increased signifi cantly the number of multi-purpose classrooms and activity rooms and included a larger dedicated senior center.

158 NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA

The 1996 Manhattan Heights Community Center Master Plan

The 1996 Manhattan Heights Community Center master plan identifi ed many of the challenges facing the facility still in existence today, namely "an ineffi - cient layout, inadequate storage, and a general deterioration of the facility." Two buildings were proposed, a community center building of approximately 25,500 SF and a restroom/concession building to serve the outdoor facilities of Manhattan Heights Park. The community center building was designed to accommodate a wide variety of programmed leisure activities and serve as the central control for park programming and supervision. Several multi-purpose rooms were proposed to accommodate a wide variety of activities and the abil- ity to program such activities simultaneously. The assembly room was enlarged to accommodate 550 for lecture seating format, 250 for banquet and 550 for social/dance events.

The proposed community center facility included a full service kitchen and teaching kitchen to serve the assembly room. Seven separate classrooms were provided on a second fl oor to serve a variety of programming needs such as meetings, classes, craft rooms, art rooms, etc. A "Senior Club" area of the new facility was proposed as a dedicated group of rooms for use by seniors for both programmed and "drop-in" activities. This area was to include a meeting room, small kitchen, lounge and activity room. Critical to its design was both visual and acoustical separation from the teen center. The teen center was to be a two-room complex with a separate entry. It was envisioned as a "drop in" activity center where teens could watch television, do crafts, play table games, etc. The playground room was to be located at the perimeter of the building adjacent to the exterior children's playground area. This room was proposed to house the City's programmed and supervised children's activities. Adjacent to the children's areas was proposed a "tot patio," a kind of outdoor classroom designed for programmed activities for tiny tots.

It was noted in the 1996 plan that the location of the central offi ces be carefully considered in order to provide a commanding view of the park site to allow for visual supervision of outdoor court games, the parking lot and the walkway leading to the building primary entrance.

In the 1996 plan multi-purpose classroom space increased three-fold in number of rooms and overall area, the senior center increased four-fold in area and the EXISTING MANHATTAN HEIGHTS COMMUNITY teen center, while re-arranged to better accommodate its activities, remained Existing Manhattan Heights Community Center Program. The 9,000 SF building includes an about the same size. assembly room teen center and senior center. Rooms "6 and 7" hold respectively a teen center annex and a playground program. 159 Final Report - FACILITIES STRATEGIC PLAN NEEDS ASSESSMENT Manhattan Beach, CA

GROUND FLOOR SECOND FLOOR

PROPOSED 1996 EXPANSION OF MANHATTAN HEIGHTS COMMUNITY CENTER

The Proposed 1996 Manhattan Heights Community Center Master Plan Program. The 9,000 SF existing building was to be replaced with a 25,000 two-story buiding in which the over quantity and ag- gregate fl oor area of multi-purpose rooms increased three-fold and the senior center four-fold. The teen center stayed about the same in overall area but was better integrated as an integral yet isolated part of the community center. 160 NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA

Adjacent and Peer City Inventory of Community & Recreation Facilities CULVER CITY SANTA MONICA This effort documents the number of indoor and outdoor facilities located INGLEWOOD within the Manhattan Beach city limits and the same for other cities in the Los Angeles metropolitan area, especially the South Bay area.There are three prin- EL SEGUNDO cipal reasons to research, know and understand what cities adjacent to and in HAWTHORNE the immediate surrounding areas of Manhattan Beach are providing by way of both indoor and outdoor community and recreation facilities: MANHATTAN BEACH

HERMOSA BEACH

1) In calibrating a the Manhattan Beach community's recreational needs it is REDONDO BEACH helpful to understand what peer cities have.

TORRANCE 2) Depending on location the Manhattan Beach community may be able to avoid duplicating facilities already readily available to them within conve- nient distances. RANCHO PALOS VERDES

3) Facilities in adjacent cities can serve as models to either emulate or avoid.

Not including school sites, the City of Torrance, with a population of 145,000, HUNTINGTON BEACH has 15 ball fi elds within its park system whereas the City of Manhattan Beach with a population of 35,000 has 11 ball fi elds within its park system. Redondo Facilities in Adjacent and Nearby Cities. Research on what's available elsewhere provides op- Beach has a large performing arts center east of Aviation Blvd. just outside the portunities for emulation or innovation and strategies that don't duplicate what may already be Manhattan Beach city limits. A smaller community theater--199-seat theater available nearby. and/or a black box theater of a more modest scale and tailored to local produc- tions and instruction in the performing arts for the Manhattan Beach commu- Adjacent and Peer Cities Surveyed nity makes sense if properly located. Redondo Beach and El Segundo may be • Hermosa Beach planning, designing and/or building aquatics facilities. Both Redondo Beach and Hermosa Beach have teen centers that Manhattan Beach Parks and Recre- • El Segundo ation might not want to duplicate but instead make use of by creating mutually • Hawthorne benefi cial relationships in the arranging and funding of programs and activities • Redondo Beach in those locations rather than in Manhattan Beach. All of the adjacent cities -- • Torrance Redondo Beach, Hermosa Beach, El Segundo, Hawthorne and Torrance-- have • Rancho Palos Verdes skate parks in one form or another, but they are considered substandard by • Inglewood the Manhattan Beach skate boarding community. Manhattan Beach needs a facility that is on par not with what's nearby, but rather with national caliber • Culver City facilities examples of which are found in other places in Southern California. • Santa Monica Hawthorne and Cerritos are cities that have built successful and popular multi- • Huntington Beach purpose community and recreation centers that effectively serve the needs of a broad array of constituents in their cities from the very young to the very old. It is helpful in our own needs assessment to know what they accomplished, what they did and how they did it.

161 Final Report - FACILITIES STRATEGIC PLAN NEEDS ASSESSMENT Manhattan Beach, CA

Rancho Manhattan Hermosa Redondo Palos Santa Huntington Municipality Beach Beach Beach El Segundo Hawthorne Torrance Verdes Inglewood Culver City Monica Beach

41,145 114,467 Population 33,582 18,566 63,261 16,033 84,112 147,405 (Cen. 2000) (Cen. 07/05) 40,500 83,391 194,228

Area (Sq. Miles) 3.88 1.30 6.35 5.50 6.10 21.00 13.70 9.10 4.99 8.30 28.00 Density 12,324 Persons/Sq. Mile 8,725 14,282 9,962 2,915 13,789 7,019 3,011 (Cen. 2000) 8,116 10,409 6,937

Total Park Acreage 76.00 51.86 97.35 90.47 58.35 231.04 n/a 90.00 74.47 115.90 750.00

Acres/1,000 Capita 2.26 2.79 1.54 5.64 0.69 1.57 n/a n/a 1.84 1.34 3.86

Library (SF) 12,150 6,400 51,000 32,000 20,066 58,678 (3) 37,500 21,406 61,253 120,967 (2) (4) (2) (6) (5)

Senior Center (SF) None - Meet Club Only 6,506 ~3,600 ~7,000 ~29,792 (1) 17,500 ~2,000 (1) ~23,300 at Community (2) (4) (Multipurpose Centers Facility) (2) Boys & Teen Center (SF) ~3,300 ~3,200 4,000 6,000 n/a ~13,134 (1) (1) ~2,000 (1) Girls Club; 1 (2) Associated w/ Public Library 35,000 SF (1) Audi- Performing Arts n/a 502 1,583 n/a n/a (Shared w/ 450 torium; (1) (1) (1) n/a (Seats) (2) Visual Arts Amphitheater Center) 35,000 Visual Arts Center Creative ArtZone n/a n/a n/a (Shared w/ n/a (1) Museum (1) n/a (1) (SF) Arts Center; Performing ~1,100 Arts Center) (1) 25 Yd Pool (5) Wading Aquatic Center/ (Begg), (1) 25 Not Yet Salt Water (1) 25 Yard (1) Lap Pool (1) 50 Meter n/a Pools; (2) (1) 25 Meter 47,440 SF n/a Pools Meter Pool Lagoon Pool (Saari), w/ Dive Pool x 20 Meter 25 Olympic Size Pool (Mira Costa) Indoor Yard Pool Pools; (2) Training Pools

162 NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA

Rancho Manhattan Hermosa Redondo Palos Santa Huntington Municipality Beach Beach Beach El Segundo Hawthorne Torrance Verdes Inglewood Culver City Monica Beach

Softball/Baseball 17 3 5 ~3 5 15 3 5 15 14 13 Diamonds

Batting Cages 2 n/a n/a n/a n/a 8 n/a n/a n/a n/a n/a

Multipurpose 13 n/a 1 n/a n/a n/a 4 1 7 2 n/a Fields

5 (Also Serve Soccer Fields 9 3 2 ~4 n/a 3 2 as Football 864 Fields)

Tennis Courts 24 8 10 7 13 27 21 17 8 25 22

Paddle Tennis 2 n/a n/a 2 n/a 5 1 2 n/a 2 n/a Courts

12 (Indoor Basketball Courts - 1023611223511& Outdoor 10 Full Court (Outdoor) Combined)

Basketball Courts n/a 1 1 n/a 1 2 n/a 2 n/a n/a n/a (Indoor)

Basketball Courts - 3 n/a n/a n/a n/a 5 n/a 4 4 3 n/a Half Court (Outdoor)

Indoor Racquetball 1 n/a 2 1 1 n/a n/a n/a n/a n/a n/a

Volleyball Courts 1 1 (Indoor) 1 (Indoor) n/a 1 3 2 1 n/a 2 n/a

163 Final Report - FACILITIES STRATEGIC PLAN NEEDS ASSESSMENT Manhattan Beach, CA

Rancho Manhattan Hermosa Redondo Palos Santa Huntington Municipality Beach Beach Beach El Segundo Hawthorne Torrance Verdes Inglewood Culver City Monica Beach

11 Children's Play 12 4 10 5 7 23 n/a 17 12 (Children's 9 Equipment Playgrounds)

Rock Climbing Wall 1 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Fitness/Par Course 2 n/a 1 n/a 2 5 n/a n/a 4 1 n/a

Frisbee Golf 1 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Golf Course 1 n/a n/a 1 1 6 Acres; 1 n/a n/a n/a n/a 9 Holes

11 Picnic (Venue) 8 2 4 n/a 3 22 63 (+ 3 Venues 15 8 n/a for Kitchens/ Snack Bars/ Dining Rms)

Botanical Garden 1 n/a n/a n/a n/a 1 1 n/a 1 1 (Rose n/a Garden)

Skateboard Park 0 1 n/a 1 2 1 n/a 1 1 1 n/a

Roller Hockey Rink n/a 1 n/a n/a n/a 1 n/a n/a n/a n/a n/a

Community n/a n/a n/a n/a 1 2 n/a n/a n/a 2 n/a Gardens

164 NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA Contemporary Best Practices in Facilities Design Site Visits of Model Facilities in Southern California

There are important reasons to research, know and understand what cities not Throughout the Reconnaissance and Analysis phase of the project fi eld trips necessarily adjacent to but perhaps nearby and of similar demographics, geo- were made to a variety of facilities in Southern California area to allow mem- graphic setting, climate and/or economic profi le in Southern California are bers of the steering committee, stakeholders and the community at large to see planning, designing and building. fi rst hand what communities are providing by way of top quality facilities in service to the full range of constituencies that typically make up a community. With directed research we have been able to discover models that represent Facilities visited included: "benchmark", "state-of-the-art" or "best practices" from which to draw upon in the formation of concepts, programming and designs of facilities that are both "right-sized" for and suit the needs of the Manhattan Beach community. Libraries Skate Parks With this kind of comparative research the community of Manhattan Beach is • Agoura • Santa Ana in a better position to demand and plan for the very best in facilities that will • Westlake Village • Chino serve the community for years to come. • Calabasas • Chula Vista • Rancho Cucamonga • Tehachapi Teen centers and senior centers are examples of two facility types which have • Diamond Bar Aquatics Centers only come into their own within a decade or so and which have evolved into full service facilities for specialized constituencies with features and charac- • Santa Monica teristics tailored to the specifi c needs of these constituencies. The Culver City • El Monte Senior Center is a prime example with nation wide notoriety of what is the • Exposition Park, LA state-of-the-art in the planning, programming and design of such a facility. It • Corona is a place that except for the ubiquitous presence of seniors most of us would Community Centers not recognize as a senior center. • Moreno Valley • Diamond Bar Aquatics centers have evolved from the simple rectangular 25-yard pool • Rancho Cucamonga with a diving board municipal facility familiar to most baby boomers' child- hood experience into double sometimes triple pool complexes that separate Recreation Centers competitive/lap pools from instructional/recreational pools some of which are equipped with play equipment seen at playgrounds and amusement parks. • Moreno Valley • Torrance • Exposition Park, LA Most community indoor recreation centers feature a two court arrangement- -one tournament size court in one direction, with two smaller courts in the other direction--and are now complimented with a host of additional studios Senior Centers for fi tness, aerobics, dance and other physical activities. Hawthorne's recently • Culver City completed 25,000 SF Betty Ainsworth Sports Center is a good example of • Cerritos such a facility. • Costa Mesa • Mission Viejo • Newport Beach

165 Final Report - FACILITIES STRATEGIC PLAN NEEDS ASSESSMENT Manhattan Beach, CA

Libraries Community Meeting Centers Senior Centers

Aquatics Indoor Recreation & Fitness Skate Parks Benchmark Practices in Community Recreation Facility Planning, Programming and Design in Southern California. The FSP planning team, members of the steering committee and the community visited several examples of each the range of facilities under consideration including libraries, aquatics centers, community meeting centers, indoor recreation centers, senior centers and skate parks.

166 NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA Libraries in Southern California

Examples of successful libraries of a variety of type and size are found across Southern California. Most of them function not only as libraries and stores of information but also as community centers. All of them provide intergen- erational programming and a variety of other kinds of programs and services. Typical components of the contemporary community library include

• Public access technology

• Multi-media technology and collections

• Adult collections and reading room

• Teen center

• Childrens library Westlake Village Library • Community meeting room

• Food/beverage concessions

Westlake Village Library Reading Room

167 Final Report - FACILITIES STRATEGIC PLAN NEEDS ASSESSMENT Manhattan Beach, CA

Santa Monica Library Temecula Childrens Library

Temecula Public Access Technology Center Santa Monica Library Teen Center

168 NEEDS ASSESSMENT FACILITIES STRATEGIC PLAN - Final Report Manhattan Beach, CA Aquatics Centers in Southern California

Most community aquatics centers include at least two pools one of which is dedicated to fi tness, athletics and competition, the other to swim instruction, senior classes and family recreation.

The fi tness/competition pool is all deep (minimum 7 FT) and can be 50-me- ter by 25-yard in length and width with diving boards, but most often it is 25 meters in length by 25 yards in width. To accommodate competition water polo the length of this pool could extend to 35 meters. The family recreation/ instruction pool is shallow in depth (3 -4 FT maximum) and often includes water oriented playground features including a slide, fountains and zero depth entry for children free play and family time recreational swimming. Aquatics facilities generally include showers, locker rooms, concessions and other sup- port spaces. They are often situated adjacent to a multi-purpose indoor recre- ation center with amenities that include a gymnasium, fi tness center and other exercise studios.

With the two-pool arrangement programs, classes and activities can occur Santa Monica City College Aquatic Center. The long course pool is all deep and also 25 yards simultaneously without compromising the availability or quality of such ac- wide. tivities. Aquatics programs, classes and activities offered at the typical aquatics center include:

• Open Swim • Lap Swimming • Water Exercise • Swim School • Private Swim Lessons • Youth Swim Team • Masters Swimming • High School Swim Team • Water Polo • Diving • Synchronized Swimming • First Aid & CPR Classes • Lifeguard Training classes

• Water Saftey Instruction Classes Santa Monica City College Aquatic Center. The short course pool has shallow depth areas suit- able for recreation, swim instruction and fi tness classes.

169