EAST BAY REGIONAL PARK DISTRICT PARK ADVISORY COMMITTEE MONDAY, November 23, 2020 4:00 p.m.
COMMITTEE MEMBERS AND STAFF WILL ATTEND VIA TELECONFERENCE
Pursuant to Governor Newsom’s Executive Order No. N-29-20 and the Alameda County Health Officer’s current Shelter in Place Order, effective March 31, 2020, the East Bay Regional Park District (“Park District”) Headquarters will not be open to the public and the Park Advisory Committee and staff will be participating in the meetings via phone/video conferencing.
Members of the public can listen and view the meeting in the following way: Via the Park District’s live video stream which can be found at: https://youtu.be/dt89n8pa3RA
Public comments may be submitted one of three ways: 1. Via email to Sharon Clay, Recording Secretary at [email protected]. Email must contain in the subject line public comments – not on the agenda or public comments – agenda item #. It is preferred that these written comments be submitted by Friday, Friday, November 20, 2020 at 3:00 pm.
2. Via voicemail at (510) 544-2021. The caller must start the message by stating public comments – not on the agenda or public comments – agenda item # followed by their name and place of residence, followed by their comments. It is preferred that these voicemail comments be submitted by Friday, Friday, November 20, 2020 at 3:00 pm.
Live via zoom. If you would like to make a live public comment during the meeting this option is available through the virtual meeting platform: https://ebparks.zoom.us/j/91342648899 Note that this virtual meeting platform link will let you into the virtual meeting for the purpose of providing a public comment. If you do not intend to make a public comment, please use the YouTube link at https://youtu.be/dt89n8pa3RA to observe the meeting. It is preferred that those requesting to speak during the meeting contact Sharon Clay, Recording Secretary at [email protected] by 3:00 pm on Friday, Friday, November 20, 2020 via email or voicemail (510) 544-2021 to provide name and the subject of the public comment or item to be addressed.
Comments received during the meeting and up until the public comment period on the relevant agenda item is closed and will be provided in writing to the PARK ADVIOSRY COMMITTEE, including transcribed voicemails. All comments received by the close of the public comment period will be available after the meeting as supplemental materials and will become part of the official meeting record. However, to ensure that the Committee members will be able to review your comments prior to the close of the meeting, please submit your public comment by no later than 3:00 pm on Friday, November 20, 2020. Please try to limit your written comments to no more than 300 words. The Park District cannot guarantee that its network and/or the site will be uninterrupted. To ensure that the Park District receives your comments, you are strongly encouraged to submit your comments in writing in advance of the meeting.
For future meetings, the Park District is exploring additional ways for the public to submit comments. If you have any questions about utilizing the audio stream, please contact the Recording Secretary of the Committee, Sharon Clay at [email protected] or 510-544-2021. To ensure the best opportunity for Park District staff to address your question, please contact the Recording Secretary prior to 3:00 pm on Friday, November 20, 2020.
EAST BAY REGIONAL PARK DISTRICT PARK ADVISORY COMMITTEE MONDAY, November 23, 2020 4:00 p.m.
COMMITTEE MEMBERS AND STAFF WILL ATTEND VIA TELECONFERENCE
A copy of the background materials concerning these agenda items, including any material that may have been submitted less than 72 hours before the meeting, is available for inspection on the District’s website (www. ebparks.org), the Headquarters reception desk, and at the meeting.
Accommodations and Access District facilities and meetings comply with the Americans with Disabilities Act. If special accommodations are needed for you to participate, please contact the Clerk of the Board at 510-544-2020 as soon as possible, but preferably at least three working days prior to the meeting.
AGENDA – Revised 11/19/20
TIME ITEM STAFF
3:30 pm PAC Finance Subcommittee Best (Chair), Rickard, Bueren, Burke, Ho, Sanwong
4:00 pm 1. Roll Call (Virtual) Recording Secretary 2. Board Member Comments Boardmembers Beverly Lane and Dee Rosario 3. Foundation Update Juliana Schirmer, AGM Public Affairs 4. Public Comments
Public comments may be submitted one of two ways:
1) Via email to Sharon Clay, Recording Secretary, at [email protected]. Email must contain the subject line “Public Comments – not on the agenda or comments on the agenda” and indicate the item # followed by their name and place of residence, followed by their comments. It is preferred that these written comments be submitted by Friday, November 20, 2020 at 5:00 pm.
2) Via voicemail at 510-544-2016. The caller must start the message by stating” Public Comments – not on the agenda” followed by their name and place of residence, followed by their comments. It is preferred that these voicemail comments be submitted by Friday, October 23, 2020 at 5:00 pm.
If you are interested in speaking during Public Comments, please contact the Recording Secretary at [email protected] for call in information by 5:00 pm on Friday, November 20, 2020. Email must contain in the subject line, Park Advisory Committee meeting 11-23-20 call in request. If you would like to provide public comment through the virtual meeting platform, please use https://ebparks.zoom.us/j/91342648899 to participate. Note that this virtual meeting platform link will let you into the virtual meeting waiting room and then into the meeting for the purpose to provide comment. Please use the YouTube link https://youtu.be/dt89n8pa3RA to observe the meeting when you are not providing public comment.
4:15 pm 5. Presentations (R) a. 2021 Proposed Operating, Project Debra Auker, CFO Finance, AGM Management Services and Program Budget ( I) b. Overview of District Funding Deborah Spaulding, Assistant Finance Manager Sources (I) c. 2021 PAC Goals / Agenda Items Rick Ricard, PAC Chair,
Erich Pfuehler, Chief of Government & Legislative Affairs 5:45 pm 6. PAC Member Comments 7. Report from Chair Rick Rickard, PAC Chair 8. Board Committee Reports 9. Old Business 10. New Business 6:00 pm 11. Adjournment
ATTACHMENTS EXHIBITS 1. 2021 Proposed Budget Memo 1. General Manager’s Budget Message 2. District Funding Sources Memo 2. Budget-at-a-Glance 3. PAC Goals/Agenda Memo 4. PAC Work Plan 5. Status of Recommendations 6. Articles & Correspondence
2020 Meeting Dates Park Advisory Committee Members
Rick Rickard Chair) January 27 July 27 Carlyn Obringer (Vice Chair) February 24 August -No Mtg. Erich Pfuehler, Staff Coordinator March 23- Canceled September 28
April 27 October 26 R - Recommendation for Future Board May 18 November 23 Consideration June 22 December 7 I - Informational D - Discussion
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Attachment 1
PARK ADVISORY COMMITTEE Meeting of November 23, 2020
TO: Parks Advisory Committee STAFF REPORT Debra Auker, CFO/AGM Finance and Management Services PREPARED BY: Deborah Spaulding, Assistant Finance Officer Christina Crosby, Budget Manager
SUBJECT: 2021 Proposed Operating, Project and Program Budget ATTACHMENTS: 2021 Budget at a Glance
DESCRIPTION: The purpose of this item is to provide the Park Advisory Committee (PAC) with an overview of the 2021 Proposed Budget and seek the PAC’s recommendation to the Board of Directors.
The Park District’s budget is divided into two volumes. The first volume includes the General Manager’s budget message, provides an overview of all funds, financial summaries by fund, and budgets by division (which includes performance measures and operating budgets). The second volume provides detail on the District-wide projects and programs. Both volumes are posted on the District website at: http://www.ebparks.org/about/budget#budget-docs
Executive Budget Message
This 2021 Budget presents a balanced financial plan to guide our agency during the coming year and maintains high levels of support in areas of importance to the public. These critical areas of importance include: public access, environmental restoration, preserving land, protecting against wildfires, restoring natural areas, enhancing park safety, and maintaining parks. The Park District identifies goals and achieves its objectives by starting with strong fiscal management policies, working closely with outside partners, establishing community support, planning for major economic shifts, addressing long-term liabilities--including facility replacement needs, fulfilling commitments to voters, and planning for the effects of a changing climate. In 2021 the Park District will prioritize park safety, land acquisition and preservation, pursuing equity and inclusion and maintaining District assets. The District is continuing to fund fuels reduction projects by adding an additional Fire Department crew with three new fuels crew members, and implementing new strategies to manage weed and brush control without the use of glyphosate, including acquisition of mowers and use of two small trails crews. The Park District will complete several high priority projects, including completing the Dumbarton Quarry Campground by the Bay, improving park access by completing the Land Use Plan Amendment for Southern Las Trampas, and initiating the lawn rehabilitation at Miller Knox Regional Shoreline. The Park District will also complete construction on the Brickyard Cove
Project to increase public access at McLaughlin Eastshore State Park and complete ten high priority ADA projects District wide. (Please review the General Manager’s Budget Message at Attachment A for more details).
2021 Proposed Budget Summary – All Funds
Total Park District resources for all funds for 2021 totals $237.5 million (including inter-fund transfers of $26.4 million), which is $24.5 million (9.4%) below the $262 million budgeted in 2020.
The Park District’s 2021 Budget of $258.5 million (including transfers and use of fund balance) is balanced, including general, special revenue, debt service, and project funds. The 2021 Budget recommends $258.5 million in total appropriations, which is a 6.6% decrease from the prior year. (See Attachment B for the Budget-at-a-Glance). Some significant differences between the prior year and current year budget include: • 3.0% increase in personnel services • 8.9% increase in supplies and services • 4.1% increase in intra-district charges • 50.4% increase in grants to other agencies (WW Local Grants) • -70% decrease in capital outlay • -52.9% decrease in debt service • -6.6% decrease in transfers out
• Salaries and wages increased overall by 3.1%. This increase reflected wage adjustments authorized for the Police Association as well as 12.9 full-time equivalent (FTE) positions. A $1 million appropriation for the Pension Trust is also included. • Supplies and services budgets increased 8.9% from the prior year. Most significantly there was a 18.3% increase in Repairs and Maintenance Supplies, this includes irrigation projects at Miller Knox and Quarry Lakes. Operating Services increased 22.2% or $2.5 million above last year which reflects the costs of the new trails crew and funds for the MAST major maintenance program. Administrative Costs also increase 12.5% over the prior year due to increased bank fees, fire prevention safety education and continuation of the Park District’s diversity, equity and inclusion initiative. • Grants and Interagency agreements appropriations increased by $4.7 million from last year, as the Measure WW Local Grant program is nearly complete and local agencies will be drawing down their remaining cost reimbursements. • Debt service costs decreased almost 53% from 2020, as per scheduled debt service payments on the Measure WW bonds. • Capital outlay and equipment appropriations decreased from $13.1 million in 2020 to $3.9 million in 2021. This significant decrease is primarily in the area of land acquisition; adequate funding was previously appropriated, and additional funds aren’t required at this time. • The 4.1% increase in Intra-District charges primarily reflects increased insurance premiums in the General Liability Fund.
The 2021 Proposed Budget includes over $2.4 million in base budget increases from all funds. A base budget increase is a commitment of ongoing costs that will repeat each year. The 2021 base
increases recognize increased costs in several key operating areas, including ongoing costs for managing newly opened parklands. Some of the base budget increases include:
• $1 million for paving • $500,000 for major maintenance • $300,000 for increased insurance premiums • $250,000 for bridges and piers • $150,000 for hazardous tree removal
The 2021 Proposed Budget also includes one-time budget increases from all funds. One-time increases are for equipment, studies and other costs that will not be recurring. The 2021 budget includes these significant one-time increases:
. $500,000 for two Student Conservation Association (SCA) crews to maintain small trails . $400,000 for upgrading ADA parking at Don Castro . $200,000 for livestock grazing water and infrastructure projects . $100,000 for a project to scope repairs of back timbers in Black Diamond Mines . $100,000 for evaluating water system at Las Trampas . $150,000 for facility improvements related to wildfire smoke response . $150,000 for lawn rehabilitation at Miller Knox Regional Shoreline
Additional information on new budget requests greater than or equal to $20,000 is provided in Section B of the Proposed Operating Budget.
District Authorized Staffing Changes
The 2021 Proposed Budget includes the addition of 12.90 full-time equivalent positions (FTEs). This increases the total District authorized staffing to 886.5 FTEs. A detailed listing of the proposed 2021 staffing changes is provided in Section B of the Proposed Budget document. A breakdown of the proposed FTE additions by type is provided in the chart below:
A breakdown of the proposed FTE additions by division is provided in the chart below:
General Fund (See Section B of Proposed Budget)
The 2021 Proposed General Fund Budget is balanced with projected total resources of $174.0 million available to fund expenditures and transfers out of $174.0 million, resulting in a projected fund balance increase of $406.
General Fund Budgeted Revenues: General Fund budgeted revenue for 2021 totals $174.0 million compared to $171.1 million budgeted for 2020. This represents an increase of 1.7%. The major portion of this increase is attributable to increased property tax revenue as the property values in Alameda and Contra Costs counties have both continued to increase over the last year. The increase is partly offset by revenue decreases in Fees & Charges, related to State/County Health Orders and social distancing measures required by the Covid-19 pandemic.
General Fund Appropriations: General Fund proposed appropriations for 2021 total $174.0 million compared to $170.5 million in 2020. This represents an increase of 2.1%. Personnel costs increased by $3.87 million (3.4%) while supplies and services costs increased by $0.4 million. Transfers-out of the General Fund for 2021 total $8.9 million, reduced from the $10.8 million budgeted in 2020. Recommended transfers from the General Fund include $1.1 million for fuels management program, $100,000 for the Chabot Gun Club and ongoing program funding of $5.5 million that includes technology replacement, ADA, and Quagga Mussel response programs. A comprehensive list is included in the last pages of Section B, in the Proposed Budget.
Other Funds (See Section B of Proposed Budget)
In addition to the General Fund, the District maintains other funds designated for specific purposes either by Board action or legal requirements. Those funds are included in separate fund groups and are classified as Special Revenue, Debt Service, Internal Service, Permanent and
Project Funds. A summary of the significant budget highlights for each of these funds groups is provided below.
Special Revenue Funds account for funds held by the District that are legally required to be expended for specific purposes, including the various assessment districts, Measure CC funds, Measure FF, private donations, mitigation funds, tipping fees, Measure WW local grant funds and the East Contra Costa County Habitat Conservancy Program Properties Fund. Total revenues and transfers-in to the Special Revenue Funds are projected to total $23.7 million; expenditures and transfers out total $22.9 million in 2021.
Debt Service Funds are utilized to account for the District’s obligation to pay principal, interest and administrative costs on outstanding long-term debt. Included in this fund group are the 2012 Promissory Notes, the 2009, 2013 and 2017 Measure WW bonds. Total revenue and transfers in to the Debt Service Funds for 2021 will be $8.8 compared to $29.5 million budgeted in 2020. The increase in budgeted revenue and expenditures reflects the scheduled annual debt service payments for the Promissory Note Fund and Measure WW bonds.
The Internal Service Funds account for shared Park District activities including the Workers’ Compensation, Major Infrastructure Renovation and Replacement (MIRR), Major Equipment Replacement, General Liability and Employee Benefits Funds. The total revenues and transfers-in for 2021 are projected to be $19.5 million, an increase of $0.2 million over the 2020 budget of $19.3 million. Expenditures and transfers-out total $20.3 million, an increase of $2 million over 2020’s budget, primarily increased appropriations for facility repairs in the MIRR Fund, and increased insurance premiums in the General Liability Fund.
Permanent Funds are utilized to account for endowments/donations which are legally restricted to permanently manage District mitigation properties and restoration projects with only the interest earnings available for expenditure. There are thirteen Permanent Funds which are identified in Section B of the Proposed Budget.
The final fund group that is budgeted is Project Funds and includes major capital projects funded from grants, bond proceeds, Measure FF and CC parcel taxes and the General Fund. The 2021 Projects Funds budgets include funding for capital projects and OTA (Other Than Asset) projects. A complete listing of 2021 project funding is provided in Section B of the Proposed Budget. Detailed information on individual projects is included in volume two, 2021 Proposed Project and Program Budget.
Performance Measures (See the Sections A and C of the Proposed Budget)
The District continues to work with the District-wide Performance Goals, which tie to the Mission and Vision Statements of the District. Each division has included Key Performance Indicators, to show ongoing progress towards the eight goals, and one-time Key Performance Objectives to highlight specific actions taken to achieve the Performance Goals. The 2021 Performance Goal and Key Performance Indicators have been updated with data from each division. Some 2020 goals that are still in progress may be updated when the Adopted Budget is published, in early 2021.
Project and Program Budget and 5-Year Expenditure Plans
The second volume of the 2021 Proposed Budget includes details of active projects. Each major project is presented on a separate page, providing a photograph, and information including the project status, funding status, and five-year spending plan.
A Programs section has been created, which includes other District projects that provide services or special funding for activities that are not capital projects. These programs are combined into ten different categories:
• Habitat Protection • Infrastructure Maintenance • Land Use Planning and Design • Preliminary Land Acquisition • Programs Serving Under-Represented Communities • Safety and Security of Parklands • Services Enhanced Through Special Funding • Technology and Workspace Improvements • Wildfire Hazard Reduction • Wildlife Protection
Conclusion
The 2021 Proposed Budget provides a detailed plan for the Park District’s operations during the 2021 calendar year and is the result of months of planning and review by District staff. Staff will continue to work on the budget document over the next several weeks and will provide responses to any questions which the Park Advisory Committee, Finance Committee or Board members may have.
The 2021 Proposed Budget will be presented to the Board Finance Committee on November 23, at 12:30 pm. The Board of Directors will review the 2021 Proposed Budget in detail and hold a public hearing on December 1st at 6pm, with adoption of the 2021 Budget scheduled for December 15th. The 2021 Proposed Budget documents are working copies of what will become the final published adopted budgets. Following adoption of the budget, the budget documents will be edited, finalized and will include additional maps and photos, final changes as approved by the Board and additional appendices.
RECOMMENDATION: Staff requests that the Park Advisory Committee recommend to the Board of Directors adoption of the 2021 Proposed Operating, Project and Program Budget.
Exhibit 1 – General Manager’s Budget Message Exhibit 2 – Budget-at-a-Glance
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EXHIBIT 1 GENERA L MANAGER’S MESSAGE
An introduction to the East Bay Regional Park District 2021 Proposed Budget
To the Board of Directors: The year 2020 has been an unbelievable year with the world-wide coronavirus pandemic, terrible fires and wildfire smoke all affecting the East Bay Regional Park District. It has been the most challenging year in my 47 years of service to the Park District. Keeping parks open through this Covid-19 pandemic when being outdoors is even more important than ever, has been the Park District’s goal since the beginning of the Shelter in Place. I am extremely proud of the responsiveness of all the staff to stay safe and keep our parks open under very difficult and challenging conditions. In a 2020 survey of East Bay residents we learned that 96% agreed parks and trails must remain open, now more than ever, for their mental and physical health. The safety of staff and park visitors has been foremost in the Park District’s Covid response, which has included providing staff with the supplies, equipment and information they need; partnering with Alameda and Contra Costa county health agencies to safely manage temporary park facility closures and phased reopenings; and deploying public information to encourage safe park-visitation practices via signage, message boards, and public service announcements on several TV channels. These information portals also helped get across vital information related to the extraordinary wildfires affecting the Bay Area this year. Never before have there been so many fires burning at once in California. The situation stretched resources so thin state-wide that CalFire and other local fire departments communicated that should an incident occur in EBRPD parks they would be unable to respond, forcing the temporary closure of parks during several major wind events and the Lighting Complex fires which burned over 6,000 acres of Park District lands. Despite the chaotic environment, the Park District has continued providing safe refuge to residents throughout the Bay Area and a safe working environment for staff. Parks have been open and park staff have done their best, under difficult circumstances, to provide all services allowed by state and county health orders. Over time, with limited capacities and safety protocols in place, we’ve reopened many parking lots and trail restrooms, golf courses and the botanic garden have been receiving visitors for months; and recently we had a return of camping, boating, playgrounds, picnic tables, and visitor centers. We’re planning for the future return of recreation programs, reservable facilities and next year’s summer activities, by developing protocols, engaging with local health departments, and carefully considering the timing. All reopenings are subject to health guidelines provided by the State and two county health agencies. I want to specifically recognize both Assistant General Manager of Operations Jim O’Connor and Assistant General Manager of Public Safety Anthony Ciaburro and all their staff for their adaptive leadership for navigating along the operational issues this year. Park District staff displayed their resiliency and innovativeness in so many ways in 2020. Public Safety staff, Rangers and Park Supervisors have been out in the field ensuring parks are accessible and safe since the earliest, uncertain days of the pandemic. Naturalist staff quickly pivoted to provide on-line environmental education, hosting virtual school programs which have been booked to capacity. Park development and capital projects throughout the Park District have continued and many have been completed during this year, including the opening of Park GENERA L MANAGER’S MESSAGE
District’s newest park Judge John Sutter Regional Shoreline, Albany Beach restoration and the extension of the San Francisco Bay Trail in McLaughlin Eastshore State Park, and completion of the wetland restoration and public access project at Bay Point Regional Shoreline. Work has also continued on many capital projects including at McCosker in Sibley Volcanic Regional Preserve, the largest urban creek restoration in our history; and the Park District will soon open the first new family campground in the entire Bay Area, in decades, at Dumbarton Quarry in Coyote Hills Regional Park. It is quite an accomplishment to open so many new park facilities during this very challenging year and I want to share my appreciation for the leadership and persistence of Assistant General Manager of Acquisition, Stewardship and Development Kristina Kelchner and Chief of Design and Construction Lisa Goorjian. Looking forward, I am pleased to present the 2021 Operating, Project and Program Budget. This Budget presents a funding plan for the coming year that embodies the mission of the East Bay Regional Park District to preserve natural and cultural resources, and provide open space, parks, trails, recreation, and environmental education for 2.7 million residents in Alameda and Contra Costa counties and over 25 million annual visitors from the Bay Area and beyond. The annual budget process is a critical link in enacting the policies and vision of the Board of Directors and fulfilling the Park District’s Master Plan. The District-wide 2021 Budget recommends $258.5 million in total appropriations (including transfers), including $205.1 million in operating costs and $13.2 million in new capital related costs. In addition, in 2021 the Park District will be advancing 26 major capital projects at a total cost over $107 million.
2021 Proposed Expenditures by Major Expenditure Category
To provide a well-managed system of open space parklands, the Park District allocates over half (60%) of its annual funding for a workforce committed to its mission. Other major resources are dedicated to maintaining parks (20%), the District-wide capital program (2%), debt service on bonds (6%), agreements with other agencies (6%), and funding long-term liabilities (6%).
Today there is much economic uncertainty, the coronavirus is having a third surge of positive cases, and unemployment is still high in the Bay Area. This 2021 budget reflects these fiscal concerns by limiting growth but still providing the same level of service to the public. The 2021 budget will be implemented by a new General Manager, and includes many initiatives and projects that will continue to move the Park District forward, including continuing to prioritize park
GENERA L MANAGER’S MESSAGE
safety, land acquisition and preservation, pursuing equity and inclusion, and maintaining District assets. As noted above, the challenges facing the Park District are significant issues including: 1) wildfires and wildfire smoke air quality issues; 2) preparing for the effects of climate change, disasters, and extreme weather events; and 3) an economic recession brought about by Covid- 19, which may reduce the District’s resources in future years.
This 2021 Budget presents a balanced financial plan to guide the agency in addressing these challenges with the following goals and resources, several carried over from 2020 due to the Covid-19 pandemic: Public Access related goals include the opening of several new facilities, including Brickyard Cove in McLaughlin Eastshore State Park; Dumbarton Quarry Campground at Coyote Hills Regional Park; Lone Tree Point extension of the San Francisco Bay Trail, and the remodeled Rocky Ridge Visitor Center at Del Valle Regional Park. Environmental Restoration related goals include restoration of McCosker Creek in Sibley Volcanic Regional Preserve; completion of the Jewel Lake sediment reduction feasibility study; planning for Hayward Marsh improvements; and continued studies to improve the water quality of Park District swimming lakes. Park Safety and Wildfire Prevention related goals include continuing to fund fuels reduction projects, with nearly $3 million in fuels work completed in 2020, including expansion of a second fire crew. No other agency in the regional has made this kind of commitment and progress to address the growing wildfire impacts of climate change. Also, focusing on continued safety for employees and park users related to the Covid-19 pandemic. Maintaining Parks by recommending an additional small trails crew to make progress on the backlog of trial maintenance. The District partners with the Student Conservation Association for this work; and working with these young people from varied backgrounds is a great way to provide park work experience and an opportunity to join the ranks of our own staff in the future. Other improvements to park facilities include rebuilding the Vasco Hills service yard after it was destroyed by fire; reviewing air quality upgrades needed due to recurring wildfires; adding more resources, staff, and equipment to continue weed abatement for fire prevention and implementation of the ban on glyphosate. The Park District identifies goals and achieves its objectives by starting with strong fiscal management policies, working closely with outside partners, establishing community support, addressing long-term liabilities--including facility replacement needs, fulfilling commitments to voters, and planning for the effects of a changing climate. There are many new beautiful parks that the District has worked hard to acquire that are still waiting for funding of opening costs; Dolan Canyon, Roddy Ranch to just name two. The District will have to find creative ways to balance the budget and continue our stellar record of implementing our Master Plan goals, proving new access opportunities to all and keep our promises we made to the voters.
GENERA L MANAGER’S MESSAGE
2021 PRIORITIES AND PERFORMANCE GOALS Highlights of some key District-wide priorities and performance goals for 2021 are listed below. The complete list is defined in detail following this Budget Message.
Foster a Safe Visitor Experience Continue to develop protocols for safely restoring additional Park District services for physical and mental health during the Covid-19 pandemic. Promote the Police Department values of “Safety, Service and Stewardship” and train all police personnel on procedural justice practices. Review District-wide hazardous tree program and provide additional training. Continue public information safety campaign during the Covid-19 pandemic, in partnership with the Regional Parks Foundation. Continue providing swim lessons and personal flotation devices for water safety.
Enhance Visitors’ Relationship to Nature Continue development of virtual education programming to provide access to interpretive and recreational opportunities safely during Covid-19. Initiate a District-wide inventory of natural surface trails that will inform updates to Park District mapping databases. Develop interpretive signage at Point Pinole which includes the legacy of Director Jean Siri. Listen to park users via community surveys to understand user interests and develop Park District programs and services that enhance their connection to nature.
Ensure Fiscal Health of the Park District Continue to engage with local legislators to seek and secure funding through grants and resource related bonds to support wildfire protection and climate resiliency. Examine options to reduce Park District unfunded liabilities and address future needs, such as opening new parks and planning for impacts of a changing climate. Issue new Measure WW capital bonds for acquisition and development of parklands, with a portion as Green Bonds. Continue long range financial planning to anticipate future costs related to land
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acquisition, capital programs and natural infrastructure of the Park District. Plan for Climate Change Resiliency Continue to prioritize land acquisition, preservation, and management, acknow- ledging the important role that open spaces play in providing carbon sinks that mitigate the impacts of a changing climate. Complete the SF Bay Trail risk assessment to identify vulnerabilities and priorities for addressing the impacts of sea level rise. Continue planning, maintenance and habitat restoration work that improves climate resiliency along the Hayward Shoreline. Review telecommuting technologies imple- mented during the Covid-19 pandemic and develop a strategy to continue some remote functions that can reduce greenhouse gas emissions related to travel.
Improve Access to Public Parklands and Outreach to Underrepresented Groups
Improve ADA access to Don Castro Regional Recreation Area by improving routes to facility and parking. Continue collaboration with local partners for San Leandro Creek trail extension from Hegenberger to 98th Avenue. Initiate a community equity assessment that reviews the distribution of programs and services across the diverse communities we serve. Open multilingual exhibits to provide additional interpretative opportunities for patrons who pre- dominantly speak languages other than English.
Attract and Retain a Workforce of Excellence Review recruitment, retention, and other employment conditions, policies and practices with goal of a diverse and inclusive workforce that represents the communities served by the Park District. Extend mandatory training on fairness in hiring and interviewing to supervisors and managers to increase understanding of equitable best practices. Continue to prioritize employee safety by reviewing and updating safety protocols and providing training and safety equipment. Conduct a safety gap analysis of Park District facilities for compliance with Cal-OSHA, including air quality response requirements.
GENERA L MANAGER’S MESSAGE
Balance Environmental Considerations with Outdoor Recreational Opportunities
Open the Park District’s newest family campground, Dumbarton Quarry by the Bay at Coyote Hills. Continue work on land use plans in many areas of the Park District, including Las Trampas. Install drought resistant turf and improve irrigation at Miller Knox Regional Shoreline to improve lawn sustainability. Establish a second small trails crew to restore and maintain trails throughout the Park District.
Restore, Preserve, and Protect Scenic, Natural and Cultural Resources
Continue Wildfire Fuels/Vegetation Reduction work to reduce hazardous fuels in the East Bay Hills and along the wildland urban interface, including funding of an additional fire crew. Conduct feasibility study for restoration options at Jewel Lake in Tilden Park. Provide more reliable sources of water during drought and a changing climate to support livestock grazing of parklands for ecological benefit and fuels management. Implement new practices for vegetation management in support of the elimination of the use of glyphosate in developed park areas.
Park Advisory Committee Priorities for 2021 (to be updated after PAC action) Review proposed new District policies to protect natural resources, enhance the natural and urban environment, and ensure an equitable, safe and diversified system of programs, trails and regional parks is available to meet a variety of community needs. Review best practices and provide input on recreational use in parks related to trail use and design. Review various aspects of the District’s financial policies. Provide guidance and insight related to proposed land use plans that guide planning and development priorities for future park openings.
Celebrating Milestones The Park District celebrated several milestones during 2021: Celebrated retirements of long time Park District employees with over 20 years of service, many virtually, including General Manger Robert Doyle, Chief of MAST Kelly Barrington, Assistant Fire Chief Brad Gallup, Interpretation and Recreation Manager David Zuckerman, Risk Manager Anna Fong, Park Supervisors Shelly Miller, Britt Thorsnes, Jeffry Crowle, Victor Reyes, and Mark Pearson.
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Virtually dedicated and unveiled the new Judge John Sutter Regional Shoreline park. Many local dignitaries, including Oakland Mayor Libby Schaaf and Congresswoman Barbara Lee, spoke at the dedication. Announced opening and held virtual dedication of the San Francisco Bay Trail extension from Albany Beach to Gillman street. Celebrated the re-opening of Bay Point Regional Shoreline virtually for the Public Access and Restoration project completion. In collaboration with the National Park Service, hosted virtual program to commemorate the 72nd Anniversary of the Port Chicago explosion. This event also celebrated the centennial of the National Park Service and included a visit to the planned Concord Hills Regional Park. In cooperation with the Eden Interfaith Council and SMU Ethnic Health Institute, hosted a 2020 UN International Day of Peace with community and faith-based leaders as well as students from the Martin Luther King Jr. Freedom Center. Participated in the first Wildfire Protection Roundtable Townhall during the largest wildfire season recorded in California's modern history hosted the East Contra Costa County Wildfire Protection Roundtable and included Contra Costa County Supervisor Diane Burgis, Park District Fire Chief Aileen Theile, and East Contra Costa Fire Protection District Chief Brian Helmick. Participated in mutual aid to CalFire during fire season and continued collaboration with Hills Emergency Forum, a consortium of several land management agencies committed to supporting the reduction of hazardous fuels in the East Bay Hills. Facilitated the hosting of Virtual Walk and Talk Townhalls in our parks for Assembly member Rob Bonta and Assembly member Rebecca Bauer-Kahan. Received regional and State award recognition for: o Business Excellence Award for Robert W. Crown Beach and Crab Cove Visitor Center and Aquarium from Alameda Chamber of Commerce. o 2020 Community Service Award for Green Business from the Pleasanton Chamber of Commerce. o The Tilden Botanic Garden was honored with the Frank Cabot Award by the North American Rock Garden Society. o Received two American Planning Association awards: Innovation in Green Community Planning for the new Judge John Sutter Regional Shoreline and Robert Doyle was honored with the Planning Pioneer Award of Excellence. o Excellence in Public Information and Communications (EPIC) Award - Outstanding Marketing and Promotional for the EBRPD 85th Anniversary and Regional Parks Foundation 50th Anniversary from California Association of Public Information Officials (CAPIO). o Outstanding Community Outreach Campaign Award for EBRPD 85th Anniversary and Regional Parks Foundation 50th Anniversary and Outstanding Community Organization/Partner Award: Regional Parks Foundation from California Association of Recreation and Park Districts (CARPD). o Outstanding Public Engagement Award for EBRPD 85th Anniversary & Regional Parks Foundation 50th Anniversary from Public Lands Alliance.
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2021 BUDGET HIGHLIGHTS The District’s 2021 budget of $258.5 million (including transfers) is balanced, taking into account general, special revenue, debt service, and project funds. General Fund appropriations and transfers out total $174.0 million – a $3.5 million (2.1%) increase from the 2020 Adopted Budget. The increase is funded largely by property tax, which has also offset the expected reduction in charges for Park services revenue. Budgeted revenue reflects approximately 4.1% growth in property tax from the 2020 budget; the growth in property tax revenue is attributed to the current stability in the real estate markets in both Alameda and Contra Costa counties, which needs to be watched during this uncertain economic time. Property values are typically increased by new commercial and residential sales and the compounded 2% annual increases as permitted under Proposition 13. Therefore, the aggregated property tax revenue increase for the year is expected to exceed the statutory 2% growth rate by over 2%. The property tax growth rate is projected to increase in future years, between 2.4% to 5.5%, as predicted by Beacon Economics. The 2021 Budget includes an increase of 12.9 positions or full-time equivalents (FTEs), bringing the total of FTEs to 886 a 1.3% annual increase. Complete staffing schedules are located in the supplemental information section of this document. 2020 2021 Adopted Proposed Trends (in millions) 2018 Actual 2019 Actual Budget Budget Revenue (All Funds)$ 202 $ 202 $ 229 $ 211 Expenditure (All Funds)$ 203 $ 203 $ 244 $ 232 Transfers In$ 42 $ 42 $ 33 $ 26 Transfers Out$ 42 $ 42 $ 33 $ 26 General Fund Appropriations$ 129 $ 129 $ 160 $ 165 Project Funds Appropriations $ 44 $ 44 $ 21 $ 13 FTEs (Permanent and Temporary) 824 847 874 886
This table shows changes in District-wide resources and use of funds over the past four years.
FISCAL PRESSURES FACING THE PARK DISTRICT The Park District keeps a long-term view with established strategies to monitor and plan for uncertainties in the future. Despite strong revenue growth over the past several years, the Park District continues to have long-term unfunded liabilities to address. After conducting operational reviews and reviewing capacity, the Park District has determined that its most significant fiscal pressures and liabilities are: 1. Managing safe and healthy forests by reducing fire hazards in sensitive areas within District parklands. 2. Fulfilling commitments to voters under Measures AA, CC, FF, and WW to leverage key property acquisitions and construct park facilities. 3. Growing operational costs and necessary safety and security improvements related to opening new parks to the public. 4. Increasing costs of land acquisitions and environmental permits. 5. Modernizing current park facilities for future sustainability.
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6. Unfunded long-term costs of environmental mitigation and ecological restoration. 7. Increased healthcare costs and pension obligations. 8. Unfunded long-term costs of adapting to and mitigating the effects of a changing climate (i.e. sea-level rise, drought, flooding and fire).
RESPONDING AND PREPARING FOR FISCAL PRESSURES The Park District has developed strategies and taken specific actions over the past several years to address fiscal pressures, prepare for economic downturns, and to address future liabilities. A partial listing of these strategies follows: Financial Management General Reserve Fund Balance Policy: The General Fund Reserve (Unassigned) Fund Balance Policy establishes clear targets for the retention of prudent reserve fund levels. The policy was reviewed by the Board Finance Committee in 2019, and new targets are to be confirmed every five years after being analyzed under specific criteria by the Park District’s Chief Financial Officer. The current policy recommends a General Fund reserve equal to 32% of annual revenues. Fund balance surpluses above this target may be considered for one-time appropriations. Balanced Budget Policy: The Balanced Budget Policy was adopted in 2009 and updated in 2016 to clearly state that financial resources are required to equal or exceed operating uses at the time of budget adoption. Park & Facility Management Pipeline - The Park District conducts multi-year forecasting to determine the likely year in which new parklands or facilities will be available to the public, and the cost of fully staffing and operating these parks and facilities. This is called the “Pipeline.” Each budget cycle, these staffing and maintenance costs receive priority over other budget requests. Wildfire Hazard Reduction & Resource Management Plan - The Park District has worked continuously to prepare for and prevent wildfires. The Park District maintains its own fire department, both permanent staff and “On-Call Firefighters” who respond during emergency situations. The Park District developed a Wildfire Hazard Reduction and Resource Management Plan which includes annual work plans for fuels treatment District-wide, including strategies such as: hand-labor removal, prescribed burns, mowing, weed eating, animal grazing, and tree thinning. Major Infrastructure Renovation & Replacement Fund – Since 2011, the Park District has engaged in a long-term planning process to identify the current maintenance status of all its major facilities, infrastructure, and pavement in order to establish a new Internal Service Fund, called the Major Infrastructure Renovation & Replacement (MIRR) Fund. The MIRR Fund establishes dedicated funding for existing facilities, to ensure that they are maintained at a certain level, and to ensure that funds are available for necessary repair and replacement. Adapting to Rising Sea Levels – the Park District has worked with agencies such as the Bay Conservation and Development Commission (BCDC) to conduct climate adaptation planning
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efforts and vulnerability studies on the risks to natural areas and existing infrastructure. Shoreline park projects such as Point Pinole’s Dotson Marsh, Bay Point Regional Shoreline and Coyote Hills Regional Park incorporate best practices for restoring and enhancing tidal wetlands. These wetlands are natural buffers to urban areas providing flood water detention and storm water treatment. The Park District’s San Francisco Bay Trail projects, such as at Point Molate, are planned and built with consideration for expected sea level rise. Pension & Retiree Medical Costs:
In 2007, the Park District established its Other Post Employment Benefits (OPEB) Trust, setting aside funding for retired Park District employees in order to ensure that retiree medical costs are fully funded for the future. In 2017, created an irrevocable pension trust to pre-fund growing retirement obligations and established long-term funding strategies aimed at stabilizing and minimizing pension costs over the next 10 years. The Park District continues to seek the best governmental financial practices to stabilize or reduce future annual costs and implement other long-term strategies. The Park District has received the Distinguished Budget Award and Certificate of Achievement for Financial Reporting, for sixteen and nineteen consecutive years, respectively. The Park District also maintains an excellent bond rating of AAA from Standards and Poor’s (S&P) and Aaa from Moody’s Investor Service, and recently issued Green Bonds which also received the highest rating by Moody’s. This year, with such economic uncertainty still on the horizon, the Park District is fortunate to present a budget that includes sufficient revenue growth to fund current expenses, provide for modest increases in staffing and service levels, and invest in infrastructure for efficiency and workplace facility improvements. The Budget Overview details important infrastructure improvements, protection of key resources, and fulfillment of ongoing obligations for park improvements.
LONG-TERM AND CURRENT PRIORITIES AND ACCOMPLISHMENTS The Park District’s primary financial strategic goal is to preserve long-term solvency and fiscal sustainability. The Park District’s overriding long-term organizational strategic goal is to fulfill the requirements of the District’s enabling legislation (California Public Resources Code Article 3, 5500 et al), which states that the Park District has the power to “… acquire land… develop and operate a system of public parks… for the use and enjoyment of all inhabitants of the District, to conduct programs and classes in outdoor science education and conservation… to employ a police force… to prevent and suppress fire…” The District’s long-term priorities are established through the Master Plan, which was most recently updated in 2013. The Master Plan addresses issues and priorities raised by the Board of Directors, the public and staff, including: “trails for all,” the “Healthy Parks Healthy People” movement, affirming the role and identity of the Regional Parks, balancing funding priorities, meeting expectations and sound fiscal practices, supporting the shift to “green communities,” developing productive partnerships, responding to changes in demographics, and creating
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conservation and management standards for cultural and historic resources. The District’s current and long-term priorities are listed in the General Manager’s Message and throughout this document.
PERFORMANCE MEASURES Beginning in 2017, the Park District identified District-wide Performance Goals which tie to the Park District’s Mission and Vision Statements and demonstrate the Park District’s commitment to continual improvement with an emphasis on results. These Performance Goals are structured to achieve a cohesive reporting structure that is easily accessed and understood by Park District constituents. A subsection immediately following this budget message provides an easy-to-follow guide to the Park District’s 2021 Performance Goals. The intent of these entity-wide measures and key objectives is to broaden the value of the information, increasing accountability and transparency, while leading to District-wide learning and process improvements. The divisional performance goals associated with these key indicators and objectives are included in Section C - Division Summaries and Performance Measures.
CONCLUSION The Park District is fortunate to be governed by elected officials who are committed to sound financial management policies and long-range strategic planning to preserve these beautiful lands for the public’s enjoyment. Looking to the future, the Park District is committed to preserving natural and cultural resources and providing open space, parks, trails, safe and healthful recreation, and environmental education. We depend on the support of District constituents in the East Bay, and park visitors, to help the East Bay Regional Park District continue to be a leading park district in the nation. In closing, this budget presents a sound fiscal plan that continues the Park District’s commitment to its constituents and the policies of its Board of Directors. I would like to acknowledge the staff members of the Finance Department, as well as the staff of all divisions within the Park District, who have worked hard to advance the excellence of the Park District’s budget process, and the improvement of this budget document. The Park District will be facing many challenges in 2021- Covid-19, economic uncertainty and climate impacts. Many things that are beyond our control. But the way the District has continued to provide service to the public and adapt to social change, environmental concerns and a growing use of our parks gives me great confidence that the future is bright for the East Bay Regional Park District.
Respectfully submitted,
Robert E. Doyle General Manager
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DISTRICT-WIDE PERFORMANCE MEASURES The District has identified eight District-wide Performance Goals, which tie to the District’s Mission and Vision Statements. These Performance Goals are depicted below.
The Park District reports on performance in two ways: Key Performance Indicators show progress towards the eight Goals, and one-time Key Performance Objectives highlight specific tasks and actions to be taken. New appropriations above $100,000 are also linked to Performance Goals. Mission Statement Vision Statement “The East Bay Regional Park District preserves “The District envisions an extraordinary and a rich heritage of natural and cultural well-managed system of open space parkland resources and provides open space, parks, in Alameda and Contra Costa counties, which trails, safe and healthful recreation and will forever provide the opportunity for a environmental education. An environmental growing and diverse community to ethic guides the District in all of its activities.” experience nature nearby.”
From the District’s 2013 Master Plan: “The District is committed to highlighting performance and results; using the annual budget process to determine goals, allocate resources and measure outcomes. This process keeps the District accountable for performance improvement and exhibits the District’s accomplishments in attaining results that are important to stakeholders.”
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Foster a Safe Visitor Experience Provide programs and undertake practices that will facilitate and foster a safe visitor experience in regional parks.
Key Performance Indicators: Actual Actual Actual Target Actual Target DIV Indicator: 2017 2018 2019 2020 2020 2021± Annual “Share the Trail” events provided to improve understanding of OPS trail rules and etiquette 5 8 9 9 TBD 5 Percent of park visitors surveyed satisfied with Police Department efforts PS to promote safe and pleasant parks 75% 73% 73% 75% TBD 75% PS Number of loaned life jackets^ 32,024 30,783 29,545 0 0 TBD PS Number of swim tests conducted^ 39,750 54,618 41,582 0 0 TBD Number of classroom visits to teach PS water safety^ NA NA 54 0 0 TBD PS Number of swim lesson participants^ 1,756 1,602 1,823 0 0 TBD NA – Data is not available because metric was not tracked or reported. TBD – Metric to be provided at the end of 2020. ^2020 Targets were adjusted to reflect impacts from COVID-19. 2020 swim season canceled due to COVID-19 ± 2021 Targets related to the swim program will be developed later in 2021 once more information is known about the status of the 2021 swim season in consideration of COVID-19 impacts.
Key 2021 Performance Objectives: DIV Description Collect regional data on trail use, time of day and trail congestion to foster a safe visitor E&L experience and provide strategic metrics to prioritize paved trail projects for Active Transportation grant funding. * Conduct a Safety Gap Analysis of Park District facilities for compliance with Cal-OSHA Legal regulations. Legal Review the Park District's Hazardous Tree Program and provide training. * Develop protocols for safely restoring additional Park District services for mental and physical OPS health during the COVID-19 pandemic. The Park District, in partnership with the Regional Parks Foundation, will continue the public PA education safety campaign during the COVID-19 pandemic with messaging and pandemic supplies including masks, bandanas, and hand sanitizer. PA Redesign trail posts to improve wayfinding in parks. Develop new maps to improve usability and safety; and to enhance adherence to NPS and PA cartography best practices. Continue public education campaign on the importance of fuels/vegetation management and its PA relevancy for mitigating wildfire risks. Deploy replacement helicopter (Eagle 8) to continue District-wide air patrol and other public PS safety activities. Begin process to upgrade low-band radio communication system to allow continued use for PS communicating and reporting emergencies or items of concern within the Park District. PS Train all Police Department personnel on Procedural Justice. Modernize the parking citation/e-Ticket system to increase compatibility with our Records PS Management System and the courts within the two counties to be able to enforce Ordinance 38 and other laws throughout the jurisdiction.
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Continue the “Vamos a Aprender” (Let’s Go Learn) Water Safety Program, which aims to PS increase water safety practices by providing water safety education and life jackets to Spanish- speaking children at Del Valle, Shadow Cliffs, and Contra Loma. * * Performance Objective Roll Over from 2020
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Improve Access to Public Parklands and Outreach to Underrepresented Groups Improve access to and use of the parks by members of groups that are under-represented, such as persons with disabilities, the economically disadvantaged, and elderly park visitors.
Key Performance Indicators: Actual Actual Actual Target Actual Target DIV Indicator: 2017 2018 2019 2020 2020 2021 Number of “Park Prescription” health care organization partnerships/ participants implemented 60 that connect community partnerships/ members to nature and 1000 65 PA improve wellness 14 40 participants partnerships TBD 67 Number of Healthy Parks, Healthy People community relations activities conducted annually and engaging economically disadvantaged PA communities^ 24 25 30 10 TBD 30 Number of community events attended by Park PA Ambassador volunteers^ 65 90 90 2 TBD 50 Number of attendees in youth engagement and campership programming PA in the Park District^ 9,112 11,162 11,500 1,000 TBD 5000 Number of life jackets given to Spanish-speaking youth as part of the “Vamos a Aprender” (Let’s Go Learn) Water Safety PS Program^ 800 787 164 0 0 TBD ^ 2020 Targets were adjusted to reflect impacts from COVID-19. 2020 swim season canceled due to COVID-19 TBD – Metric to be provided at the end of 2020.
Key 2021 Performance Objectives: DIV Description Collaborate with other Bay Area land management agencies via the TOGETHER Bay Area Policy Committee and Government Affairs Working Group Subcommittee to expand the definition of E&L underrepresented groups in the Bay Area in order to be eligible for a more equitable investment of State funding. Continue the Park and Public Interest Community Engagement Project with the goal of on-going E&L communication with East Bay residents, with a specific focus on underrepresented groups, in order to gain information to help secure future funding and engagement strategies. Initiate a review of the Park District’s community impact through an equity assessment of the E&L distribution of programs and services across the diverse communities we serve. Initiate access improvements at Don Castro Regional Recreation Area through the development of ASD an ADA parking and path of travel to swim lagoon, picnic areas, and restrooms.
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Repair the Merry-Go-Round at Tilden Regional Park to provide continued service to youth and their ASD families. Complete construction of the Brickyard Cove Project to increase public access at McLaughlin ASD Eastshore State Park.* Acquire permits and finalize plan for the SF Bay Trail Nejedly to Berrellesa Street Project, which ASD would increase park access by connecting Carquinez Strait Regional Shoreline to the City of Martinez. * Complete phase one of the Develop Tidewater Day Use Area Project to improve public access to ASD prepare the site to accommodate sea level rise by increasing the elevation of the areas of the park where the new improvements are proposed at Martin Luther King, Jr. Regional Shoreline.* Initiate a review and update of the Park District's 2006 American with Disabilities Act (ADA) Self Legal Evaluation and Transition Plan. * Continue to work with the City of Oakland and Alameda County Flood Control District for the OPS planning and development of the San Leandro Creek Trail extension from Hegenberger to 98th Avenue. Complete ten high priority ADA projects Park District-wide that enhance or improve access to OPS popular Park District facilities and amenities. Open two new multilingual exhibits to provide additional interpretative opportunities for patrons PA who predominantly speak languages other than English. Host or participate in 10 recruiting events throughout the year, focused toward historically underrepresented groups and highlighting the new incentive pay that compensates bi-lingual pay for PS staff who contribute to the Park District’s outreach by using a language other than English in their work. * * Performance Objective Roll Over from 2020
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Plan for Climate Change Resiliency Monitor the effects of climate change on Park District resources and utilize adaptive management techniques to adjust stewardship methods and priorities to preserve the natural, cultural and scenic values of the parks and trails, and champion parks for a changing climate and taking positive actions to reach resiliency and carbon neutrality.
Key Performance Indicators: Actual Actual Actual Target Actual Target DIV Indicator: 2017 2018 2019 2020 2020 2021 Acres of ponds, streams and wetland restored or enhanced to improve habitat, water quality, protect the ASD shoreline or adapt to sea level rise 100 10.3 29 2.3 TBD TBD Number of completed energy FMS efficiency projects 269 159 24 20 TBD 20 Number of gas vehicles replaced TBD; 0 at OPS with more fuel-efficient vehicles 10 6 6 4 MidYear 3 Number of water conservation TBD; 3 at OPS projects completed annually NA NA 4 4 MidYear 4 NA – Data is not available because metric was not tracked, reported, or the indicator was reworded, and therefore, the collected data is not comparable. TBD – Metric to be provided at the end of 2020. Two indicators regarding solid waste diversion rate and green waste haul rate were removed because the Park District lacks systems for tracking these numbers. Once tracking systems are in place, new metrics will be developed. Key 2021 Performance Objectives: DIV Description Incorporate natural infrastructure found on public parklands as part of the Climate Initiative, identifying E&L and initiating a target project to repair or maintain degraded natural infrastructure, such as ponds, streams, or other habitats, to ensure that ecosystem benefits are enhanced or retained. Complete the Bay Trail Risk Assessment and Adaptation Prioritization Project, which will help the Park ASD District identify shoreline vulnerabilities and priorities for addressing the effects of sea level rise and changing climate. In partnership with the City of Hayward and Hayward Area Park and Recreation District, complete the ASD Hayward Shoreline Adaptation Master Plan to determine the policies and projects necessary to prepare for sea level rise along the Hayward Shoreline. Complete design and engineering for Coyote Hills Restoration and Public Access Project Park ASD Development Plan to provide climate resilient habitat and public access improvements.* Install emergency generators at the Peralta Oaks Administration building and Trudeau Training Center FMS to use in planned or unplanned power outages resulting from high wind and high fire-danger events. Develop and implement Environmentally Preferred Purchasing Policy to reduce the Park District’s FMS carbon footprint. * Establish a baseline for employees’ current use of telecommuting technologies and develop a strategy FMS for increasing remote meeting functions that reduce the miles driven and greenhouse gas emissions related to commuting for meetings and trainings. Replace existing new fleet management software to improve tracking of maintenance activities and OPS costs, and provide baseline information for fleet total mileage and fuel usage to better understand the Districts’ fleet carbon footprint. * Develop Climate Resiliency storyboard for website to highlight and educate the public about climate PA impacts and actions taken at the parks. Conduct 15 bicycle deployments for police patrol on paved Regional Trails to reduce GHG emissions, PS increase connection to the community, and improve service delivery. * Performance Objective Roll Over from 2020
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Restore, Preserve and Protect Scenic, Natural & Cultural Resources Manage, maintain, and restore East Bay parklands so that they retain their important scenic, natural and cultural values.
Key Performance Indicators: Actual Actual Actual Target Actual Target DIV Indicator: 2017 2018 2019 2020 2020 2021 Total acres of land acquired or under ASD management by the Park District 121,407 122,264 124,628 126,000 TBD TBD Number of routine maintenance projects completed under State and ASD Federal permits. NA 40 33 35 TBD TBD TBD; Number of trail miles maintained or 185 at OPS restored 619 430 547 600 MidYear 600 Completed oral histories of key contributors to the Park District PA legacy. ± 17 25 8 8 0 TBD Acres of natural resources protected from fire and improved through vegetation management Park PS District-wide 1,150 1,200 1,200 1,500 TBD 1,250 NA – Data is not available because metric was not tracked or reported. TBD – Metric to be provided at the end of 2020. ±This indicator previously tracked under the Operations Division. It has been moved to PA to reflect a change in the Cultural Resources Coordinator position reporting structure.
Key 2021 Performance Objectives: DIV Description Sponsor state legislation to grant Public Resources Code 5500 agencies, including the Park District, E&L more authority to enforce encroachment. Repair and replace grazing cattle infrastructure damaged and lost from the August 2020 fires in order ASD to restore grazing operations that maintain wildlife habitat and provide fuels management. Provide permanent sources of water for livestock vulnerable to continued drought and climate ASD change. Initiate review and evaluation of the Park District-wide Integrated Pest Management Program policy ASD and practices to maximize transparency, identify best practices, and identify opportunities to further reduce the use of conventional pesticides. * Purchase additional equipment for vegetation management in support of the elimination of the use of OPS glyphosate in developed areas. Conduct 10 oral histories of individuals identified by archive oral history committee to preserve the PA legacy of important contributors to the Park District story. PA Digitize 10 oral histories for improved public access and use. Implement fuel reduction treatments to reduce fuel loads, enhance habitat, and improve forest health PS on approximately 100 acres in Federal Emergency Management Agency (FEMA) fire hazard mitigation grant-funded areas. * Performance Objective Roll Over from 2020
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Attract and Retain a Workforce of Excellence Hire and support the development and retention of well-trained, dedicated, and productive employees.
Key Performance Indicators: Actual Actual Actual Target Actual Target DIV Indicator: 2017 2018 2019 2020 2020 2021 Percentage of job recruitments E&L completed within 90 days NA NA 93% 90% TBD 90% Percentage good or excellent rating of In-Service Training in the annual Human Resources Department E&L internal customer survey NA 59% NA 70% TBD 70% Increased racial diversity of workforce E&L (as self-reported by employees) NA YES YES YES TBD Yes Percentage of completed performance E&L appraisals for permanent employees NA 58% 47% 60% TBD 60%
Percentage of good or excellent ratings in the annual Office Services internal FMS customer survey 87% 88% 85% 90% TBD 92%
Average time to resolve an Information Services help desk ticket / 54 37 20 37 24.5 24 FMS work request hours hours hours hours hours hours Number of safety trainings provided Legal to employees 37 53 56 56 TBD 30 Maintain professional standards of Commission on Accreditation for Law Enforcement Agencies (CALEA) PS certification YES YES YES YES YES YES NA – Data is not available because metric was not tracked or reported. In 2019 an internal Human Resources Survey was not conducted. TBD – Metric to be provided at the end of 2020.
Key 2021 Performance Objectives: DIV Description Identify new funding opportunities and partnerships to establish a second trails crew for the Park E&L District to provide early career opportunities through national, state or non-profit service providers. E&L Engage in collective bargaining processes with AFSCME Local 2428 for a new agreement. Evaluate Human Resources Department structure and develop a plan to right-size the Department to E&L match the growth of the Park District. In coordination with a Diversity, Equity, and Inclusion consultant, the Department of Human Resources review the Park District’s recruitment, retention, and other employment conditions E&L policies and practices with the goal of a diverse workforce that represents the communities served by the Park District. Extend mandatory training for hiring managers and supervisors to understand the decisions that we E&L make through equity lenses thru new trainings on fairness in hiring, and also behavioral and situational interviewing. Initiate, through an inter-divisional effort led by the General Manager’s Office, an internal E&L organizational impact assessment of the key levers that shape our workforce, and develop tailored
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strategies to ensure our workforce reflects the communities that we serve and to foster a culture of inclusion and belonging. Explore technology that best supports the Department of Human Resources functions to ensure ease E&L of use, tracking, and reporting. The Department of Human Resources will communicate the 2019-2020 Equal Employment Report E&L findings at divisional staff meetings to normalize the conversation of “diversifying our workforce” and create shared understanding of Board’s policy on the same. Purchase software to manage, schedule, and track the portfolio of projects in the Design & ASD Construction department to increase efficiency and effectiveness of Project Managers. Repair the service yard and stables at Vasco Hills damaged by the July 2020 fire so that Park staff have ASD the supplies and spaces needed to successfully manage the park. Complete design process for Peralta Oaks South Administration Building Modernization Project to FMS provide more consistent and efficient workspaces.* Implement the plan for re-occupying the Park District’s Peralta Oaks Administrative Headquarters in FMS accordance with public health orders for returning employees to offices. Implement OneSolution training program for 2020 software upgrade of District-wide electronic FMS payment processing financial system. Develop a Microsoft Teams Training for access to all staff through the Park District’s online Summit FMS training platform. Implement next phase of virtual meetings by incorporating unused and new features of the virtual FMS public meeting platform. Install cameras and security lighting to protect the building and grounds of the new Peralta Oaks FMS North Administration and Public Safety Building.* Initiate an update to the Park District’s Safety Manual based on information from the Safety Gap Legal Analysis. Legal Provide two workers’ compensation trainings to supervisors and managers. Assess the feasibility of possibly converting a District residence into a duplex/multi-family unit in order OPS to provide additional housing opportunities for Park District employees. Provide training to staff for use of new equipment purchases, in particular, new equipment that is being OPS purchased to support the elimination of the use of glyphosate in developed areas. Review systems and structures for improving the management of special event permits, special use OPS permits, existing and future concession agreements, as well as interagency negotiations regarding new and emerging business opportunities for the Park District. * Recruit, hire, and onboard Police Officer and Dispatcher positions to fill current vacancies in order to PS meet the increasing demand for public safety services. Recruit, hire, and onboard Fuels Crew positions to fill vacancies to increase the fuel management PS capability of the Fire Department. * Performance Objective Roll Over from 2020
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Balance Environmental Considerations and Outdoor Recreational Opportunities Balance environmental concerns and outdoor recreational opportunities within regional parklands.
Key Performance Indicators: Actual Actual Actual Target Actual Target DIV Indicator: 2017 2018 2019 2020 2020 2021 Percentage of surveyed Alameda and Contra Costa County residents who indicate that they somewhat or strongly view the Park District as a E&L valuable public resource. 97% 94% 98% 98% 96% 98% ASD Miles of new trail opened 3.3 8.9 0 5 1 5
Average rating of the Facilities Condition Index (FCI) for Park FMS District structures and utilities 51 64 68 72 TBD 72 Average rating of the Park District- TBD; wide Pavement Condition Index (PCI) 78 at OPS of roads and trails 78 77 78 79 MidYear 80 TBD – Metric to be provided at the end of 2020.
Key 2021 Performance Objectives: DIV Description Complete Coyote Hills Dumbarton Quarry Campground by the Bay development and transfer of ASD property to the Park District. * Complete the Southern Las Trampas Land Use Plan Amendment to provide future public access to ASD 760 acres of parkland, one staging area, and approximately 5 miles of multi-use trails, and designate over 99% of the project area as a natural unit. * Establish a second small trails crew, possibly in partnership with Student Conservation Association, OPS to provide early-career opportunities that prepare crew staff with relevant skills and to help the Park District to restore and maintain trails throughout the Park District. Initiate phase 1 lawn rehabilitation at Miller Knox Regional Shoreline and implement other irrigation OPS and turf improvements. * Performance Objective Roll Over from 2020
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Enhance Visitors’ Relationship to Nature Interpret the parklands by focusing educational programs on the visitor’s relationship to nature, natural processes, ecology, the value of natural conditions and the history of parklands.
Key Performance Indicators: Actual Actual Actual Target Actual Target DIV Indicator: 2017 2018 2019 2020 2020 2021 Number of participants in Interpretive and Recreation programs advertised in the TBD; 999 Regional In Nature (RIN) at OPS publication ^ 84,179 97,794 75,501 80,000 MidYear N/A Number of virtual and possible in- person community outreach TBD; 15 programs provided through the at OPS Community Outreach Unit^ 84 91 91 91 MidYear 40 TBD; Annual reservations for picnic areas 3,831 at OPS and camping sites^ 18,554 19,526 18,859 19,000 MidYear 10,600 TBD; Annual number of community 7,387 at OPS volunteer hours recorded^ 106,384 91,770 93,386 95,000 MidYear 9,500 Annual number of youth and their families served through in TBD; 580 person/virtual outdoor recreation at OPS programs^ 7,000 5,197 9,295 9,000 MidYear 2,000 Number of interpretive programs TBD; 332 provided to school classes in at OPS person or virtually ^ 2,116 2,414 2,049 2,300 MidYear 1,330 TBD; Number of children served through 11,268 at OPS school-based programs ^ 59,326 65,969 63,847 70,000 MidYear 39,900 TBD; 41 Number of Volunteer In-Park at OPS Programs^ NA NA NA 100 MidYear 10 Number of updated park PA interpretive panels^ 50 50 50 25 TBD 25 NA – Data is not available because metric was not tracked, reported, or the indicator was reworded, and therefore, the collected data is not comparable. The indicator for number of Volunteer In-Park Programs is new for 2020. TBD – Metric to be provided at the end of 2020. ^ Targets for 2021 significantly reduced as a result of anticipated on-going impacts of COVID-19 and the need to continue social distancing measures, virtual education, and limited reservations. Red text denotes changes as a result of COVID-19
Key 2021 Performance Objectives: DIV Description Conduct two 2021 surveys of East Bay residents aimed at understanding long-term COVID impacts on E&L park users, wildfire restoration and public perception of Park District’s programs, amenities and services, including the public’s willingness to invest in their expansion. Engage with elected officials and partners, using data from community surveys, to advocate for Park E&L Districts to be classified as an “essential service” during a pandemic.
GENERAL MANAGER’S MESSAGE PERFORMANCE MEASURES
Create a master cultural arts policy and program for the Park District, and implement at least one E&L programmatic piece in order to deepen visitors’ connection to the parkland. * Initiate District-wide Trails Inventory with a qualified consulting firm to analyze and categorize trails in ASD the field and update GIS database and Trail Mileage database. Continue development of virtual educational programming to provide access to interpretive and OPS recreational opportunities during the COVID-19 pandemic and report on the outcomes.
Work with Public Affairs staff to develop interpretive signage that commemorates the legacy of Jean OPS Siri at Point Pinole ahead of the development of a Visitor Center.
Add objective about restarting/evaluating restart of volunteer programs after COVID-19 in partnership OPS with Public Safety. Update District branding template/toolkit for recognizable and consistent imagery for Park District PA communications. Develop media toolkits for the top 10 parks to better track public visibility and inform outreach PA strategies.
Update social media guidelines and establish a credentialing program for internal users that includes PA understanding the guidelines and best practices. * Performance Objective Roll Over from 2020
GENERAL MANAGER’S MESSAGE PERFORMANCE MEASURES
Ensure the Fiscal Health of the Park District Pursue all appropriate activities to ensure the fiscal health of the Park District.
Key Performance Indicators: Actual Actual Actual Target Actual Target DIV Indicator: 2017 2018 2019 2020 2020 2021 Funding for land acquisition from non- ASD Park District sources $3.8m $1.96m $962,000 $100,000 TBD TBD Number of grant applications FMS awarded 34 61 13 25 TBD 18 FMS Grantor payments received $12.8m 13.3m $6.5m $12.5m TBD $9.5m Amount of investment to the Major Infrastructure Renovation and FMS Replacement Fund $5.0m $5.0m $5.0m $5.0m $5.0m $5.0m General Obligation bond rating from AAA AAA AAA AAA Standard and Poor's and Moody’s and and AAA and AAA and and and FMS rating agencies Aaa Aaa Aaa Aaa Aaa Aaa Certificate of Achievement for Excellence in Financial Reporting and Budgeting awarded to the Park District by the Government Finance Officers FMS Association (GFOA) Yes Yes Yes Yes Yes Yes General Fund reserve balance policy FMS targets met at year-end Yes Yes Yes Yes Yes Yes Amount of Regional Parks Foundation funding received for parks, programs, PA and initiatives $3.3m $2.5m $5m $3.5m TBD $2.8m TBD – Metric to be provided at the end of 2020.
Key 2021 Performance Objectives: DIV Description In cooperation with the Legal Division, initiate and perform the necessary steps for meeting the E&L District’s legal requirement to establish Ward boundaries following the national decennial census. Engage with the Bay Area Caucus on future resource related bonds and new grant opportunities E&L through state legislation including a wildfire, jobs and climate resiliency, and mitigation bond measure. Ask at least three members of the state legislature and three Members of Congress to assist in E&L securing additional funding for identified shovel-ready projects. Advocate to legislature, qualify and obtain COVID-19 relief funding applicable to the Park District in E&L order to help recoup costs of remaining open as an essential service during the COVID-19 pandemic. Continue to examine options to reduce unfunded liabilities and address future needs, such as funding FMS for opening new parks and planning for climate-related impacts.
Improve administrative support and investment management services for EBRPD Retirement Plans in FMS order to establish a process for reaching a 95% funded status. *
Offer alternative payment options to customers by implementing of an automatic system for FMS electronic payment and credit card cash receipt processing.
GENERAL MANAGER’S MESSAGE PERFORMANCE MEASURES
In cooperation with the MAST Department, develop a maintenance workplan to repair degraded FMS infrastructure based on data obtained from asset management and work order systems, VFA and FAMIS. Submit five applications for San Francisco Bay Restoration Authority Measure AA and State Park FMS Bond Prop 68 grant programs to secure funding for priority projects. Issue next round of Measure WW Capital Bonds for District-wide acquisitions and development FMS projects, with a portion being Green Bonds. FMS Update and implement Information Systems Policies and Procedures. Initiate a long-range financial plan in anticipation of future costs related to land acquisition, capital FMS programs, and natural infrastructure of the Park District. FMS Complete audit of 15% of park revenue sites and report findings. Legal Investigate software to improve management of certificates of insurance. * Identify and develop three additional new Point of Sale cash collection sites to improve cash handling. OPS * In partnership with the Regional Parks Foundation, launch the Capital Campaign in benefit of the PA Tilden Environmental Education Center and restoration of Jewel Lake. * * Performance Objective Roll Over from 2020
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East Bay Regional Park DIstrict EXHIBIT 2 2021 Proposed Budget at a Glance
SPECIAL REVENUE DEBT SERVICE INTERNAL PERMANENT PROJECT 2021 TOTAL GENERAL FUND FUNDS FUNDS SERVICE FUNDS FUNDS FUNDS ALL FUNDS RESOURCES Revenues: Taxes & Assessments $ 160,800,000 $ 8,377,350 $ 7,230,800 $ - $ - $ - $ 176,408,150 Charges for Services 8,146,000 53,000 - 18,956,614 - - 27,155,614 Property Usage 1,895,640 785,400 - - - - 2,681,040 Investment Earnings 1,550,000 259,990 100,000 480,000 39,300 600,000 3,029,290 Grants/Inter-agency Agreements 343,220 - - - - 110,330 453,550 Miscellaneous 1,291,392 40,780 - 40,000 - - 1,372,172 Total Revenues 174,026,252 9,516,520 7,330,800 19,476,614 39,300 710,330 211,099,816
Other Resources: Transfers In 6,000 14,218,100 1,432,930 - - 10,713,860 26,370,890 TOTAL RESOURCES $ 174,032,252 $ 23,734,620 $ 8,763,730 $ 19,476,614 $ 39,300 $ 11,424,190 $ 237,470,706
USES Expenditures: Personnel Costs$ 118,871,304 $ 6,267,951 $ - $ 5,416,218 $ - $ 9,402,687 $ 139,958,160 Supplies 9,690,737 187,280 - 61,230 - 127,000 10,066,247 Services 20,798,795 349,010 8,200 12,699,320 - 2,687,924 36,543,249 Capital Outlay 1,733,100 - - 1,218,000 - 959,674 3,910,774 Grants/Inter-agency Agreements 232,000 13,800,000 - - - - 14,032,000 Debt Service - - 13,787,682 - - - 13,787,682 Intra-District Charges 13,817,711 - - - - - 13,817,711 Total Expenditures 165,143,647 20,604,241 13,795,882 19,394,768 - 13,177,285 232,115,823
Other Uses: Transfers Out 8,888,199 2,273,750 - 900,000 6,000 14,302,941 26,370,890 TOTAL USES 174,031,846 22,877,991 13,795,882 20,294,768 6,000 27,480,226 258,486,713
Change in Fund Balance /Net Assets 406 856,629 (5,032,152) (818,154) 33,300 (16,056,036) (21,016,007)
TOTAL$ 174,032,252 $ 23,734,620 $ 8,763,730 $ 19,476,614 $ 39,300 $ 11,424,190 $ 237,470,706
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Attachment 2
[Type text] PARK ADVISORY COMMITTEE Meeting of November 23, 2020
TO: Parks Advisory Committee STAFF REPORT Deb Spaulding, Assistant Finance Officer PREPARED BY: Debra Auker, CFO/AGM
SUBJECT: Overview of Park District Funding Sources
RECOMMENDATION
This report is informational only.
EXECUTIVE SUMMARY
The Park District owes its current financial stability in large part to strategic decisions, legislative advocacy, and long-term planning that began many years ago. Forward-thinking Board Members and staff have laid out funding pathways that will continue to serve the Park District long into the future. Additionally, the Park District benefits from having property taxes as its primary operating revenue source. This historically steady source of income allows for steady and controlled growth. Lastly, the Park District has the advantage of serving constituents across two counties, many of whom have grown up using the regional parks as their own backyard, and who are willing to provide additional financial support for this public resource.
This report provides an overview of some of the Park District’s major funding sources, providing additional context intended to help PAC members in considering the 2021 Proposed Operating and Project Budget.
BACKGROUND
The Park District uses fund accounting to separate different resources that are required, by regulations or restrictions, to be used in certain ways. Each fund is “self-balancing,” somewhat like separate bank accounts with revenues and expenditures. Funds are grouped into categories of similar funds, six of which can be found in the Park District’s Budget. This report examines three of these fund groups in greater detail.
• General Fund – Accounts for all revenues that are unrestricted and may be used for any purpose.
• Special Revenue Funds – The Park District currently has 19 Special Revenue Funds, each with restrictions on how and where resources can be used.
• Project Funds – These funds account for multi-year endeavors, including capital projects, and “other than asset” (OTA) projects, which are multi-year non-capitalizable projects. Funding for Park District Operations
The General Fund Property taxes are the Park District’s largest General Fund resource. The amount of property tax received by the Park District depends on the assessed value of real and tangible property in the two counties. The Park District receives varying amounts of the total 1% of assessed valuation, based on tax rate allocation areas. Almost all Park District operations -- everything from the accounting staff in the main office, to the naturalists providing school programs -- are funded from the General Fund. This table below from the 2021 General Fund Proposed Budget shows how heavily the Park District relies on property taxes to fund operations.
2021 Revenue by Type Property Usage 1.1% Miscellaneous Inter-agency Investment 0.7% Earnings Agreements 0.9% 0.2% Charges for Services 4.7%
Taxes and Assessments 92.4%
The table below shows that property tax revenues in the two counties have historically been very stable, growing at a steady rate, with only a few exceptions. However, those few exceptions can have significant impacts, as was experienced during the “great recession” of 2008.
Property Tax Revenues - 10 Year Trend
$170,000,000 $160,000,000 $150,000,000 $140,000,000 $130,000,000 $120,000,000 $110,000,000 $100,000,000 $90,000,000
*Budgeted
Parks Advisory Committee Staff Report Page | 2
Special Revenue Funds The risk of having property taxes play such a large role in supporting Park District operations is that even a small decrease in this revenue source can significantly impact the District’s ability to provide services and maintain infrastructure. This was a primary reason the Park District developed other special revenue sources – to support operations and maintenance when property tax revenues were declining, and to address the danger of State “take-aways” or property tax reallocations, which happened repeatedly in the 1990s.
The Park District currently has 19 special revenue funds, each restricted in some way. These special revenue funds augment the Park District’s General Fund and provide small but significant revenue for operations or projects. Three of the most significant special revenue funds are described below.
• East Contra Costa County Landscape & Lighting District – In 1981, the Park District annexed an area of Eastern Contra Costa County, defined by the boundaries of the Liberty Union High School District. Ten years later, the East Contra Costa County Landscape & Lighting Assessment District (ECCC LLD) was formed, to provide funding for the operation, maintenance and servicing of parks and trails in this area (which otherwise provided no property taxes to the Park District). The ECCC LLD assessment is $19.70 per year for single-family homes, and $9.85 per unit for multiple living units. As required by Proposition 218, 67.8% of voters in the assessment district area in Contra Costa County reaffirmed the ECCC LLD in 1996.
• Two County Regional Trails Landscape & Lighting District - In 1993, the Park District formed the “Two County LLD” assessment district to help augment funding for the operation, maintenance and servicing of trails. The assessment district area includes all of Alameda County, except Murray Township, and all of Contra Costa County, except Liberty Union High School District. The assessment is $5.44 per dwelling unit per year and $2.72 per multi-family unit. As Proposition 218 required, 78.5% of voters in Alameda and Contra Costa Counties re-approved the assessment in 1996.
• Measure FF Community Facilities District (CFD) Fund – This tax was approved by voters in 2018 (as a continuation of Measure CC) to provide funding for public access, wildfire protection, public safety and maintenance in parks and trails within the 11 cities and unincorporated areas of western Alameda and Contra Costa Counties. Annually this funding source generates over $3.3 million. Measure FF is $12.00 per single-family residential parcel and $8.28 per multi-family unit per year, and has a 20-year sunset.
The following chart from the 2021 Budget Book shows how properties in different Tax Rate Areas within the two counties provide varying amounts of revenue, through the 1% property tax allocation, and through special taxes and assessments.
Parks Advisory Committee Staff Report Page | 3
Alameda County*: Fremont Oakland Livermore Tax Rate Area 12-013 17-001 16-078 Property Tax $ 335.55 $ 249.13 $ 344.26 Measure WW Bond 14.40 14.40 14.40 Measure FF Tax CFD A/C-3 - 12.00 - East Bay Trail Lighting & Landscaping Dist (LLD) 5.44 5.44 - TOTAL $ 355.39 $ 280.96 $ 358.65
Contra Costa County*: Brentwood Richmond Walnut Creek Tax Rate Area 10001 08003 09000 Property Tax $ 0.08 $ 209.90 $ 246.93 Measure WW Bond 11.27 11.27 11.27 Measure CC Tax - 12.00 - Two County Landscape & Lighting Dist. - 5.44 5.44 East Contra Costa Landscape & Lighting Dist. 19.70 - - TOTAL $ 31.05 $ 238.61 $ 263.64
* These are amounts for the 2019-20 tax year using median home proces as of August 2020 for each county as reported by the California Association of Realtors: $1,028,220 for Alameda County and $805,000 for Contra Costa County. The 1% property tax rate is allocated according to Tax Rate Area
Funding for Park District Projects
The 2021 Project & Program Budget shows over 500 projects in various stages, from “pre-design to “close out,” with combined budgets of over $350 million. Some projects may be eligible for different grants or bond funds.
Park District Revenue Sources: The District uses its own revenue sources only when bond funds or grant sources are not available or appropriate for a project. Sometimes these District resources can help complete preliminary planning, or complete certain project phases that are not grant eligible. District Revenue Sources can also be used as “matching funds,” to leverage grant funding from outside sources.
• General Fund – The District’s General Fund can provide funding for projects or programs when no other special funding sources are available. General Fund revenues are unrestricted in their use, but are primarily used for Park District operations, not project costs.
• Measure FF – These funds can only be used within the 11 cities and unincorporated areas of western Alameda and Contra Costa Counties, and also are specifically earmarked for specific projects that were approved by voters in 2018. Annually this funding source generates over $3.3 million and will remain in place for 20 years.
Parks Advisory Committee Staff Report Page | 4
• Major Infrastructure Renovation and Replacement Fund (MIRR) – This fund was created in 2012, using resources from the General Fund. The Park District’s existing infrastructure needs have been estimated to require $10 million annually for preventative maintenance, repairs and renovation, and the MIRR fund is intended to support this level of service.
• Two County Trails Lighting & Landscaping District – This funding source annually generates $4.3 million in Alameda and Contra Costa counties, to fund trail operations, maintenance and improvements. Although the majority of this funding is for operating costs, any remaining fund balance can be used for trail-related maintenance, improvements and equipment.
• East Contra Costa Lighting & Landscaping District (ECCC LLD) – This funding source generates approximately $750,000 annually in the “Liberty Union High School District” in East County, which can be used for improvements at parks and trails in the ECCC LLD area, but these funds are predominantly intended for operations and maintenance.
District Bonds: District Bonds includes funding from two voter-approved General Obligation Bonds, as well as from Promissory Notes.
• Measure AA Project Funds – In 1988, voters approved a $225 million bond authorization, to provide for major improvements and acquire additional park property. Funding restrictions within the original voter-approved bond measure determine how funds may be used.
• Measure WW Project Funds – In 2008, voters approved an extension of Measure AA, called Measure WW. Measure WW is a $500 million bond authorization, with 75% of funds designated for Park District improvements and acquisition of additional parklands. The remaining 25% of Measure WW was designated as a Local Grant Program to fund park and recreation projects for cities and other local communities within Alameda and Contra Costa Counties. A list of the projects approved by voters to be funded via Measure WW can be found in Volume 1I of the Proposed Budget Book.
• 2012 Promissory Note Funds – The District’s Board of Directors authorized issuance of a $25 million Promissory Note in July of 2012, to support the cost of major renovation or replacement of District facilities.
Non-District Revenue Sources: Park District funds can leverage grants and other funding from a variety of federal, state, local and private sources. A summary of revenues received from these granting sources over the past five years is provided in the chart below. Obtaining grants for projects can be competitive, with specified uses, deadlines and matching fund requirements. Grants are often for capital development, but the District continually seeks grants for maintenance Projects and Programs.
Parks Advisory Committee Staff Report Page | 5
Grants with award date between January 1, 2015 and September 30, 2020
# of grants value % Federal 68 $31,032,909 30% State 63 $54,510,630 53% Local 34 $14,768,263 14% Private 14 $2,965,682 3% Total 179 $103,277,484 100%
Federal Grants: Over the past five years, approximately 30% of grants awarded were from federal sources. The following federal granting agencies and funding sources provided significant funding for District Projects or Programs in 2020:
• Federal Emergency Management Agency (FEMA) provides funding for disaster recovery. The District is still working to respond to damage caused by the severe winter storms and flooding in 2017, which caused widespread damage to District facilities, estimated at $8-10 million. To date, 60 projects have been approved and obligated by FEMA, valued at $9,735,592. A few remaining projects are awaiting approval by FEMA.
• FEMA also provides significant funding for the Fuels Management Program. The Park District secured $6.9 million in FEMA grants for safe and healthy forests; $2.4 million from the Hazardous Mitigation Grant Program; and $4.5 million from the City of Oakland’s terminated FEMA grant. Matching funds for these FEMA grants come from Measure CC, Measure FF, and grants from the California Department of Forestry and Fire Protection. The Park District has submitted a FEMA Hazard Fuels Mitigation Application for a $3.2 million Hazardous Fuels Mitigation grant, in Tilden and Claremont Canyon, for possible award by the end of 2020.
• The District received FEMA approval for the reimbursement of eligible expenses related to Covid-19 up to $1.1 million and will continue to seek additional funds for the over $6 million in costs incurred due to the pandemic.
• In 2020 the California Department of Parks and Recreation’s Recreation Trails program selected our Point Molate Bay Trail project for recommendation to the Federal Highway Administration. If approved, this $900,000 grant would fund work on this portion of the Bay Trail. Additionally, a $2 million grant application was submitted in 2020 for the Coyote Hills Restoration and Public Access project. Award announcements are expected in early 2021.
• The District has received over $11.3 million in federal Land and Water Conservation Fund grants since its inception. In 2020, the District received secured a $750,000 grant for the Bay Point Restoration and Public Access project, as well as a $134,319 for the Del Valle Visitor Center Renovation. Parks Advisory Committee Staff Report Page | 6
State of California Funds: Over the past five years, approximately, 53% of grants awarded were from state sources. The passage of Senate Bill 1 “Rebuilding California” (SB1) in 2017 included $1.0 billion for Active Transportation, which will fund existing and new grant programs in the future. Approximately $1.2 billion was appropriated with the passage of the “California Drought, Water, Parks, Climate, Coastal protection and Outdoor Access for All Act” in June 2018 (Proposition 68). Implementation of this bond will be a multi-year process involving numerous state agencies and dozens of different grant programs. The District is actively applying for Prop 68 grants.
• California Department of Parks and Recreation awarded the District approximately $4.5 million from the Per Capita grant program. This is a non-competitive program and four projects were selected and approved by the Board of Directors to allocate Per Capita award funds to: Restroom replacement at Briones Regional Park, Tidewater Public Access and Improvements, Roberts Pool Renovation, and Tyler Staging Area improvements.
• The Park District secured three Wildlife Conservation Board grants: $500,000 for McCosker Creek Restoration and Public Access project, $750,000 for the Doolittle Boat Launch project, and $203,000 for Monarch Butterfly habitat enhancement at Point Pinole Regional Shoreline.
• The State of California Natural Resources Agency awarded the District’s Doolittle Bay Trail and Park Improvements Project $1,435,000 for trail improvements.
• The California Division of Boating and Waterways awarded the District $75,000 to remove abandoned boats.
The Park District also received significant State funding for the Brickyard Cove project in McLaughlin Eastshore State Park ($5.2 million), McCosker Creek Restoration project in Sibley Volcanic Preserve ($3.9 million), and the renovation of the water system at Del Valle Regional State Park ($4.0 million).
Local Government Funds: Local funding sources accounted for approximately 14% of grants received in the past five years. 2020 highlights from local government grants include:
• Contra Costa County Transportation Authority (CCTA) – The Park District continues to use approximately $500,000 per year of the $10 million in Measure J funding allocated from the Contra Costa Transportation Authority for pavement rehabilitation in Contra Costa County.
• San Francisco Bay Restoration Authority Measure AA – The Park District was successful in its application to the third round of Measure AA funds, receiving $500,000 for the Hayward Shoreline Restoration project, $4.2 million for Coyote Hills Restoration and Public Access project, and $615,000 for design/planning costs for the Berkeley North Basin
Parks Advisory Committee Staff Report Page | 7
Strip project near McLaughlin Eastshore State Park. Award announcements are planned for spring 2021.
• The City of Oakland was awarded a Transformative Climate Communities grant and will pass through approximately $1.4 million to the District to operate the San Leandro Creek Trail from Hegenberger to 98th for three years. The Alameda County Flood Control and Water District will construct the 1.2-mile multimodal trail prior to the District providing the operation, maintenance, public safety, and environmental and education programming.
Private Grants and Other Gifts & Funding Sources Approximately 3% of District grant funding in the past five years has been from private sources, notably the National Fish and Wildlife Foundation (NFWF). In 2019, the District was awarded a $105,000 grant for three years of post-construction planting and monitoring at the Bay Point Shoreline.
In addition to the private grants listed above, the Regional Parks Foundation is a significant source of securing private grant funding. The Foundation has received many private grants and donations to support environmental restoration, preservation, healthful recreation and environmental education, all of which are key parts of the Park District’s mission. These projects include visitor center improvements, new exhibits and the new Interpretive Pavilion at Shadow Cliffs.
Parks Advisory Committee Staff Report Page | 8
ATTACHMENT 3
PARK ADVISORY COMMITTEE GOALS / AGENDA ITEMS
Summary of 2020 and Discussion for 2021
Park Advisory Committee Meeting November 23, 2020
I. GOALS / AGENDA ITEMS 2020 II. PROPOSED GOALS / AGENDA ITEMS 2021
I. GOALS / AGENDA ITEMS - 2020 1. Review proposed new Board policies to protect natural resources, enhance the natural and urban environment, and ensure an equitable, safe and diversified system of programs, trails and regional parks is available to meet a variety of community needs. • Major Infrastructure Renovation and Replacement Fund Policy – met Sept. 28 • Pavement and Trail Maintenance – met July 27 • Trail Design and Planning – unmet goal due to the topics inclusion in the Trail Users Working Group • Mountain Bike, E-Bikes and Scooters in Other Jurisdictions – unmet goal due to the time demands of staff and availability of other agencies • Capital Projects update – met July 27 • Trails update – unmet goal due to staff time primarily focused on the Trail Users Working Group • Emergency Operations Center Update – met April 27 • Re-Operation of Parks – met June 22
2. Provide input and actively participate in the Board’s efforts to seek funding for the acquisition, development, maintenance and operations of the parks. • Regional Parks Foundation Capital Campaign update – unmet goal due to suspension of the campaign while the economy is uncertain during the pandemic • Measure FF Implementation – met July 27 • Trail Use Data and Messaging – unmet goal due to lead staff departure and different focus on data collection • Value and History of Government Affairs – met Jan. 27 • Park and Public Interest Community Engagement Project – met Sept. 28 • Grants update – met Oct. 26 • Legislative Priorities – met Jan. 27
3. Recommend policies and programs that foster community engagement relating to both park usage and employment opportunities particularly with youth and in disadvantaged communities. • Community Relations Plan – met Feb. 24 • Review Volunteer program – met Oct. 26 • GM Year in Review – met Feb. 24 • Public Affairs Strategic Plan – met Feb. 24 • Covid-19 Communications – met April 27 • District Outreach to Elected Officials about the Parks during the Shelter in Place Order – met May 18 • Impacts of the Coronavirus on East Bay Park Users / Survey and Analytics – met July 27 • Regional Park Foundation Diversity, Inclusion and Equity – met Sept. 28 • Current Summary of Covid-19 Park Visitation Patterns – met Oct. 26
4. Provide early input and review of the District’s annual Budget, the Comprehensive Annual Financial Report (CAFR), voter approved bond measures, concessionaire agreements and Ordinance 38 policy issues. • Overview of District Funding Mechanisms – scheduled Nov. 23 • 2020 Comprehensive Annual Financial Report – met June 22 • 2021 proposed Budget – scheduled Nov. 23 • Environmentally Preferred Purchasing – unmet goal due to staff time being focused on the Budget during the pandemic • Measure WW review and update – met June 22 • Measure CC review – met July 27 • Dog Use Policy report – unmet goal due to dog restrictions under much of Covid. Available early next year
5. Review and provide input on the Districts Master Plan, land use plans, design plans or amendments proposed for adoption to planning documents, special use permits, and naming of District facilities. • McKay/GSA Property – Crown Beach – unmet goal due to plans slowed during the pandemic • Roddy Ranch Golf Course – met May 18 • Concord Hills LUP – met May 18 • Southern Las Trampas LUP – unmet goal due to plans slowed during the pandemic • Concord Hills Regional Park Naming Update – met April 27
6. Participate in community outreach and education as time allows • Districts Ambassador program (continuation) • Bike Safety Patrol and other volunteer programs (continuation)
7. Undertake special projects as directed by the Board of Directors • PAC Executive Committee to Review and Consider the PAC Mission Statement and Operating Guidelines as state in the Board Operating Guidelines – unmet goal due to meetings slowed during the pandemic
8. Additional Committee Member responsibilities include: • Attend and participate in monthly meetings, and as time allows participate in community outreach and District sponsored volunteer activities. • Provide periodic reports to appointing authority
II. PROPOSED GOALS / AGENDA ITEMS - 2021 1. Review proposed new Board policies to protect natural resources, enhance the natural and urban environment, and ensure an equitable, safe and diversified system of programs, trails and regional parks is available to meet a variety of community needs. • Trails Working Group update (modified unmet 2020 goal) • Mountain Bike, E-Bikes and Scooters in Other Jurisdictions (unmet 2020 goal) • Wildfire Protection / Climate Change Impacts to parks (new) • Parkland Dedications (continuation) • Capital Projects update (continuation) • Trails update (continuation)
2. Provide input and actively participate in the Board’s efforts to seek funding for the acquisition, development, maintenance and operations of the parks. • Economic and Social Impacts of Park Improvement Projects (new) • Park and Public Interest Community Engagement Project (continuation) • Grants update (continuation) • Legislative Priorities (continuation)
3. Recommend policies and programs that foster community engagement relating to both park usage and employment opportunities particularly with youth and in disadvantaged communities. • Diversity, Equity and Inclusion update (new) • External Programming / Community Input (new) • Community Relations plan (continuation) • Review Volunteer program (continuation)
4. Provide early input and review of the District’s annual Budget, the Comprehensive Annual Financial Report (CAFR), voter approved bond measures, concessionaire agreements and Ordinance 38 policy issues. • 2020 proposed Budget and 2019 Comprehensive Annual Financial Report (continuation) • Measure WW review and update (continuation) • Measure FF Budget and Spending Plan (continuation) • Dog Use Policy report (continuation and unmet 2020 goal)
5. Review and provide input on the Districts Master plan, land use plans, design plans or amendments proposed for adoption to planning documents, special use permits, and naming of District facilities. • McKay/GSA Property – Crown Beach (unmet 2020 goal) • Southern Las Trampas LUP (unmet 2020 goal) • Clayton Ranch LUP (new) • East Contra Costa County Habitat Conservation Plan / Natural Community Conservation Plan (HCP/NCCP) update (new) • Roddy Ranch Public Access and Restoration Plan (continuation)
6. Participate in community outreach and education as time allows • Districts Ambassador program (continuation) • Bike and Trail Safety Patrols and other volunteer programs (continuation)
7. Undertake special projects as directed by the Board • PAC Executive Committee to Review and Consider the PAC Mission Statement and Operating Guidelines as state in the Board Operating Guidelines (unmet 2020 goal)
8. Additional Committee Member responsibilities include: • Attend and participate in monthly meetings, and as time allows participate in community outreach and District sponsored volunteer activities. • Provide periodic reports to appointing authority ATTACHMENT 4
PARK ADVISORY COMMITTEE 2020 WORK PLAN
MAR JAN 27 FEB 24 APR 27 MAY 18 JUN 22 JULY 27 SEP 28 OCT 26 NOV 23 DEC 7 23
Director Director Director Director Director Director Director Director Director Director Waespi Rosario Waespi Echols Wieskamp Coffey Corbett Waespi Coffey Lane
20 Nomination of GM Year in CANCELED Covid -19 Intro to Roddy CAFR (R) – Impacts of the Park and Public Covid-19 Park 2021 Proposed
Officers (R) – Review (I) – Communications Ranch Golf Auker Coronavirus on East Interest and Covid Visitation Budget (R) – Holiday PARK ADVISORY COMMITTEE COMMITTEE ADVISORY PARK Bueren, Pfuehler Doyle (I) – Mason, Course Planning Bay Park Users – -19 Survey Patterns (I) Auker Virtual Johnson (I) – Holt Measure WW Survey and Analytics (I) Results (I) – Baldinger, Meeting 2020 Work Plan 2020 Public Implementation – Pfuehler, Baldinger Pfuehler, Boettcher District Funding Q & A
(R) – Rickard, Affairs Emergency District Outreach (I) – Baldinger Sources (I) – with Update on 2020 Capital Pfuehler Strategic Plan Operations Center to Elected Rasmussen Review Auker, Robert E. Projects Managed by (I) – Johnson Update (I) – Officials about RPF Diversity, Volunteer Spaulding Doyle Design & Construction History of Ciaburro, the Parks during Re-Operation Inclusion and Program (I) – (I) – Goorjian Government Community O’Connor the Shelter in of Parks (I) – Equity Bletz, Sloan 2021 PAC
Affairs (I) – Relations Plan Place Order (I) – O’Connor (I) – Johnson, Goals/Agenda Pfuehler, (I) – Koh, Concord Hills CC Budget & Spending Schirmer Grants Items (R) –
Pfuehler, Plan (R) - Rasmussen Hoffman Johnson Regional Park Baldinger Program Rickard,
Naming Update (I) Major Update (I) Pfuehler 2021 Measure FF Legislative –Reiff Concord Hills Infrastructure Hornbeck Preliminary Budget & Priorities (I) – Regional Park Renovation and Spending Plan (R) – Pfuehler LUP Adoption (I) Replacement 2021 PAC Rasmussen - Reiff Fund (I) – Auker, Goals (R) – WORK PLAN Spaulding Rickard, Pfuehler
Exec. Comm. Exec. Comm. Finance Subcommittee Subcommittee Subcommittee Nomination of Goals 2021 2021 Budget Officers and (R) – Pfuehler, (R) – Auker 2020 Work Plan Rickard (R) – Pfuehler, Bueren
Revised 11.19.2020.2020
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ATTACHMENT 5
PARK ADVISORY COMMITTEE 2020 Status of Recommendations
The following is a record of items, which have come from the PAC during the year beginning January 1, 2020.
1. The PAC recommended the Concord Hills Regional Park Environmental Impact Report move forward to the Board Executive Committee. (May 18, 2020)
STATUS: The Board voted to approve the Concord Hills Regional Environmental Impact Report. (Resolution No. 2020 – 07- 152)
2. The PAC recommended the Land Use Plan move forward to the Board Executive Committee. (May 18, 2020)
STATUS: The Board voted to approve the Concord Hills Regional Park Land Use Plan
(Resolution No. 2020 – 07- 153)
3. The PAC recommended to the Board of Directors approval of the proposed Comprehensive Annual Financial Report (CAFR)
(June 22, 2020)
STATUS: The Board of Directors voted to approve the 2019 Comprehensive Annual Financial Report (CAFR).
(Resolution No.: 2020 – 07-151)
4. The PAC recommended to the Board of Directors approval of the Measure CC 2021 Budget and Spending Plan.
(July 27, 2020)
STATUS: Pending
5. The PAC recommended to the Board of Directors approval of the Measure FF Preliminary Budget and Spending Plan for the 2021 Annual Budget.
(July 27, 2020)
STATUS: Pending
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ATTACHMENT 6
ARTICLES & CORRESPONDENCE
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CITY GOVERNMENT, COMMUNITY, SUSTAINABILITY FEEDBACK SOUGHT ON DRAFT SEA LEVEL RISE STRATEGY
November 10, 2020 A draft strategy for responding to the threat rising sea levels pose to the Hayward shoreline and adjacent natural areas, recreational features and critical infrastructure is available for public comment through Dec. 1.
The draft Hayward Regional Shoreline Adaptation Master Plan calls for the phased construction of a Line of Protection made of new Federal Emergency Management Agency-certified levees, the raising of existing levees, and new resilience-building habitat, tidal marsh and wetland restoration and enhancement projects stretching from San Lorenzo Creek to the State Route 92 bridge approach.
The plan aims to protect an array of water treatment facilities, flood-control pump stations, closed landfills, energy plants, private industrial development and Hayward Executive Airport, as well as to provide for the preservation of natural habitat and the adaptation and relocation of certain recreational amenities, including portions of the San Francisco Bay Trail.
The plan anticipates sea levels on San Francisco Bay to rise two to seven feet over the course of the remainder of the 21st Century—a phenomenon that is the result of thermal expansion of the oceans due to higher water temperatures and the melting of glaciers and grounded ice caps.
The plan is a project of the Hayward Area Shoreline Planning Agency, a joint powers authority made up of the City of Hayward, the Hayward Area Recreation and Park District and East Bay Regional Park District. To learn more, read the plan and provide feedback, visit the project page here on the City of Hayward website.
Park It: Bay Point Regional Shoreline beautifully restored Nov. 20 ceremony to reopen park, celebrate marsh restoration and site improvements’ completion By NED MACKAY | East Bay Regional Park District PUBLISHED: November 8, 2020 at 5:00 a.m. | UPDATED: November 8, 2020 at 6:21 a.m.
Steve Adcock, of Bay Point, walks his dog, Bella, previously at Bay Point Regional Shoreline. Through an extensive and environmentally sensitive restoration project, the East Bay Regional Park District has returned the shoreline to its former natural state and raised the level of the park’s existing Harrier Trail, which has been redesigned for disabled access. Wildlife and people now have a beautiful, newly restored place to roam — Bay Point Regional Shoreline in eastern Contra Costa County. Through an extensive and environmentally sensitive restoration project, the East Bay Regional Park District has returned the shoreline to its former natural state, with habitat for a multitude of animals and plants and an accessible trail from which park visitors can observe them.
Bay Point Regional Shoreline is located at the north end of McAvoy Road in the community of Bay Point, adjacent to McAvoy Boat Harbor. The park provides important shoreline access to tidal marshlands and waterfront open space. It’s one of the few public access points to the shore of the Sacramento/San Joaquin River Delta between Martinez and Oakley. The park is at the approximate midpoint of the San Francisco Bay Estuary and the Sacramento-San Joaquin River Delta. Convergence of saltwater and freshwater there creates a rich and varied ecosystem.
The project involved restoring 30 acres of wetlands and grasslands back to their original state before dredging and marine use. High areas that had been filled during sand dredging operations were lowered to restore tidal marsh. Material excavated was used to raise the level of the park’s existing Harrier Trail, which has been redesigned for disabled access.
It was also designed to prevent flooding, even during potential sea level rise due to climate change. A bridge was installed over a newly excavated tidal channel. Another habitat improvement was a tidal marsh — a ponded area subject to ebbs and flows, surrounded by pickleweed, providing habitat for the endangered salt marsh harvest mouse and fish, including Delta and longfin smelt.
Park visitors will benefit from the project as well. Interpretive panels have been installed with information on the park’s natural history. The Harrier Trail is a paved, 1-mile loop, easy for walkers and people who use wheelchairs. There are picnic tables with shade structures, flush toilets, drinking water, benches and trail overlooks for wildlife viewing at the variety of habitats created by the project. The area including Bay Point Regional Shoreline has a varied history. The first inhabitants were Native American tribes, of whom the last was the Chupcan, occupying the shore of Suisun Bay between what is now Port Chicago and Oakley. From the 1850s on, the site was between two Mexican land grants. It remained largely undisturbed until the 1950s through the 1980s, when its owners diked a section for settling ponds and a sand-dredging operation.
In 1978, a California District Court decree required that the J-shaped channel along the park’s eastern edge be dug to open the area to tidal action as mitigation for the sand dredging. East Bay Regional Park District acquired the property in 1996. A portion of the purchase price was provided by the Shell Oil Spill Litigation Settlement Trustee Committee.
Funding for the marsh restoration came from a variety of sources. The California Department of Parks and Recreation put in a total of $950,000 from its Land and Water Conservation Fund and Habitat Conservation Fund. The Sacramento-San Joaquin Delta Conservancy’s Proposition 1 Water Bond contributed $2.1 million. Other funding came from Contra Costa County, the National Fish and Wildlife Service and the park district’s voter-approved measures, WW and AA. The project’s total cost was $5,362,912.
Completion of the marsh restoration and site improvements will be celebrated Nov. 20 in a ceremony that can be seen online at the park district’s website, ebparks.org. The park will be open to the public officially after the ceremony. The newly reopened park is a gateway to the Delta’s abundant natural world and a great place to go for a relaxing shoreline walk. Check it out; you’ll be glad you did. Events calendar out: The November-December edition of “Regional in Nature,” the park district’s bimonthly calendar of events, is now available online at ebparks.org/RIN. This issue contains lots of articles about natural and cultural history of the regional parks. There are also games, food recipes and fun, self-directed activities for classrooms, kids and families. There’s also a section on the Regional Park Foundation’s goal, “Bridging the Nature Gap.” The foundation is a private nonprofit group with the sole purpose of supporting park district programs and facilities. “We see a future moving beyond simply facilitating access and more toward creating a truly inviting and inclusive park experience, particularly for all Black, indigenous and people of color,” said Jess Brown, the foundation board president.
California State Parks Announces Recommendations for $5.6 Million in Local Recreational Trail Projects Last Updated: Tuesday, 03 November 2020 05:40 Published: Tuesday, 03 November 2020 05:40
SACRAMENTO, Calif. – California State Parks on Monday announced recommendations for $5.6 million in funding for eight local non-motorized trail projects under the Federal Highway Administration’s (FHWA) Recreational Trails Program (RTP). Funding from this program helps improve the quality of life for the nation’s communities by providing access for all to the outdoors.
The list of recommended non-motorized RTP projects for California includes:
Bridge to Beach: $900,000 East Bay Regional Park District Develop and extend the San Francisco Bay Trail in the City of Richmond. Construct approximately 1.25 miles of trail along the shoreline between the Richmond-San Rafael Bridge and the Point Molate Beach Park.
Strawberry Rock Redwood Forest Trail Acquisition: $400,000 Trinidad Coastal Land Trust Acquire an approximately 45-acre conservation easement of mature forest of second-growth Redwood near the town of Trinidad in Humboldt County.
La Sierra Public Access Project: $1,328,800 Mountains Restoration Trust Acquire an approximately 74.82 acre parcel to create the new La Sierra Watershed Public Access in the Santa Monica Mountains northwest of Los Angeles.
Azalea Hill Trail Restoration: $700,000 Marin Municipal Water District Develop Phase III of the Azalea Hill Trail in the Mt. Tamalpais Watershed. Construct approximately 6,400 linear feet of new multi-use trail, a new bridge, retaining wall, causeway, armored rock crossings, and a kiosk, as well as directional and educational signage.
Sugarloaf Mountain Trail: $216,411 City of Nevada City Construct approximately one mile of new trail and a parking lot within Nevada City. Natural Parkland Trails Project: $1,560,000 City of Highland Construct two miles of new trail, interpretive signage, outdoor education presentation area, culvert canyon crossings, trail head with parking lot and renovate 10,450 linear feet of trail.
Gateway Phase 2 Trail Project - Learning Zone: $104,000 USDA United States Forest Service Shasta-Trinity Construct approximately 9.5 miles of multi-use, non-motorized beginner and intermediate trails.
Harmon Canyon Trail Development: $458,348 Ventura Land Trust Construct approximately five miles of new multi-use recreational trails within the Harmon Canyon Preserve in the County of Ventura.
The RTP provides funds to the states to develop and maintain recreational trails and trail-related facilities for non-motorized and motorized recreational trail uses. The federal Fixing America’s Surface Transportation (FAST) Act Authorization provides funding for the program. Eligible applicants include cities, counties, districts, state agencies, federal agencies, and non-profit organizations with management responsibilities of public lands.
The Office of Grants and Local Services for State Parks conducted a competitive review process and recommended these projects to receive the grants. Eligible non-motorized projects include land acquisition for recreational trails and recreational trail corridors; and, development, or rehabilitation of trails, trailside, and trailhead facilities. The program requires a minimum 12 percent match derived from local sponsors and state funds.FHWA must approve project recommendations before State Parks can execute grant agreements with these local agencies. Prior to forwarding these projects to FHWA, each recommended project must comply with the National Historical Preservation Act of 1966 (Section 106), National Environmental Policy Act and be listed on the State Transportation Improvement Plan. Compliance with these requirements can take up to nine months to complete.
After the local sponsors complete the three federal requirements listed above, applications are sent to FHWA for its final review. There is a 30-day final approval window once FHWA receives the applications from California State Parks.
Park It: Sutter Regional Shoreline worth trip however you get there Scenery spectacular, attractive Oakland pier includes information panels about area’s history By NED MACKAY | East Bay Regional Park District PUBLISHED: November 1, 2020 at 5:00 a.m. | UPDATED: November 2, 2020 at 4:13 a.m.
In a previous column, I described the East Bay Regional Park District’s newly opened Judge John Sutter Regional Shoreline, located in Oakland at the eastern touchdown of the Bay Bridge. Its 600- foot observation pier offers beautiful views of the bridge, bay and San Francisco. Getting there can be a bit tricky, though, since the park is on a frontage road alongside the bridge approach. Below are some directions.
One way is to drive towards the Bay Bridge on Interstate 80, staying in the right lanes. Just before the toll plaza, take the Grand Avenue off-ramp on the right. Watch for it; if you miss it you’re on your way through the toll plaza and off to Yerba Buena Island. The Grand Avenue ramp heads up over the freeway and descends to street level. At street level, take the first right turn onto Maritime Street. From Maritime Street, take the first right turn onto Burma Road. The park entrance is about a mile down Burma Road from Maritime Street.
Or if you’re driving toward the bay on Highway 24 in Oakland, take the Grand Avenue exit and turn right. As it nears the bay, Grand Avenue goes under the freeway to an intersection with Maritime Street. Turn left onto Maritime Street, then right onto Burma Road and proceed as above. As you are driving down Burma Road, you’ll see the Bridge Yard building on the right, with a distinctive louvered roof. At present it’s open only for special events, but you can park just past it at the signed park entrance on the right. There is no public parking right at the pier.
Once you’ve parked in the official lot, look for the San Francisco Bay Trail, which runs alongside the vehicle bridge out to Yerba Buena Island. The Bay Trail is open to pedestrians and bicyclists from 6 a.m. to 9 p.m. By the way, signs on the trail say that due to construction, there is no pedestrian access from Yerba Buena Island to Treasure Island, and bicycle access between the two islands is on weekends and holidays only. o reach the observation pier, walk or ride about a third of a mile toward the bay on the Bay Trail. Watch for some yellow pylons, a crosswalk and an information panel across the road on the left. Cross the road, turn right on the bicycle/pedestrian path, and head for the pier.
For public transportation, the nearest BART station is West Oakland. I didn’t try it, but it looks like you could walk or ride from BART on surface streets to Grand Avenue, turn left on Grand Avenue, and proceed to the park. However Grand Avenue seems largely commercial with a lot of fast-moving traffic, so it could be hazardous. However you get there, Judge John Sutter Regional Shoreline is worth the trip. The scenery is spectacular, and the pier itself is attractive with some nice information panels about the area’s history.
When the new Bay Bridge was built to replace its earthquake-damaged predecessor, some of the original bridge footings were kept in place to form a foundation for the park’s new pier. From 1903 to 1960 the site of the new park was the base of operations for the Key System railway. The site also was part of the now-closed Oakland Army Base. The 1930s-era Bridge Yard building was the maintenance center for the Key System trains.
Judge Sutter, now retired, was a Superior Court Judge, Oakland’s vice mayor and later a member of the park district’s Board of Directors. The park named in his honor was dedicated in an Oct. 21 ceremony. A video of the event can be viewed at ebparks.org/parks/judge_john_sutter, where you can also find a brochure with a map of the park.
Reopenings: Here’s some good news — the park district plans to reopen Ardenwood Historic Farm on Nov. 18. And camping reservations have resumed at Del Valle Regional Park south of Livermore and Anthony Chabot Campground near Castro Valley. For up-to-date information on these and other developments, visit the park district’s website at ebparks.org.
Firefighters crush 30-acre Moraga vegetation fire By Nick Marnell Published October 28th, 2020 The Moraga vegetation fire the evening of Oct. 11 was a powerful reminder for residents to complete their exterior abatement projects by the Moraga- Orinda Fire District deadline of June 1.
The Irvine Fire, a one-alarm grass fire first reported before 6 p.m., required a response from four fire agencies, including MOFD, the California Department of Forestry and Fire Protection, and the East Bay Regional Park District. The Sanders Ranch blaze occurred in a Mutual Threat Zone, meaning that it started in the MOFD local responsibility area but had a high probability of spreading into the state responsibility area. Hence, the response from Cal Fire and the park district.
According to MOFD, the fire was caused by a resident who was mowing tall grass behind a house.
"In short, it is too late to complete fuel reduction work for this year, and we ask that residents use the winter to plan their late spring work to protect their homes during next year's fire season," MOFD Chief Dave Winnacker said. "In my time with the district, three of the four significant vegetation fires have been caused by residents carrying out late season fuel mitigation work and it has been only thanks to the timely response and aggressive attack by our firefighters that the loss of homes has been avoided."
The Sanders Ranch fire burned 30 acres and took two hours to contain. No structures were threatened, as the fire burned away from houses, unaided by wind or severe weather.
"The biggest challenge was the hilly topography," said MOFD's Steve Gehling, the on-scene battalion chief. The Contra Costa County Fire Protection District and the park district provided aerial suppression support, preventing the fire's forward progress into areas inaccessible to the firefighters.
Winnacker again stressed the need to complete exterior abatement by June 1 of next year. He reminded residents to cut annual grasses and weeds to less than 3 inches; to limb up trees to create at least a 6-foot air gap between the ground, ground fuels or roofs; and to maintain roadside vegetation to create a 3-foot horizontal and 15-foot vertical clearance.
MOFD has the authority to issue citations for violations of the fire code and health and safety code, and also has the authority to seek cost recovery for fires within their jurisdiction. "The fire district is not seeking cost recovery nor have we issued a citation," said Fire Marshal Jeff Isaacs of the Irvine Fire.
East Bay regional parks will remain closed due to fire danger
By KTVU Staff Published October 26
OAKLAND, Calif. - Several East Bay parks will remain closed through Wednesday due to an extended Red Flag Warning anticipating continued high winds. The National Weather Service said wind gusts are expected to reach 60-70 mph in some parts of the Bay Area on Tuesday evening.
The East Bay Regional Park District announced Friday that it would close 11 of its parks and recreation areas Sunday and Monday in anticipation of severe winds. The district had expected to see some of the strongest winds in 20 years, but sustained winds only reached 21-45 mph in higher elevations, lower than the anticipated potential 70 mph impact.
Ferocious winds are forecast to roar through Tuesday, prompting the district to extend the park closure through Wednesday.
Parks that will remain temporarily closed to the public include Wildcat Canyon, Tilden, Reinhardt Redwood, Roberts, Huckleberry, Sibley, Claremont Canyon, Leona Canyon, Anthony Chabot, Lake Chabot, and Kennedy Grove.
According to the East Bay Regional Park District, winds knocked down 14 power lines in or near the closed park areas. Luckily, no fires sparked from the downed power lines, but that continues to be a worry during strong winds events.
It’s still fire season By Ned MacKay 2 weeks ago
CONTRA COSTA COUNTY—Until the arrival of winter rains, we are still in the midst of a dangerous fire season.
The SCU Lighting Complex Fire, which burned almost 400,000 acres, impacted five regional parks: Round Valley, Morgan Territory, Del Valle, Sunol Wilderness, and Ohlone Wilderness. All told, some 6,000 acres of regional parkland burned. Fortunately, no major park district structures were affected, and there were no injuries.
Four of the five parks closed through Oct. 28 but some may have reopened. Del Valle reopened on a limited basis. The parks district closed the west side, with camping limited to 50 percent capacity, and no swimming. For the most recent updates, click here.
Other regional parks that remain closed are Ardenwood Historic Farm in Fremont, Bay Point Regional Shoreline (for construction) and Little Hills Picnic Ranch in San Ramon. Although all facilities are closed at Castle Rock in Walnut Creek, you can walk through the park to access trails at Diablo Foothills Regional Park.
High alert Park district rangers and firefighters remain on high alert. And the public can help with the fire prevention effort by being alert as well, and following some common-sense rules:
• Regional parks prohibit. This includes vaping. • Be aware of Red Flag Warning, fire danger levels, and park fire safety rules. Cooperate with any posted or announced safety rules. • If you see a fire in a park, call 9-1-1 immediately. If possible, report the fire’s location, size, direction of burn, and whether any the fire’s path includs any buildings. But don’t delay; leave immediately. Your personal safety is of paramount importance. • Stay aware of your surroundings and your location. This is always a good idea, whether it’s fire season or not. • During a fire or any other emergency, cooperate with all instructions from firefighters, police and park staff. For its part, the park district maintains a professionally trained fire department with 16 fulltime firefighters and more than 34 on-call firefighters who have other district jobs but are trained and available when needed.
In the event of fire, the district’s two helicopters provide aerial observation to guide ground crews. The copters are equipped with Bambi buckets to drop fire on waters.
Four-legged assistance The district helps to reduce fire fuels by grazing about 65 percent of the parklands throughout the year with cattle, goats and sheep. Among other places, the animals graze selectively on a fuel break that extends for about 30 miles through the Oakland-Berkeley hills. A zone between the parklands and adjacent residential neighborhoods slows the advance of fire and create a space where firefighters can make a stand.
An eight-member fuel reduction crew works year-round to improve fire safety by clearing brush, trimming trees, and carrying out prescribed, controlled burning when weather conditions permit. Circumstances can change rapidly. So for up-to-date information about fire conditions, red flag warnings, and any park closures, visit the park district website. Find the information right at the top of every website page.
Social distancing And of course when out in the parks, don’t forget about social distancing of at least six feet. Bring along a mask to wear when social distancing becomes difficult at gates and on narrow trails.
And please pick up after your dog. Deposit the dog waste bags in trash receptacles. Don’t leave them trailside for others to have to handle.
EBRPD appreciates everyone’s cooperation. If we all work together, we’ll get back to a more normal mode of operation as soon as the pandemic status and health regulations make it possible.
East Bay Regional Park District Extends Park Closure Due To Fire Danger October 26, 2020 at 1:20 pm OAKLAND (CBS SF) — Officials with the East Bay Regional Park District on Monday announced the closure of 11 parks in the East Bay hills would be extend through Wednesday morning due to concerns over continued high winds and fire danger.
The closure will now go to Wednesday morning at 8 a.m. Continued high winds gusting up to 60-70 mph in the ridgelines are expected through Tuesday evening, parks officials noted in a press release.
Parks that will remain temporarily closed to the public include Wildcat Canyon, Tilden, Reinhardt Redwood, Roberts, Huckleberry, Sibley, Claremont Canyon, Leona Canyon, Anthony Chabot, Lake Chabot and Kennedy Grove.
The overnight “20-year wind event” that spurred a red-flag warning and public safety power shutoff by PG&E caused 14 downed powerlines in or near the closed East Bay hill area parks. Sustained winds of 21-45 mph were measured in higher elevations with gusts at Mount Diablo State Park reaching 94 mph mid-slope at 1,925-feet elevation.
Additional damage to the parks included a number of fallen trees and tree limbs which park staff are removing to clear roads and trails.
Over the weekend, Park District fire crews responded to several fires including a human-initiated bonfire at Crown Beach and a car fire ignited by an oil pan at Chabot staging area on Redwood Road. Park District firefighters also assisted Alameda County Fire in containing a vegetation fire at Eden Canyon Road near Castro Valley.
“The East Bay Regional Park District is following the NWS issuance of the Red Flag Warnings to be extra cautious, especially in the East Bay hills during these wind events,” said Park District Fire Chief Aileen Theile. “We want to protect people from falling trees or limbs. We apologize for the inconvenience to those who want to access these hill area parks, but the public’s safety is our priority.”
Additional information is available at www.ebparks.org.
East Bay regional parks & trails closed for extreme winds by: Bay City News Posted: Oct 26, 2020 / 05:36 AM PDT / Updated: Oct 26, 2020 / 05:36 AM PDT
(BCN) — Because of increased fire risk because of extreme winds, the East Bay Municipal Utility District is closing Lafayette and San Pablo Reservoir Recreation Areas, as well as East Bay trails in its watershed, on Monday.
The closure was also in effect Sunday.
EBMUD has deployed additional patrol rangers and is working with its partner, East Bay Regional Park District, to post signs and close trail and recreation area entrances.
Separately, several parks operated by the East Bay Regional Park District are expected to remain closed Monday because of the same concerns about fire danger.
Parks that will remain closed Monday include
• Anthony Chabot • Claremont Canyon • Huckleberry • Lake Chabot • Leona Canyon • Redwood • Roberts • Sibley • Tilden • Wildcat Canyon • Kennedy Grove
Park It: East Bay open spaces far from out of the woods this fire season Many parks still closed, district rangers and firefighters on high alert; visitors must use common sense By NED MACKAY | East Bay Regional Park District PUBLISHED: October 25, 2020 at 5:00 a.m. | UPDATED: October 26, 2020 at 5:48 a.m.
Spot fires caused by a severe lightning storm in the predawn hours of Aug. 16 burn Aug. 17 on a hillside along Marsh Creek Road in Brentwood, in what would later become part of the SCU Lightning Complex Fire that included Round Valley and Morgan Territory regional preserves. With California still in the midst of a dangerous fire season, Round Valley, Morgan Territory and other open spaces in the East Bay Regional Park District remain closed in late October. Until the arrival of winter rains, we are still in the midst of a dangerous fire season. The SCU Lightning Complex Fire, which burned almost 400,000 acres, impacted five parks in the East Bay Regional Park District: Round Valley, Morgan Territory, Del Valle, Sunol Wilderness and Ohlone Wilderness. All told, some 6,000 acres of regional parkland burned. Fortunately, no major park district structures were affected, and there were no injuries. As of late October, four of the five parks remain closed, though of course the situation could change. Del Valle has reopened on a limited basis. Its west side is closed, camping is limited to 50% capacity, and there’s no swimming. Other regional parks that remain closed are Ardenwood Historic Farm in Fremont, Bay Point Regional Shoreline (for construction) and Little Hills Picnic Ranch in San Ramon. Although all facilities are closed at Castle Rock in Walnut Creek, you can walk through the park to access trails at Diablo Foothills Regional Park. Park district rangers and firefighters are on high alert. And the public can help with the fire prevention effort by being alert as well, and following these common- sense rules below.
• Smoking is prohibited in the regional parks. This includes vaping. • Be aware of Red Flag Warnings, fire danger levels and park fire safety rules. Cooperate with any posted or announced safety rules. • If you see a fire in a park, call 9-1-1 immediately. If possible, report the fire’s location, size, direction of burn and whether any buildings are in the path. But don’t delay; leave immediately. Your personal safety is of paramount importance. • Be aware of your surroundings and your location. This is always a good idea, whether it’s fire season or not. • During a fire or any other emergency, cooperate with all instructions from firefighters, police and park staff.
For its part, the park district maintains a professionally trained fire department with 16 full-time firefighters and more than 34 on-call firefighters who have other district jobs but are trained and available when needed. In the event of fire, the district’s two helicopters provide aerial observation to guide ground crews. The helicopters are equipped with Bambi buckets to drop fire on waters.
The district helps to reduce fire fuels by having cattle, goats and sheep graze about 65% of the parklands throughout the year. Among other places, the animals graze selectively on a fuel break that extends for about 30 miles through the Oakland-Berkeley hills. It’s a zone between the parklands and adjacent residential neighborhoods designed to slow the advance of fire and create a space where firefighters can make a stand.
An eight-member fuel reduction crew works year-round to improve fire safety by clearing brush, trimming trees, and carrying out prescribed, controlled burning when weather conditions permit. Circumstances can change rapidly. So for up-to-date information about fire conditions, red flag warnings and any park closures, visit the park district website at ebparks.org. The information is right at the top of every website page.
Reminders: And of course, when you’re out in the parks, don’t forget about social distancing of at least 6 feet. Bring along a mask to wear when social distancing is difficult at gates and on narrow trails. And please pick up after your dog. Deposit the dog waste bags in trash receptacles. Don’t leave them trailside for others to pick up. Everyone’s cooperation is appreciated. If we all work together, we’ll get back to a more normal mode of operation as soon as the pandemic status and health regulations make it possible.
Several East Bay parks closed Sunday due to wildfire risk
By Eli Walsh Published October 24 OAKLAND, Calif. - Several public parks in the East Bay hills will be closed Sunday in anticipation of high winds, low humidity and dry vegetation that will combine to pose a significant fire risk, the East Bay Regional Parks District said Friday.
The closures include Anthony Chabot Regional Park, Claremont Canyon Regional Preserve, Huckleberry Botanic Regional Preserve, Kennedy Grove Regional Recreation Area, Lake Chabot Regional Park, Leona Canyon Open Space Regional Preserve, Reinhardt Redwood Regional Park, Roberts Regional Recreation Area, Sibley Volcanic Regional Preserve, Tilden Regional Park and Wildcat Canyon Regional Park.
The parks will be closed from Sunday through Monday due to the increased chance of fires, according to the Parks District.
Much of the Bay Area is under a fire weather watch from the National Weather Service, spanning Sunday morning through Tuesday morning. In some mountainous parts of the BayArea, wind gusts could reach as high as 70 mph, forecasters said.
Parks District Fire Department and Cal Fire officials will staff multiple affected parks. People found trespassing in the closed parks will be subject to a fine or arrest.
Up-to-date information on the park closures can be found at ebparks.org.
UPDATE: Red Flag Warning In Bay Area Starts Sunday; Strongest Winds Of Year Forecast
By Wilson Walker October 23, 2020 at 6:32 pm
OAKLAND (CBS SF) — The National Weather Service on Friday upgraded a declared Fire Weather Watch to a Red Flag Warning for the East Bay Hills and valleys, the North Bay Mountains and Santa Cruz Mountains starting Sunday morning.
Experts are predicting some of the strongest winds of the year so far on Sunday, making any fire during two days of the warning potentially catastrophic.
The warning, which will last from 11 a.m. Sunday to 11 a.m. Tuesday, was issued in anticipation of low humidity and winds between 25 mph and 35 mph, as well as gusts of up to 60 mph. In some mountainous parts of the Bay Area, wind gusts could reach as high as 70 mph, forecasters said.
The warning of high winds and fire danger has become a familiar one to residents in the North Bay.
It was the relentless wind that drove fires up and down hillsides and across valley floors when the horrific Wine Country Wildfires broke out in one terrifying night three years ago.
“Yeah, there was a lot of wind damage that was occurring that night in 2017, before the Tubbs Fire even moved into Santa Rosa,” remembered Paul Lowenthal of Cal Fire.
Everyone was at the mercy of the weather those first few hours. Things could have been much worse had firefighters not gotten some help just before sunrise.
“We were fortunate in 2017 that those winds did die off that morning,” Lowenthal said. “Had they not, it probably would have been a much more devastating and destructive fire.”
Not only has that fire changed the landscape, it has changed the way people living in Wine Country respond to forecasts like the one issued Friday.
“I get ready for it,” said Laura Carr. “Because I am so grateful that we get these forecasts. We did not get them those first fires and people were devastated and had to run for their lives.”
“A number of differences and changes have been made since 2017,” Lowenthal explained. “We have learned a lot from that event. Nobody wants to go through an event as catastrophic as that, but from that a lot of lessons were learned and improvements have been made.” It was trial by fire in 2017, a chaotic race to escape multiple wind-driven counties across the North Bay. But three years and several fires later, people living in the North Bay are seeing the benefits of the lessons learned.
“We saw them in the Kincaid Fire, the Walbridge, and LNU Fires,” Lowenthal said. “But really most notably was during the Glass Fire. During the Glass Fire, when you look at the threat to the highly populated areas like that, the tools that we were able to use — from a network of cameras that we used to monitor the situation, and our ability to alert more of our community members than we could have our past — that led to the saving of a lot of homes. A lot of the changes and improvements definitely went to do a play.”
Just as official emergency preparation has changed in the North Bay, so has just about everyone’s readiness for the kind of weather expected Sunday.
“I’m packed,” Carr said. “I have my camping gear in my husband’s truck. We have the pets, we have our crates ready. We just get ready. I choose to live in Sonoma County, so I pack.”
A High Wind Watch has also been declared for all Bay Area counties and Santa Cruz County from 4 p.m. Sunday through Monday at 10 a.m. High winds may blow down trees and power lines, according to the weather service, with the potential for widespread power outages.
Due to the expected high winds, PG&E said Friday that it will shut off power across Northern California in areas impacted by the fire weather watch.
The latest PSPS that will start Sunday afternoon and last until Wednesday morning will affect residents in 38 counties across northern and central California including Alameda, Contra Costa, Marin, Napa, San Mateo, Santa Clara, Solano and Sonoma. San Francisco is the only Bay Area county that will not be impacted by the PSPS.
PG&E on Friday evening released updated estimates on how many customers would be effected by Sunday’s PSPS:
Alameda County: 39,401 Contra Costa County: 20,148 Marin County: 19,626 Napa County: 15,598 San Mateo County: 4,458 Santa Clara County: 4,770 Solano County: 1,606 Sonoma County: 38,119
A total of nearly 144,000 customers will be losing power between Sunday and Wednesday, according to PG&E’s latest estimates.
Residents in the area are advised to plan ahead by preparing an emergency kit, ensuring they have flashlights and extra batteries and storing water and non-perishable foods.
Earlier Friday, the East Bay Regional Park District announced the closure of several parks on Sunday and Monday due to expected very strong winds and high fire danger at the start of next week.
Officials said they plan to close 11 parks early next week ahead of what they called a “20-year wind event.” Along with the strong winds, which can cause falling trees and branches, low humidity and dry elevation raises the risk of wildfires.
Park closures include: • Anthony Chabot Regional Park (including Anthony Chabot campground) • Claremont Canyon Regional Preserve • Huckleberry Botanic Regional Preserve • Kennedy Grove Regional Recreation Area • Lake Chabot Regional Park • Leona Canyon Open Space Regional Preserve • Reinhardt Redwood Regional Park • Roberts Regional Recreation Area • Sibley Volcanic Regional Preserve • Tilden Regional Park • Wildcat Canyon Regional Park (including Alvarado Park)
Officials said anyone entering the parks will be subject to citation or arrest.