parks forward commission draft recommendations (draft - july 30, 2014)

5/21/2018 Parks Forward Commission Draft Recommendations (DRAFT - July 30, 2014)

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ParksForwardA

plan

for

avibrant,

sustainable

park

system

forCalifornia

DRAFT July30,2014


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TABLEOFCONTENTS

TABLEOFCONTENTS.................................................................................................................................................. 1

EXECUTIVESUMMARY................................................................................................................................................ 1

INTRODUCTION.......................................................................................................................................................... 3

THETRANSFORMATIONOFCALIFORNIAPARKS........................................................................................................ 5

DriveChange.............................................................................................................................................................. 5

CreateaPathtoLeadership....................................................................................................................................... 6

ProvideTools,Systems,andProcessesforSuccess................................................................................................... 7

STATEPARKSCANNOTDOITALONE.......................................................................................................................... 8

FosterPartnerships:CaliforniansWanttoHelp......................................................................................................... 8

EstablishtheCaliforniaParksConservancy................................................................................................................ 8

PARKSFOR

ALL

.........................................................................................................................................................

10

ProtectNaturalandCulturalResources................................................................................................................... 10

ExpandAccesstoParks............................................................................................................................................ 12

EngageYoungerGenerations................................................................................................................................... 13

PromoteHealthyLifestylesandCommunities......................................................................................................... 14

SECUREFUNDINGFORTHEFUTURE........................................................................................................................ 16

CONCLUSION............................................................................................................................................................ 18

APPENDIXA:PARKSFORWARDCOMMISSION........................................................................................................ 19

APPENDIXB:HISTORYOFSTATEPARKS................................................................................................................... 20

APPENDIXC:IMPLEMENTATIONTABLES................................................................................................................. 22

APPENDIXD:SOURCES............................................................................................................................................. 37


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EXECUTIVESUMMARY

Parksareessentialtothephysical,economic,cultural,andsocialwellbeingofCaliforniaanditspeople.For

150years,Californianshavecommittedtothisprinciple,buildingandstewardinganetworkofparksthat

preservesourstatesdiversenaturalandculturalheritage.Millionsofvisitorsfromaroundtheworldcometoour

parkseachyear,fuelingourstatescriticaltourismeconomy.TheycometolearnaboutCaliforniasunique

history,climbmajesticpeaks,seekinspirationinquietdeserts,andmarvelatthebeautyofthePacificcoastline.

Themany

natural,

cultural,

and

aesthetic

values

inherent

in

these

places

provide

important

physical,

spiritual,

and

emotionalbenefitsthathavelongbeenrecognizedbyCaliforniatribalpeoplesthestatesfirstnaturalistsand

morecurrentlychampionedbymodernconservationandhistoricpreservationleaders.

In1864,PresidentAbrahamLincolnsignedlegislationthatcreatedthenationsfirststateparkatYosemiteValley

andtheMariposaBigTreeGrove,1settingCaliforniaonalongandexcitingcourseofparkexpansionand

innovation.StateparksgrewasCaliforniagrew,underforwardthinkingleadershipthroughgoodandtroubled

timesalike.CaliforniasStateParkSystemtodayboasts280parkunitscoveringnearly1.6millionacresoflandand

athirdofthestatescoastline.2Thissameparksystemhasservedasamodelforotherstatesandcountriesa

proudlegacyforfuturegenerations.

Today,however,

Californias

State

Park

System

faces

significant

challenges,

as

documented

by

ahost

of

studies,

reports,andaudits.Decliningbudgetshaveledtoscaledbackservices,shorterhours,andhigherfees.Alonglist

ofmaintenanceneedsrangesfrombrokentoiletsanddilapidatedstructurestocrumblingroads.Outdated

administrativesystems,technology,andprocessesimpedeparkstaffsabilitytoeffectivelymanageandprotect

parksnaturalandculturalresources.TheCaliforniaDepartmentofParksandRecreationsorganizational

structurecreatesbarrierstohiringandpromotingdiversestaffwithabroadrangeofexpertiseandmakesit

difficultforleadershiptoinstillacultureofcreativityandentrepreneurship.

Theseproblemscametotheforefrontin2012followingreportsoffiscalirregularitiesatthesametimethestate

wasconsideringclosingupto70parks.ThiscrisisbroughtustogetherintheformoftheindependentParks

ForwardCommission,chargedbytheCaliforniaLegislaturetorecommendimprovementsforensuringtheState

ParkSystemslongtermsustainability.3

Ourrecommendationsarerootedintwooverarchingfindings.First,todaysStateParkSystemisdebilitatedby

outdatedorganizationalstructures,technologies,andbusinesstools,andbyaculturethatdoesnotadequately

rewardexcellenceorinnovation.Second,thesystemdoesnotprovideaparkexperiencethatservesall

Californiansorattractsotherpotentialvisitors.

Ourrecommendationsarenotdesignedtomerelytinkeraroundtheedgesandpatchthecurrentsystem.Instead,

wepresentaplantotransformstateparkmanagementandmodernizestateparkoperations.Ourplanwill

transformhowstateparksarerun,howtheyprotectthestatesnaturalandculturalresources,andhowthey

serveallCaliforniansandothervisitors.Weseeeachrecommendationasessentialtofulfillingourchargeto

ensurethelongtermsustainabilityofthesystem.

Ourplanisambitiousbutachievable,andprovidesareadyroadmapforstategovernmentleadership.We

recognizethatfundamentalchangeisnottheeasiestpathforwardthatitwouldbeeasiertojustcallformore

1NationalParkService,Yosemite150thAnniversary

2CaliforniaStateParks,AboutUs.

3CaliforniaStateParksStewardshipActof2012,CaliforniaPublicResourcesCode5019.91(i);AssemblyBill1478,Chapter

530(2012).


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fundingandmodestincrementalchange.Howeverthosefixeswillnotbringthechangeneeded.Theharderwork

istopursuetransformationalreformthatrequiresdeeperengagementandwillalmostcertainlyengender

oppositionandcriticism.Ultimately,leadersmustsummonthepoliticalwilltopursueaboldpathforward.

Withoutsuchanapproach,wefearthenextcrisisisinevitable,bywhichtimewemayfacetrulyincalculableand

irrevocabledamage.

Ourrecommendationsareorganizedasfollows,allofwhichfocusontheneedtoprotectandenhancetheunique

naturaland

cultural

resources

of

California

state

parks

for

all

Californians:

TheDepartmentofParksandRecreationRequiresFundamentalChangetoSucceedintheFuture Adedicated

team,staffedbythemostqualifiedpersonnelwithrelevantareasofexpertisefromwithintheDepartment,

throughoutstateservice,andoutsideexperts,mustbeformedandempoweredwiththeexclusivemissionof

transformingtheDepartment.Thetransformationteamwilldevelopandimplementaneworganizational

structureandbusinessmodelwithinatwoyearperiod.Inaddition,immediatefocusmustbeplacedon

creatingapathwayforleadershipforthemostqualifiedandcompetentemployeesfromallrelevant

backgrounds.

StateParksCannotDoItAlone TheDepartmentmustactivelycreatenewparkpartnershipswith,and

remove

hurdles

that

hinder

building

productive

relationships

among,

local,

regional,

and

federal

government

agencies,nonprofitgroupsandprivatecompaniesthathavethecommitmentandcapacitytopartnerwith

theDepartmenttoenhanceprogrammingandservicestoparkvisitors.TheDepartmentalsowouldbenefit

fromcreationofanewstrategicpartner,theCaliforniaParksConservancy,toprovideresources,capacity,

andexpertisenotcurrentlyavailableamongexistingparkpartnersandtoundertakeonthegroundpark

projectsincoordinationwiththeDepartment.

ParksAreforAll

TheDepartmentmustexpandaccesstoparksforCaliforniasunderservedcommunitiesand

urbanpopulations,andmustengageCaliforniasyoungergenerations,bydevelopingnewamenities,digital

tools,programs,facilities,andtransportationoptionsthatservetheneedsofabroaderbaseofparkvisitors.

TheDepartmentmustmakeitapriorityforparkvisitationandtheparkworkforcetoreflectthe

demographicsofCalifornia.

StableandDiversifiedFundingisanImperativeforaVibrantParkSystem Astablefundingstructuremustbe

establishedforCaliforniaparks,includingamoreentrepreneurialandrobustrevenuegenerationstrategy

withincreasedefficiencyandaccountabilitythroughouttheDepartment,andadedicated,reliablesourceof

publicfundingthatwillmeetongoingoperatingneedsandcontinuallyreducethebacklogofunmet

maintenanceneededtoprotectvaluableparkassets.

ThisCommissionansweredthecalltodevelopaplantoensurethelongtermsustainabilityoftheStatePark

System.Wenowaskyoutosupportourrecommendations.InthewordsofCoChairLanceConn,"Thereis

nothingmoreCalifornianthanourparks.Weholdthesetreasuresintrustforfuturegenerations."Itisour

collectiveresponsibilitytocarefullystewardtheseresourcessotheycanservevisitorsforalongtimetocome.

Implementationofourrecommendationswillnotbeeasyorquick.Itwillrequireasustainedandcommitted

effortfromallofus.However,attheendoftheday,oursuccesswillbemarkedbyacapableandfocused

Departmentpositionedtoleadaparksystemthatvaluesandprotectsthestatesiconiclandscapes,natural

resources,andculturalheritage;isrelevantandaccessibletoallCaliforniansandwelcomesvisitorsfromaround

theworld;engagesandinspiresyoungergenerations;andpromoteshealthyandactivelifestylesand

communitiesthatarequintessentiallyCalifornian.


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INTRODUCTION

CaliforniansdemonstratedgreatforesightandperseveranceinsteadilybuildingtheStateParkSystemtoprotect

andstewardourstatesfragilelandscapesandprovideplacesforpeopletoconnectwithnatureanddiscover

theirpast.FromthestatesfirstprotectedoldgrowthredwoodsintheSantaCruzMountainstothefirsturban

stateparkatCandlestickPointStateRecreationAreainSanFrancisco,Californianshavecommittedtosupporta

worldclass

park

system.4

In

doing

so,

Californians

addressed

threats

of

the

day

such

as

logging,

urbanization,

road

andrailwayconstruction,development,andnowclimatechange,throughthissystemthatpreservesour

importantculturalandnaturalheritageforfuturegenerations.

Throughtheyears,votersapprovedmillionsinstatebondfundingthatenabledthestatetoaddimportantpark

landstothesystem.Leaders,dedicatedparkemployees,andcommittedparkpartnersworkedtogethertocreate

amodelparksystemandkeepitrunningingoodandbadtimes.5Today,theCaliforniaDepartmentofParksand

Recreationisgrapplingwithhowtomanagethislargenetworkofparksinthefaceofsignificantfinancial

constraints,outdatedtechnology,cumbersomesystems,andcompoundingdeferredmaintenanceandongoing

operationalneeds.6

Severalprominent

California

philanthropies

came

together

to

support

amultidisciplinary

effort

to

bring

about

the

changeneededtotransformtheDepartmentandtoaddressthelongtermsustainabilityofthesystemcalledfor

intheCaliforniaStateParksStewardshipActof20127andAB1478.Thegoalwastocreatearobustindependent

processandimplementanewcourseforCaliforniastroubledparks.InJune2013,theCaliforniaNatural

ResourcesAgency(Agency),theCaliforniaDepartmentofParksandRecreation(Department),andResources

LegacyFund,8onbehalfofphilanthropy,enteredintoaMemorandumofUnderstandingtocreatetheParks

ForwardInitiative.9

TheSecretaryofNaturalResourcesappointedtheindependentParksForwardCommissiontoundertakean

evaluationofstateparksanddeveloprecommendationsforensuringthelongtermsustainabilityoftheState

ParkSystemtomeettheneedsofallCalifornians.Our12memberCommission10reflectsbroadexpertisein

business,nonprofit,education,naturalresources,andpublicservice.Weareunifiedinourcommitmenttoa

thrivingandsustainableStateParkSystem.

WeconductedaninclusiveprocessandbenefitedfromtheextensiveinsightsofDepartmentemployees,the

public,andoutsideexpertanalysts.TheParksForwardCommissionheldnumerouspubliccommissionandwork

groupmeetings,surveyedDepartmentemployees,engagedinhundredsofhoursofdiscussionwiththeAgency

andDepartmentleadershipandstaff,andreviewedthousandsofpagesofreportsandanalysesfromCalifornia,

4CaliforniaStateParks150thAnniversaryTimeline.

5AnhistoricaloverviewoftheCaliforniaStateParkSystemcanbefoundinAppendixB.

6FTIConsulting,CaliforniaStateParksBaselineFinancialAssessment,reporttoParksForwardCommission,November30,

2013.7CaliforniaPublicResourcesCode5019.91(i).

8ResourcesLegacyfundisanonprofitpublicbenefitorganizationthatworkswithphilanthropicpartnerstocraftinnovative

approachestoconservingnaturalresourcesandimprovingenvironmentalsustainabilityinWesternNorthAmericaaswell

asinoceansandfisheriesworldwide.9MemorandumofUnderstanding,amongStateofCalifornia,NaturalResourcesAgency;StateofCalifornia,Departmentof

ParksandRecreation;andResourcesLegacyFund,forParksForwardInitiative,June3,2013.10

AbriefbackgroundforeachoftheParksForwardCommissionerscanbefoundinAppendixA.


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throughoutthenation,andinternationalparkefforts.Weengagedexpertstoconductwideranginganalyses,

includingfinancial,demographic,currentandprojectedusesandattitudes,andsuccessfulpartnershipsand

collaborativemodels.11

TheresultofoureffortisthefollowingplanforatransformedandmodernizedDepartmentthatworksmore

collaborativelywithpartners,protectsandrestoresnaturalandculturalresources,ensuresgreaterandmore

beneficialaccess

to

parks

for

all,

meets

the

future

outdoor

recreation

needs

of

the

state,

and

is

financially

stable.

Theplanisorganizedintodiscretesetsofrecommendationsforeachofthesethemes,withdetailedshortterm

andlongtermimplementationstepsincludedinAppendixCtoguidetheDepartmentanditspartnersinbringing

aboutthenecessarychanges.Onceimplemented,webelievetheplanwillgifttofuturegenerationsanetworkof

thriving,sustainable,worldclassparks.

11AlistofillustrativesourcesthathaveinformedtheParksForwardCommissioncanbeinfoundinAppendixD.


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THETRANSFORMATIONOFCALIFORNIAPARKS

Californianshavecreatedavastnetworkofcherishedpublicspaces,stewardingstateparksthroughperiodsof

innovation,modernization,andstrategicexpansion,whileworkingthroughperiodsofsignificantsocialand

economicchallenge.TheyhavedonesothroughtheGreatDepression,thepopulationgrowthofthe1950sand

1960s,andbudgetcutsinthe1990s.

Today,Californiasstateparksareatacrossroads,facingtoughchallengesthatmustbeaddressedtocontinueour

proudlegacy.Ourvisionforthefutureisrootedinthecurrentmissionforstateparksamissionwhichfocuseson

protectingnaturalandculturalresourcesandprovidingopportunitiesforCalifornianstoenjoyandbenefitfrom

them,asfollows:

Toprovideforthehealth,inspirationandeducationofthepeopleofCaliforniabyhelpingtopreservethe

statesextraordinarybiologicaldiversity,protectingitsmostvaluednaturalandculturalresources,and

creatingopportunitiesforhighqualityoutdoorrecreation.12

AtransformedDepartmentiscriticaltoimplementingthenewprograms,initiatives,directions,andpartnerships

thatare

essential

to

advance

the

Departments

mission

into

the

next

century.

Our

first

order

of

business

must

be

to

transformDepartmentprocedures,policies,structure,andcultureinordertobringaboutchangeatthescale

needed.IfCaliforniansfailtoactnow,wefacetheveryrealprospectofclosedparks,imperiledculturalplaces,and

preciouslandsandwatersleftwithoutpropercare.

DriveChange

CaliforniasStateParkSystememploys2,500employeeswhoworkasinterpreters,curators,peaceofficers,

biologists,andinmaintenanceandbusinessservicesandothercoremissionfunctions.13Theytakepridein

protectingandsharingstateparksassets.But,theDepartmentisdebilitatedbyanoutdatedorganizational

structure,underinvestmentintechnologyandbusinesstools,andaculturethathasnotrewardedcollaboration,

excellence,andinnovation.

Despiteyearsofwellintentionedexternalreportsandinternalefforts,theDepartmenthasnotyetachievedthe

magnitudeorscopeofchangeneeded.TheDepartmentmusttransformbothhowitworksinternallyandhowit

relateswithpartnersandvisitors.TheDepartmentmustseekandimplementnewandcreativeapproachesto

increaseefficiency,vestgreaterauthorityatthefieldlevel,improveitsrevenuegeneration,buildawelltrained

staffthatreflectsthestatesdemographics,provideequitableopportunitiesfortrainingandpromotion,broadenits

constituency,andensureeffectivemanagementoffinances,information,andadministration.

Aspartofthiseffort,theDepartmentmustassesshowtomoreefficientlystructureandmanagethemultiple

commissionswithintheDepartment.Atpresent,theDepartmentsupportsfourspecializedCommissionsState

HistoricalResourcesCommission,CaliforniaParkandRecreationCommission,CaliforniaBoatingandWaterways

Commission,and

California

Off

Highway

Motor

Vehicle

Recreation

Commission.

While

the

State

Historical

ResourcesCommissionaddressesuniqueDepartmentfunctionsandensuresadherencetoandreceivesfunding

fromthefederalgovernment,theotherthreecommissionsoverlaptosomedegree,addressingdifferingformsof

recreation.Attheveryleast,clarifyinghowthesecommissionsworkwithoneanotherandtheDepartment,and

12CaliforniaStateParkswebsite.


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ensuringtheirfunctionsreflectthecurrentandfutureneedsofthestatemustbeaddressedaspartofany

Departmenttransformationeffort.

Changinghowapublicagencyfunctionsisadifficulttaskthatrequiresengagementofspecialistswithdeepsubject

matterexpertiseandwideexperiencetransformingorganizationsinthepublicsectorandbeyond.Wepropose

creatingadedicatedteam,workingfulltimeovertwoyearswiththeexclusivemissionoftransformingthe

Department.Staffing

for

this

team

will

be

selected

via

arigorous

and

comprehensive

process

to

identify

the

most

qualifiedpersonnelwithinrelevantareasofexpertisedrawnfromwithintheDepartment,throughoutstateservice,

andoutsideexperts.

TheAgencywillsupporttheDepartmenttransformationandensuretheteammeetsitsobjectiveseffectivelyand

ontime.Inthiseffort,werecognizetheDepartmentisconstrainedbyrulesandprocessesimposedbystate

governmentcontrolagenciesthatstifleinnovationandprecludemeetingtheneedsofa21stCenturyDepartment

withoutprovidinganygreateraccountability.ThesemaybeparticularlychallengingtochangeattheDepartment

level,soleadershipfromtheAgencyandtheGovernormaybeespeciallyneeded.

Recommended

Actions

Atransformation

team

should

be

created

that

has

the

following

elements:

Clarityinitsstrategicgoals.

Authoritytodotheworkneededtoachievethosegoals(understandingthatitisworkingwithinexistingcivil

serviceandotherstatemandatesandshouldfocusonaddressingDepartmentconstraints).

Twoyearstoaccomplishthefirstphaseofthetransformation(withstrongfocusonensuringfuture

sustainabilityoftheeffortthroughtraining,tools,andotherlongterminvestments).

Expertiseinkeyareasincludinginformationandtechnology,financeandaccounting,humanresources,

operations,infrastructure,administrativeservices,communityengagementandpartnerships,and

communicationsandoutreach.

ActiveandvisibleleadershipandengagementfromtheDirector,theAgency,andtheGovernorsOffice.

Theteam

should

begin

to

implement

changes

as

soon

as

possible.

Once

its

goals

are

achieved,

the

team

will

transitionitsfunctionstoDepartmentstafftrainedtocontinuetheimplementationrequiredtoachievethechange

needed.

Create

a

Path

to

Leadership

TheDepartmentrequiresadiversesetofleaderswhopossesstheexpertiseandtrainingnecessarytosolve

complexproblemsinacreative,multidisciplinaryfashion.Currently,districtsuperintendentsmustbepeace

officers.Tocapturethebroaderexpertiseandexperienceofstaffinadministration,interpretation,resource

management,andfacilitiesmaintenance,theDepartmentmustopenthepathwayforleadershiptoallemployees

byeliminatingtherequirementofpeaceoffercertificationtoadvancetotopleadershippositions.

TheDepartmentthroughthetransformationteammustworkwiththeCaliforniaDepartmentofHumanResources

andtheStatePersonnelBoardtoupdateDepartmentpersonnelpolicies,positionclassificationsandqualifications,

andtrainingprotocolstoreflectafieldmanagementstructurethatprovidesequitableopportunitiesforallstaffto

advanceintoleadership.Additionally,allfieldleadersshouldbenewlyempoweredtosuperviseandcollaboratively

manageabroadrangeoffunctionsandoperationsatthefieldlevel.

TheDepartmentshouldprovidetheseleaderswithclearguidelinesaswellasallnecessarytoolsandtrainingto

undertakethoseresponsibilities,andshoulddeviseeffectivemeanstoholdfieldleadersaccountablefortheir


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results.Thosemanagersandsupervisorswhodonothaveapeaceofficerbackgroundwillundertaketrainingon

howtomanageandworkwiththepeaceofficerandlawenforcementfunctions.

RecommendedActions

Establishafieldmanagementstructurethatprovidesequitableopportunitiesforthemostqualifiedand

competentemployeesfromallrelevantbackgroundstogainmissionrelatedexpertiseandsupervisory

experience.

Createincentives,protocols,andaccountabilitymeasuresforDepartmentstaff,particularlyinmanagement

positions,toensuretrackingandreportingofpertinentdatanecessaryfordecisionmaking.

Recommendandimplementchangestostaffselection,evaluation,andtrainingpoliciesandproceduresto

ensuretheDepartmentemploysstaffwhoareskilledincoremissionfunctions,adeptatmanagingchange,

andresponsivetothestatesdiverseandchangingdemographics.

ProvideTools Systems andProcessesforSuccess

TheDepartmentreliesuponoutofdateandineffectivesystemsandtoolsthatsignificantlylimititsabilityto

managecorefunctions.Itsinabilitytomeasureperformance,generateinformationontheextentandtypeofits

ongoingcosts,

and

manage

for

cost

efficiency

makes

any

effort

to

prioritize

activities

and

investments

unreliable.

WhentheDepartmentrecommendedclosing70parksin2012,itcouldonlyestimatehowmucheachparkcostto

run.Areportbythestateauditorshowedthoseestimateswereoutdatedandincomplete,makingitdifficultforthe

Departmenttomeasuretheimpactofitsworktokeepthoseparksopen.14WhiletheDepartmenthasmaderecent

effortstodevelopcostunitbudgetingtools,itremainsunabletoidentifyhowmuchitspendsonlawenforcement,

naturalresources,andotherkeyfunctionalactivities.

TheDepartmentthroughitstransformationteamshouldimplementstateoftheartprocessesandtechnologythat

enabletransparent,accurate,andaccountablebudgeting,planning,andprojectimplementation.

Recommended

Actions

Recommendandimplementspecificactionstoalignandmodernizeaccounting,budgeting,asset

management,personnelmanagement,timereporting,andfinancialreportingsystems.

Recommendandimplementspecificactionstomodernizepaymentprocessingandreservationsystems.

Createnewreportsanddashboardstoallowforbetterserviceandoutcomemonitoring,communicationflow,

anddecisionmakingbasedontimelyandaccuratedata.

Trainstafftocompetentlyusenewsystems.

ModifyDepartmentprocurementrulesthatimpedemodernization,whileutilizingguidanceandtrackingto

ensureaccountabilityandadoptingmorecontemporaryprocurementpracticesbaseduponmorerigorous

evaluationmethodsandcloseradherencetotherealpurposesofthespecificprocurement.

Setand

meet

goals

to

implement

effective

fee

collection

systems

and

capture

visitor

demographic

data

to

assessuseandinformplanning.

14CaliforniaStateAuditor,Report2012121.1.


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STATEPARKSCANNOTDOITALONE

SinceCaliforniacreateditsfirstpubliclyfundedparkin1902,thestatehasrelieduponpartnershipstohelpraise

moneyneededtoprotectlandsandpromoteconservation.Localandfederalgovernmentagencies,nonprofit

groupsandfoundations,localbusinesses,volunteers,andprivatecompanieshaveaugmentedservicesand

providedprogramsforthepublicatanumberofparksthroughoutCalifornia.In2012,stateparksraisedmorethan

$3million

from

private

donors

and

forged

agreements

with

anumber

of

local

governments

and

private

organizationstohelpoperateorfinanciallysupport26parks.15

TheCommissionrecommendstheDepartmentincreasetheuseofmissionbasedpartnershipandcollaborative

agreements,understandingtheseagreementsshouldincludeongoingDepartmentoversight,collaboration,and

cooperationtobestachievemission.Inaddition,anewnonprofitorganization,theCaliforniaParksConservancy,

shouldbecreatedtosupporttheDepartmentwhereitlackstheresourcestoinvest,necessaryexpertise,or

flexibilitytotakeonnewwork.ExpandedcollaborationwithparksupportersiscriticaltohelptheDepartment

achieveitsmissionandmeettheneedsofthestate.

FosterPartnerships:CaliforniansWanttoHelp

Asakeypartofitstransformation,theDepartmentmustlookexternallyandembracenewmodelsforworkingwith

partnerstoeffectivelyadvanceitsmission.WhiletheDepartmentcurrentlyworkswithavarietyofpartnersaround

thestate,muchmorecanandmustbedonetotakeadvantageofthewealthofresources,expertise,and

commitmentoforganizationsandindividualswhosupportparks.TheDepartmentmustfunctionasaleader,

coordinator,andpartnerthatseeksoutinnovative,costeffectivemeansoffulfillingitsduties.

TheDepartmentthroughitstransformationteamwillimplementasustainablestructuretoworkcloselywithpublic

agencies,CaliforniaIndianTribes,nonprofitorganizations,businesses,volunteers,andcivicleaders,notonlywithin

theStateParkSystem,butacrossthelandscapeoflocal,state,andfederalparksandprotectedlands.

Recommended

Actions

EstablishastructurewithintheDepartmenttoworkcloselywithpublicagencies,nonprofitorganizations,

tribes,businesses,volunteers,andotherpartnersandprovidetheresourcesnecessarytofacilitate,develop,

andmanagepartnerships.

Createincentivestorewardinnovationandpartnerships,andprovideflexibilityandsupporttoencouragethe

Departmenttoworkeffectivelywithpartners.

DevelopmeansofenablingtheDepartmenttomoreeasilyacceptservices,temporarystaffing,resources,and

projectsdevelopedbypartners.

EstablishtheCaliforniaParksConservancy

Werecommend

creating

the

California

Parks

Conservancy

(Conservancy),

anonprofit

public

benefit

organization,

toprovideoperational,financial,andstrategicsupportfororganizationsthatmanageoroperateparksandother

protectedlandsinCalifornia,withitsfirstprioritybeingstateparks.Tobeeffective,theConservancymustbegiven

theabilitytoreceiveanddistributefundingfromgovernmentalandnongovernmentalsources.


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TheConservancywillcollaboratewiththeDepartmenttoexpandvisitationandaccessforyounger,morediverse

audiences;improveandexpandeducationalandinterpretiveprograms;promotehealthylifestyles;improve

protectionorrestorationofnaturalandculturalresources;andengagecommunitiesandpartners.The

ConservancysprimaryfocuswillbetocomplementandamplifytheworkoftheDepartmentbybringingnew

resources,expertise,andflexibilitytoassisttheDepartmentinaccomplishingitsmission.

TheConservancy

will

be

led

by

aboard

that

reflects

Californias

demographic

and

geographic

diversity.

Its

members

willincludepeoplewithexpertiseinbusinessandfinance,parks,landmanagement,education,communications,

marketing,technology,naturalorculturalresourcemanagementandinterpretation,andcitizenengagement,as

wellastheabilitytocontributeorraisefunds.

Whiletherearemanysuccessfulparksupportorganizationmodels,nonecurrentlyoffersthescopeanddepthof

serviceswebelievenecessary.SomeofthesuccessfulmodelswestudiedincludetheGoldenGateNationalParks

Conservancy,theYosemiteConservancy,andtheAnzaBorregoFoundation.Theyareallnonprofitsupportpartners

fornearbynationalorstateparks.Allhavebeensuccessfulfundraisersthathaveprovidedmillionsofdollarsof

privatefundingforparks.Theyworkwiththeirpublicagencypartnerstoprovideavarietyofservicesincluding

scientificresearch,trailandhabitatrestoration,andeducation,youth,interpretive,andcommunityoutreach

programs.

They

help

manage

park

improvements,

engage

volunteers,

and

undertake

marketing

for

capital

campaigns,majorprojects,andsupportacquisition.Thespecificfocusofeachsupportorganizationsefforts

reflectstheagencypartnersprioritiesandneeds.Itisalsoimportanttonotehowmuchoftheseorganizations

successisduetoasound,constructiverelationshipwiththeirpublicagencypartners.

CreatinganewparksupportentityisreminiscentofthecreationoftheCaliforniaStateParksFoundation

(Foundation)in1969byWilliamPennMott,Jr.,formerNationalParkServiceandDepartmentdirector,forthe

purposeofraisingprivatefundsandundertakinglandacquisitionsforparks.16TheFoundationsmissionhas

evolvedovertheyears.Today,theFoundationcontinuestoraisefundsforparks,remainsdedicatedtoprotecting

andenhancingCaliforniasstateparks,andalsoundertakesadvocacyforCaliforniastateparks.17

ThenewCaliforniaParksConservancywillnotundertakeadvocacy.WhiletheConservancysmainprioritywillbeto

servestate

parks,

it

will

also

support

parks

throughout

California

whether

state,

regional,

or

local.

The

Conservancy

willbuilduponandaddvaluetothenetworkofexistingparksupportorganizations,includingtheFoundation,

recognizingthatsupportatthelocallevelwillcontinuetobeakeydriverforparkssuccess.Wherealocalpartner

exists,theConservancywillworktosupportitsefforts;whereapartnerdoesnotexist,theConservancywillstepin

tohelp.WeenvisiontheCaliforniaParksConservancywillreflectmanyofthesameentrepreneurialskillsof

successfullocalpartnerssuchasCrystalCoveAllianceandSantaBarbaraTrustforHistoricalPreservation,and

identifyandaddresspriorityprojectsquicklyandefficientlyinclosecoordinationwiththeDepartment.Wehave

collectedmanyideasforinitialtangible,onthegroundprojectsforaCaliforniaParksConservancytoincubateand

implement,includingwebandmobiledeviceapplicationstofacilitatecommunicationamongparkusers,increased

numberandvarietyofovernightaccommodations,andtransportationoptionstoparksthroughtravelpasses,

discountedrateswithcarsharingoperatorsandbicycleandridesharingarrangements.TheConservancysleaders

willneed

to

work

with

the

Department

to

identify

priorities

and

opportunities

to

implement

high

impact,

successfu

projectsuponwhichtheConservancycanbuildandexpandasitscapacityandresourcesgrow.Injurisdictions

wheresuccessfulparksupportorganizationsexist,theCaliforniaParksConservancywillcoordinateandlearnfrom

thosecollaborations,butfocusitsresourcesinlocationswithneedandwithoutsupportaswellassystemwide

projects.

16CaliforniaStateParksFoundation,"AboutUs.".

17Ibid.


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PARKSFORALL

ThebreadthanddiversityofCaliforniasparksprovideboundlessopportunitiestoenrichthelivesandcommunities

ofCaliforniansandbeyond.Increasedparkvisitationcanyieldmultiplebenefits,includinggeneratingrevenuesto

sustainparks,contributingtolocaleconomies,andexpandingconstituencieswillingtofightforthefutureofparks.

Theseopportunitiescanbefullyrealizedonlyifoureffortsfocusonbothcarefullyprotectingournaturaland

culturalresources

and

expanding

park

access

to

all

Californians.

This

requires

new

tools

and

strategies

to

balance

evolvinghumaninterestsandaddressfuturenaturalandculturalresourceneeds.

TheDepartmentischargedwithprotectingandmanagingthesystemsnaturalandculturalheritagefor

Californiansandvisitorsfromaroundtheworldtoexperience.Thisisatthecoreofstateparksmissionandmust

remainatoppriority.Thischargeisincreasinglychallengingasthesystemssensitivenaturalandculturalresources

facecompoundingchallengesfromdecreasingbudgetsanddeferredmaintenance,aswellasclimatechange,

populationgrowth,anddevelopmentandextractionpressure.

Wehaveheardmanytimesthroughoutthiseffortthatparkvisitorsdonotdistinguishbetweenjurisdictional

boundarieswhenseekingoutdoorexperiences;thatparkvisitorspaylittleheedastowhethertheyarevisitinga

state,national,

regional

or

local

park.

18

This

presents

both

challenges

and

opportunities

in

developing

strategies

to

increaseparkvisitationandimprovestewardshipacrossjurisdictionalboundaries.ItchallengestheDepartmentto

workmorecloselywithotherparkproviderstocreateamoreseamlessnetworkofparkswithsharedresourcesand

coordinatedstewardshiptoprotectnaturalecosystemsandenhancetheoverallvisitorexperience.

ThroughouttheParksForwardeffort,wealsohavebeenmindfulofthechangingfaceofCalifornia.Forexample,

thestatesLatinopopulationisprojectedtogrowfrom38percentin2010to52percentin2040.19Millennials

thesegmentofthepopulationbornbetween1980and2000constituted29percentofCaliforniaspopulationin

2010andrepresentthesinglelargestgenerationinhumanhistory.20Millennialswilllikelydeterminethenextsix

Presidentialelections.Inaddition,Californiansincreasinglyaresettlinginurbanareas.In2010,61percentof

Californianswereclusteredinthreeurbanareas;by2050,thatnumberisprojectedtogrowto76percent.21These

realitiesarefoundationaltohowthesystemmustadapttoserveCaliforniaintothefuture.

OurrecommendationsreflectthesechallengeswhilecapturingavisionforaStateParkSystemthatisanessential

componentofalarger,integratedparksnetworkconnectinglargenaturallandscapesthatareeasilyaccessible,

contributetothehealth,economies,andvibrancyofpeopleandtheircommunities,andensurealegacyofdiverse

andwellfunctioningnaturalecosystems.

Protect

Natural

and

Cultural

Resources

Asastewardshipagency,theDepartmentplaysacentralroleinprotectingandmanagingCaliforniasnaturaland

culturalheritage.ThisroleisfundamentalandremainsatthecoreoftheDepartmentsmission.

18ImpactsResearchandDevelopment,ParksForwardintelligenceSummary,reporttoParksForwardCommission,

February12,2014.19

ManuelPastor,PhD,MirabaiAuer,JaredSanchez,ParksForward:DemographicChangeintheGoldenState,reportto

ParksForwardCommission,September18,2013.20

ImpactsResearchandDevelopment,ParksForwardintelligenceSummary,reporttoParksForwardCommission,

February12,2014.21

Ibid.


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Stateparks1.6millionacresystemprotectssomeofCaliforniasmostvaluednaturalresourcesandisintegralto

national,statewide,andregionalnetworksofconservedland.Soundlymanagingandrestoringecosystems,suchas

healthyandfunctioningforests,nativegrasslands,deserts,marshes,meadows,dunes,beaches,intertidal,and

estuarinesystems,improveshabitatandhassignificancefarbeyondparkboundaries.Thisrolewillgrowin

importancewiththeincreasingimpactsofclimatechangeandurbanization.Stateparksshouldnotbeignoredin

theirpotentialtoaddressthechallengesofclimatechange.Byprovidingessentialrefugefordiversefloraandfauna

thatwill

be

significantly

affected

by

climate

change,

parks

play

acritical

role

in

addressing

impacts.

22

Park

propertiescanalsobenefitfrompartneringwithCaliforniaIndiantribes,universities,nonprofits,andothersto

integrateknowledge,developmoreholisticapproaches,andincreaseunderstandingofresources,theircondition,

andtrends.

Inaddition,theDepartmentischargedwithprotectingsomeofthestatesmostimportantandsensitivecultural

resources,includingancientvillages,historicstructures,andmuseumcollectionscontainingthousandsofartifacts,

worksofart,photographs,anddocuments.AmongthesearemanyCaliforniaIndianculturalplacesandresources,

suchasarchaeologicalandsacredsites,ethnographicproperties,andculturallandscapes.Inlightoftheancestral

andhistoricalconnectionCaliforniaIndiantribeshavewithmanystateparkpropertiesandresources,the

Departmentshouldstrengthenitsrelationshipwithtribesandcollaboratewiththemtoensurethelongterm

protection

of

ancestral

cultural

items.

TheDepartmentmustensureadequateresourcesareallocatedtothelongtermprotectionandstewardshipofall

ofitsnaturalandculturalassets.Inaddition,theDepartmentmustmakefullandincreasinguseofpartnerships

withotherpublicagencies,CaliforniaIndiantribes,academicinstitutions,privatecompanies,nonprofits,

volunteers,andothers.Asoneexample,regionalcollaborativenaturalresourcemanagementwithotherpublic

agenciesandstakeholdersisalreadybeingundertakeninsomedistrictsandshouldbereplicatedinotherregions.

TheDepartmentrecentlysignedanagreementwithNationalParkService,MarinMunicipalWaterDistrict,Marin

CountyParks,MarinOpenSpaceDistrict,andGoldenGateNationalParksConservancytoworktogetherforthe

longtermstewardshipofMountTamalpaisandadjacentlands.23Thispartnershipgrewoutofasuccessful

collaborationintheRedwoodCreekwatershed,whichresultedinimprovedtrails,creationofvisitorviewing

balconies,aunitedeffortagainstinvasivevegetation,andintegratedandimprovedsignage.24Inaddition,creating

partnershipsto

restore

historic

buildings

and

adapt

them

for

new

uses

presents

another

promising

opportunity,

as

doespartneringwithCaliforniaIndiantribesandotherstoactivelystewardculturalresourcesandoffercultural

educationprograms.

Recommended

Actions

NaturalResources

Partnerwithrelevantpublicagencies,CaliforniaIndiantribes,landtrusts,universities,andother

stakeholderstocollaborativelymanagenaturalresourcesandsupportanetworkofprotectedlands

managedforresiliencyandconnectivity.

Emphasizeand

address

climate

change

adaptation

in

natural

resource

management.

22Thisroleofstateparkshasbeguntoberecognizedforexample,theCuyamacaRanchoStateParkreforestationproject

wasthefirstofitskindtobeapprovedforfundingthroughcarbonoffsetprograms.Thiscouldcontinuetobeadvancedasa

legitimatefundingsourceforthemanagementandrestorationofparkecosystemstocombatimpactsofclimatechange.23

PressRelease,March19,2014.24

RedwoodCreekWatershedCollaborative,201213AccomplishmentsReport.

.


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FurtherdeveloptheDepartmentssciencebasednaturalresourcemanagementprogram,including

inventoryingandmonitoringstateparkresources,developingappropriatemanagementorientedresearch,

andworkingwithotherstakeholderstointegrateandimproveresourceknowledge.

CulturalResources

Build

partnerships

with

California

Indian

tribes,

museums,

academic

institutions,

and

others

to

co

manage,

steward,andprovideeducationaboutandopportunitiestoexperienceculturalandhistoricheritageand

resources.Thisshouldincludeenablingandencouragingrevitalizationoftraditionalculturalactivitiesandthe

traditionaluseofculturalresourcesbyCaliforniaIndiantribes,consistentwithparkprotectionand

managementmandates,anddevelopingaprogramtoensurethelongtermprotectionofancestralcultural

itemsheldbytheDepartment,includingrepatriationwhereappropriate.

Createpreservationpartnershipstoprotectandrestorehistoricstructuresandencourageadaptivereuse

whereappropriate.

Expand

Access

to

Parks

The

best

way

to

get

more

people

to

understand

the

value

of

parks

is

to

get

more

people

to

visit

parks.

It

is

critical

forthelongtermsuccessoftheStateParkSystem,andforthestate,thatallparkvisitorshavesafeandeasyaccess

toparks.Increasedparkvisitation,ifdoneright,willcontributetothesystemslongtermsustainabilitybybuilding

astrongercoalitionofparkusersinsupportofparks,creatingamorediversecommunityofparkusersreadyto

leadandworkinparks,andgeneratingincreasedrevenuesfromincreasedparkuse.

Expandingparkvisitationrequiresamorefocusedefforttoensureparkfacilities,amenities,andprogramming

servetheneedsofabroaderbaseofparkvisitors.Forexample,recentanalysisconfirmsthatparksaregenerally

notlocatedwheremostCaliforniansreside,particularlyinurbanizedareas.Generally,lowincomeareasarepark

poor,whileparkrichareasarelocatedfarfrompopulationcenters.25Recentstudiesalsoshowthatmorepeople

willvisitifparksofferabroaderrangeofaffordableovernightaccommodationsandholdmorespecialeventssuch

asconcerts.26ImprovingparkaccessforCaliforniasunderservedcommunitiesandurbanareasrequiresparksthat

meetthe

particular

needs

of

these

communities,

which

means

areas

for

active

recreation

like

soccer

fields,

larger

picnicareasformultigenerationalfamilygatherings,specialevents,historicandculturalresourceinterpretation,

andaccessibleovernightlodgingalternatives.

TheDepartmenteffectivelysupportsmanyoftheseparkusesthroughitsstatebondsupportedcommunitygrants

program.ThesuccessoftheDepartmentslocalgrantsprogramhasshownregionalandlocalparkagenciesare

oftenbestatprovidingtheseonthegroundservices,anddemonstratesthecriticalcoordinatingrolethe

Departmentcanplayinexpandingparkoptionsfortraditionallyunderservedcommunities.Futurepublicfunding

measuresshouldincludeadditionalfundingfortheDepartmenttocontinueitscommunitygrantsprogram,

enablingtheDepartmenttocontinueplayingastrategicroleinexpandinglocalparksandcreatingabroader

neighborhoodparksystemthatconnectsstate,regional,andlocalparks.

Whilegrowingtheoverallnumberofparkvisitorsisimportanttothissetofrecommendations,equallyimportantis

ensuringparkvisitorsreflectCaliforniasdemographicmakeup.Toaccomplishthis,theDepartmentshouldseta

goaltohaveparkvisitationmirrorCaliforniasdemographicmakeupin10yearsandimplementactionsthatdrive

25TheCityProjectpresentationtoParksForwardCommissionworkshop.


February12,2014.


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towardsthatgoal.Inaddition,parksrequireaworkforce,partners,andvendorswhoreflecttheculturaldiversityof

parkvisitors,aswellasactivecommunityengagement,toensureprogrammingandservicesofferedmeetthe

needsoflocalcommunities.Aprogramtohelprecruitandtrainnewparkprofessionalsmaybeaplacewherethe

CaliforniaParksConservancycanengage.

CreatingmorereadilyavailableandaffordabletransportationoptionstohelpCaliforniansreachboththeir

neighborhoodparks

and

the

states

more

remote

parks

is

also

key

to

expanding

park

access,

but

only

part

of

the

solution.Groupsofschoolagevisitorsandcommunitygroupscouldbeencouragedtovisitstateparksforthefirst

timethroughexpandeduseofschoolbusesandcharteredvehicles.Innovativediscountedfareprogramscouldbe

developedwithexistingtransitandrailoperatorstomakeiteasierforindividuals,families,andgroupstotravelto

stateparkswithoutusingprivatecars.Additionally,theNationalParksServicesTransittoTrailsprogram,which

providesaccessiblepublictransportationforinnercityyouthandtheirfamiliestoparks,isaproventransitprogram

thatshouldbeconsideredforadoptioninstateparks.Foranytransportationsolutionstobeeffective,parks

professionalsandtransitandbusprofessionalswillneedtoovercometheirtendencytooperateinseparate

worldswithminimalcommunicationaboutsharedgoals.

Evenelevatedparkvisitationnumbersmaynotaccuratelyillustrateobstaclestoexpandedparkaccess.Firsttime

visitors

may

come

to

a

state

park

in

a

chartered

bus

but

hesitate

to

explore

the

full

park

experience

on

their

own.

Beyondprovidingconvenient,affordabletransportation,parksneedtoofferwaysforthefirsttimevisitorto

experiencethephysical,historical,orculturalimplicationsandopportunitiesprovidedbyparksthrough

interpretationorenvironmentaleducationprograms.Schoolagevisitorsareespeciallyimportantbecause

childrenandteenagersenthusiasticabouttheirparkvisitcanthenplayacrucialroleinencouragingparentsand

otherfamilymemberstovisitandexperienceparkswiththem.

RecommendedActions

Expandaccesstoparksinunderservedandurbanareas,includingdevelopmentofinterpretationand

environmentaleducationprogramsandparkamenitiesthatmakeparkexperiencesrelevanttoparkvisitors.

Improvetransportationoptionstobroadenparkaccess,includingopeningcommunicationsbetweenparkand

transportationofficials

to

determine

how

rail

and

bus

resources

can

expand

park

access.

Supportcreationofanintegratednetworkoflocal,regional,state,andfederalparklandsforparkusers.

Createdigital,multilingualcommunicationtools,includingsocialmedia,thatencourageandfacilitatepark

usebyprovidinginformationonnearbyparks,activities,amenities,andtransportationoptions.

Increasethenumberandvarietyofovernightaccommodations.

Developastrategicmarketingprogramandactivecommunicationsstrategytoidentifyandreachpotential

newparkvisitors.

RecruitandtrainamorediversesetofparkprofessionalswhoreflectCaliforniasculturaldiversity.

Engage

Younger

Generations

ThefutureoftheStateParkSystemdependsonourabilitytoengageyoungpeopleinthevalueofparksandwhat

theyhavetooffer.Beyondthisimperative,deepexperienceswithnatureatayoungagebuildconfidence,increase

academicperformance,andgrowfutureleaders.Youngergenerationsarespendinglesstimeoutdoorsandhave

lessconnectiontoparksandnature.Researchidentifiesanumberofsocial,cultural,andfinancialreasonsforthis,

includingsafetyconcerns,timeavailabilityoutsideofstructuredsports,school,andwork,generallackof


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awareness,alackofageappropriateprogramsandactivities,andfewethnicallydiverseparkemployeesservingas

rolemodelsandmentors.MarketresearchconductedforParksForwardfoundthatmanyyoungpeoplesimply

believe"peoplelikeme"don'tgotoparks.27

Parksarealsoatremendouseducationalasset.FromsciencetoCaliforniahistoryandculture,parksoffer

opportunitiesforhandsonprogramsthatbringsubjectsalive.Engagingyoungergenerationsthroughparkscan

breedlifelong

commitments

to

the

environment

and

ahealthy

planet.

The

Department

has

offered

anumber

of

innovativeprogramsovertheyearsthatintroduceyouthtoparkvaluesandaddresseducationalandsocialissues.

Weneedtoexpandtheseopportunitiesforoureverchangingyoungergenerationssotheycanenjoythelifelong

benefitsoftheoutdoors,andapplythesevaluestobuildhealthiercommunities.

Whileallofthiswillopenthedoortoafuturewhereparkprofessionalisonthelistofcovetedprofessionsfor

youngergenerationsofeveryethnicity,theDepartmentstillmusttakeactiverecruitmentmeasurestoensurea

DepartmentworkforcemorereflectiveofCaliforniaschangingdemographics.Aprofessionalrecruitmentand

developmentprogramforparksstructuredalongthelinesofotherprovenprogramsthattargetrecentcollege

graduatescouldidentify,recruit,train,andacceleratepromotionoftalentednewhiresattheDepartmenttolead

parksintothefuture.

Avibrantandsustainableparksystemwilldependonourabilitytoattractyoungergenerationstouse,engage,

steward,andleadparks.

Recommended

Actions

IncreaseoutdooreducationandrecreationopportunitiesofferedbytheDepartmentandpartners.

Recruitandtrainyoungergenerationsasparkvolunteersandprofessionals.

Partneractivelywithyouthconservationandpreservationinternship,hiring,andleadershipprogramsatthe

nationalandlocallevels.

Promote

Healthy

Lifestyles

and

Communities

Parksplayanimportantroleinadvancinggoodhealth,providingcleanairtobreathe,cleanwatertodrink,and

openspaceforrecreation.Healthcareprovidersincreasinglyrecognizethatnatureandparkscanimprovehuman

healthandreducehealthcarecostsforallgenerations.Chronicillnessessuchasobesity,heartdisease,stroke,

allergies,asthma,attentiondeficitdisorder,anddiabetesareontherise,costaconsiderableamounttotreat,and

canbetracedtoanindoor,sedentarylifestyle.Foryoungergenerations,unstructuredoutdoorplayisprovento

reduceinjuries,improveconcentrationandlanguageskills,andbuildstronger,betterbalanced,andmoreagile

bodies.28

Healthcarecostsareprojectedtoincreaseasapercentageofgrossdomesticproductintheyearsahead,byas

muchas50percentby2082.29Theincentivestoworkwithparkprovidersoninnovativesolutionshasneverbeen

higher.By

better

integrating

park

programming,

facilities,

and

services

to

address

critical

health

issues,

park


February12,2014.28

PublicHealthandParks,presentationtoParksForwardCommission,February12,2014.29

Ibid.


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managerscanforgemoreeffectivepartnershipswithhealthcareprovidersandbuildbroadersupportforparksand

ahealthiersociety.

RecommendedActions

Developandrefineplanningandmeasuringtoolstolinkparkusewithimprovedpublichealth.

Createpartnerships

with

healthcare

providers

to

advance

projects

that

encourage

healthy

behaviors.

Collaboratewithlocal,regional,andnationalparkstoaddresshealthconditions,publichealthissues,and

healthdisparities.

Expandhealthyfoodoptionsinparks.


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SECUREFUNDINGFORTHEFUTURE

Annually,stateparksdrawmorethan68millionvisitors30fromCaliforniaandaroundtheworldwhoprovidea

majoreconomicboosttogatewaycommunitiesandthestateasawhole.Forevery$1ofpublicinvestment,$13of

directeconomicactivityisgenerated.31Thiseconomicactivitysupports56,000privatesectorjobsandcontributes

totherevenueoffouroutofeveryfiveCaliforniacounties.32

ThestatesGeneralFundcontributiontotheStateParkSystemisvolatile,reflectingchangesinstaterevenue.In

thebudgetsurpluseraoftheearly2000s,lawmakersapprovedahighof$129.5millionforstateparksforfiscal

year20012002.Thenextyear,theGeneralFundallocationdroppedto$89million.33Morerecently,whenstate

revenuesplunged,Gov.JerryBrownandhispredecessor,Gov.ArnoldSchwarzenegger,bothproposedcuts.

Inthesummerof2012,thestatescontinuingfinancialproblemsnearlyledtoclosureof70stateparks.While

manyofthechallengesfacingstateparkswerenotnew,thethreatenedclosuresdrewaddedattention.Legislative,

nonprofit,andothergroupswhohavestudiedthesituationreachedtheconclusionthatCaliforniasparksystemis

inseverecrisis.Weagree.

TheDepartment

must

maintain

nearly

3,200

historic

buildings,

6million

museum

objects,

more

than

11,000

archaeologicalsites,4,500milesoftrails,and15,000campsites.34Today,theDepartmentdoesnothavesufficient

fundsforitsongoingmaintenanceletalonethebacklogofdeferredmaintenanceprojectsandcapitaloutlay

projects.35Inthepast,bondfundshavepaidforcapitalprojects,butthesefundswillbespentbeforetheendofthe

decade.36

Firstandforemost,theDepartmentmustmaximizetheeffectivenessoftheexistingorganizationwithcurrent

resources.EarlierrecommendationstotransformtheDepartmentwillbeessentialfirststeps.Theseinitial

upgradesinfiscalmanagement,trainingnewleaders,increasingpartnerships,eliminatingduplicationand

unnecessaryoversight,andotherorganizationalimprovementsarecritical.Inadditiontoimprovingeffectiveness,

theDepartmentmustfocusonincreasingappropriaterevenuegeneratingopportunities.Thesetoowilltake

investmentsintools,technology,andtraining,aswellascreatingincentivesforfieldstafftoseekadditional

opportunitiestogeneraterevenue.Effectiverevenuemodelsexistthroughouttheparksystem,andtheseshould

bebuiltupon.

However,evenwiththeseeffectivenessandrevenuegenerationimprovements,GeneralFundreductionsand

deferredmaintenancehavecompromisedtheabilitytomanageandsustaintheStateParkSystem.Existingfunding

nolongerguaranteesthepromiseoftheparkvisiontofuturegenerations.

30CaliforniaStateParks,StatisticalReport2011/12FiscalYear,2012.

31BBCResearchandConsulting,CaliforniaOutdoorRecreationEconomicStudy:StateParkSystemContributionsand

Benefits.32

CaliforniaStateParksFoundation,AboutUs.33

CaliforniaResearchBureau,CaliforniaStateLibrary,CaliforniaStateParks:ABudgetOverview,CRB13002.34

CaliforniaStateParksFoundation,DidYouKnow...?,2013.35

CaliforniaResearchBureau,CaliforniaStateLibrary,CaliforniaStateParks:ABudgetOverview,CRB13002.36

FTIConsulting,CaliforniaStateParksBaselineFinancialAssessment,reporttoParksForwardCommission.November,

2013.


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Ifwearetorestorepublicconfidenceandacommitmenttothefuture,wemustaddressthechallenges,clarifythe

necessarylevelsofservice,anddevelopsharedprioritiesforfunding.Understandingwhatitcoststosustainthe

systemisessential.Atpresent,insufficientinformationexiststoanswerwhatitshouldcost.Werecommendthe

Departmentbeginimmediatelytoidentifycostsforappropriatelevelsofservice,analyzewhatthosecostsshould

be,whatrevenuegenerationpotentialshouldbe,andwhatadditionalfundingisneededtoensurenaturaland

culturalresourcesandvisitorservicesareadequatelymaintained.

Withsuchinformation,thestatecanexploreadditionaloptionstoprovidedependablefundingforparks.We

recommendenactingadedicatedsourceofpublicfundingtosupporttheCaliforniaStateParkSystem,aswellas

regionalandlocalparks,toprovideaseamlessnetworkofparksthatprovideaccessforallCaliforniansandattract

visitorsfromaroundtheworld.Untilthisworkiscompleted,wemustseekadditionalfundstomeetongoingpark

operatingneedsandtocontinuallyreducethemaintenancebacklog.Todolessrisksthewellbeingofthese

valuableassetsandthepublicsaccessandenjoymentofthem.Weencouragelookingtoallavailablesourcesto

preventparkclosuresordamagetonaturalandculturalassets.


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CONCLUSION

NowisthetimetotransformtheDepartmentintoonethatcancollaborativelymanageavitalsystemofparksused

byabroaderbaseofvisitorsfrombothwithinandoutsideofCaliforniafordecadestocome.Ourrecommendations

arerootedinthecurrentmissionforstateparksandfocusonbetterprotectingnaturalandculturalresourcesand

providingmoreopportunitiesforCaliforniansandvisitorstoenjoyandbenefitfromthem.Ourrecommendations

recognizethat

accomplishing

this

mission

requires

anew

paradigm

for

California

parks

one

that

looks

to

the

vast

networkofparksandprotectedlandsinourstate,embracesthemanypartnersinthestatewhosharestateparks

goals,andattractsmorepeopletovisitandconnectwithparks.

KeytoourrecommendationsistransformingtheDepartmentintoonewiththeleadership,resources,structure,

andtoolstoadvancethestateparksmissionintothefuture.OurplanwillcontinuethisAdministrationsinterests

inaDepartmentthatisareceptive,flexiblepartnertootherparksystems,nonprofits,andthosewhosharethis

commitmenttoafutureintegratedparkssystem.TheDepartmentwillemployhighlyeffectivestaffandusestate

oftheartprocesses,planning,andmetricsforsuccess,andparkmanagerswillhavethefinancialresourcesand

managementtoolstheyneedtosucceed,includingstablepublicfunding.

Thistransformed

Department

will

be

positioned

to

advance

the

new

parks

paradigm

embraced

in

our

recommendations.TheDepartmentwillplayakeyroleintheprotectionandstewardshipofthestatesnaturaland

culturalresources,includingthestatesresponsetoclimatechange.Stateparkswillformpartofanetworkofinter

connectedparksandlandscapesacrossthestatewhicharemanagedacrossjurisdictionsforthecommongoalof

longtermresourceprotection.Allvisitorswillhaveaccesstothisnetworkofparks.Everycommunitywillhave

accesstoaqualitypark,togetherwithallofthecultural,social,health,andeconomicbenefitsparksprovide.Parks

willofferoutdooramenities,activities,andfacilitiesdesignedforthecommunitiestheyserve,andprovide

opportunitiesforcommunitiestobuildsafeplacestocometogetherandvenuesforspecialevents.Improved

technologywillenablemorepeopletoenjoyandlearnaboutparks.Parkswillconstituteoutdoorclassroomsforall

ages,withenrichingscienceandeducationalprogramsthatmakeCaliforniashistoryandculturalheritagecome

alive.Ouryoungergenerationswillbecomeavidparkusers,supporters,andprofessionalstoguideparksinthe

future.

WebelievewholeheartedlyCaliforniaisuniquelycapableofaccomplishingourrecommendations.Asdifficultasthe

taskmaybe,Californiansdedicationtotheirparksisgreater.AunifiedeffortledbyatransformedDepartmentand

asupportingcoalitionofpublicagencies,parkprofessionals,nonprofitorganizations,partners,volunteers,

CaliforniaIndiantribes,businesses,civicleaders,andadvocatesisuptothetask.


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APPENDIXA:PARKSFORWARDCOMMISSION

LanceConn,CoChair.Mr.ConnisaBayAreabusinessmanandconservationist.Heservesontheboardsof

directorsforCharterCommunicationsandtheNationalFishandWildlifeFoundation,andservesontheadvisory

councilforTruckeeDonnerLandTrust.

ChristineKehoe,CoChair.Ms.KehoeistheexecutivedirectoroftheCaliforniaPluginElectricVehicleCollaborative.From2000to2012,Ms.KehoeservedintheCaliforniastatelegislatureasamemberofthe

AssemblyandthestateSenate.

CarolynFinney,PhD.Dr.FinneyisanassistantprofessorintheDepartmentofEnvironmentalScience,Policy,

andManagementattheUCBerkeleyCollegeofNaturalResources.ShechairstheRelevancyCommitteeonthe

NationalParksAdvisoryBoard.

CarylHart,PhD.Dr.HartisthedirectorofSonomaCountyRegionalParks.ShewasamemberoftheCalifornia

StateParksCommission,appointedbythreesuccessivegovernorsandservedfrom2000to2013,including

sevenyearsaschair.

StephenLockhart,MD,PhD.Dr.LockhartisregionalvicepresidentandchiefmedicalofficerforSutterHealth,

EastBay

Region.

He

serves

as

chair

of

the

NatureBridge

board

of

directors

and

is

adirector

of

REI

and

the

NationalParksConservationAssociation.

MichaelLynton.Mr.LyntonisthechiefexecutiveofficerofSonyEntertainment,Inc.Mr.Lyntonisamemberof

theCouncilonForeignRelationsandservesontheboardsoftheLosAngelesCountyMuseumofArtandthe

RandCorporation.

JuliePackard.Ms.PackardistheexecutivedirectoroftheMontereyBayAquarium.Sheservesontheboardsof

theCaliforniaNatureConservancy,theMontereyBayAquariumResearchInstitute,theDavidandLucilePackard

Foundation,andothers.

ManuelPastor,PhD.Dr.PastorisaprofessorofAmericanStudies&EthnicityatUniversityofSouthern

California,wherehealsoservesasdirectoroftheProgramforEnvironmentalandRegionalEquityandco

directorof

the

Center

for

the

Study

of

Immigrant

Integration.

JohnReynolds.Mr.Reynoldsservedfor39yearsintheNationalParkService,includingthePacificWestand

MidAtlanticregions.HewasexecutivevicepresidentoftheNationalParkFoundationfrom2005to2007and

currentlyservesontheboardofthePresidioTrust.

HawkRosales.Mr.RosalesistheexecutivedirectoroftheInterTribalSinkyoneWildernessCouncil,anonprofit

tribalconservationorganizationoftenfederallyrecognizedNorthernCaliforniatribesrevitalizingtraditional

tribalstewardship.

TobyRosenblatt.Mr.RosenblattispresidentandgeneralpartnerofFoundersInvestments,Ltd.Hewas

foundingchairofthePresidioTrustandhasservedontheboardoftheGoldenGateNationalParks

Conservancy.

MichaelWoo.Mr.WooisdeanoftheCollegeofEnvironmentalDesignatCalPolyPomona.Heisvicechairof

theLosAngelesCountyGrandParkFoundationboardofdirectorsandisaformermemberoftheLosAngeles

CityCouncil.


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APPENDIXB:HISTORYOFSTATEPARKS

TheEarlyParkMovement

Formillennia,Californiatribalpeoplesstewardedtheirnaturalworldinwaysthatensuredtheremarkable

diversityandabundanceoftheecosystemstheydependedupontosupporttheirwaysoflife.Manyofthe

statesnaturalhabitattypesandspecieswerepreservedthroughthecarefulmanagementandsustainableuses

practicedfor

countless

generations

by

the

states

first

peoples,

who

remain

culturally

connected

to

these

places

today.ThecarefulconservationoftheseancestrallandsandwatersbyCaliforniastribalpeoplesprovidedthe

essentialfoundationforthestatesproudlegacyofprotectedlands.

Attheturnofthe20thcentury,developmentandhighwayconstructionthreatenedCaliforniasnaturaland

culturalheritage,andloggingnearlydecimatedthestatesoldgrowthredwoods.Conservationleaderssuchas

AndrewHillemergedtoaddressthesethreats,advocatingforthepreservationofwild,scenicspacesforfuture

generationsphysicalhealthandmentalwellbeing.ThelegislaturerespondedbycreatingCaliforniasfirst

official,publiclyfundedstateparkin1902BigBasinRedwoods.

FromParkstoaParkSystem

Thelegislature

created

the

State

Park

Commission

in

1927

to

bring

order

and

design

to

what

had

grown

into

aloosenetworkofindividualparks.FrederickLawOlmstedJr.producedaninventoryofCaliforniasunique

landscapes,variedhabitats,andhistoriclandmarksandidentifiedlongrangegoalsforbuildingacohesiveState

ParkSystem.

Californiansapproveda$6millionparkbondbyanoverwhelmingmarginattheonsetoftheGreatDepression.

Thebondprovidedfundingtopurchaseadditionalparklandsandrequireda50percentmatchofnonstate

fundsforanyprojectfinancedwithbondfunds,testingaparkfinancingtoolthatwouldbereplicatednumerous

timesinthefuture.

CaliforniasStateParkSystemexpandedthroughouttheDepressionundertheguidanceofNewtonDrury,who

laterledCaliforniaStateParksandtheNationalParkService.StateparksnotonlyprotectedCaliforniasnatural

heritage,butalsoputCaliforniansbacktoworkusingtheCivilianConservationCorpstobuildroads,bridges,and

campsitesforthenewparks.By1934,thesystemhadgrownto49parks,covering300,000acres,andserving

6,000,000Californians.

ParkExpansionDuringthe1960sand1970s

Californiastateparkscontinuedtogrowfordecadesaseconomicprosperityledtoincreasedleisuretime,and

thecompletionofthemodernhighwaysystemfacilitatedaccesstomoreparks.Californiasgrowingpopulation

stokedariseinparkvisitationtonear30millionbytheearly1960s.Gov.PatBrownidentifiedstateparksamong

oneofhisthreeproudestachievements,alongwiththestatewaterprojectandthestatemasterplanforhigher

education.

However,by

the

end

of

the

1960s

state

parks

faced

severe

budget

cuts.

Gov.

Ronald

Reagans

first

Parks

DirectorWilliamPennMott,Jr.,understoodthatpreservingnaturalandculturalresourceswasnotenough

parksneededtoengageabroaderaudienceandbetterserveurbanandotherunderservedcommunities.

DirectorMottstressedinterpretationandeducation,professionaltraining,sciencebasedresource

management,andexpansionintourbanareas.

Continuingthisvision,in1975,Gov.JerryBrownsParksDirectorHerbertRhodesspearheadedacquisitionsof

urbanparkssuchasCandlestickPointStateRecreationArea,expandingdiversityofparkvisitation.Rhodesalso


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madeitaprioritytohireemployeesfromallbackgroundstobuildastaffmorereflectiveofCaliforniasdiverse

population.

Parksenjoyedcontinuedpublicsupportduringthisgrowthperiod.Between1964and1984,votersapprovedby

largemarginsastringoffiveparkbondmeasures,totalingover$1.3billion.Thesewereexcitingdaysforthe

environmentalmovementinCaliforniaandnationally,asCongresspassedtheCleanAirAct,CleanWaterAct,

Landand

Water

Conservation

Fund,

Wilderness

Act;

the

first

Earth

Day

was

celebrated;

and

Californians

voted

toprotecttheircoastalzone.ThepublicunderstoodthatagrowingCalifornianeededmoreparkstoservemore

peopleandtoprotectfragilelandscapes.By1980,thesystemhadgrownto250parks,covering1,000,000acres,

serving23.7millionCalifornians,andvisitedby66millionpeople.

ThePhoenixCommitteeandParksModernizationoftheEarly1990s

In1992,theDepartmentfacedrenewedbudgetarypressure,partiallyduetothedelayedimpactof

Proposition13,theinitiativeapprovedbyCaliforniavotersin1978tolimitpropertytaxes.Facinga20percent

budgetcutandpotentialparkclosures,ParksDirectorDonaldMurphycharteredthePhoenixCommittee,

comprisedofparkemployeesfromabroadspectrumofworkclassifications.ThePhoenixCommitteewas

chargedwithtakingafresh,toptobottomlookatprioritiesandprocessesandrecommendingstepsthatwould

create

a

more

nimble

and

cost

effective

organization.

The

Phoenix

Committee

recommendations

attempted

to

shifttheDepartmentfromaheadquarterscentered,commandandcontrolmodeltoamoreinnovative,

entrepreneurial,andfieldbasedmodel.

ImplementingtheCommitteesrecommendations,DirectorMurphyreducedstaff,streamlinedservices,

flattenedtheorganizationalstructure,cutcosts,andincreasedfees.Thesechangeschallengedemployeesto

strengthendeliveryofcoreparkservicesbythinkingandworkingdifferently.Whileimplementationofthe

PhoenixrecommendationsyieldedshorttermimprovementsinDepartmentcultureandpractices,new

Departmentleadershipandchangingprioritieslimitedrealizationofthemorelasting,systemicreform

envisionedbytheeffort.

RenewedChallengesFollowingTurnofthe21stCentury

Thetragedy

of

September

11,

2001

coupled

with

the

worldwide

economic

plunge

in

2008

created

new

funding

challengesandchangedthefocusforallpublicagencies,includingstateparks.Evenasgeneralfundreductions

continued,CaliforniavotersapprovedPropositions12,13,40,50,and84between2000and2006which

providedsignificantfundingforlandandwaterconservation,includingover$1billionforstateparks.

Thecapitalfundingprovidedbythesemeasures,togetherwiththeburgeoninglandtrustmovementandprivate

funderinterestinlandconservation,fueledasignificantexpansionofstateparks.Thesemeasures,however,did

notincludefundingforstewardshipandmanagementofthesepubliclands.Inrecentyears,theDepartmenthas

struggledtomanageaparksystemwithasignificantbacklogofdeferredmaintenance.Inresponse,Department

leadershiphasreducedpositionsandincreasedfees.In2011,withlargestatebudgetshortfalls,therewas

seriousdiscussionofclosingparkstohelpmeettheseshortfalls.


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APPENDIXC:IMPLEMENTATIONTABLES

EditorsNote:TheImplementationTablesthatfollowareaworkinprogress,representingthecurrent

statusofimplementationdetaildevelopedbytheParksForwardCommissionersforeachofthe

recommendations.

The

Commissioners

will

continue

to

refine

these

Implementation

Tables

to

reflect

their

continuingresearch,analysis,andthinking,andalignwiththeirfinalrecommendations.

THETRANSFORMATIONOFCALIFORNIAPARKS

Recommendation:DriveChange

ImplementationActions ImplementingParties Other KeyParticipants Timing

CreateadedicatedteamreportingtoDirectorto

transformDepartment

NaturalResourcesAgency

DepartmentofParksand

Recreation

2014

Retainexperts

for

team

from

state

employees,

Departmentstaff,andoutsideexpertsfortwo

years

NaturalResources

Agency

DepartmentParks

Forward

Commission2014

2016

Identifyandprovidesufficientauthoritytoteam

toenableittoundertakeDepartment

transformation


Department

ParksForward

Commission

2014

Makeavailablesufficientresourcesincluding

dedicatedstaff,administrativeandlogistical

support,andprivatefundingtofacilitatethe

teamswork


Department

Charitablefoundations 2014

Craftaplanincludingoutcomes,aschedule,and

metricsto

assess

progress

Team Charitablefoundations 2014

EngageandtrainqualifiedDepartmentstaff,and

helprecruitnewqualifiedstafftoleadongoing

Departmenttransformation

Team 20142016

ReporttoParksForwardCommission NaturalResourcesAgency

Department

2015

ReporttoLegislature NaturalResourcesAgency

Department

20152016

LongerTerm

Annuallyassessprogressandstatus;postfindings

onDepartment

website


Department

20172020

Recommendation:CreateaPathtoLeadership


WorkwithCalHRandStatePersonnelBoardto

updatepersonnelpolicies,positionclassifications,

qualifications,andtrainingprotocols.

Department

Team

CaliforniaDepartment

ofHumanResources

StatePersonnelBoard

20142015


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Implementthoseupdatedpolicies,classifications,

qualifications,andtrainingprotocols.

Department

Team

20152016

Establishafieldmanagementstructurethat

providesequitableopportunitiesforallstaffto

gainmissionrelatedexpertiseandsupervisory

experience.

Team

20142015

Createincentives,protocols,andaccountability

measuresforDepartmentstaff,particularlyin

managementpositions,toensuretrackingand

reportingofpertinentdatanecessaryfordecision

making.

Team

20142016

Recommendchangestostaffselection,

evaluation,andtrainingpoliciesandprocedures

toensureDepartmentstaffareskilledincore

functions,adeptatmanagingchange,and

responsivetothestatesdiverseandchanging

demographics.

Team

20142016

LongerTerm

Continueimplementationofupdatedpolicies,

classifications,qualifications,andtraining

protocols

Department 20172020

Annuallyassessprogressandstatus;report

findingsonDepartmentwebsite


Department

20172020

Recommendation:ModernizeSystems


Recommendchangestopoliciesandprocessesto

providefieldleadershipwithexpandedflexibility

whileclarifying

standards.

Team 20142015

Implementstateoftheartsystems,processes,

andtechnologytoenabletransparent,accurate,

complete,andaccountablebudgeting,planning,

andprojectimplementation.

Department

Team

20142016

Recommendspecificactionstoalignand

modernizeaccounting,budgeting,personnel

management,timereporting,andfinancial

reportingsystems.

Team 20142016

Recommendspecificactionstoalignand

modernizetheaccountingsystempayment

processingand

reservation

systems.

Team 20142016

Implementactionstoalignandmodernize

accounting,budgeting,personnelmanagement,

timereporting,andfinancialreportingsystems.

Team 20142016


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Createnewreportsanddashboardstoallowfor

betterserviceandoutcomemonitoring,

communicationflow,anddecisionmakingbased

ontimely,accuratedata.

Team 20142016

Trainstafftocompetentlyusenewsystems. Team 20142016

Modify

Departments

procurement

rules

if

they

impedemodernization.Ensureguidancefor

implementingnewrulesandtrackingtoensure

accountability.

Team 2014

2016

LongerTerm

Continuetoimplementmodernizedsystems Department 20172020

Annuallyassessprogressandstatus;report

findingsonDepartmentwebsite


Department

20172020

STATEPARKSCANNOTDOITALONE

Recommendation:FosterPartnerships

Implementation

Actions

Implementing

Parties Other

Key

Participants

Timing

ImplementstructurewithinDepartmenttowork

closelywithpublicagencies,nonprofit

organizations,businesses,volunteers,andother

partnersandprovidetheresourcesnecessaryto

facilitate,develop,andmanagepartnerships.

Team Parksupporters

Conservancy

20142016

Createincentivestorewardinnovationand

partnerships,provideflexibilityandsupport,

consideridentifyingeffectiveworkwith

partnershipsasemployeeperformancegoal,and

implementnewtrainingtoencouragethe

Departmentto

work

effectively

with

partners.

Team Parksupporters

Conservancy

20142016

DevelopmeansofenablingDepartmenttoaccept

services,temporarystaffing,resources,and

projectsdevelopedbypartners.

Team Conservancy 20142015

LongerTerm

Continuetoimplementstructureandprocessesto

engagepartners

Department Parksupporters

Conservancy

20172020

Recommendation:EstablishtheCaliforniaParksConservancy


Createa501(c)(3)nonprofitpublicbenefit

organization,theCaliforniaParksConservancy,toprovidefinancial,operational,andstrategic

supportfororganizationsthatmanageoroperate

parksorotherprotectedlands,withitsfirst

prioritytotheStateParkSystem.

ParksForwardCommission NaturalResources

AgencyDepartment

Parksupporters

2014


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EstablishthemissionofConservancyto

collaboratewithandsupportDepartments

missionincludingexpandingaccesstoyounger,

morediverseaudiences,promotinghealthand

communityengagement,andensuringprotection

ofnaturalandculturalresources.Conservancys

primary

focus

will

be

to

amplify

and

complement

theworkoftheDepartmentbybringingnew

resources,expertiseandflexibilitytoassist

Departmentinaccomplishingitsmission.

Conservancywillhavetheabilitytoreceiveand

distributefundsfromgovernmentaland

nongovernmentalsources.


Agency

Department

Parksupporters

2014

Recruitfourinitialboardmemberstohelplaunch

Conservancytoserve3year,initiallystaggered

termstoensurenomorethanturnoverinany

year.


Agency

Department

Parksupporters

2014

Recruitadditionalboardmembersforatotalofup

to15

board

members

who

reflect

Californias

demographicandgeographicdiversity,andhave

theabilitytocontributeorraisefundsand

expertiseinbusinessorfinance,parks,land

management,education,health,communications,

marketing,technology,naturalorcultural

resourcemanagementandinterpretation,and

citizenengagement.

Conservancy NaturalResources

Agency

Department

Parksupporters

ParksForward

Commission

2015

Craftbusinessplanidentifyinggoals,measurable

outcomes,staffing,budget,andfundraising.

Conservancy 20142015

Identifyinitialprojectsthatfocuson

communications,

targeted

outreach

and

marketing,andimprovingaccess.Thesemay

include:improvewebandmobiledevice

applicationstofacilitatecommunicationwithand

amongparkusers,supporters,andtheirnetworks;

identifyneartermopportunitiestoincreasethe

numberandvarietyofovernight

accommodations; developdigitaltripplannerto

provideautomobileandtransitoptions;develop

pilotprojectsforimprovingtransportationoptions

(e.g.,travelpasses,discountedrateswithcar

sharingoperatorssuchasZipcar,weekenduseof

carpooling/ridesharingvans,bicyclesharing

optionsat

transit

stations,

and

expanding

in

park

totransitstationmobilitysystems).

Conservancy Department

Park

supporters

20142016


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LongerTerm

Raisefundsandimplementprojectstoadvance

Departmentsmissionandthoseofother

nonprofitssupportingparksandprotectedland

throughoutthestate.

Conservancy NaturalResources

Agency

Department

Nonprofits

20172020

PARKSFORPEOPLE

Recommendation:ProtectNaturalandCulturalResources NaturalResources

PartnerwithRelevantPublicAgencies,CaliforniaIndianTribes,LandTrusts,andOtherStakeholderstoCollaboratively

ManageNatural

Resources

and

Support

aNetwork

of

Protected

Lands

Managed

for

Resiliency

and

Connectivity


Identify,develop,andparticipateinadditional

collaborative,landscapescalenaturalresource

managementprogramsandconservation

initiatives,includingthestatesMarineProtected

Areas,39ofwhichareconnectedtoStatePark

lands

Department Federal,state,andlocal

publicagencies,land

trusts,CaliforniaIndian

tribes,andNonprofits

2014and

ongoing

WorkwiththeConservancytodeterminehow

besttoencouragecollaborativeplanningand

management,includingspecificpartnership

projects.Collaboration

may

take

the

form

of

creatinganaturalresourcemanagementadvisory

panel.

Department

Conservancy

Federal,state,andlocal

publicagencies,land


tribes,universities,

and

Nonprofits

20142015

LongerTerm

Identifyandacquire(eitherbyDepartmentor

others)additionstothestatesprotectedlands,

consistentwithstaterecommendationsfor

adaptingtoclimatechangeandwithanemphasis

onincreasingconnectivity


publicagencies,land


tribes,andNonprofits

2014and

ongoing

Recommendation:ProtectNaturalandCulturalResources Natural Resources

EmphasizeandAddressClimateChangeAdaptationinNaturalResourceManagement


Developresearchrelatedtoclimatechangein

collaborationwithothers


publicagencies,

universities,and

Nonprofits

2014and

ongoing

Seeklegislationtoauthorizestateappropriations

directlytoConservancysolongasitmaintainsits

federalandstatetaxexemptstatusandmaintains

itspri

parks forward commission draft recommendations (draft - july 30, 2014)

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