parks forward commission draft recommendations (draft - july 30, 2014)
DESCRIPTION
An independent state commission says the California Department of Parks and Recreation must fix its broken administration, management and bureaucracy. It then recommends asking voters to pay for maintaining the parks.TRANSCRIPT
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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.
13FTIConsulting,CaliforniaStateParksBaselineFinancialAssessment,reporttoParksForwardCommission,November30,
2013.
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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.
15FTIConsulting,CaliforniaStateParksBaselineFinancialAssessment,reporttoParksForwardCommission,November30,
2013.
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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.
26ImpactsResearchandDevelopment,ParksForwardintelligenceSummary,reporttoParksForwardCommission,
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
27ImpactsResearchandDevelopment,ParksForwardintelligenceSummary,reporttoParksForwardCommission,
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
NaturalResourcesAgency
Department
ParksForward
Commission
2014
Makeavailablesufficientresourcesincluding
dedicatedstaff,administrativeandlogistical
support,andprivatefundingtofacilitatethe
teamswork
NaturalResourcesAgency
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
NaturalResourcesAgency
Department
20172020
Recommendation:CreateaPathtoLeadership
ImplementationActions ImplementingParties Other KeyParticipants Timing
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
NaturalResourcesAgency
Department
20172020
Recommendation:ModernizeSystems
ImplementationActions ImplementingParties Other KeyParticipants Timing
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
NaturalResourcesAgency
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
ImplementationActions ImplementingParties Other KeyParticipants Timing
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.
ParksForwardCommission NaturalResources
Agency
Department
Parksupporters
2014
Recruitfourinitialboardmemberstohelplaunch
Conservancytoserve3year,initiallystaggered
termstoensurenomorethanturnoverinany
year.
ParksForwardCommission NaturalResources
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
ImplementationActions ImplementingParties Other KeyParticipants Timing
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
trusts,CaliforniaIndian
tribes,universities,
and
Nonprofits
20142015
LongerTerm
Identifyandacquire(eitherbyDepartmentor
others)additionstothestatesprotectedlands,
consistentwithstaterecommendationsfor
adaptingtoclimatechangeandwithanemphasis
onincreasingconnectivity
Department Federal,state,andlocal
publicagencies,land
trusts,CaliforniaIndian
tribes,andNonprofits
2014and
ongoing
Recommendation:ProtectNaturalandCulturalResources Natural Resources
EmphasizeandAddressClimateChangeAdaptationinNaturalResourceManagement
ImplementationActions ImplementingParties Other KeyParticipants Timing
Developresearchrelatedtoclimatechangein
collaborationwithothers
Department Federal,state,andlocal
publicagencies,
universities,and
Nonprofits
2014and
ongoing
Seeklegislationtoauthorizestateappropriations
directlytoConservancysolongasitmaintainsits
federalandstatetaxexemptstatusandmaintains
itspri